1. The Case Study Method: An Introduction Val Chukhlomin, PhD Valeri.Chukhlomin@esc.edu MBA 2008. Scanning the Business Environment

2. Learning with Cases: Why Case Studies? The Anatomy of a Business Case Example Case Study Steps to Follow. MBA 2008. Scanning the Business Environment

3. What is a Case Study? A verbal description of a business situation to be analyzed A problem faced by a real company Is NOT a photographic slice of life Purposefully written Method, adopted by HBS in 1908-11. MBA 2008. Scanning the Business Environment

4. Why Case Study? Management education: decision making Real life situation, in a manager’s seat Simulation: limited data, time pressure Groups of interests: ongoing discussion Learning by doing, skills oriented HBS: 500 cases per student. MBA 2008. Scanning the Business Environment

5. The role of theory: Integration of relevant theory Toolbox (concepts, frameworks, models) Professional language Frame of reference (set of ideas) A methodology beyond number crunching. MBA 2008. Scanning the Business Environment

6. Skills to Develop: Analytical skills, critical thinking, research Application skills, using various tools Quantitative and data handling Decision making and evaluative skills Time management Interpersonal, debating, listening, team work Writing communications. (Source: Leenders et al, Ivey Publishing, 2004) MBA 2008. Scanning the Business Environment

7. The Anatomy of a Business Case: A narrative real life story, structured Data: relevant, irrelevant, “noise” Many potential problems Different angles and approaches Time constrains You (not your instructor) are to solve it! MBA 2008. Scanning the Business Environment

8. Things to Remember: Puzzle, even if it looks simple What is the problem? Due diligence needed! Missing data: where to find it? Look for relevant theory tools No one right solution! MBA 2008. Scanning the Business Environment

9. How to Crack a Case? Read, think, read again, make notes Discussion, problem identification Case reformulation, missing data Analysis, using tools, models Alternative solutions, discussion Evaluation, decision, implementation. MBA 2008. Scanning the Business Environment

10. The Role of Discussions: Real life situation: different angles Problem identification Search for relevant data Analysis: choice of tools, evaluation Formulation of alternative solutions Prove that YOUR solution is the best! MBA 2008. Scanning the Business Environment

11. The Role of Data Mining: Real life situation: Data relevant? Missing? Professional approach: company reports How to read them? Analysis: not only number crunching What is economic logic? MBA 2008. Scanning the Business Environment

12. Writing skills: Am I here to learn how to write? Recruiters: soft skills (hardest to learn!) Management reports Format, style, grammar, language, tone Research, sources, quotation Writing for decision making Leadership. MBA 2008. Scanning the Business Environment

13. Quantitative skills: Financial statements and ratios Statistics Economic indicators Management reports Number crunching for decision making. MBA 2008. Scanning the Business Environment

14. Example: Tom Young in Japan (Read handouts) Source: Ferraro, G. (2006). Cultural Dimensions of International Business. 5ed, Pearson: New Jersey. MBA 2008. Scanning the Business Environment

15. Example: Tom Young in Japan Problem formulation Missing important information Analysis, using tools, models Alternative solutions, evaluation Recommendation for decision making Your responsibility. MBA 2008. Scanning the Business Environment

16. Analysis: key points Common sense, logic, assumptions Data and sources Relevant theory and tools Alternatives, scenario planning Evaluation, decision making Suggestions for implementation. MBA 2008. Scanning the Business Environment

17. Rubrics for strategy case analyses  Company goals, mission, vision (real!)  External Environment (PESTEL)  Industry (Life Cycle, Key Success Factors, Porter’s Five Forces, strategic groups, etc)  Internal analysis (Value chain, VRINE)  Strategic position (Porter’s generic strategies) and options (SWOT), etc.  Strategy Diamond and Economic logic. MBA 2008. Scanning the Business Environment

18. How to report your findings 1.Title page, contents, executive summary 2.Brief introduction, problem identification 3.Assumptions, sources of information 4.Analysis, tools, conclusions 5.Generation and evaluation of alternatives 6.Recommendation for decision making 7.Implementation: Who, When, How, Cost 8.References. MBA 2008. Scanning the Business Environment

19. What should/should not be there (Y/N)? 1.Reiteration of facts from the case 2.Long quotations from the textbook 3.Referral to company reports 4.Causes of problems, not just symptoms 5.Use of the relevant theory 6.Reference all non-original work. MBA 2008. Scanning the Business Environment

20. QUESTIONS? Want to know more? 1.Ellet, W. (2007). The Case Study Handbook. HBS Press. 2.Harvard Business Case Studies web-site: http://www.hbsp.harvard.edu/hbsp/case_studies.jsp http://www.hbsp.harvard.edu/hbsp/case_studies.jsp 3.The Q Manual. www.buseco.monash.edu.au/qmanualwww.buseco.monash.edu.au/qmanual 4.ICMR. The Case Study Method. http://icmr.icfai.orghttp://icmr.icfai.org MBA 2008. Scanning the Business Environment