Case Study Analysis Methodology

A case analysis is designed to help you sharpen your analytical skills. The strongest way to analyze a case is to apply a variation of the scientific method. This method of analysis is simply a logical approach that usually includes seven steps:

Step 1: Problem Definition
A case seldom involves one clear cut problem. Your task is to:

1. Determine the symptoms which require immediate attention.
2. Identify the fundamental issues and causal factors giving rise to these symptoms.

It is important to separate the immediate problems from their more basic sources. For example, immediate problems may be a high rate of absenteeism, while the more fundamental issue may be a poor motivational climate. How you define a problem determines how you go about solving it. A short-term solution for absenteeism is likely to be different from solutions which attempt to deal with motivational climate.

Clearly define your problem in a short phrase. Put the short phrase in bold print.

Step 2: Justification for Problem Definition
In this step you need to review what information you have. You may need to make some inferences to fill in gaps. Clearly label what is inference and what is factual. Do not be afraid to assume, but clearly state the assumptions you are making. You should make assumptions on the basis of your knowledge of what typical managerial practices are like, and they should be consistent with the facts you have about the case. Managerial decisions are always based on limited information. In fact, practicing managers find that many of their decisions must be made quickly on the basis of limited information.

Explicitly address the following four information factors:
a) what information is known,
b) what information is unknown,
c) what assumptions will the student make because of the missing information, and
d) why those assumptions are reasonable at the time of writing the analysis.

Step 3: List Alternative Courses of Action
Be creative. Jot down ideas as they come to you. List as many ideas as you can, without evaluating them or censoring anything. You can always cross them out later. The point is to let your imagination take over. Each alternative should be numbered and get its own separate paragraph.

The descriptive words or short phrase for each alternative should be in bold print in the text.

To get the most points, address at least 7 or more alternatives. Among these seven, include the alternative of “doing nothing”.

Step 4: Evaluate Alternatives
Look critically at the alternatives you came up with in Step 3. Analyze the alternatives regarding their costs, potential benefits and risks. The more examples of costs, potential benefits and risks per each alternative, the higher your grade will be. The benefits must be described as “potential benefits”. Address the quantity level (e.g., high, medium or low) of each cost, potential benefit and risk.

Reread your notes and think. This may be a good time to let the case sit for a while. Get back to it later when you have a chance to digest all the data.

Step 5: Recommendations and Conclusions, Make Recommendations/Decisions
Select the alternative or alternatives you would recommend and fully explain/justify the logic behind your choice.

Step 6: Implementation / Follow-up

Write an action plan. Include specifics about the implementation of your recommendation: who should do what, when, and how. And how will you evaluate and follow up on your recommendations after they have been implemented?

Source: Myers, T. & Myers, G. (1982). Managing by communication: An organizational approach. New York: McGraw Hill.

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