Welcome To The Case Analysis Coach
Welcome To The Case Analysis Coach
Assignment Questions
issues at the heart of the case, addressing those through analysis, and
identifying what lessons from the case can be applied more broadly.
One Approach to Case Analysis
The figure to the left describes the general approach to case analysis used
in this tutorial. It's by no means the only approach that exists, but it's a
worthwhile one to try as you get started.
Getting Oriented
Identifying Problems
Performing Analysis
Action Planning
Getting Oriented
Case Analysis Overview
It's useful to think of a case analysis as digging deeper and deeper into the
layers of a case.
1. You start at the surface, Getting Oriented and examining the overall
case landscape.
2. Then you begin to dig, Identifying Problems, as well as possible
alternative solutions.
3. Digging deeper, Performing Analyses you identify information that
exposes the issues, gather data, perform calculations that might
provide insight.
4. Finally, you begin Action Planning to outline short-, medium-, and
long-term well-defined steps.
Typically, you'll need to repeat this process multiple times, and as you do,
you'll discover new analytical directions, evolving your assessment of the
case and conclusion.
Analyzing a case is not just about digging. It's also about climbing back out
to examine what you've unearthed, deciding what it means, determining
what to analyze next, and digging some more. Illustrated here:
Gather your materials and tools. These include the case itself, the
assignment questions, and any other materials your instructor might provide
(e.g., a spreadsheet or supplementary reading). Be prepared to take notes in
the margins and to highlight important numbers or passages. This Case
Analysis Worksheet can also be helpful as you organize information to use in
your analysis.
Quickly read the opening section. In roughly a page, this important part
of the case typically identifies the place and time setting, reveals the type of
case this is, and signals what problem or issue might be the starting point for
analysis. Along with the assignment questions, this section provides the
most-reliable clues for beginning to solve the mystery of the case.
Flip through the pages, look at the section headings and exhibit titles, and
skim parts of the body text that immediately catch your eye. Also glance
through the exhibits, which usually appear at the end.
Read and re-read the assignment questions, and compare them with
the section headings and exhibits. Try to gain an initial impression of where
you might find answers to the questions (under which headings, in which
exhibits, and how the exhibits relate to relevant sections of the case).
Using the Komatsu LTD and Project G case complete a "First Pass" now.
Bear in mind that your initial impressions of the problem statement might
change. Nevertheless, trying to define the problem early will help focus your
thinking as you read the case in more detail.
Before you view the examples provided, think about or jot down your
first impression of the type of case and preliminary problems or issues
described. You can record your thoughts to this case, or any case, by
using the Case Analysis Worksheet.
Identifying Problems
After you are generally oriented to the case, it's time to dig deeper to
test your initial assumptions.
The digging process often begins with trying to find the answer to an
assignment question or to a question that occurred to you during your first
pass. Your opening questions lead you to sub-questions and sometimes to
new questions altogether. Patterns will begin to emerge, as will major
themes, problems, and issues that unify your questions and that ultimately
elucidate the major pedagogical purpose of the case.
Reading the Case Carefully
Return to the beginning of the case, read it carefully, and add to your
original notes and highlights. Pause to think about certain passages; then reread them. Ask yourself: What's happening? What does this mean for the
company? Will it succeed? What problems can I see coming?
You may have gut feelings about some of the information that suggests
particular significance, perhaps numbers or other facts. Circle or highlight
those. You'll be wrong about some of them because some may be
intentionally false leads ("red herrings") inserted by the case writer.
Nevertheless, most cases will require that you synthesize numbers or facts
"What clues did the instructor provide?" Assignment questions, the title
of the module, or the syllabus might signal the specific focus of the
case.
Now that you've read the case carefully, return to your initial statement of
the problem or issue at the heart of the case. Do you need to revise it after
your careful reading? Always remain open to the fact that the meaning of a
case may shift as you discover new evidence, just as a detective
investigating a crime must be open to new evidence.
Take a moment to list the key concerns, decisions, problems, or challenges
that affect the case protagonist. Then use your judgment to prioritize the
items in your list. What do you most need to understand first? What factors
do other answers and action plans depend on?
"Analysis" describes the varied and crucial things you do with information
in the case, to shed light on the problems and issues you've identified. That
might mean calculating and comparing cumulative growth rates for different
periods from the year-by-year financials in a case's exhibits. Or it might
mean pulling together seemingly unrelated facts from two different sections
of the case, and combining them logically to arrive at an important
conclusion or conjecture.
Applying Judgement
Quantitative datasuch as amounts of materials, money, time, and so onmight be embedded in the text or provided in tabular form in the exhibits
(often both). It can be difficult to know which calculations to do, what
formulas to apply, and how to interpret the results. Don't sweat this. Try a
few simple calculations such as ratios and growth rates over time. If some of
those provide insight, great; if not, nothing is lost but a little time. Use simple
calculations to determine what other things you might want to assess
quantitatively.
Quantitatively rich cases may seem intimidating; some people don't enjoy
calculating or relying on math to reach conclusions. You might need to
calculate, say, a net present value in a finance case, or the capacity of a
production system to locate the bottleneck in an operations case. Don't be
fooled into thinking that just applying those standard analyses is the point of
a case.
Be prepared if the professor asks, "How is that number relevant to this
situation?" or "How would you incorporate it into your decision in favor of one
approach over another?" or "Is that number even relevant in this situation?"
Identifying Useful Data
To maintain your analysis priorities, first identify what data you have and
what data you need. Note where in the case you might find the data you
require. For each of your top priorities, list the sources of data that look most
promising.
A common misconception is that crunching numbers leads to one solution
that is beyond debate. Numbers often provide useful insights, but they
usually also give an incomplete picture. The vast majority of cases won't
hinge on a vital calculation that yields a single right answer. You'll have to
interpret the numbers you crunch, just as you interpret what you read in the
text.
In short, focus on what the numbers actually mean. Davis Maister's article,
"How to Avoid Getting Lost in the Numbers" outlines a process for doing just
that.
List both the quantitative and qualitative data that you have
highlighted. Then prioritize them.
It's important to read between the lines because no case describes the
full complexity of every event and because case writers aim to maintain a
neutral voice. For each factual statement or description in the case, ask what
might be missing, why it's not there, and what implications its absence has.
To organize your facts, you can draw a cause-and-effect diagram, a
timeline, or some other kind of visual organizer. You might also prioritize
facts in different ways. Issues of strategic importance to a firm are not
always urgent; nor are urgent issues necessarily strategic.
Matching Frameworks to Data
Do you see any new directions for analysis that weren't obvious
before?
Then take some time for reflection to identify general lessons that might
apply to other cases. Odds are there are several such lessons.
Knowing When to Stop
How do you know when to stop analyzing? A well-written case will almost
always cough up one more relevant fact or interpretation that's tempting to
consider. But as a practical matter, you need to use good judgment to
determine how to end the process at some point.
A bit of trial-and-error is perfectly normal. Some of the things you decide
to analyze might provide little insight, and that's okay. Other things don't
yield much at first but turn out to be more valuable later, after you've
investigated further. So don't throw anything away or set anything aside too
quickly.
One approach is to stop analyzing when you're not learning very much
anymore. If when revisiting your problem statement and recommendations,
you find that you're not changing them very much, you're getting close to
being finished.
Of course, it could be that you're not learning more simply because you're
not digging very deeply into the case. In that situation, the clue would be
that your analysis so far doesn't seem very substantial. If this happens, try
putting the case aside for a few minutes and then coming back to it or
talking it over with someone else. Approach the case in a different wayperhaps read it from back to front. In short, try to jolt loose an insight that
will help you move forward.
Action Planning
crafted. These elements are also relevant in the analysis of a full case,
except perhaps for cases that are purely or primarily quantitative.
At some point, you might need to develop your favored case action plan in a
degree of detail that exceeds that of alternative plans. If you're operating
with space constraints (on a word-limited case exam, for instance), you may
need to explore just one alternative in full detail, rather than developing all
alternatives at the same level of detail.
An Approach for Action Planning
Space.
Cash.
Helpers/People.
Equipment.
Materials.
Expertise.
Systems.
You may not need to think about all of the SCHEME components to
complete your project. For a small internal project to streamline the
format of your team's reports, for instance, you might need to think only
about Helpers/People, Expertise, and Systems.
An action plan is a list of tasks that you need to do to complete a simple
project or objective. To draw up an action plan, simply list the tasks in the
order that you need to complete them.
As you finalize the process, keep in mind the short-, medium-, and
long-term horizons for the project. Action plans are useful for small
projects, as their deadlines are not especially tough to meet and the need
for coordinating other people is not high. As your projects grow, however,
you'll need to develop more-formal project management skills, particularly
if you're responsible for scheduling other people's time or you need to
complete projects to tight deadlines.
[adapted, in part, from Mindtools.com]
Summarize your analysis to this point. Include the evidence you
At this point, stop to list a few possible recommendations for the case and
think about possible action plans. These deliverables are, after all, the
ultimate objectives of your analysis.
Try not to restrict yourself to one solution. Let your conclusion emerge
from the evidence; don't force the evidence to fit your conclusion. Remain
open-minded as you proceed to the next step. List possible
recommendations or actions based on your analysis of the case.
List a few recommendations or actions that come from your
When you finish your case analysis, you still must articulate your
recommendations and your action plan. You also must assemble the
arguments and evidence needed to defend those proposals.
The format of your case analysis will depend on what you're being asked to
do. You might take one approach if you're preparing for an in-class "cold call"
or a class discussion, but another approach if you're writing a paper or
preparing for a team presentation, or still another if you're taking an exam.
For examples of how real students have prepared analyses of the Komatsu
case for different purposes, click on these links.