AP P E N D I X 1 630 AP P E N D I X 1 Hands-On Guide: How to Analyze a Case Study Management Information Systems, Ninth Edition provides a number of case studies for you to analyze. Included in these cases are questions to help you understand and analyze the case. You may, however, be assigned other case studies that do not have questions. This Hands-On Guide presents a structured framework to help you analyze such cases as well as the case studies in this text. Knowing how to analyze a case will help you attack virtually any business problem. A case study helps students learn by immersing them in a real-world business scenario where they can act as problem solvers and decision makers. The case presents facts about a particular organization. Students are asked to analyze the case by focusing on the most important facts and using this information to determine the opportunities and problems facing that organization. Students are then asked to identify alternative courses of action to deal with the problems they identify. A case study analysis must not merely summarize the case. It should identify key issues and problems, outline and assess alternative courses of action, and draw appropriate conclusions. The case study analysis can be broken down into the following steps: 1. Identify the most important facts surrounding the case. 2. Identify the key issue or issues. 3. Specify alternative courses of action. 4. Evaluate each course of action. 5. Recommend the best course of action. Let’s look at what each step involves. 1. Identify the most important facts surrounding the case. Read the case several times to become familiar with the information it contains. Pay attention to the infor- mation in any accompanying exhibits, tables, or fig- ures. Many case scenarios, as in real life, present a great deal of detailed information. Some of these facts are more relevant that others for problem identification. One can assume the facts and figures in the case are true, but statements, judgments, or decisions made by individuals should be questioned. Underline and then list the most important facts and figures that would help you define the central problem or issue. If key facts and numbers are not available, you can make assumptions, but these assumptions should be reason- able given the situation. The “correctness” of your con- clusions may depend on the assumptions you make. 2. Identify the key issue or issues. Use the facts provided by the case to identify the key issue or issues facing the company you are studying. Many cases present multiple issues or problems. Identify the most impor- tant and separate them from more trivial issues. State the major problem or challenge facing the company. You should be able to describe the problem or chal- lenge in one or two sentences. You should be able to explain how this problem affects the strategy or per- formance of the organization. You will need to explain why the problem occurred. Does the proble.

1. AP P E N D I X 1
630
AP P E N D I X 1
Hands-On Guide: How to Analyze a Case Study
Management Information Systems, Ninth Edition provides a
number of case studies for you to analyze. Included in these
cases are questions to help you understand and analyze the
case. You may, however, be assigned other case studies that
do not have questions. This Hands-On Guide presents a
structured framework to help you analyze such cases as well
as the case studies in this text. Knowing how to analyze a case
will help you attack virtually any business problem.
A case study helps students learn by immersing them in a
real-world business scenario where they can act as problem
solvers and decision makers. The case presents facts about a
particular organization. Students are asked to analyze the
case by focusing on the most important facts and using this
information to determine the opportunities and problems
facing that organization. Students are then asked to identify
alternative courses of action to deal with the problems they
identify.
A case study analysis must not merely summarize the
case. It should identify key issues and problems, outline and
assess alternative courses of action, and draw appropriate
conclusions. The case study analysis can be broken down
into the following steps:

2. 1. Identify the most important facts surrounding the case.
2. Identify the key issue or issues.
3. Specify alternative courses of action.
4. Evaluate each course of action.
5. Recommend the best course of action.
Let’s look at what each step involves.
1. Identify the most important facts surrounding the case.
Read the case several times to become familiar with
the information it contains. Pay attention to the infor-
mation in any accompanying exhibits, tables, or fig-
ures. Many case scenarios, as in real life, present a great
deal of detailed information. Some of these facts are
more relevant that others for problem identification.
One can assume the facts and figures in the case are
true, but statements, judgments, or decisions made by
individuals should be questioned. Underline and then
list the most important facts and figures that would
help you define the central problem or issue. If key
facts and numbers are not available, you can make
assumptions, but these assumptions should be reason-
able given the situation. The “correctness” of your con-
clusions may depend on the assumptions you make.
2. Identify the key issue or issues. Use the facts provided
by the case to identify the key issue or issues facing
the company you are studying. Many cases present
multiple issues or problems. Identify the most impor-
tant and separate them from more trivial issues. State
the major problem or challenge facing the company.
You should be able to describe the problem or chal-
lenge in one or two sentences. You should be able to
explain how this problem affects the strategy or per-
formance of the organization.

3. You will need to explain why the problem occurred.
Does the problem or challenge facing the company
come from a changing environment, new opportuni-
ties, a declining market share, or inefficient internal or
external business processes? In the case of information
systems-related problems, you need to pay special
attention to the role of technology as well as the
behavior of the organization and its management.
Information system problems in the business
world typically present a combination of manage-
ment, technology, and organizational issues. When
identifying the key issue or problem, ask what kind of
problem it is: Is it a management problem, a technol-
ogy problem, an organizational problem, or a combi-
nation of these? What management, organizational,
and technology factors contributed to the problem?
❏ To determine if a problem stems from
management factors, consider whether managers
are exerting appropriate leadership over the
organization and monitoring organizational
performance. Consider also the nature of
management decision making: Do managers have
sufficient information for performing this role, or
do they fail to take advantage of the information
that is available?
❏ To determine if a problem stems from technology
factors, examine any issues arising from the
organization’s information technology
infrastructure: its hardware, software, networks
and telecommunications infrastructure, and the
management of data in databases or traditional
files. Consider also whether the appropriate

4. management and organizational assets are in place
to use this technology effectively.
❏ To determine the role of organizational factors,
examine any issues arising from the organization’s
structure, culture, business processes, work groups,
Appendix 1 Hands-On Guide: How to Analyze a Case Study 631
divisions among interest groups, and relationships
with other organizations, as well as the impact of
changes in the organization’s external
environment—changes in government regulations,
economic conditions, or the actions of
competitors, customers, and suppliers.
You will have to decide which of these factors—or
a combination of factors—is most important in
explaining why the problem occurred.
3. Specify alternative courses of action. List the courses of
action the company can take to solve its problem or
meet the challenge it faces. For information system-
related problems, do these alternatives require a new
information system or the modification of an existing
system? Are new technologies, business processes,
organizational structures, or management behavior
required? What changes to organizational processes
would be required by each alternative? What manage-
ment policy would be required to implement each
alternative?
Remember, there is a difference between what an
organization “should do” and what that organization

5. actually “can do.” Some solutions are too expensive or
operationally difficult to implement, and you should
avoid solutions that are beyond the organization’s
resources. Identify the constraints that will limit the
solutions available. Is each alternative executable
given these constraints?
4. Evaluate each course of action. Evaluate each alterna-
tive using the facts and issues you identified earlier,
given the conditions and information available.
Identify the costs and benefits of each alternative. Ask
yourself, “What would be the likely outcome of this
course of action?* State the risks as well as the rewards
associated with each course of action. Is your recom-
mendation feasible from a technical, operational, and
financial standpoint? Be sure to state any assumptions
on which you have based your decision.
5. Recommend the best course of action. State your choice
for the best course of action and provide a detailed
explanation of why you made this selection. You may
also want to provide an explanation of why other
alternatives were not selected. Your final recommen-
dation should flow logically from the rest of your case
analysis and should clearly specify what assumptions
were used to shape your conclusion. There is often no
single “right” answer, and each option is likely to have
risks as well as rewards.
SCENARIO:

6. Three friends from high school with a common passion for cars
decided to pursue their interest and formed
Three Guys Garage (TGG). The team pooled their savings and a
cquired an SBA loan for $300,000 to open their
shop in 2008. The business has evolved into a successful busin
ess in a Philadelphia suburb. Sales have grown
to $2.3M in 2014 and are on pace to exceed $2.5M by the end of
the year. The business offers full-service auto
repair as well as classic car restoration services and coordinatio
n.
Jerry, Jose and Manuel have been so focused on establishing the
business and growing it to a sustainable level
that little though has been given to a “go­forward” plan. Jerry,
who serves as company president commented,
“We need to continue growing TGG understanding that each of
us has different personal goals.” Jerry wants to
see the brand grow into a national chain. Jose is concerned abou
t loss of control on the quality of the operation
from an aggressive growth plan. Manuel is not sure the business
model is fully transferable and that they have to
keep very tight controls on their costs to maintain a reasonable
profit margin.
The team started working with a business coach to begin workin
g on an updated business plan and a strategy for
expansion. From the analysis, it was clear that the business mo
del they had could be successful in multiple
locations. Over the last few years they had been approached by
several customers asking if they offered a
franchise or would be interested in expanding, but the team has
no knowledge or understanding of if or how that
might work. They have also been approached by an investor wh
o has offered to fund their expansion but the

7. team didn’t know how to respond, telling the investor they woul
d keep his information in case it was of interest
in the future. Also, each of the partners has a salary they are ta
king from the business but now there is also some
interest in taking some of the retained earnings out as profit dist
ributions. Jerry and Jose want to reinvest those
profits into expansion but Manuel wants to make some personal
investments. The team is also facing some
necessary investments in new technology that is required to serv
ice the newer cars that are starting to come out
of warranty. Although the business can continue without those t
echnology investments it might limit the growth
potential and options. Finally, Jerry’s son decided not to go to c
ollege but works in the business and has
progressed to a senior mechanic. He has indicating to the team
that he might want to go back to college for a
business degree to be better prepared to support the business. J
ose’s wife is the company’s bookkeeper and
Manuel’s daughter handles the marketing.
As the team continues their meetings with the business coach th
ey are struggling to reconcile these issues and
create a “go­forward” business plan they can all agree to.
TEMPLATE
COMPANY-OWNED FRANCHISE JOINT VENTURE
PROS:
1. –
2.–

8. PROS:
1. –
2. –
PROS:
1. –
2. –
3.- 3. - 3. -
CONS:
1.–
2.–
3.-
CONS:
1. –
2. –
3. -
CONS:
1. –

9. 2. –
3. -
Assignment 3: Growth, Innovation, Sustainability, and
Succession. - Submit Files
Top of Form
Submission Folder
Assignment 3: Growth, Innovation, Sustainability, and
Succession.
Instructions
Assignment 3: Growth, Innovation, Sustainability, and
Succession (30%)
Purpose:
In this assignment, students evaluate three growth strategies for
a company-owned business, a franchise, and a joint
venture. Students will analyze the results of research and
determine the strategy that best aligns with an owner’s goals for
succession planning, sustainability, and innovation.
Outcomes Met:
· develop critical managerial skills and processes to
assess and analyze key elements of emerging enterprise
organizations
· evaluate and measure forward-thinking enterprise
strategies relevant to sustainability and succession through
innovation
Step 1: Review “How to Analyze a Case Study” under Week 2
Content.
Step 2: Create a Word or Rich Text Format (RTF) document
that is double-spaced, 12-point font. The final product will be
between 2-3pages in length excluding the title page, reference
page, and the template (which must be attached to the report as

10. an exhibit);
Step 3: Review the grading rubric for the assignment.
Step 4: Follow this format:
· Title page with title, your name, the course, the
instructor’s name;
· Introduction;
· Body, in paragraph form using headings: Use headings
for the questions provided but do not include the questions in
the paper
· Summary paragraph
Step 5: In writing a case study, the writing is in the third
person. What this means is that there are no words such as “I,
me, my, we, or us” (first person writing), nor is there use of
“you or your” (second person writing). If uncertain how to
write in the third person, view this
link: http://www.quickanddirtytips.com/education/grammar/firs
t-second-and-third-person
Step 6: In writing this assignment, students are asked to
support the reasoning using in-text citations and a reference list.
A reference within a reference list cannot exist without an
associated in-text citation and vice versa. View the sample
APA paper under Week 2 content
Step 7: Include references from both the class material and
from sources other than the class material.
Step 8: In writing this type of assignment, students are
expected to paraphrase and not use direct quotes. Learn to
paraphrase by reviewing this
link: https://writing.wisc.edu/Handbook/QPA_paraphrase2.html
.
Step 9: Read critically and analyze the scenario provided under
Week 8 Content.
Step 10: Write down or highlight key facts from the scenario.
Consider making an outline to capture key points in the paper.
Step 11:
· Using the fact pattern from the case study located under
week 8 content, material from the course and outside research,

11. complete the template at the end of the case study;
· Once the template is completed, analyze the findings to
determine which strategy aligns best with the owner’s goals for
succession planning and sustainability
· Discuss the role of innovation in achieving the owner’s
goals;
Step 12: Create the introductory paragraph. The introductory
paragraph is the first paragraph of the paper but is typically
written after writing the body of the paper (Questions students
responded to above). View this website to learn how to write an
introductory
paragraph: http://www.writing.ucsb.edu/faculty/donelan/intro.h
tml
Step 13: Write a summary paragraph. A summary paragraph
restates the main idea(s) of the essay. Make sure to leave a
reader with a sense that the essay is complete. The summary
paragraph is the last paragraph of a paper.
Step 14: Using the grading rubric as a comparison, read
through the paper to ensure all required elements are
presented. This step is probably the most critical and can result
in many lost points if instructions are not followed.
Step 15: Proofread the paper for spelling and grammatical
issues, and third person writing.
· Use the spell and grammar check in Word as a first
measure;
· Have someone who has excellent English skills to proof
the paper;
· Consider submitting the paper to the Effective Writing
Center (EWC). The EWC will provide 4-6 areas that may need
improvement.
Step 16: Submit the paper in the Assignment Folder.

12. Rubric Name: Assignment #3
Criteria
Outstanding
Superior
Good
Substandard
Failure
Content: Template -Company-Owned, Franchise and Joint
Venture
3.6 points
Template -Company-owned, franchise and joint venture is
accurately completed.
(3.24 - 3.6)
3.06 points
Template -Company-owned, franchise and joint venture is
completed but some of the information is not accurate depicted.
(2.88 - 3.23)
2.7 points
Template -Company-owned, franchise and joint venture
is missing one or two elements.
(2.52 - 2.87)
2.34 points

13. Template -Company-owned, franchise and joint venture
is missing three or more elements.
(2.16 - 2.51)
0 points
Template -Company-Owned, franchise and joint venture is not
completed.
(0 – 2.15)
Content: Determine strategy that best aligns with the owner’s
goals for succession planning and sustainability
3.6 points
Strategy that best aligns with the owner’s goals for succession
planning and sustainability is explained clearly, accurately and
comprehensively delivering all relevant information.
(3.24 - 3.6)
3.06 points
Strategy that best aligns with the owner’s goals for succession
planning and sustainability is explained accurately but could be
more comprehensive or clearer with more relevant information.
(2.88 - 3.23)
2.7 points
Strategy that best aligns with the owner’s goals for succession
planning and sustainability is explained but needs more
clarification on some aspects.
(2.52 - 2.87)
.
2.34 points
Strategy that best aligns with the owner’s goals for succession
planning and sustainability could be more completely
identified or are missing key points.
(2.16 - 2.51)
0 points

14. Strategy that best aligns with the owner’s goals for succession
planning and sustainability is not discussed.
(0 – 2.15)
Content: The Role of Innovation
3.3 points
The role of innovation in achieving the owner’s
goals is explained clearly, accurately and comprehensively
delivering all relevant information.
(2.97 - 3.3)
2.805 points
The role of innovation in achieving the owner’s goals is
explained but could be more comprehensive with more relevant
information.
(2.64 - 2.96)
2.475 points
The role of innovation in achieving the owner’s goals is
explained but needs more clarification on some aspects.
(2.31 - 2.63)
2.145 points
The role of innovation in achieving the owner’s goals is
explained but is not thoroughly or are missing key points.
(1.98 - 2.309)
0 points
The role of innovation in achieving the owner’s goals is
not explained
(0 – 0.671)
Critical Thinking/Reasoning
6 points
Concepts and ideas are fully developed. Thinking is consistent

15. in accurately interpreting questions and material/provides solid
assumptions, reasoning and evaluation with sound conclusions.
Reader can easily follow the author's logic and reasoning.
(5.4 - 6)
5.1 points
Concepts and ideas are developed. Thinking is mostly consistent
in accurately interpreting questions and material/ provides good
assumptions, reasoning and evaluation with sound
conclusions. Reader can easily follow the author's logic and
reasoning.
(4.8 - 5.39)
4.5 points
Concepts and ideas are mostly developed but may need
clarification on some aspects of thinking, reasoning or
evaluation. Conclusions are drawn. Reader follows the
author’s logic but occasionally there are areas that are unclear.
(4.2 - 4.79)
3.9 points
Concepts and ideas are not cohesive. Misinterprets questions
or material; ignores or superficially evaluates, justifies little
and seldom explains reasoning; draws unwarranted
conclusions. At times, the reader must attempt to determine the
author's train of thought.
(3.6 - 4.19)
0 points
Concepts and ideas are not fully developed or presented in a
cohesive manner. Misinterprets questions or material.
(0 – 3.59)
Application of Resources
6 points
Arguments or positions are well-supported with evidence from

16. the readings/experience; ideas go beyond the course material
and recognize implications and extensions of the material and
concepts.
(5.4 - 6)
5.1 points
Arguments or positions are mostly supported by evidence from
the readings and course content; ideas presented demonstrate
understanding of the material and concepts.
(4.8 - 5.39)
4.5 points
Arguments are more often based on opinion or unclear views
than on position grounded in the readings of material or
external sources of material.
(4.2 - 4.79)
3.9 points
Arguments are frequently illogical and unsubstantiated; Limited
use of facts in case study and essential information presented in
resources; May resort to ad hominem attacks on the author
instead of making meaningful application of the material.
(3.6 - 4.19)
0 points
Arguments lack meaningful explanation or support of
ideas. Does not provide facts presented in case study.
(0 – 3.59)
Attention to Instructions
3 points
demonstrated full understanding of requirements responded to
each aspect of assignment
(2.7 - 3)
2.55 points

17. demonstrated understanding of requirements; missed one minor
aspect of assignment
(2.4 -2.69)
2.25 points
demonstrated some understanding of requirements; missed a key
element or two minor aspects of assignment
(2.1 - 2.39)
1.95 points
failed to show a firm understanding of requirements; missed two
key elements or several minor aspects of assignment
(1.8 - 2.09)
0 points
did not demonstrate understanding of assignment requirements
(0 – 1.79)
Writing Mechanics
3 points
Strictly adheres to standard usage rules of written English,
including but not limited to capitalization, punctuation, and
spelling. No errors found. No jargon used.
(2.7 - 3)
2.55 points
Adheres to standard usage of mechanics: conventions of written
English, including capitalization, punctuation, and spelling.
One to three errors found.
(2.4 - 2.69)
2.25 points
Minimally adheres to standard usage rules of mechanics:
conventions of English, including capitalization, punctuation,
and spelling. Four to 10 errors found.
(2.1 - 2.39)

18. 1.95 points
Does not adhere to standard usage rules of mechanics:
conventions of written English, including capitalization,
punctuation, and spelling. More than 10 errors found.
(1.8 - 2.09)
0 points
Does not adhere to standard usage rules of mechanics:
conventions of written English largely incomprehensible and
errors are too plentiful to count.
(0 – 1.79)
APA Style (6th ed.)
0.8 points
No APA style errors; Proper citation of source material is used
throughout paper. Reference titles follow APA with only the
first word, the first word after a colon and proper nouns
capitalized.
(0.72 - 0.8)
0.68 points
Attempts in-text citations and reference list but one or two APA
style errors noted.
(0.64 - 0.72)
0.6 points
Attempts in-text citations and reference lists; APA style errors
are noted; inconsistencies in citation usage are noted throughout
document.
(0.56 - 0.639)
0.52 points
Attempts either in-text citations or reference list but omits the
other.
(0.48 - 0.559)

19. 0 points
No attempt at APA style.
(0 – 0.479)
Overall Score
Outstanding
27 or more
Superior
24 or more
Good
21 or more
Substandard
18 or more
Failure
0 or more
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