case study analysis geb 4890 business strategy fall 2000
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Case Study Analysis
GEB 4890
Business Strategy
Fall 2000
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Why use Case Study Analysis?
• Provides you with experience not ordinarily available
• Cases illustrate the theory and content of strategic management
• Provides you with the opportunity to participate in class and present your ideas to others
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Detailed Case Analysis• Eight Areas:
– History, development, & growth of company– Identification of internal strengths and weaknesses– Analysis of the external environment– SWOT analysis– Type of corporate-level strategy pursued by the
company– Nature of the company’s business level strategy– Company’s structure and control systems and how
they match its strategy – Recommendations
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Writing a Good Case Study-Additional Points
• Do not repeat large pieces of factual information
• Make your discussion flow logically and soundly
• Avoid grammatical and spelling errors
• Do a library and/or Internet search for information
• Can use questions handed out by instructor
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Position Papers
• Use Case Study Guidelines and Rubric from Syllabus
• Collect information on the company
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Financial Analysis in Case Analysis
• Profit Ratios– Gross Profit Margin– Net Profit Margin– Return on Total Assets– Return on Stockholder’s Equity
• Liquidity Ratios– Current Ratio– Quick Ratio
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Financial Analysis in Case Analysis
• Activity Ratios– Inventory turnover– Days Sales Outstanding
• Leverage Ratios– Debt-to-assets Ratio– Debt-to-Equity Ratio– Times Covered Ratio
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Financial Analysis in Case Analysis
• Shareholder Return Ratios– Total Shareholder Returns– Price-Earnings Ratio– Market to Book Value– Dividend Yield
• Cash Flow
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Ten Commandments of Case Analysis
To be observed in written reports and oral presentations, and while participating in class discussions
From Thompson, A.A., Jr. & Strickland, A.J., III. (1995). Strategic Management: Concepts and Cases, Eighth Edition. Chicago: Irwin
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Number One
• Read the case twice, once for an overview and once to gain full command of the facts; then take care to explore every one of the exhibits
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Number Two
• Make a list of problems and issues that have to be confronted.
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Number Three
• Do enough number crunching to discover the story told by the data presented in the case.
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Number Four
• Look for opportunities to use the concepts and analytical tools you have learned earlier.
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Number Five
• Be thorough in your diagnosis of the situation and make an outline of your assessment.
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Number Six
• Support any and all opinions with well-reasoned arguments and numerical evidence. Don’t stop until you can purge “I think” and “I feel” from your assessment and, instead, can rely completely on “My analysis shows”.
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Number Seven
• Develop charts, tables, and graphs to expose more clearly the main points of your analysis.
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Number Eight
• Prioritize your recommendations and make sure they can be carried out in an acceptable time frame with the available skills and financial resources.
1.2.3.
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Number Nine
• Review your recommended action plan to see if it addresses all of the problems and issues you identified.
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Number Ten
• Avoid recommending any course of action that could have disastrous consequences if it doesn’t work out as planned; therefore, be as alert to the downside risks of your recommendations as you are to their upside potential and appeal.
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