SlideShare a Scribd company logo
1 of 168
Download to read offline
Overview
“Only 7% of students are employable”
Source: The Hindu Business Line
Prof Pramath Raj Sinha
Founding Dean
Indian School of Business
“Like with education in
other fields, only
bookish knowledge is
being pushed through
with no relevant
context or practical
learning. That is the
main issue”
Prof Pramath Raj Sinha
Founding Dean
Indian School of Business
● Concepts
● Frameworks
● Metrics
Core competency
Benchmarking
Division of labor
Downsizing
Market segmentation
Resources allocation
Re-engineering
Test marketing
Vertical integration
Concepts
● McKinsey 7S model
● The 7Ps of the Marketing
Mix
● AIDA
● The BCG Matrix
● Porter's Five Forces
● The Balanced Scorecard
● Blue Ocean Strategy
Frameworks
Current Ratio
Return on Equity
Return on Investment
Net Profit Margin
Debt to Equity Ratio
Customer Acquisition Cost
Time to Break Even
Cost per Lead
Metrics
“While the textbooks help [students in] acquiring more
knowledge, case studies help in developing wisdom by
giving a lot of scope for application of knowledge and
mind which is the crux of wisdom.”
Dr Shalini Verma
Professor – Business Communication
Jaipuria Institute of Management
● Verbal ability
● Quantitative ability
● Reasoning
Overall average percentage score obtained by MBAs
● Verbal ability - 53%
● Quantitative ability - 42%
● Reasoning - 38%.
MeritTrac Services India - 2012
Source: Top Hap 2016 Professor Pulse Survey
“A series of well-selected case studies is it helps
students develop the skill of “pattern recognition” (or
the ability to “connect the dots”). Over a period of
18-24 months of a regular management course, a
student examines anything between 60 to 300 case
studies—all “slices of life” experiences.”
Prof Jones Mathews
Great Lakes Institute of Management
“A new idea comes suddenly and in a rather intuitive way, but intuition is
nothing but the outcome of earlier intellectual experience.” ― Albert Einstein
Source: LifeHacker India
Case Example: MIT Sloan
10
3 year average
rank in Global
MBA Ranking by
FT
Open
CourseWare
Lecture Number Topics Type
1 Introduction Lecture
2 Burger King and
McDonald's
Case
3 Capacity Lecture
4 National
Cranberry
Case
5 Webvan Case
6 Inventory Lecture
● lecture
● case
● lecture
Case Writeup 1. Work in groups
2. Write cases
3. Use metrics / concepts /
frameworks
4. Analyse the major
issues
5. State all options
6. State the
recommendations
1. Heart
2. Head
3. Hand
4. Heart
“as you watch a case
study unfold in class,
you'll see students
doing 85 percent of
the talking.”
Harvard Business School
What I hear, I forget.
What I hear and see, I remember a little.
What I hear, see, and ask questions about or
discuss with someone else, I begin to
understand.
What I hear, see, discuss, and do, I acquire
knowledge and skill.
Sum Up
1) Teaching the
definitions of the
business concepts are
not enough because
the students may not
be able to apply them.
2) We have to show
the students how the
frameworks they
study at classrooms
work in the
boardrooms.
3) Case Method can
help students gain
expert intuition
4) It can boost the
engagement rate at
classrooms
Agenda
1. Start with Why?
2. Workshop: Case Study Writing
3. Alter the Scope; Tweak the Agenda
4. The Need of the Hour
Time Topic Type Duration
10:00 - 10:30 AM Inaugural session
10:30 - 11:15 AM Self Introduction /
Overview
Presentation &
Interactions
45 minutes
11-15 - 11:30 Tea / Coffee Break 15 minutes
11:30 - 12:15 PM Start with Why Presentation 45 minutes
12:15 - 01:15 PM Workshop Case Presentation
and Workshop
1 hour
01:15 - 02:00 PM Lunch break
02:00 - 02:15 Nap breaker games 15 minutes
02:15 - 03:00 PM Alter the scope &
Tweak the agenda
Presentation and
Interactions
45 minutes
03:00 - 03:15 PM Tea / Coffee Break
03:15 - 03:45 PM The Need of the
Hour
Presentation and
Interactions
30 minutes
03:45 - 04:00 PM Sum up & Feedback 15 minutes
Start with Why?
● What a Case Study Is?
● How it Contributes to BoK
The core purpose of the case
method is to equip students to
use the concepts, frameworks,
and metrics they learn at
colleges to come up with
answers for business
challenges.
1) Why a business succeeded?
2) Why a business failed?
3) How a business can turn around or be
competitive in the future?
Essential Steps
● understand the business
needs
● analyse a business
situation
● know where the business
stands in a particular
context
● recommend actions that
can take the business
where it wants to go next.
Concepts
● understand the business
needs
● analyse a business
situation
● know where the business
stands in a particular
context
● recommend actions that
can take the business
where it wants to go next.
Frameworks
● understand the business
needs
● analyse a business
situation
● know where the business
stands in a particular
context
● recommend actions that
can take the business
where it wants to go next.
Executive Summary
(5 minute read)
Concepts
● 3Cs of Profiling
● Market Segmentation
○ small - 10,000 birds
○ medium - 10,000 to 50,000 birds
○ large - upwards of 50,000
● Product positioning
Frameworks
● SWOT analysis
● 4Ps of Marketing
Metrics
● Pricing
○ Cost and Profit pricing
○ Competitive pricing
○ Value Based Pricing
● Cost
○ Fixed cost
○ Variable Cost
● Break-even Analysis
○ Breakeven Sales Output
○ Profitable Sales Output
○ Market Share
Recommendations
● Recommendations
○ Market capitalization
○ Profitability
○ Promotional strategy
The core purpose of the case
method is to equip students to
use the concepts, frameworks,
and metrics they learn at
colleges to come up with
answers for business
challenges.
1) Why a business succeeded?
2) Why a business failed?
3) How a business can turn around or be
competitive in the future?
“When students participate in case studies, they can
contribute to the Body of Knowledge in management
by demonstrating, disproving or giving birth to new
concepts and framework.”
Product Portfolio
Business Insider
Source: Bob’s Watches
Flagship
Fill Gap
Free
Future
?
Flagship
Fill Gap
Free
Future
?
Flagship
Fill Gap
Free
Future
Flagship
Fill Gap
Free
Future
?
Flagship
Fill Gap
Free
Future
Flagship
Fill Gap
Free
Future
?
Flagship
Fill Gap
Free
Future
My own
frameworks
Sales
Change Management
“When students participate in case studies, they can
contribute to the Body of Knowledge in management
by demonstrating, disproving or giving birth to new
concepts and framework.”
Workshop:
Writing a case study
Case
“Nay...No!”
Workshop: Case Writing
Backgrounder
● Company
● Competition
● Customer
Brand & Marketing
● Price
● Positioning
● Promotion
Recommendations
● Utility
● Aspirations
● Ease of Use
● 6 groups
● Group Discussion (30 mins)
● Oral Presentation (2-3 mins / group)
Refer
Backgrounder
● Company
● Competitor
● Customers
Brand
● Pricing
● Positioning
● Promotion
Recommendations
● Utility
● Aspirations
● Ease of use
● Present (3 minutes)
You
Lunch Break
(See you at 2 PM)
Alter the Scope;
Tweak the Agenda
“The HBS case
study pedagogy
works extremely
well at….”
● 40% Vs 80%
● 40% Vs 80%
● 200-250 cases / year
● USP / Brand Promise
● 40% Vs 80%
● 200-250 cases / year
● USP / Brand Promise
● Major source of revenue
● Protagonist in the campus
● 40% Vs 80%
● 200-250 cases / year
● USP / Brand Promise
● Major source of revenue
● Protagonist in the campus
● Diversity & expertise of students
● 40% Vs 80%
● 200-250 cases / year
● USP / Brand Promise
● Major source of revenue
● Protagonist in the campus
● Diversity & expertise of students
● ~50% score for class participation
● 40% Vs 80%
● 200-250 cases / year
● USP / Brand Promise
● Major source of revenue
● Protagonist in the campus
● Diversity & expertise of students
● ~50% score for class participation
● Case support: Case Research and
Writing Group & 8 Regional
Research Centres
● 90 person classes
● classroom shape/design
● 90 person classes
● classroom shape/design
● 90 person classes
● classroom shape/design
● Professors spend 8 or more hours
for a 80 minute case discussion
● 90 person classes
● classroom shape/design
● Professors spend 8 or more hours
for a 80 minute case discussion
● Students prepare 1 hour per case
discussion
● 90 person classes
● classroom shape/design
● Professors spend 8 or more hours
for a 80 minute case discussion
● Students prepare 1 hour per case
discussion
● The major source of revenue
Way out?
Adopting the Case Method for
our context
● Field cases
● Library cases
● "Armchair" cases
● Field cases
● Library cases
● "Armchair" cases
● Titbit Cases
Workshop: Titbit Cases
Your inputs? ● What is a framework
that you are most
familiar with?
Your inputs? ● What is a framework
that you are most
familiar with?
● Can you come up
with 3 business news
that support it?
Titbit Case
Examples
Blue Ocean Strategy
● Simple, plain language
● No metrics
● Based on news items
● Very brief / 5 min read
To begin with...
● Select a few key concepts / frameworks
● Organize weekly or fortnightly case method
sessions
● Get students present business stories that
support them
Need of the Hour
"It's imperative that black students see role models.
They see people — great businessmen and
businesswomen — who look like them."
Global : Local
80 : 20
● Amul
● Mumbai Dabbawala
● Aravind Eye Hospital
● Adyar Ananda Bhavan?
● Suguna Chickens?
● Esae Scales?
"It's hard to be who
you can’t see"
i. Attract bright and talented students
ii. Publicity among a wider audience
iii. Clear and concise record
iv. Useful for internal training of managers
v. Co-authorship opportunities
vi. Confidential information could be disguised
Courtesy:
Prof Jones Mathew
Great Lakes Institute of Management
sankar@sankarg.com
The Case Method in Management Education

More Related Content

What's hot

TRAINING OF TRAINERS(TOT) SKILLS - Copy
TRAINING OF TRAINERS(TOT) SKILLS - CopyTRAINING OF TRAINERS(TOT) SKILLS - Copy
TRAINING OF TRAINERS(TOT) SKILLS - Copymubiru rashid
 
Transformational Train the Trainer
Transformational Train the TrainerTransformational Train the Trainer
Transformational Train the TrainerJessica Evans
 
ToT- Training for Trainer
ToT- Training for TrainerToT- Training for Trainer
ToT- Training for TrainerHamlet R
 
Principles Of Training
Principles Of TrainingPrinciples Of Training
Principles Of Trainings.munthe
 
Train The Trainer Power Point Presentation
Train The Trainer   Power Point PresentationTrain The Trainer   Power Point Presentation
Train The Trainer Power Point Presentationpreethi_madhan
 
Train the trainer
Train the trainerTrain the trainer
Train the trainermao samdy
 
Train The Trainer For Sharing
Train The Trainer For SharingTrain The Trainer For Sharing
Train The Trainer For SharingTina Arora
 
Train the trainer part1
Train the trainer part1Train the trainer part1
Train the trainer part1Mai Sidky
 
Introduction to the Training of Trainers final
Introduction to the Training of Trainers finalIntroduction to the Training of Trainers final
Introduction to the Training of Trainers finalAdugna Bekele
 
Training of Trainer
Training of TrainerTraining of Trainer
Training of TrainerHoeun Ros
 
Train the Trainer
Train the TrainerTrain the Trainer
Train the Trainermcconnell67
 
Ecofar Module 5: Recognition of prior learning, in-house further training pro...
Ecofar Module 5: Recognition of prior learning, in-house further training pro...Ecofar Module 5: Recognition of prior learning, in-house further training pro...
Ecofar Module 5: Recognition of prior learning, in-house further training pro...Karel Van Isacker
 

What's hot (20)

TRAINING OF TRAINERS(TOT) SKILLS - Copy
TRAINING OF TRAINERS(TOT) SKILLS - CopyTRAINING OF TRAINERS(TOT) SKILLS - Copy
TRAINING OF TRAINERS(TOT) SKILLS - Copy
 
Transformational Train the Trainer
Transformational Train the TrainerTransformational Train the Trainer
Transformational Train the Trainer
 
ToT- Training for Trainer
ToT- Training for TrainerToT- Training for Trainer
ToT- Training for Trainer
 
Principles Of Training
Principles Of TrainingPrinciples Of Training
Principles Of Training
 
Training The Trainer
Training The TrainerTraining The Trainer
Training The Trainer
 
Train The Trainer Power Point Presentation
Train The Trainer   Power Point PresentationTrain The Trainer   Power Point Presentation
Train The Trainer Power Point Presentation
 
Training manual
Training manualTraining manual
Training manual
 
Train the trainer
Train the trainerTrain the trainer
Train the trainer
 
Train The Trainer For Sharing
Train The Trainer For SharingTrain The Trainer For Sharing
Train The Trainer For Sharing
 
Train the trainer part1
Train the trainer part1Train the trainer part1
Train the trainer part1
 
Train The Trainer A2z
Train The Trainer A2zTrain The Trainer A2z
Train The Trainer A2z
 
Training and Development
Training and DevelopmentTraining and Development
Training and Development
 
Introduction to the Training of Trainers final
Introduction to the Training of Trainers finalIntroduction to the Training of Trainers final
Introduction to the Training of Trainers final
 
Train The Trainer
Train The TrainerTrain The Trainer
Train The Trainer
 
Training of Trainer
Training of TrainerTraining of Trainer
Training of Trainer
 
Train the Trainer
Train the TrainerTrain the Trainer
Train the Trainer
 
Train The Trainer
Train The TrainerTrain The Trainer
Train The Trainer
 
Ecofar Module 5: Recognition of prior learning, in-house further training pro...
Ecofar Module 5: Recognition of prior learning, in-house further training pro...Ecofar Module 5: Recognition of prior learning, in-house further training pro...
Ecofar Module 5: Recognition of prior learning, in-house further training pro...
 
Ecofar wp5 module 5 English
Ecofar wp5 module 5 EnglishEcofar wp5 module 5 English
Ecofar wp5 module 5 English
 
Trainers etiquette
Trainers etiquetteTrainers etiquette
Trainers etiquette
 

Similar to The Case Method in Management Education

Transforming Singapore’s Public Libraries .docx
Transforming Singapore’s Public Libraries                         .docxTransforming Singapore’s Public Libraries                         .docx
Transforming Singapore’s Public Libraries .docxturveycharlyn
 
NYU 5-Day Lean Launchpad Syllabus
NYU 5-Day Lean Launchpad SyllabusNYU 5-Day Lean Launchpad Syllabus
NYU 5-Day Lean Launchpad SyllabusNew York University
 
5 Practices Every Elearning Team Needs to Master
5  Practices Every Elearning Team Needs to Master5  Practices Every Elearning Team Needs to Master
5 Practices Every Elearning Team Needs to MasterKineo
 
PHL320 Critical Thinking andDecision Making in Business.docx
PHL320 Critical Thinking andDecision Making in Business.docxPHL320 Critical Thinking andDecision Making in Business.docx
PHL320 Critical Thinking andDecision Making in Business.docxrandymartin91030
 
The online teaching portfolio
The online teaching portfolioThe online teaching portfolio
The online teaching portfolioEmma Kennedy
 
Mentor Guide for the Lean LaunchPad Course
Mentor Guide for the Lean LaunchPad CourseMentor Guide for the Lean LaunchPad Course
Mentor Guide for the Lean LaunchPad CourseStanford University
 
NYU 5day Lean LaunchPad syllabus august 2014
NYU 5day Lean LaunchPad syllabus  august 2014NYU 5day Lean LaunchPad syllabus  august 2014
NYU 5day Lean LaunchPad syllabus august 2014Stanford University
 
Ignitor Session Flow.pptx
Ignitor Session Flow.pptxIgnitor Session Flow.pptx
Ignitor Session Flow.pptxSapnaJha32
 
Employability Quotient.pptx
Employability Quotient.pptxEmployability Quotient.pptx
Employability Quotient.pptxDrVVaidehiPriyal
 
Directions Questions 1-3 must be answered in 175 words or more! P.docx
Directions Questions 1-3 must be answered in 175 words or more! P.docxDirections Questions 1-3 must be answered in 175 words or more! P.docx
Directions Questions 1-3 must be answered in 175 words or more! P.docxcuddietheresa
 
Ubiquitous Learning : Leveraging the Strengths of Online Education
Ubiquitous Learning: Leveraging the Strengths of Online EducationUbiquitous Learning: Leveraging the Strengths of Online Education
Ubiquitous Learning : Leveraging the Strengths of Online EducationJean Marrapodi
 
Planning for a healthy business
Planning for a healthy businessPlanning for a healthy business
Planning for a healthy businessMarc Parham
 
To Group or not to Group - What is the Problem
To Group or not to Group - What is the ProblemTo Group or not to Group - What is the Problem
To Group or not to Group - What is the ProblemNAFCareerAcads
 
Mldp coaching workshop
Mldp coaching workshopMldp coaching workshop
Mldp coaching workshopmrjportman
 
MET Breaking into Product Management
MET Breaking into Product Management MET Breaking into Product Management
MET Breaking into Product Management UCBerkeleyMETManagem
 
Higher education pedagogy bridging the gap
Higher education pedagogy   bridging the gapHigher education pedagogy   bridging the gap
Higher education pedagogy bridging the gapSarang Bhola
 
Writing lesson plan that works
Writing lesson plan that worksWriting lesson plan that works
Writing lesson plan that worksGita Cipta
 
5R Open Course Design Framework, Fall 2015 version
5R Open Course Design Framework, Fall 2015 version5R Open Course Design Framework, Fall 2015 version
5R Open Course Design Framework, Fall 2015 versionDavid Wiley
 

Similar to The Case Method in Management Education (20)

Transforming Singapore’s Public Libraries .docx
Transforming Singapore’s Public Libraries                         .docxTransforming Singapore’s Public Libraries                         .docx
Transforming Singapore’s Public Libraries .docx
 
NYU 5-Day Lean Launchpad Syllabus
NYU 5-Day Lean Launchpad SyllabusNYU 5-Day Lean Launchpad Syllabus
NYU 5-Day Lean Launchpad Syllabus
 
Mssb good fit_ig
Mssb good fit_igMssb good fit_ig
Mssb good fit_ig
 
Session 17 slides
Session 17 slidesSession 17 slides
Session 17 slides
 
5 Practices Every Elearning Team Needs to Master
5  Practices Every Elearning Team Needs to Master5  Practices Every Elearning Team Needs to Master
5 Practices Every Elearning Team Needs to Master
 
PHL320 Critical Thinking andDecision Making in Business.docx
PHL320 Critical Thinking andDecision Making in Business.docxPHL320 Critical Thinking andDecision Making in Business.docx
PHL320 Critical Thinking andDecision Making in Business.docx
 
The online teaching portfolio
The online teaching portfolioThe online teaching portfolio
The online teaching portfolio
 
Mentor Guide for the Lean LaunchPad Course
Mentor Guide for the Lean LaunchPad CourseMentor Guide for the Lean LaunchPad Course
Mentor Guide for the Lean LaunchPad Course
 
NYU 5day Lean LaunchPad syllabus august 2014
NYU 5day Lean LaunchPad syllabus  august 2014NYU 5day Lean LaunchPad syllabus  august 2014
NYU 5day Lean LaunchPad syllabus august 2014
 
Ignitor Session Flow.pptx
Ignitor Session Flow.pptxIgnitor Session Flow.pptx
Ignitor Session Flow.pptx
 
Employability Quotient.pptx
Employability Quotient.pptxEmployability Quotient.pptx
Employability Quotient.pptx
 
Directions Questions 1-3 must be answered in 175 words or more! P.docx
Directions Questions 1-3 must be answered in 175 words or more! P.docxDirections Questions 1-3 must be answered in 175 words or more! P.docx
Directions Questions 1-3 must be answered in 175 words or more! P.docx
 
Ubiquitous Learning : Leveraging the Strengths of Online Education
Ubiquitous Learning: Leveraging the Strengths of Online EducationUbiquitous Learning: Leveraging the Strengths of Online Education
Ubiquitous Learning : Leveraging the Strengths of Online Education
 
Planning for a healthy business
Planning for a healthy businessPlanning for a healthy business
Planning for a healthy business
 
To Group or not to Group - What is the Problem
To Group or not to Group - What is the ProblemTo Group or not to Group - What is the Problem
To Group or not to Group - What is the Problem
 
Mldp coaching workshop
Mldp coaching workshopMldp coaching workshop
Mldp coaching workshop
 
MET Breaking into Product Management
MET Breaking into Product Management MET Breaking into Product Management
MET Breaking into Product Management
 
Higher education pedagogy bridging the gap
Higher education pedagogy   bridging the gapHigher education pedagogy   bridging the gap
Higher education pedagogy bridging the gap
 
Writing lesson plan that works
Writing lesson plan that worksWriting lesson plan that works
Writing lesson plan that works
 
5R Open Course Design Framework, Fall 2015 version
5R Open Course Design Framework, Fall 2015 version5R Open Course Design Framework, Fall 2015 version
5R Open Course Design Framework, Fall 2015 version
 

More from Sankar Narayanan

More from Sankar Narayanan (13)

A "Quotable" Life
A "Quotable" LifeA "Quotable" Life
A "Quotable" Life
 
Three Questions on Change Management
Three Questions on Change Management Three Questions on Change Management
Three Questions on Change Management
 
Business and Total Value Matrix
Business and Total Value MatrixBusiness and Total Value Matrix
Business and Total Value Matrix
 
Practical Entrepreneurship
Practical EntrepreneurshipPractical Entrepreneurship
Practical Entrepreneurship
 
Why we don't innovate?
Why we don't innovate?Why we don't innovate?
Why we don't innovate?
 
Digital Avatar of Business
Digital Avatar of BusinessDigital Avatar of Business
Digital Avatar of Business
 
Business 2.0
Business 2.0Business 2.0
Business 2.0
 
20/20
20/2020/20
20/20
 
Evaluating innovation
Evaluating innovationEvaluating innovation
Evaluating innovation
 
Customer Identities
Customer IdentitiesCustomer Identities
Customer Identities
 
Change management
Change managementChange management
Change management
 
The Channel Effect
The Channel EffectThe Channel Effect
The Channel Effect
 
Facebook, Twitter and a Pair of Shoes
Facebook, Twitter and a Pair of ShoesFacebook, Twitter and a Pair of Shoes
Facebook, Twitter and a Pair of Shoes
 

Recently uploaded

Board Diversity Initiaive Launch Presentation
Board Diversity Initiaive Launch PresentationBoard Diversity Initiaive Launch Presentation
Board Diversity Initiaive Launch Presentationcraig524401
 
Unlocking Productivity and Personal Growth through the Importance-Urgency Matrix
Unlocking Productivity and Personal Growth through the Importance-Urgency MatrixUnlocking Productivity and Personal Growth through the Importance-Urgency Matrix
Unlocking Productivity and Personal Growth through the Importance-Urgency MatrixCIToolkit
 
Management and managerial skills training manual.pdf
Management and managerial skills training manual.pdfManagement and managerial skills training manual.pdf
Management and managerial skills training manual.pdffillmonipdc
 
Measuring True Process Yield using Robust Yield Metrics
Measuring True Process Yield using Robust Yield MetricsMeasuring True Process Yield using Robust Yield Metrics
Measuring True Process Yield using Robust Yield MetricsCIToolkit
 
Fifteenth Finance Commission Presentation
Fifteenth Finance Commission PresentationFifteenth Finance Commission Presentation
Fifteenth Finance Commission Presentationmintusiprd
 
From Goals to Actions: Uncovering the Key Components of Improvement Roadmaps
From Goals to Actions: Uncovering the Key Components of Improvement RoadmapsFrom Goals to Actions: Uncovering the Key Components of Improvement Roadmaps
From Goals to Actions: Uncovering the Key Components of Improvement RoadmapsCIToolkit
 
Simplifying Complexity: How the Four-Field Matrix Reshapes Thinking
Simplifying Complexity: How the Four-Field Matrix Reshapes ThinkingSimplifying Complexity: How the Four-Field Matrix Reshapes Thinking
Simplifying Complexity: How the Four-Field Matrix Reshapes ThinkingCIToolkit
 
How-How Diagram: A Practical Approach to Problem Resolution
How-How Diagram: A Practical Approach to Problem ResolutionHow-How Diagram: A Practical Approach to Problem Resolution
How-How Diagram: A Practical Approach to Problem ResolutionCIToolkit
 
Beyond the Five Whys: Exploring the Hierarchical Causes with the Why-Why Diagram
Beyond the Five Whys: Exploring the Hierarchical Causes with the Why-Why DiagramBeyond the Five Whys: Exploring the Hierarchical Causes with the Why-Why Diagram
Beyond the Five Whys: Exploring the Hierarchical Causes with the Why-Why DiagramCIToolkit
 
LPC Operations Review PowerPoint | Operations Review
LPC Operations Review PowerPoint | Operations ReviewLPC Operations Review PowerPoint | Operations Review
LPC Operations Review PowerPoint | Operations Reviewthomas851723
 
Call Us🔝⇛+91-97111🔝47426 Call In girls Munirka (DELHI)
Call Us🔝⇛+91-97111🔝47426 Call In girls Munirka (DELHI)Call Us🔝⇛+91-97111🔝47426 Call In girls Munirka (DELHI)
Call Us🔝⇛+91-97111🔝47426 Call In girls Munirka (DELHI)jennyeacort
 
LPC Warehouse Management System For Clients In The Business Sector
LPC Warehouse Management System For Clients In The Business SectorLPC Warehouse Management System For Clients In The Business Sector
LPC Warehouse Management System For Clients In The Business Sectorthomas851723
 
Motivational theories an leadership skills
Motivational theories an leadership skillsMotivational theories an leadership skills
Motivational theories an leadership skillskristinalimarenko7
 
Farmer Representative Organization in Lucknow | Rashtriya Kisan Manch
Farmer Representative Organization in Lucknow | Rashtriya Kisan ManchFarmer Representative Organization in Lucknow | Rashtriya Kisan Manch
Farmer Representative Organization in Lucknow | Rashtriya Kisan ManchRashtriya Kisan Manch
 
Introduction to LPC - Facility Design And Re-Engineering
Introduction to LPC - Facility Design And Re-EngineeringIntroduction to LPC - Facility Design And Re-Engineering
Introduction to LPC - Facility Design And Re-Engineeringthomas851723
 
原版1:1复刻密西西比大学毕业证Mississippi毕业证留信学历认证
原版1:1复刻密西西比大学毕业证Mississippi毕业证留信学历认证原版1:1复刻密西西比大学毕业证Mississippi毕业证留信学历认证
原版1:1复刻密西西比大学毕业证Mississippi毕业证留信学历认证jdkhjh
 
Reflecting, turning experience into insight
Reflecting, turning experience into insightReflecting, turning experience into insight
Reflecting, turning experience into insightWayne Abrahams
 

Recently uploaded (18)

Board Diversity Initiaive Launch Presentation
Board Diversity Initiaive Launch PresentationBoard Diversity Initiaive Launch Presentation
Board Diversity Initiaive Launch Presentation
 
Unlocking Productivity and Personal Growth through the Importance-Urgency Matrix
Unlocking Productivity and Personal Growth through the Importance-Urgency MatrixUnlocking Productivity and Personal Growth through the Importance-Urgency Matrix
Unlocking Productivity and Personal Growth through the Importance-Urgency Matrix
 
Management and managerial skills training manual.pdf
Management and managerial skills training manual.pdfManagement and managerial skills training manual.pdf
Management and managerial skills training manual.pdf
 
Measuring True Process Yield using Robust Yield Metrics
Measuring True Process Yield using Robust Yield MetricsMeasuring True Process Yield using Robust Yield Metrics
Measuring True Process Yield using Robust Yield Metrics
 
Fifteenth Finance Commission Presentation
Fifteenth Finance Commission PresentationFifteenth Finance Commission Presentation
Fifteenth Finance Commission Presentation
 
sauth delhi call girls in Defence Colony🔝 9953056974 🔝 escort Service
sauth delhi call girls in Defence Colony🔝 9953056974 🔝 escort Servicesauth delhi call girls in Defence Colony🔝 9953056974 🔝 escort Service
sauth delhi call girls in Defence Colony🔝 9953056974 🔝 escort Service
 
From Goals to Actions: Uncovering the Key Components of Improvement Roadmaps
From Goals to Actions: Uncovering the Key Components of Improvement RoadmapsFrom Goals to Actions: Uncovering the Key Components of Improvement Roadmaps
From Goals to Actions: Uncovering the Key Components of Improvement Roadmaps
 
Simplifying Complexity: How the Four-Field Matrix Reshapes Thinking
Simplifying Complexity: How the Four-Field Matrix Reshapes ThinkingSimplifying Complexity: How the Four-Field Matrix Reshapes Thinking
Simplifying Complexity: How the Four-Field Matrix Reshapes Thinking
 
How-How Diagram: A Practical Approach to Problem Resolution
How-How Diagram: A Practical Approach to Problem ResolutionHow-How Diagram: A Practical Approach to Problem Resolution
How-How Diagram: A Practical Approach to Problem Resolution
 
Beyond the Five Whys: Exploring the Hierarchical Causes with the Why-Why Diagram
Beyond the Five Whys: Exploring the Hierarchical Causes with the Why-Why DiagramBeyond the Five Whys: Exploring the Hierarchical Causes with the Why-Why Diagram
Beyond the Five Whys: Exploring the Hierarchical Causes with the Why-Why Diagram
 
LPC Operations Review PowerPoint | Operations Review
LPC Operations Review PowerPoint | Operations ReviewLPC Operations Review PowerPoint | Operations Review
LPC Operations Review PowerPoint | Operations Review
 
Call Us🔝⇛+91-97111🔝47426 Call In girls Munirka (DELHI)
Call Us🔝⇛+91-97111🔝47426 Call In girls Munirka (DELHI)Call Us🔝⇛+91-97111🔝47426 Call In girls Munirka (DELHI)
Call Us🔝⇛+91-97111🔝47426 Call In girls Munirka (DELHI)
 
LPC Warehouse Management System For Clients In The Business Sector
LPC Warehouse Management System For Clients In The Business SectorLPC Warehouse Management System For Clients In The Business Sector
LPC Warehouse Management System For Clients In The Business Sector
 
Motivational theories an leadership skills
Motivational theories an leadership skillsMotivational theories an leadership skills
Motivational theories an leadership skills
 
Farmer Representative Organization in Lucknow | Rashtriya Kisan Manch
Farmer Representative Organization in Lucknow | Rashtriya Kisan ManchFarmer Representative Organization in Lucknow | Rashtriya Kisan Manch
Farmer Representative Organization in Lucknow | Rashtriya Kisan Manch
 
Introduction to LPC - Facility Design And Re-Engineering
Introduction to LPC - Facility Design And Re-EngineeringIntroduction to LPC - Facility Design And Re-Engineering
Introduction to LPC - Facility Design And Re-Engineering
 
原版1:1复刻密西西比大学毕业证Mississippi毕业证留信学历认证
原版1:1复刻密西西比大学毕业证Mississippi毕业证留信学历认证原版1:1复刻密西西比大学毕业证Mississippi毕业证留信学历认证
原版1:1复刻密西西比大学毕业证Mississippi毕业证留信学历认证
 
Reflecting, turning experience into insight
Reflecting, turning experience into insightReflecting, turning experience into insight
Reflecting, turning experience into insight
 

The Case Method in Management Education

  • 2.
  • 3. “Only 7% of students are employable”
  • 4. Source: The Hindu Business Line
  • 5. Prof Pramath Raj Sinha Founding Dean Indian School of Business
  • 6. “Like with education in other fields, only bookish knowledge is being pushed through with no relevant context or practical learning. That is the main issue” Prof Pramath Raj Sinha Founding Dean Indian School of Business
  • 8. Core competency Benchmarking Division of labor Downsizing Market segmentation Resources allocation Re-engineering Test marketing Vertical integration Concepts
  • 9. ● McKinsey 7S model ● The 7Ps of the Marketing Mix ● AIDA ● The BCG Matrix ● Porter's Five Forces ● The Balanced Scorecard ● Blue Ocean Strategy Frameworks
  • 10. Current Ratio Return on Equity Return on Investment Net Profit Margin Debt to Equity Ratio Customer Acquisition Cost Time to Break Even Cost per Lead Metrics
  • 11. “While the textbooks help [students in] acquiring more knowledge, case studies help in developing wisdom by giving a lot of scope for application of knowledge and mind which is the crux of wisdom.” Dr Shalini Verma Professor – Business Communication Jaipuria Institute of Management
  • 12. ● Verbal ability ● Quantitative ability ● Reasoning
  • 13. Overall average percentage score obtained by MBAs ● Verbal ability - 53% ● Quantitative ability - 42% ● Reasoning - 38%. MeritTrac Services India - 2012
  • 14.
  • 15. Source: Top Hap 2016 Professor Pulse Survey
  • 16.
  • 17.
  • 18. “A series of well-selected case studies is it helps students develop the skill of “pattern recognition” (or the ability to “connect the dots”). Over a period of 18-24 months of a regular management course, a student examines anything between 60 to 300 case studies—all “slices of life” experiences.” Prof Jones Mathews Great Lakes Institute of Management
  • 19. “A new idea comes suddenly and in a rather intuitive way, but intuition is nothing but the outcome of earlier intellectual experience.” ― Albert Einstein
  • 22. 10 3 year average rank in Global MBA Ranking by FT Open CourseWare
  • 23. Lecture Number Topics Type 1 Introduction Lecture 2 Burger King and McDonald's Case 3 Capacity Lecture 4 National Cranberry Case 5 Webvan Case 6 Inventory Lecture
  • 25. Case Writeup 1. Work in groups 2. Write cases 3. Use metrics / concepts / frameworks 4. Analyse the major issues 5. State all options 6. State the recommendations
  • 26. 1. Heart 2. Head 3. Hand 4. Heart
  • 27. “as you watch a case study unfold in class, you'll see students doing 85 percent of the talking.” Harvard Business School
  • 28.
  • 29. What I hear, I forget. What I hear and see, I remember a little. What I hear, see, and ask questions about or discuss with someone else, I begin to understand. What I hear, see, discuss, and do, I acquire knowledge and skill.
  • 30. Sum Up 1) Teaching the definitions of the business concepts are not enough because the students may not be able to apply them. 2) We have to show the students how the frameworks they study at classrooms work in the boardrooms. 3) Case Method can help students gain expert intuition 4) It can boost the engagement rate at classrooms
  • 31. Agenda 1. Start with Why? 2. Workshop: Case Study Writing 3. Alter the Scope; Tweak the Agenda 4. The Need of the Hour
  • 32. Time Topic Type Duration 10:00 - 10:30 AM Inaugural session 10:30 - 11:15 AM Self Introduction / Overview Presentation & Interactions 45 minutes 11-15 - 11:30 Tea / Coffee Break 15 minutes 11:30 - 12:15 PM Start with Why Presentation 45 minutes 12:15 - 01:15 PM Workshop Case Presentation and Workshop 1 hour 01:15 - 02:00 PM Lunch break 02:00 - 02:15 Nap breaker games 15 minutes 02:15 - 03:00 PM Alter the scope & Tweak the agenda Presentation and Interactions 45 minutes 03:00 - 03:15 PM Tea / Coffee Break 03:15 - 03:45 PM The Need of the Hour Presentation and Interactions 30 minutes 03:45 - 04:00 PM Sum up & Feedback 15 minutes
  • 33.
  • 34. Start with Why? ● What a Case Study Is? ● How it Contributes to BoK
  • 35.
  • 36.
  • 37. The core purpose of the case method is to equip students to use the concepts, frameworks, and metrics they learn at colleges to come up with answers for business challenges.
  • 38.
  • 39. 1) Why a business succeeded? 2) Why a business failed? 3) How a business can turn around or be competitive in the future?
  • 40. Essential Steps ● understand the business needs ● analyse a business situation ● know where the business stands in a particular context ● recommend actions that can take the business where it wants to go next.
  • 41. Concepts ● understand the business needs ● analyse a business situation ● know where the business stands in a particular context ● recommend actions that can take the business where it wants to go next.
  • 42. Frameworks ● understand the business needs ● analyse a business situation ● know where the business stands in a particular context ● recommend actions that can take the business where it wants to go next.
  • 43.
  • 44.
  • 47. ● 3Cs of Profiling ● Market Segmentation ○ small - 10,000 birds ○ medium - 10,000 to 50,000 birds ○ large - upwards of 50,000 ● Product positioning
  • 49. ● SWOT analysis ● 4Ps of Marketing
  • 51. ● Pricing ○ Cost and Profit pricing ○ Competitive pricing ○ Value Based Pricing ● Cost ○ Fixed cost ○ Variable Cost ● Break-even Analysis ○ Breakeven Sales Output ○ Profitable Sales Output ○ Market Share
  • 53. ● Recommendations ○ Market capitalization ○ Profitability ○ Promotional strategy
  • 54. The core purpose of the case method is to equip students to use the concepts, frameworks, and metrics they learn at colleges to come up with answers for business challenges.
  • 55. 1) Why a business succeeded? 2) Why a business failed? 3) How a business can turn around or be competitive in the future?
  • 56.
  • 57.
  • 58. “When students participate in case studies, they can contribute to the Body of Knowledge in management by demonstrating, disproving or giving birth to new concepts and framework.”
  • 59.
  • 61.
  • 62.
  • 63.
  • 64.
  • 65.
  • 67.
  • 68.
  • 69.
  • 70.
  • 71.
  • 72.
  • 73.
  • 74.
  • 76.
  • 77.
  • 78.
  • 79.
  • 80.
  • 84.
  • 89.
  • 90.
  • 91.
  • 92.
  • 93.
  • 94.
  • 95.
  • 96.
  • 98. Sales
  • 99.
  • 100.
  • 102.
  • 103.
  • 104. “When students participate in case studies, they can contribute to the Body of Knowledge in management by demonstrating, disproving or giving birth to new concepts and framework.”
  • 105.
  • 107. Case
  • 108.
  • 109.
  • 113. Brand & Marketing ● Price ● Positioning ● Promotion
  • 114.
  • 116.
  • 117. ● 6 groups ● Group Discussion (30 mins) ● Oral Presentation (2-3 mins / group)
  • 118. Refer Backgrounder ● Company ● Competitor ● Customers Brand ● Pricing ● Positioning ● Promotion Recommendations ● Utility ● Aspirations ● Ease of use
  • 119. ● Present (3 minutes)
  • 120. You
  • 121. Lunch Break (See you at 2 PM)
  • 122. Alter the Scope; Tweak the Agenda
  • 123. “The HBS case study pedagogy works extremely well at….”
  • 124.
  • 125. ● 40% Vs 80%
  • 126. ● 40% Vs 80% ● 200-250 cases / year ● USP / Brand Promise
  • 127. ● 40% Vs 80% ● 200-250 cases / year ● USP / Brand Promise ● Major source of revenue ● Protagonist in the campus
  • 128. ● 40% Vs 80% ● 200-250 cases / year ● USP / Brand Promise ● Major source of revenue ● Protagonist in the campus ● Diversity & expertise of students
  • 129.
  • 130.
  • 131. ● 40% Vs 80% ● 200-250 cases / year ● USP / Brand Promise ● Major source of revenue ● Protagonist in the campus ● Diversity & expertise of students ● ~50% score for class participation
  • 132. ● 40% Vs 80% ● 200-250 cases / year ● USP / Brand Promise ● Major source of revenue ● Protagonist in the campus ● Diversity & expertise of students ● ~50% score for class participation ● Case support: Case Research and Writing Group & 8 Regional Research Centres
  • 133. ● 90 person classes ● classroom shape/design
  • 134.
  • 135. ● 90 person classes ● classroom shape/design
  • 136. ● 90 person classes ● classroom shape/design ● Professors spend 8 or more hours for a 80 minute case discussion
  • 137. ● 90 person classes ● classroom shape/design ● Professors spend 8 or more hours for a 80 minute case discussion ● Students prepare 1 hour per case discussion
  • 138. ● 90 person classes ● classroom shape/design ● Professors spend 8 or more hours for a 80 minute case discussion ● Students prepare 1 hour per case discussion ● The major source of revenue
  • 139.
  • 140.
  • 141. Way out? Adopting the Case Method for our context
  • 142. ● Field cases ● Library cases ● "Armchair" cases
  • 143. ● Field cases ● Library cases ● "Armchair" cases ● Titbit Cases
  • 145. Your inputs? ● What is a framework that you are most familiar with?
  • 146. Your inputs? ● What is a framework that you are most familiar with? ● Can you come up with 3 business news that support it?
  • 149.
  • 150. ● Simple, plain language ● No metrics ● Based on news items ● Very brief / 5 min read
  • 151.
  • 152.
  • 153.
  • 154. To begin with... ● Select a few key concepts / frameworks ● Organize weekly or fortnightly case method sessions ● Get students present business stories that support them
  • 155.
  • 156. Need of the Hour
  • 157.
  • 158.
  • 159. "It's imperative that black students see role models. They see people — great businessmen and businesswomen — who look like them."
  • 161. ● Amul ● Mumbai Dabbawala ● Aravind Eye Hospital
  • 162.
  • 163. ● Adyar Ananda Bhavan? ● Suguna Chickens? ● Esae Scales?
  • 164. "It's hard to be who you can’t see"
  • 165.
  • 166. i. Attract bright and talented students ii. Publicity among a wider audience iii. Clear and concise record iv. Useful for internal training of managers v. Co-authorship opportunities vi. Confidential information could be disguised Courtesy: Prof Jones Mathew Great Lakes Institute of Management