Steps to Create an Effective Case Study Analysis
Here are a few steps in creating an effective case study analysis Step One: Form a basic impression.
• What are the relevant organizations, industries and sectors? • What is the history of the organization? Has it been steadily climbing, or undergone a series of rises and falls? How is it doing now? • What strategies has the organization followed over its history? Which ones elevated the status and which caused it to stumble? What are the most significant successes? • What is the overall first impression? Is the organization in a new and fast-growing sector? Or is it in a mature industry? Are the customer needs the same as they were in the beginning? Are there a number of opportunities to exploit, or is the company more focused? • Is there already available information in tables and annexes? Step Two: Begin an in-depth analysis.
• The environment: In which environments has the organization shown the most success? Which environments gave it problems? o What have been the changes in the macro environment that provided the best opportunities? What changes may cause threats? • The organization itself: o What strategic resources does the organization have and which does it need? o Consider which resources could improve the organization's competitive stance.
o Compare these strengths and weaknesses to other companies in order to consider ways to improve the organization's competitive stance.
• The organization's stakeholders: o What do they expect from the company? Is this in accordance with the company goals? Step Three: Create and examine strategic options.
• The results of the analysis will be used to develop strategic options.
• This is only the beginning, however.
There are other methods and options to use when developing strategies.
o Which options are the best considering the strengths and weaknesses of the organization? o Would these options give the organization a competitive advantage and be able to sustain that advantage? o Which options are most likely to be acceptable to the major stakeholders? o Which are the most feasible when it comes to implementation? Step Four: Validate any conclusions.
• The conclusion should be based upon the questions posed by the earlier portions of the analysis.
What elements are needed to answer the questions? Only the most powerful arguments should be used to support the conclusion; not all of them are going to be required.
• Is the conclusion fully supported by the evidence? Is it truly unbiased and impartial? Not even the managers' opinions should have any influence on the final recommendation.
• State all recommendations clearly.
When there is a list involved, make it very clear which option is preferred over the rest.
Step Five: Offer a balanced summary.
• Be sure to consider all the alternatives to the recommendation.
There is rarely only one to pick from, given the width of options available in any sector or industry.
• Do not forget to give very clear reasons why one recommendation is preferred over the others.
• Do not forget to consider the downside of all options.
• What are the relevant organizations, industries and sectors? • What is the history of the organization? Has it been steadily climbing, or undergone a series of rises and falls? How is it doing now? • What strategies has the organization followed over its history? Which ones elevated the status and which caused it to stumble? What are the most significant successes? • What is the overall first impression? Is the organization in a new and fast-growing sector? Or is it in a mature industry? Are the customer needs the same as they were in the beginning? Are there a number of opportunities to exploit, or is the company more focused? • Is there already available information in tables and annexes? Step Two: Begin an in-depth analysis.
• The environment: In which environments has the organization shown the most success? Which environments gave it problems? o What have been the changes in the macro environment that provided the best opportunities? What changes may cause threats? • The organization itself: o What strategic resources does the organization have and which does it need? o Consider which resources could improve the organization's competitive stance.
o Compare these strengths and weaknesses to other companies in order to consider ways to improve the organization's competitive stance.
• The organization's stakeholders: o What do they expect from the company? Is this in accordance with the company goals? Step Three: Create and examine strategic options.
• The results of the analysis will be used to develop strategic options.
• This is only the beginning, however.
There are other methods and options to use when developing strategies.
o Which options are the best considering the strengths and weaknesses of the organization? o Would these options give the organization a competitive advantage and be able to sustain that advantage? o Which options are most likely to be acceptable to the major stakeholders? o Which are the most feasible when it comes to implementation? Step Four: Validate any conclusions.
• The conclusion should be based upon the questions posed by the earlier portions of the analysis.
What elements are needed to answer the questions? Only the most powerful arguments should be used to support the conclusion; not all of them are going to be required.
• Is the conclusion fully supported by the evidence? Is it truly unbiased and impartial? Not even the managers' opinions should have any influence on the final recommendation.
• State all recommendations clearly.
When there is a list involved, make it very clear which option is preferred over the rest.
Step Five: Offer a balanced summary.
• Be sure to consider all the alternatives to the recommendation.
There is rarely only one to pick from, given the width of options available in any sector or industry.
• Do not forget to give very clear reasons why one recommendation is preferred over the others.
• Do not forget to consider the downside of all options.
