Students should consider the analysis method (described below) in conducting and reporting on their analysis. The cases may have supplemental data in a spreadsheet; analysis of this data should support any conclusions.

ANY case Analysis for this course should use the following outline:

(1) Identify the Audience, presenter, date, and KEY ISSUE (as we’re using a MEMO format, this is concise)

(2) Provide an executive summary (key Issue, Analysis, Recommendations and expected outcomes) – NOTE: an Exec summary IS NOT A SYNOPSIS or SUMMARY of the case situation; it is a summary of the solution/recommendation posed.

(3) Define the problem or opportunity to be analyzed – be clear about what is causing the problem and clearly state the objective; what is the organization trying to achieve (sales/units or revenue, market share, profits, roi, etc)

(4) Develop a relevant and balanced analysis (note SWOT and PEST are insufficient, but a good place to start) – students should consider a Porter’s 5 Forces, A value Chain analysis, a 3V or 5C or financial/quant analysis of data

(5) Identify viable alternative solutions

(6) Analyze alternatives in context with defined criteria – best to summarize as pro/con

(7) Selects a recommended alternative and discuss issues related to implementation.

Note – Harvard Business Cases often POSE specific questions, these questions should only guide thinking. The objective of the assignment is to use a decision making process to identify opportunities and to support recommendations.

The basic steps to ANALYSIS and REPORTING, covered extensively in the course, include a clear statement of:

• Decisions: What are the key decisions that have to be made by the focal decision maker? Students often isolate/focus on relatively minor decisions; students need to develop deeper skills in analysis so that a full decision scope is identified. This discussion also includes a concise statement of the “problem” or “opportunity” faced.
• Objectives: What objectives is management trying to achieve? These often take the form of growth, market share, profit or cash goals. MAKE SURE TO CLEARLY STATE THE OBJECTIVES which need to be achieved in making the decision; you can also comment if these objectives make sense, given analysis.
• Analysis forms a foundation for UNDERSTANDING the situation and options which are available; some of the analysis tools (FRAMEWORKS) which could be applied include:

• Market Analysis: What is known about the market size, growth, presence/evolution of market segments? What markets for other products forms impinge upon the market being considered?
• Environmental Analysis: What are the key imperatives and/or changes taking place outside of the industry that affect both the firm and its competitors? Examine the economic, technological, social, regulatory, political, and legal environments.
• Industry Analysis: What is happening in the industry? What is the state of competition between existing competitors? To what extent are new firms entering the market? What is the level of competition from products made with different technologies? Are suppliers integrating forwards, laterally? Are our customers integrating backwards?
• Customer Analysis: Who are the customers? What sets of benefits do they require?
• Competitor Analysis: What are the strengths and weaknesses of competitors? What are their strategies? Will their strategies change? If so, how? What strategies might be expected from new entrants?
• Firm Analysis: What are the firm’s strengths and weaknesses? What strategies have been pursued in the past? How successful had these been?
• Economic Analysis: What does the economic analysis show? Given the set of decisions and objectives facing the decision maker, what is the nature of the consequences of the decision in economic terms?

• Assumptions: As students reflect on their analysis and the IMPLICATIONS/INSIGHTS (what the analysis means), it will be critical to state the key assumptions upon which the strategy is based.
• Alternatives: What are the two or three major courses of action that could be followed to reach the firm’s objectives? For each alternative identified, lay out pros and cons (this can be done as a table for conciseness, but students should be prepared to defend their positions). These insights come from the preceding analysis.
• Action Plan: What is being recommended? Lay out a broad strategy and identify specific action steps as well as a rough plan for implementation. Consideration of investments/costs must be made. TIE BACK the action plan to the stated objectives.