• See also - online References on The Case Study Method
• What is the Case Study Method?
  • A case study is not qualitative research, as is often confused by laymen. It is a research strategy, an empirical inquiry that investigates a phenomenon within its real-life context. (Yin)
  • A decision-making situation with a large number of facts that you must sort through and separate into components for analysis.
  • A good case should allow for several possible alternative solutions.
  • A case is a factual account of a real-life situation written in a narrative style.
  • Cases provide a large number of essential data, facts, figures, and even extraneous information.
  • Cases are simulations of the decision-making situations that all students in management will come upon one day in the workplace.
  • A realistic, complex problem for which there is no right answer.
  • The student should try to put himself in the role of a manager (decision-maker).
  • The responsibility for learning is transferred from the teacher to the student.
  • The Case Method is a Problem solving technique that has elements of the Scientific method.
• Where is The Case Study Method used and why?
  • Classroom (in business school, in other domains), in a company, in government, etc.
  • Used to develop analytical skills, social skills (groups)
• Components - the essential components (parts) of The Case Study Method (for Business)

  Cover Page Table of Contents Executive Summary Background Problem Situation Analysis Alternatives Comparison and Analysis of the Alternatives Decision Action Plan Appendices Bibliography PowerPoint (for a presentation) Group peer evaluation

  one page one page less than one page (but nothing else should be on the page) about one page one or two paragraphs (less than one page) Depends on the complexity of the case.  For a Mini-Case, it should have at least one or two pages.  A full case should have much more data. less than one page (unless necessary to explain a complicated item) a paragraph or two to discuss each alternative less than one page, perhaps only a paragraph Depends on the complexity of the case.  For a Mini-Case, it should have less than one page.  A full case should have much more detail. Depends on the complexity of the case.  For a Mini-Case, it is possible that you don't have any appendices or bibliography yet. Depends on the complexity of the case.  For a Mini-Case, it is possible that you don't have any appendices or bibliography yet. Not required for a Mini-Case since there will be no presentation . one page - (Not really a part of the Case Study Method, but it is required for this course.)

• Preparation - by the individuals and the group
  • Mini-Case

Components - the essential components (parts) of The Case Study Method (for Business)

1. Cover Page
2. Table of Contents
   • Dot Leaders.
3. Executive Summary
   • Warning! - This is a summary of the Case Study you just finished.  This is not a summary of the history of the company or the product or anything else.  This is a summary of what problem you looked at and how you solved it.
   • Less than one page.  Nothing else should be on this page.
   • One page only (the first page) - This must be a summary of your case that a busy senior executive can use. 
   • Includes the major points of the case, the major issue(s), the chosen solution, the logic behind the solution.
   • Placed at the front of the report.  It is the first page.
   • Nothing else should be on this page.  The Executive Summary should be on only one page, with nothing else on that page.
   • Do not write this "Executive Summary" until this rest of the Case has been written.  This is the VERY LAST thing to write for your case.  This MUST be the LAST part of your paper.  You MUST write the Executive Summary after finishing every other part of your assignment.
4. Background
• Background or history of the company and the product - a very brief summary
• Only include the relevant facts leading to the resolution of the real problem.  If the information won't help you solve the case, don't mention it.
• Don't forget that you are playing the role of a manager of the company.  You should already know something about your company and your product.  You don't need to include such details in your report.
• VERY BRIEF
  • Description of company
• Company structure, divisions, groups of companies, etc.
• Organizational chart, etc.
• Stock market code (Give the name of the stock exchange.)
• URL = Web address
• Description of the product (good, service, idea) selected.
5. The Problem = the current issue
   • Must be:  short - concise - precise - specific - solvable - important
   • ONE problem = UNO problema = NOT 2 or 3 or 4 problems
   • = Problem Statement = The main problem(s) or the main issue(s).
     • Problem - Clearly state what is going wrong or what should be improved.
     • Current issue (as defined by your group).  Based on the information you have discovered about this company, your group must define an issue (related to any of the topics from the textbook) that is important and relevant to the company's present situation.
       Examples:  Profitability; Strategic direction of the company; Source of competitive advantage; Morale of the company's employees; Customer satisfaction; etc.
     • Define the key issue (the central problem = the most important current problem)
       • No more than two sentences.
     • Problem Statement
   • You must choose a real company and you must determine a problem that you can solve.  In other words, you must solve a real problem for a real company.  It must not be a problem that has already been solved by the company.
   • Be specific.  You must focus in on just the main problem.  Don't try to solve all the company's problems.
     • This is the ONE and ONLY problem that you will try to solve for this case.
   • Find the REAL problem, not just the symptoms.
     • Symptoms are simply signs pointing to the true problem(s). 
     • Probe underlying issues
   • Assume the reader is already familiar with the company's current situation.  Do not summarize the situation.
   • WARNING - Do not state what your solution is.  You must state only what the problem is.  After proper research and analysis, you will come up with the best possible solution to this ONE problem, the most important problem that the company is facing.
   • Assume you are the executives responsible for the company or product.  Your survival is on the line.
   • Focus on only ONE problem (the most important one).  Don't try to solve all of the company's problems at once.
   • Course Relevance - The problem must be related to one of the major topics in the textbook. For example, if you are in any Marketing course, the problem must be a Marketing problem that will be solved using Marketing concepts.  For example, International or Global courses must tackle a problem related to a situation involving more than one country.
6. Situation Analysis
   • What information is provided? 
     • Analysis of the uncontrollable variables in the environment.
       • Environmental variables that have played a role in the organization's (and the product's) performance.  Address only the variables that are relevant to your company (and the product).
       • Examples of environmental factors are: social, economic, technological, competitive, regulatory (political, legal, government regulations, new laws etc.), etc.
       • SWOT ...
     • Definition of the target market.  (For a Marketing course, this is very important.)
     • Discussion and Analysis of the marketing strategies (4Ps).  (For a Marketing course, this is very important.)
     • What are the identifiable parts of the particular business situation?
     • What is the context (framework, paradigm) for interpreting this scenario? 
     • What are the components of this decision-making situation?
     • What are the constraints (limitations, boundaries, barriers)? 
       • goals
       • in the environments (internal, external)
       • supplies, resources (finances, labour), opportunities of the firm
     • only items relevant to the immediate problem, the Current issue.
     • Do NOT analyze anything and everything. 
     • Focus on the ONE most important problem (see above).  If it's not related to the problem, don't mention it.
   • What information is not provided? 
     • Background research (current situation, company information, personal information, situation information, assumptions, etc.) - The environments.
     • Data collection = Fact finding = Research
       • documents, interviews, archival records, direct observation, participant observation, artifacts
     • Is it possible to collect data?  (time, money, authority, etc.)
       • Will it be necessary to rely entirely on the information already provided?
       • RESEARCH - You will probably have to do some research to get enough information to do a good case study - Internet, library, periodicals, the company itself, etc.
     • Assumptions:
       • As you do your Analysis, you will find most of the information you need.  (Internet, Library, Company info like financial statements, prospectus, etc.)
         You should write about only the information that is relevant to the immediate problem, the Current issue.
         However, sometimes you may discover that there is some information that you can't find anywhere.
         You are permitted to make Assumptions about the missing data, and the rest of your Case Study must be consistent with your group's assumptions about the missing data.
       • For competitions on the Case Method and also in some classroom situations, the students may be given a huge bundle of papers with all the information that they need to do the case.
         They are not allowed much time and they are not allowed to search outside sources (library, Internet, etc.).
         If the students determine they need more information, but it isn't included in the package, they can make assumptions as long as they clearly identify the assumptions.
         In your case, you have lots of time and you may use any sources to find real information about a real situation.
         If you determine that you need more information, but it isn't included in any of the sources you can find, you can make assumptions as long as you clearly identify the assumptions.
         You may want to present your assumptions (clearly labeled as such) in your PowerPoint presentation.
   • What is happening in the case. 
     • What decision has to be made? 
     • What are the goals of the firm?
     • Who is the key decision-maker?  (the protagonist)
       What are the goals and objectives of the decision-maker in this case?  (implicit and explicit)
     • Who are the other actors in the case?  What are their objectives?
   • What information is relevant (useful)?  What information is irrelevant?
     • Omit the facts and factors that are not important to the problem.
     • Case writers deliberately include useless information that you must disregard.  (realistic decision-making skills)
     • Case writers deliberately leave out some important information.  - Research, Assumptions
   • What are the resources and constraints associated with the problem?
   • Analysis (SWOT) - Critical thinking.
     • Analysis (SWOT, etc.) - AFTER the definition of the problem.
     • Don't do a "Situation Analysis" until after you have clearly defined the main problem.  (see the previous step)
     • SWOT is only one small part of your Situation Analysis.  There must be more than just SWOT in your Situation Analysis.
     • You MUST use BOTH of the SWOT model tables (perhaps as an attachment).
     • Remember that the purpose of SWOT is to develop action strategies.
   • Assumptions - What assumptions (speculations, inferences, etc.) did you have to make when the information was insufficient?
7. Alternative Solutions
   • (= alternative plans for action to resolve the main problem, the key issue) (at least two alternatives)
   • You must try to solve the ONE problem that you have identified (see above). 
     • Please do not provide a history lesson listing solutions that were used by the company in the past.
     • YOU must solve the CURRENT problem that you have identified (see above). 
     • Do not explain what they have done in the past.  Explain what YOU propose in order to solve the problem as you defined it (above).
   • Alternatives = Alternative Solutions
     • These must be alternatives to solve the ONE important problem (see above).  
     • DO NOT give general alternatives to any other problem the company may have.
     • Focus on the ONE most important problem.
     Use point form to list the possible alternative solutions to the problem (= key issue) that you defined above.
     • Be specific.  It must be very clear what you are proposing as a solution to the key problem.
     • You have defined only ONE key problem.  Your "Alternative Solutions" should try to solve only that ONE problem
   • Consider the company's objectives (e.g. Mission Statement).
   • Solutions possibilities.  List all the different ways of solving this problem.
     • status quo
     • other alternatives - ALL of the other possible solutions to the problem you defined above.
       • Discussion and Brainstorming
       • Don't rule out the alternatives at this stage.  Refer to the next step (see below).
   • Assumptions - What assumptions (speculations, inferences, etc.) did you have to make when the information was insufficient?
8. Comparison of the Alternatives & Analysis of the Alternatives
   • Analysis of the Alternatives
     • Every solution has some positive and some negative outcomes.  Tradeoff.  Relative risks and opportunities.  (SWOT)
     • Rationale For or Against each alternative
       • Advantages (pro) and disadvantages (con) for each alternative
       • Analysis (charts, graphs, calculations, etc.) - Appendices
     • How well will each alternative resolve the ONE most important problem?
     • What are the short-term and long-term consequences of each alternative?
   • Anticipate obstacles to the successful implementation of the solution.
   • Satisfice (= satisfactory & sufficient)  vs.  Maximize (= perfect)
9. Decision & Recommendation the most feasible solution (i.e. your decision)
   • Best alternative.  Give the best course of action for the company. 
     • In the previous steps, you listed and analyzed the possible alternatives.  In this step, you select the best of those alternatives.  Don't make up other alternatives now.
   • The optimum choice is the one that provides the best balance between profit opportunities and the risks and costs of failure. 
   • Students should make a clear-cut decision and avoid qualifications and other obvious hedges.
   • Explain the logic behind this resolution of the issue.
   • Reasons why the other alternatives were not chosen.
   • Solution - At the end of your paper, have you solved the problem as stated at the beginning?
10. Action Plan
    • Implementation plan = plan of action = (i.e. a detailed plan of how you will implement your decision)
      • This is a plan for the future.  (tomorrow?)
      • Please do not provide a history lesson listing Action Plans for solutions that were used by the company in the past.
      • YOU must develop an Action Plan to solve the CURRENT problem that you have identified (see above). 
    • specific
    • unambiguous
    • organized, sequential steps
    • realistic
    • Action Plan - Be clear and specific in detailing the steps you will follow.
      • Details, who/when/where/how
11. Appendices
    • Appendix A, Appendix B, Appendix C, etc.
    • Graphs, charts, tables, reports, financial statements, etc.
    • Important information that you can refer to from the body of the document  (e.g. See Appendix F)
    • as required, so that the body of the case does not contain too much detail
12. Biblography
• References to the sources for your research.

Preparation - What the student (or group of students) must prepare for the assigned case study, before going into class for the presentation

1. Prepare individually. 
   • Read the case.  Reflect on the case.
   • Conduct individual research and define the problem.
2. Meet in small study groups to discuss the case.
3. Consider all of the essential components of The Case Study Method for Business (see above).
4. Written report - see paper.htm
5. Oral presentation (in-class) and questions and discussion.
   • Prepare any handouts or audio-visual materials.
     • Summaries, Analyses, Graphics, etc.
     • Your PowerPoint presentation will not include much detail.  Each slide must be attractive, clear, simple, easy to read and understand, and allow the speakers/presenters to  keep the attention of the audience.  The facts and the details will be presented by the speakers, not on the PPT slides.
       • PowerPoint Presentations (PPT) ...
   • Prepare to answer any questions your professor or your peers may ask about the business or about your analysis or about your recommendations.
   • Prepare to defend your assumptions and decisions. 
   • Prepare both sides of the important issues.
   • Prepare your presentation format
   • Suggestions
     • proper business attire (suit)
     • projector
     • pointer
     • clear writing on the chalkboard, organized
     • speaker must keep the attention of the class
   • Content   
     • Usual formula for a 30 minute presentation
       • Summary
         • 01 min - general, brief description of the case, handouts
         • 04 min - discussion of the case
         • 10 min - history of the case (timeline)
       • 05 - Analysis
       • 05 - Alternatives and Conclusion
       • 05 - Discussion period
     • For my classes - 10 minutes (or less)
       • 03 - Summary
       • 02 - Analysis
       • 02 - Alternatives and Conclusion
       • 02 - Discussion period

• Other formats (very rare in Business)
  • Debate format
    • Two teams argue the case.  (pro vs. con)
    • Five minutes per side, followed by five minutes for rebuttal, followed by three minutes for summary. 
    • It usually ends with interaction from the audience.
  • Public hearing format
  • Trial format
  • Team learning format
  • Scientific research team format
• Preparation, presence (attendance), promptness, participation