The rise and fall of enron company

Knowing how to analyze a case will help you attack virtually any business problem. A case study helps you learn by immersing you in a real-world business issues — and makes you a decision-maker. A case presents facts about a particular organization and you must focus on the most important facts and use the information to determine the best (of multiple alternatives) course(s) of action to deal with the problems you identify.

A case study analysis must not just summarize the case. It should identify key issues and problems, and outline and assess alternative courses of action.

This week, you will have an opportunity to look more closely at Enron along with analyzing why a big company that was so successful collapsed so quickly. You will look at internal policies as well as the role of the external auditors. In addition to the requirements for the analysis of a case study covered below, please specifically answer the following questions:

How sound was the business model developed by Skilling and Lay for gas and for other products?
What explains the many strategic misadventures by Enron domestically and internationally?
How did the internal systems and processes support or inhibit Enron’s strategy?
Required for the Analysis of a Case Study:

Provide a 4–6 page Case Study Analysis using the following format:

Format: Must include these headers

Title page
Company and Situation: Describe the Company and Situation
To begin your case study analysis, discuss the critical incidents that have contributed to the current position of the company. Here you must identify the most important facts surrounding the case.
Does the problem or challenge facing the company come from a changing environment, new opportunity, a declining market share, or inefficient internal or external business processes?
Strengths, Weaknesses and Alternatives: Identify Strengths and Weaknesses as well as Alternatives
Examine the value creation functions of the company and specify alternative courses of action.
List the courses of action the company can take to solve its problem or meet the challenge it faces. What changes to organizational processes would be required by each alternative? What management policy would be required to implement each alternative? Remember, there is a difference between what an organization “should do” and what that organization actually “can do.