Dr. Sloane’s Case Analysis Guide

1. Dr. Sloane’sCase Analysis Guide For MBA 8555 Based on Dr. Q. Chung’s format, with permission.

2. What is a Business Case? • “…a description of an actual situation, commonly involving a decision to make or a problem to solve, normally written from a viewpoint of the decision maker involved, which allows the student to step figuratively into the shoes of the decision maker in the case.”

3. What is a Business Case? • Typically … • Realism (True story/incident) • Release (Permission granted to publish) • Rendition (Unique perspective of author(s)) • Repeated reading required (without a doubt!) • End-of-chapter Exercise • Journalism

4. Three Dimensions of Case • Analytical Dimension • Conceptual Dimension • Presentation Dimension

5. Analytical Dimension • Concerned with the task that the student must accomplish (i.e. Levels of complexity) • Level 1 … “Here is a problem and here is the solution. Do they fit?” • Level 2 … “Here is a problem. Show me a good solution.” • Level 3 … “Here is a situation. What are the problems? What are the solutions?”

6. Conceptual Dimension • Captures the fundamental concept underlying the case • Level 1… Hey, I can handle it. • Transparent! • Easily grasped by all students from reading. • Level 2 … Multiple perspectives necessary • Not all can understand every aspect of the case. • Class discussion will help. • Level 3… More guidance needed • Professor may have to provide clarification, directions, hints, and pointers.

7. Presentation Dimension • Concerned with how much information is given and how it is presented • Level 1 … Golden nugget • Data is neatly presented and straightforward. • Shorter in length • Level 2 … Sifting needed • Some extraneous data • Level 3 … Must dig • A large amount of extraneous information • Messy

8. Case Difficulty Cube The case itself may be, or may become, complex in one or more of three dimensions. Analytical Presentation Conceptual

9. Case Difficulty Cube – “Very Simple” Analytical Presentation Conceptual

10. Case Difficulty Cube – “Very Complex” High Complexity in all dimensions! Analytical Presentation Conceptual

11. Before Class Preparation Assign case / reading During Class Lead case discussion Clarify questions Facilitate and record After Class Evaluate participation Evaluate case materials Before Class Receive case assignment Preparation During Class Raise questions Answer questions Participate After Class Review Roles Played in Case Studies Professor Student

12. Student’s Tasks for Case Analyses • Read the case (a few times) … “Who am I?” • Learn case background by heart. • Anatomy of a business case • Introduction to the main and other characters • The firm … history, current state, problems • More details • Summary paragraph

13. Case Analysis • Be sensitive to typical case language (clues). • “An option … ” • “ … is required” • “ … is preferred” • These “clues” provide constraints and expectations for the student to include in the analysis.

14. Format of Case Analysis • Background information • Problem Definition • Don’t jump to a recommendation. • Crystallize key issues. • Case Analysis … See next slide! • Apply IT & business knowledge you already possess. • Examine the case from various angles deemed relevant. • Apply appropriate frameworks to give structure. • List and assess alternatives. • Recommendations

15. Case Analysis Components: Do the analysis for “then” from the case, AND “now” • Strategic Analysis (Provide a SWOT analysis for “then” and “now” situations) • Various additional proven frameworks available to supplement the SWOT, if desired • Leadership issues – Marketplace, customer, suppliers • Consider IT resource deployment and operational support issues • E-Commerce Implementation Analysis • Apply recent EC history and experiences • LOOK AT THE WEB SITE(S) (and competitors!) • Financial Analysis … • Use the given data and gather new relevant data from annual reports, 10K/Q, Press Releases, investment analyses, etc • E-Commerce Analysis • vis-à-vis the Internet, IOS, supply chain, etc. • Quantitative Analysis • Must use the given data, not wish away/ignore facts

16. Some Valuable Analysis & Format Ideas • Apply known, and/or proven concepts • e.g. Supply chain management, discounted cash flow analysis, quality improvement/voice of customer techniques, capacity planning, etc. • Compare/contrast with known successful (or failed) business strategies • e.g. CD-Now’s dilemmas, or GE’s growth strategy • Put into the context of current options and knowledge, applying current expertise

17. Recommendations • For “then” situation, and “now,” • What would your team recommend that the management team do in the “then” of the case study? • What DID they do, and how did it turn out? • What does your team recommend that the management team do now? • Would you recommend investing in this company currently? How about their major competitors? Which ones, if any, would you invest in? (When I say “invest,” it could be as a venture capitalist or as a private investor.)

18. About Your Recommendations • The recommendations must be specific, and supported/ substantiated! • Cannot be fantasy/fiction (e.g. “Go out and invent a perpetual motion machine,” or “buy a copy of Windows 98 that doesn’t freeze up.”) • “Cost is no object” solutions are not acceptable! • Must include the responsible considerations that any business situation would encounter, such as costs, risks, alternatives. • Should be based on meeting the options specified in the case study itself (and the current conditions that you identify for the “now” recommentations.)

19. Conclusions • What did you learn from this company? • Was it what you expected? • Were there surprises? • What did the case teach you about eCommerce?

20. Overall Goals • Provide a professional analysis and consultation as if truly faced the situation. • Be self-critical of your efforts, and open to outside comments to extend your thinking. • Pay close attention during other groups’ presentations to • Learn the lessons their cases offer. • Help extend your classmates thinking by providing constructive insights and perspectives.

21. REMEMBER: • You need to do a “then” and “now” for everything, and • The “now” analysis will probably have to use annual reports, 10 K, 10 Q, and other information, and • The “now” analysis will probably require that you actually evaluate the present web site to see how it actually works and the services offered, and • To do a “now,” you’ll probably need to look at the current competitors – and their web sites -- to understand the present market conditions, and • You need to do two SWOT analyses: one for “then” and one for “now.”