Cynthia Phillips, Msc, Phd
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©Allrightsreserved20151NOTES FOR ANALYZINGCASESCYNTHIA PHILLIPS, MSC, PHDHOW TO PREPARE A CASEAs you read the case, keep in mind the time frame in which the case takesplace. Some cases may take place five or more years in the past. Remember,that you are trying to identify and solve the problems presented in the case, notthe problems that might be present in the company today.The following is a list of questions to ask yourself that will help you to prepare yourcase analysis:• Who is the principle character?• What are his or her objectives (implicit/explicit)?• What problems, opportunities and risks does the principle characterface?• What evidence is there to help make the decision?• What alternative courses of action are available?• What criteria should I use to judge the alternatives?• What action should I take?• How should I convince others in the case and in the classroom thatmy approach is best?The use of the case method calls for you to first carefully read and to think abouteach case (probably about two hours of study time for each case). If you arepresenting the case in a group, then the next step is to meet with the group todiscuss your individual efforts and come to a group consensus. This may notalways be a simple process, but the process, as well as the result of yourdiscussions, is important.No single way works for everyone. However, some general guidelines can beoffered, and you can adapt them to the way which works best for you. Moststudents seem to travel a general path which includes:1. Read the case quickly; almost skimming it for the major issues. Ask
yourself: “What really is the case about and what kind of informationam I being given to analyze?” In particular, look at the first few andlast few paragraphs and glance over the exhibits. One of the most©Allrightsreserved20152important objectives of this quick reading is to come away with asense of who the principle character is, and what his or her situation is.2. Go back and read the case carefully. Annotate, highlight anddistinguish the important information, omissions and questions. Then askyourself: “What are the basic problems this manager has to resolve?”Try to put yourself in the position of the manager in the case and todevelop a feel for his or her problems.3. Note the key problems. Then go through the case again, sorting outthe relevant considerations for each key problem. Is this case reallyabout pricing? Or is pricing symptomatic of some deepermanagement problems needing examination and resolution? Definewhat you believe to be the basic problems.4. Identify the relevant areas/questions for analyzing these problems.Note each one on a separate sheet of scratch paper.5. Go back through the case once again. Jot down on your work sheetsthe facts that are relevant for each of your areas of analysis identifiedin 4. Answer these analysis questions using the data available from thecase and making clear and well-informed assumptions aboutnecessary but missing information. “If they only had given me thetrade margins, I’d know what’s going on. Well, it says on p. 21 thattrade margins in related segments were about 23%, so if I assume they