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Case study solving technique


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Published in: Business, Technology

Case study solving technique

  1. 1. Case Study Solving procedure Dr. Tripti Sahu SBIIMS Pune
  2. 2. What is a Case Study?  A case study is a description of an actual administrative situation involving a decision to be made or a problem to be solved.
  3. 3.  Illustrative Case Studies: They typically utilize one or two instances of an event to show what a situation is like.  Exploratory (or pilot) Case Studies: These are condensed case studies performed before implementing a large scale investigation.  Cumulative Case Studies: These serve to aggregate information from several sites collected at different times.  Critical Instance Case StudiesThese examine one or more sites for either the purpose of examining a situation of unique interest
  4. 4. Step 1: The Short Cycle Process  Quickly read the case. Give a quick reading, you can read only the first few and last paragraphs.  Figure out the following : ◦ the decision maker in this case, and its position and responsibilities ◦ What appears to be the issue and its significance for the organization ◦ Reason for the issue arisen and the role of decision maker ◦ Level of urgency to the situation?  Give a sincere look to exhibits and the figures given.  Review the case subtitles to see what areas are covered in more depth.  Read case questions (if any) This may give you some clues about the main issues.
  5. 5. Step 2: The Long Cycle Process  A detailed reading of the case  Analyzing the case.
  6. 6. Read to absorb  Stating paragraph  Background information  Specific (functional) area of interest  The specific problem  Alternatives  Conclusion
  7. 7. The Case Analyses step1:  Defining the issue(s)  What appears to be the problem(s) here?  How do I know that this is a problem? (differentiate the symptoms of the problem from the problem itself)  Identify issues that need to be addressed immediately? (differentiate between issues that can be resolved within the context of the case)  Distinguish importance issues form urgent ones. deal with important issues in order of urgency
  8. 8. Analyzing Case Data  Find out the reason behind the issue: determine cause and effect for the problems identified: ◦ resources ◦ people ◦ Processes  Identify the area or people affected most by this issues?  Spot limitations and opportunities  Analyze the numbers
  9. 9. Generating Alternatives  Be practical and implementable  Never give a decision which require further investigation  Doing nothing  Avoid the meat sandwich method of providing only two other clearly undesirable alternatives to make one reasonable alternative look better by comparison.  Think of obstacles present in the way of implementing the decsions
  10. 10. Key Decision Criteria  Brief, preferably in point form, such as ◦ improve (or at least maintain) profitability, ◦ increase sales, market share, or return on investment, ◦ maintain customer satisfaction, corporate image, ◦ employee morale, safety, or turnover, ◦ retain flexibility, and/or ◦ minimize environmental impact.  Measurable: at least to the point of comparison, such as alternative A will improve profitability more that alternative B.  Be related to your problem statement, and alternatives. If you find that you are talking about something else, that is a sign of a missing alternative or key decision criteria, or a poorly formed problem statement.
  11. 11. Evaluating Alternatives  Ranking Method  Pros and Cons Also consider the long and short term effect of the alternative choosen
  12. 12. Recommendation  You must have one! Business people are decision-makers; this is your opportunity to practice making decisions. Give a justification for your decision (use the KDC's). Check to make sure that it is one (and only one) of your Alternatives and that it does resolve what you defined as the Problem.
  13. 13. Instructions for students Before the class discussion: ◦ Read the reading assignments (if any) ◦ Use the Short Cycle Process to familiarize yourself with the case. ◦ Use the Long Cycle Process to analyze the case ◦ Usually there will be group meetings to discuss your ideas. ◦ Write up the case (if required
  14. 14. Instructions for students In the class discussion: ◦ Someone will start the discussion, usually at the prompting of the Instructor. ◦ Listen carefully and take notes. Pay close attention to assumptions. Insist that they are clearly stated. ◦ Take part in the discussion. Your contribution is important, and is likely a part of your evaluation for the course.
  15. 15. Instructions for students After the class discussion: ◦ Review ASAP after the class. Note what the key concept was and how the case fits into the course.