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Case Study Guide Purpose: Some tips of how to analyze cases to prepare for class discussions. Here are two common failings in case preparation that often go hand in hand.1 First, students often do no apply conceptual frameworks, or apply frameworks but in a non-rigorous and non-systematic manner. Some students simply examine cases based on their own past experience without incorporating theories. Second, many students do not devote sufficient time to reading, analyzing, and discussing a case before class. This is because many students succumb to the temptation to quickly read a case and latch on to the most visible issues that present themselves. Thus, they come to class prepared to make only a few superficial observations about a case. Applying the frameworks systematically may take more time and effort in the beginning but it will generally lead to deeper insights about the cases and a more profound understanding of the concepts in lecture materials. As you gain experience in this systematic approach to analyzing cases, you will find that your preparation time will decrease. Below are some tips that will assist you in analyzing cases. But keep in mind that no tips can substitute for hard work. 1. Skim through the case very quickly. Pay particular attention to the exhibits. The objective is to gain familiarity with the broad facts of the case. You may find it especially useful to focus on the first and last few paragraphs of the case in this step 2. Read the case more carefully and make notes, underline, etc. Identify what appear to be important facts. The assigned case questions that I posted online are also helpful. 3. Define the basic issues. This is perhaps the most important step and the stage that requires the most wisdom and critical thinking. Cases are rarely tidy problem sets where the issues or problems are explicitly stated and the tools needed to address those issues are prescribed. You need to ask: What are fundamental issues in the case? Many students tend to do what decision-making scholars label “plunging-in” which is drawing conclusions without first thinking about the crux of the issues involved in a decision. They typically seize the first issues that are prominently mentioned in a case. You should avoid this trap. 4. Develop and elaborate your analysis of the key issues. This is the step for elaborating Step 2. Look for quantitative evidence that can support the fact you identify. Opinion unsupported by factual evidence and analysis are generally not persuasive. Find the real rootcauses, not superficial symptoms. For example, having a low blood pressure only tells you that you are sick but does not let you the causes of a sickness. This stage also involves organizing the acts in the case. Often you will find it very helpful to draw diagrams to enhance your thinking clarity. 5. Draw conclusions and formulate a set of recommendations. You may be uncomfortable drawing conclusions and making recommendations because you do not have complete information. This is an external dilemma for managers. For those who want to wait for complete information to do something may act too late. You should strive to do the most complete analysis under reasonable time constraints. In formulating recommendations, you should be clear about priorities and the sequence of actions you recommend. 6. Prepare for class discussion. We have observed that many of students who are low contributors to class discussions bring few or no notes to class. Preparing organized notes will help you to absorb, learn, and contribute to the insights that emerge from class discussion. 1 The guidelines are adapted from Barney and Hesterly’s (2009) recommendation. Analyzing Strategic Management Cases chapter 13 Copyright © 2014 McGraw-Hill Education. All rights reserved. No reproduction or distribution without the prior written consent of McGraw-Hill Education . Learning Objectives 13-2 After reading this chapter, you should have a good understanding of: LO13.1 How strategic case analysis is used to simulate real-world experiences. LO13.2 How analyzing strategic management cases can help develop the ability to differentiate, speculate, and integrate when evaluating complex business problems. LO13.3 The steps involved in conducting a strategic management case analysis. Learning Objectives 13-3 LO13.4 How to get the most out of case analysis. LO13.5 How integrative thinking and conflict- inducing discussion techniques can lead to better decisions. LO13.6 How to use the strategic insights and material from each of the 12 previous chapters in the text to analyze issues posed by strategic management cases. Strategic Case Analysis 13-4 Consider… To remain competitive, established firms must continually refine their ability to solve business problems. This requires making good decisions. Making a good decision requires choosing among various alternatives, and research is required in order to identify alternatives.