1. CASE STUDY ANALYSIS Rational Thinking Approach to Case Study Analysis
Means making full use of a person’s thinking ability in analysing a problem and arriving at a rational decision statement.

2. Premises of Rational Thinking
Four Basic Patterns of Thinking:
Are reflected in these four basic questions:
1. WHAT’S GOING ON?-Situation Appraisal
2. WHY DID THIS HAPPEN?-Problem Analysis
3. WHICH COURSE OF ACTION SHOULD WE
TAKE? –Decision Analysis
The ability to ask and answer these questions, we learn how to deal with COMPLEXITY, How to make good decisions and anticipate the future.
4. WHAT LIES AHEAD? –Potential Problem
Analysis

3. Basic Patterns of Thinking….
1. WHAT’S GOING ON?
Demands Assessing and Clarifying.
Separating a complex situation into its component.
Assessing, clarifying, sorting out and imposing order on a confusing situation.

4. Why Did This Happen?
Indicates the need for “cause and effect” thinking..
Enables observation of the effect of the problem and understanding its cause so that we can take appropriate action to correct the problem or lessen its adverse effects

5. Which Course of Action Should We Take?
Implies that some choice of decisions must be made.
Enables a person to decide on the course of action most likely to solve the problem.

6. What Lies Ahead? Looks into the future.
Assessing the probable or potential problem that might happen in the future and the possible consequences

7. 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

8. Case Analysis Outline…
VIEWPOINT
Refers to the person who is the decision maker or who can effectively recommends the solution to the case or problem under study. It can also refer to a consultant hired to recommend a solution to the problem.

9. Case Analysis Outline…
TIME CONTEXT
Delineates the take-off point of the analysis.

10. Problem Statement
Refers to the concise statement of the existing problem.
Should be objective and written in clear and simple terms.
We define the problem by a “Deviation Statement”.

11. Structure of a Problem Deviation Statement
The deviation statement is the precise description of the “change” from the “should” to “actual” situation.
“ A probem well-defined is a problem half- solved.”
Develop a problem statement that actually and clearly describes the current situation you want to change.

12. Problem Statement Consider the following questions:
1. Is the problem stated objectively?
2. Is the problem limited in scope?
3. Does everyone involved have a common understanding of the problem?

13. Problem Statement… When developing problem statement:
1. Avoid including any “implied cause” in the
problem statement.
2. Avoid including any “implied solution” in the
problem statement.
Example of Problem Statement:
“The customer satisfaction index has declined from 89% to 81% in the last 12 months.”

14. Statement of the Objective
Refers to the “desired state” or where you want to be or what you want to achieve after the problem has been resolved.
Should satisfy the criteria of SMART:
S-pecific
M-easurable
A-ttainable
R-ealistic
T-Time-bound

15. Statement of the Objective
Example of Statement of the Objective:
“The customer satisfaction Index should be at 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 the decline in the customer index will eventually lead to a loss in sales and market share”.

16. Areas of Consideration (SWOT ANALYSIS)
Refer to internal and external factors or environment mentioned in the case study and that can positively or negatively affect the resolution of the problem or case under study.
Factors for consideration is the SWOT criteria:
Internal Factors:
-Strength
-Weaknesses
External Factors:
-Opportunities
-Threats
From the SWOT analysis, you can identify factors that are the most likely root causes of the problem.

17. 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/ important patent cost advantage.
-Strong advertising and promotions.
-Product innovation skills and high product quality.

18. 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.
-Falling 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.

19. SWOT-OPPORTUNITIES Potential Present and Future Opportunities:
-New customer groups or expanding into new geographic markets or product segments.
-Expanding product line to meet broader range of customers’ needs.
-Falling trade barriers in attractive foreign markets.
-Openings to take market share from rival firms.
-Alliances or joint ventures to expand market coverage and competitive capability.
-Acquisition of rival firms, customers, or suppliers.
-Openings to explore emerging new technologies.

20. SWOT-THREATS Potential external threats (Present & Future):
-Likely entry of potent competitors through existing or new channels of distribution.
-A shift in buyers’ needs and tastes away from the industry’s products.
-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.

21. ASSUMPTIONS (Optional)
Refers to factors that are not specifically mentioned in the case study but need to be stated to either limit or enhance the scope of the analysis.

22. ALTERNATIVE COURSES OF ACTIONS (ACAs)
Refer to possible solutions to the defined problem.
Each ACA must be able to solve the problem and attain the objective.
Must be able to come up with at least two or three ACAs from which to choose the best solution/ACA.

23. ANALYSIS OF THE ACAs
Refers to the analysis of each ACA considering the factors stated in the areas of consideration (SWOT) and assumptions.
State the PROs and CONs of each ACA

24. CONCLUSION/SELECTION OF THE BEST ACA
DECISION MATRIX
Preparing a decision matrix will ensure that you reach the best solution/ACA for the problem.
-Determine decision criteria that are appropriate for
selecting the best ACA.
-Define clearly the decision criteria.
-Assign weights to the criteria to show how important
they are relative to each other. (This can be done by
assigning a number or percentage to each criterion
so that all the criteria shall total to 100%).

25. Decision Matrix Example of Decision Matrix:
Decision Criteria Defined As Weight
1. Ease of Imple- How easy would
mentation It be to implement
the solution/ACA %
2 Probability of How likely is it that
Success the ACA could be
successfully imple-
mented %
3. Relative How much resistance
Resistance might there be to imple-
menting the ACA %
Total Weights %

26. Decision Matrix Decision Criteria ACA 1 ACA 2 ACA 3 1. Ease of Imple-
mentation % % % 5%
2. Probability
of Success % % % 10%
3. Relative
Resistance- 20% % % 5%
Total % 50%** 30% 20%
The best ACA is ACA # 1

27. ACTION PLAN
Refers to the detailed plans to efficiently and effectively implement the selected ACA. The action plan shall indicate the:
1. WHAT activities to undertake?
2. WHO (persons/groups) will perform the specific
activities?
3. WHEN (time frame) will be the start and
completion of the activities?
4. HOW MUCH (cost/budget) is allotted to
implement the activities of the action plan.

28. Action Plan Task/ Responsible Begin End
Activities Person/Unit Date Date Costs
1.Design HRD
Training Dept /1/ /31/06 P50,000
Program
Note: Tied with your action plan is the contingency plan, just in case some of your action plan activities get stalled, 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 be ready what to do.

29. Implementation & Control
Refers to the actual implementation and monitoring 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)

30. THE END
THANK YOU AND GOOD DAY
PROF. P. B. SAN JOSE, JR.
CPA, MBA, DBA (Cand.)