CASE STUDY ANALYSIS Rational Thinking Approach to CaseS t u d y A n a l y s i s Means making full use of a persons thinkingability in analyzing a problem

and arrivingat a rational decision statement. Premises of Rational Thinking F our Basic Patterns of Thinking: Are reflected in these four basic questions: 1 . WHATS GOING ON?-Situation Appraisal 2 . WHY DID THIS HAPPEN?-Problem Analysis3. WHICH COURSE O F ACTION SHOULD WE TAKE? Decision Analysis 4 . WHAT LIES AHEAD? Potential Problem Analysis

Basic Patterns of Thinking . 1 . W H A T S G O I N G O N ? Demands Assessing and Clarifying.Separating a complex situation into itscomponent. Assessing, clarifying, sorting out andimposing order on a confusing situation.

Why Did This Happen? Indicates the need for cause and effectthinking. Enables observation of the effect of theproblem and understanding its cause sothat we can take appropriate action tocorrect the problem or lessen its adverseeffects. Which Course of Action ShouldW e T a k e ? Implies that some choice of decisionsmust be made. Enables a person to decide on the courseof action most likely to solve the problem.

What Lies Ahead? Looks into the future. Assessing the probable or potentialproblem that might happen in the futureand the possible consequences. Case Study Analysis Outline 1 . Viewpoint 2 . Time Context 3. Problem Statement 4 . Statement of the Objective 5 . Areas of Consideration ( SWOT Analysis) 6 . Assumptions 7 . Alternative Courses of Actions ( ACAs) 8 . Analysis of ACA 9 . Conclusion a. Decision Matrix b. Selection of Best ACA 10 . Plan of Action 11 . Implementation and Control Case Analysis Outline V IEWPOINT

Refers to the person who is the decisionmaker or who can effectively recommendsthe solution to the case or problem under study. It can also refer to a consultanthired to recommend a solution to theproblem. Case Analysis Outline TIME CONTEXT Delineates the take-off point of theanalysis. Problem Statement Refers to the concise statement of theexisting problem. Should be objective and written in clear and simple terms. We define the problem by a DeviationStatement. Structure of a Problem Desired State ShouldShould ChangeDeviationPresent(Actual) Structure of a Problem Desired State ShouldShould ChangeDeviationPresent(Actual)

Problem Statement Consider the following questions: 1 . Is the problem stated objectively? 2 . Is the problem limited in scope? 3. Does everyone involved have acommon understanding of the problem? Problem Statement When developing problem statement: 1 . Avoid including any implied cause inthe problem statement. 2 . Avoid including any implied solution inthe problem statement. Example of Problem Statement: The customer satisfaction index hasdeclined from 89% to 81% in the last 12 months. tatement of the Objective Refers to the desired state or where you wantto be or what you want to achieve after theproblem has been resolved. Should satisfy the criteria of SMART: Specific Measurable A -ttainable R -ealistic

T -Time-bound tatement of the Objective Example of Statement of the Objective: The customer satisfaction Index should beat least 89% by the end of 2006 It should be able to pass the so what test.Meaning is the problem worth solving and why? The problem is important to solve because thedecline in the customer index will eventually leadto a loss in sales and market share. Areas of Consideration(SWOT ANALYSIS) Refer to internal and external factors or environmentmentioned in the case study and that can positively or negatively affect the resolution of the problem or caseunder study. F actors for consideration is the SWOT criteria: Internal F actors: Strength Weaknesses External F actors: Opportunities -Threats F rom the SWOT analysis, you can identify factors thatare the most likely root causes of the problem. SWOT-STRENGTHS Potential resource strengths and competitive opportunities ( present& future):

-A powerful strategy supported by good skill and expertise in key areas. -Ability to keep talent. -Proven skills in key areas. -A strong financial condition; ample financial resources. -Strong brand name/image/company reputation. -Efficient operations/economies of scale. -Proprietary technology/superior technological skills/ importantpatent cost advantage. -Strong advertising and promotions. -Product innovation skills and high product quality. SWOT-WEAKNESSES Potential resource weaknesses and competitive deficiencies ( present & future): -No clear strategies. -Inability to keep talent. -Missing some skills or competencies/lack of management depth. -A weak balance sheet: burden with heavy debts. -Weak brand image/reputation. -Plagued with internal operating problems. F alling behind in R & D. -Higher overall unit cost relative to key competitors. -Sub-par marketing skills relative to rivals. -Behind in product innovation and quality. SWOT-OPPORTUNITIES

Potential Present and F uture Opportunities: -New customer groups or expanding into newgeographic markets or product segments. -Expanding product line to meet broader range of customers needs. F alling trade barriers in attractive foreign markets. -Openings to take market share from rival firms. -Alliances or joint ventures to expand market coverageand competitive capability. -Acquisition of rival firms, customers, or suppliers. -Openings to explore emerging new technologies. SWOT-THREATS Potential external threats ( Present & F uture): -Likely entry of potent competitors through existing or new channelsof distribution. -A shift in buyers needs and tastes away from the industrysproducts. -Adverse demographic changes narrowing demands for products. -Loss of sales to substitute products or new channels of distribution. -Adverse shifts in foreign exchange rates and trade policies of foreign governments. -Slowdowns in market growth. -Growing bargaining power of customers or suppliers. -Takeover by another firm. -Unanticipated changes in the value of core technology. -Vulnerability to recession and business cycle

ASSUMPTIONS (Optional) Refers to factors that are not specificallymentioned in the case study but need tobe stated to either limit or enhance thescope of the analysis. ALTERNATIVE COURSES OFACTIONS (ACAs) Refer to possible solutions to the definedproblem. Each ACA must be able to solve theproblem and attain the objectiv Must be able to come up with at least twoor three ACAs from which to choose thebest solution/ACA. ANALYSIS OF THE ACAs Refers to the analysis of each ACA considering the factors stated in the areas of consideration (SWOT) and State the PROs and CONs of each ACA. CONCLUSION/SELECTION OF DECISION MATRIX Preparing a decision matrix will ensure that youreach the best solution/ACA for the problem. -Determine decision criteria that areappropriate for selecting the best ACA. -Define clearly the decision criteria. -Assign weights to the criteria to show howimportant they are relative to each other. (Thiscan be done by assigning a number or percentage to each criterion so that all thecriteria shall total to 100%). Decision Matrix Decision Criteria Defined As 1 . Ease of Imple-How easy would mentation. It be to implement the solution/ACA 3 2 Probability of How likely is it that Success. the ACA could be successfully implemented. 3. Relative How much resistance Resistance might there be to implementing the ACA. Total Weights

100% ecision Matrix Decision Criteria ACA 1 ACA 2 ACA 3 1 . Ease of Imple-m e n 0% 15% 10% 2 . Probability of Success50% 25% 15%

3. Relative Resistance20% 10% 5%

Total 100% 50%** 3 0%

The best ACA is ACA #

1 ACTION PLAN Refers to the detailed plans to efficiently andeffectively implement the selected ACA. Theaction plan shall indicate the: 1 . WHAT activities to undertake? 2 . WHO ( persons/groups) will perform thespecific activities?3. WHEN ( time frame) will be the start andcompletion of the activities? 4 . HOW MUCH ( cost/budget) is alloted toimplement the activities of the action plan. Action Plan Task/ Responsible Begin End Activities Person/Unit Date Date Costs 1 .Design HRDTraining Dept. 7 / 1 / 06 8 /3 1 / 06 P 50 , 000 ProgramNote: Tied with your action plan is the contingency plan, just in case some of your action plan activities getstalled, sidetracked, or had to be changed midstream,because of something that came up along the way.Even the best of plans could go wrong, so you should beready what to do. Implementation & Control Refers to the actual implementation andmonitoring of the action plan to ensure:

1 . That the action plan is implemented as planned. 2 . That the best ACA is achieved. 3. That the stated problem is solved. 4 . That the defined objective is attained. 5 . That the corrective measures are made ( if necessary)