Case Study Analysis: Steps to Master the Tools and Ask Good Questions

Isolate Critical Facts and Distinguish Good Information

Case studies help you learn to ask good questions and master the tools to answer those questions.

When analyzing cases, it is important to isolate critical facts, evaluate whether assumptions are useful or faulty, and distinguish between good and bad information.

Cases are to be written in essay format, not point form. Should you use tools (like the five forces) that require extensive analysis, put them in an appendix and only talk about the most relevant findings in the body of the text.

Every case should include each of the following steps (but not as subject headers – incorporate them into a narrative):

1)Identify your role: CEO? Board member? Outside consultant? Etc.

2)Identify the problem: Write a concise problem statement. Use it as a reference point as you proceed through your analysis.

This is important because the process of thinking about possible solutions may lead you away from the initial problem. Make sure your recommendation actually addresses the problem you have identified.

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Be aware that in some cases, the problem will be presented plainly, perhaps in the opening paragraph or on the last page of the case. But in other cases, the problem does not emerge until after the issues in the case have been analyzed.

3)Conduct your analysis: Use the analytical tools from the course reading.

Each reading has at least one tool (like shared value, stakeholder theory, five forces, etc.). Use at least two or three tools. ONLY use tools from our readings, NOT tools from other courses (like SWOT).

Make sure the tool you use fits the problem – i.e. five forces looks at the industry, while other tools, like those on organizational culture, look within the firm. 

Also, ask yourself why you have chosen one type of analysis over another. Assumption checking can also help determine if you have gotten to the heart of the problem or are still just dealing with symptoms.

4)Propose alternative solutions: Generally, three.

It is important to remember that in management cases there is rarely one right answer or one best way. Even when members of a class or a team agree on what the problem is, you may not agree on how to solve the problem. Therefore, it is helpful to consider several different solutions.

5)Make recommendations: Choose ONE alternative.
Describe exactly what needs to be done. Explain why this course of action will solve the problem.

The recommendation should also include suggestions for how best to implement the proposed solution because the recommended actions and their implications for the performance and future of the firm are interrelated.

The solution you propose must solve the problem you identified. This point cannot be overemphasized; too often, students make recommendations that treat only symptoms or fail to tackle the central problems in the case. Make a logical argument that shows how the problem led to the analysis and how the analysis led to the recommendations you are proposing.

Remember, an analysis is not an end in itself; it is useful only if it leads to a solution. The actions you propose should describe the very next steps that the company needs to take.