Cynthia Phillips, Msc, Phd

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are similar here, then...”

6. Study the facts as you have sorted them out, weighing both the

qualitative and quantitative evidence. Note your conclusions for each

analytical area identified in 4 above.

7. Review your conclusions. Then formulate a set of recommendations

directed at the problems you’ve identified and that are supported by

your analysis of the case data.

8. Select a course of action from the analysis. Consider plausible

alternative courses because of the analysis. Develop a plan by which

the desired action may be achieved within the company.

THE PROBLEM STATEMENT

Developing a problem statement is the most important part of the analytical

process. Problems are usually indicated in the opening and closing paragraphs

of the case. You may also find pieces of the problem scattered throughout the

case, explicitly stated and often implicit, as well.

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Sometimes there is an overriding problem and several sub-problems. The

manager in the case may be focused on the latter without seeing the broader

problem. For example, the manager may be asking, “What should be our

advertising strategy?” That might be the tip of the iceberg, and the more

fundamental problem might be, “What should be our target market, and how

do we develop an overall strategy for reaching it?” Or the problem might be a

lack of communication among product managers, market managers, the

advertising department, and the ad agency. It then becomes possible, then, to

deal with the specific question regarding advertising strategy within the

framework of the broader question.

The scope of the problem should not be unrealistically and unmanageably

broad. For example, it is tempting sometimes to raise the broad question:

“Should we really be in this business at all—or in some other?” Much of the time,

however, the manager in the case isn’t in a position to redirect the company’s

business. Moreover, the case may not provide sufficient data to deal

meaningfully with such a broad problem. In the problem definition it becomes

important to take account of the scope of control and authority that the

manager in the case has. Thus, problems should be defined in a way that:

• name the immediate problems

• put these problems in the context of the broader picture

• deal with these problems from the perspective of an individual manager,

recognizing his or her responsibilities and scope of authority, as well as the

limitations associated with that position.

SUPPORTING FACTS

Facts in the case may be gathered to help you understand each problem area

and to assemble meaningful observations and draw meaningful conclusions.

These may, in turn, provide the basis for answering the questions that have been

laid out.

THE SOLUTION

A good answer has these qualities:

• it deals explicitly with the specific problems posed in the case and

within the context of the broader issues

• it is well supported by sound analysis and arguments that recognize

the pros and cons of taking any recommended course of action

• it includes ideas for implementation.

A typical question at the end of a case discussion is “What is the answer?”

Remember, business is not an exact science. There is no single, demonstrably

right answer to a case problem. In every situation, there is always a possibility

that the best answer has not yet been found.

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