case study method

Case Study MethodCase Study Method

Strategic Management

How to handle a case study?ObjectivesClassic Strategic Management ProcessMethod for Preparation

Material from Strategic Management, Hitt, Ireland and Hoskisson, 2005, « Preparing an effective Case analysis », p.I-XI.Slides Daniel Degravel

January 2008

OutlineOutline

I. What is a Case Study?

II. Why using Case Study Method?

III. Student preparation

IV. Method and its steps

V. In-class discussion

VI. Evaluation

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What is a Case Study?What is a Case Study?

1- A story / situation / problem1- A story / situation / problem2. Qualitative and quantitative information2. Qualitative and quantitative information3- At a certain level: 3- At a certain level: Industry, Group of Organizations, Industry, Group of Organizations,

Organization or part of an OrganizationOrganization or part of an Organization

4- Questions or one large question4- Questions or one large question5- Focus on a specific topic5- Focus on a specific topic6- Characterized by uncertainty and 6- Characterized by uncertainty and

necessity of assumptions necessity of assumptions

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Why Using Case Study Method?Why Using Case Study Method?

1- Bring reality into the classroom1- Bring reality into the classroomLink material and real situationsLink material and real situationsUse the Strategic Management process to identify and solve Use the Strategic Management process to identify and solve

organizational problemsorganizational problems

2- Increases students’ involvement2- Increases students’ involvementPersonal learning experiencePersonal learning experienceJohn Dewey: « Only by wrestling with the conditions of this John Dewey: « Only by wrestling with the conditions of this

problem at hand, seeking and finding his way out, does problem at hand, seeking and finding his way out, does the student think and learn ».the student think and learn ».

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Why Using Case Study Method?Why Using Case Study Method?

3- Understand complexity and ambiguity of 3- Understand complexity and ambiguity of practical worldpractical world

Few elements are certainFew elements are certainPartial and incomplete InformationPartial and incomplete InformationSituation is the result of multiple interconnected causesSituation is the result of multiple interconnected causes

4- Development of skills4- Development of skillsAnalytical and judgment skillsAnalytical and judgment skillsTo Read, To Understand, To Identify underlying problems, To Analyze, To Ask To Read, To Understand, To Identify underlying problems, To Analyze, To Ask

questions and To make pertinent recommendations; To Become a questions and To make pertinent recommendations; To Become a Manager: In fact Problem-Solving skillsManager: In fact Problem-Solving skills

Communication skills: Oral and Written presentationsCommunication skills: Oral and Written presentations

5- Make a more informed career decision5- Make a more informed career decisionWide variety of Industries, Situations/Problems, Organizations and Wide variety of Industries, Situations/Problems, Organizations and

RolesRoles

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Student PreparationStudent Preparation

1- Key element1- Key elementPreparation: major determinant of the quality of learning for Preparation: major determinant of the quality of learning for

studentsstudents

2- Requirements2- RequirementsMastery of case factsMastery of case factsSome independent analysis of the case: you have been thinking about the Some independent analysis of the case: you have been thinking about the

case, alone or in group, but you have to bring some case, alone or in group, but you have to bring some personalpersonal insight insight and reflectionand reflection

3- Taking notes3- Taking notesFor class discussion, having short notes with main ideas and facts is of For class discussion, having short notes with main ideas and facts is of

considerable helpconsiderable help

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In-class discussionIn-class discussion

Several possible levels for structuration of the Several possible levels for structuration of the case study discussioncase study discussion

Strong, Intermediate and WeakStrong, Intermediate and WeakMy preferred orientation is Intermediate (some questions but My preferred orientation is Intermediate (some questions but

freedom within this framework)freedom within this framework)

Instructor’s Role: Instructor’s Role: FacilitatorFacilitatorGuide discussionGuide discussionSolicit alternative points of viewSolicit alternative points of viewEncourage participationEncourage participationI will listen, ask questions, challenge individual’s views and extend the I will listen, ask questions, challenge individual’s views and extend the

analysisanalysis

PresentationPresentationPresentation by a Team (15mn maximum) and challenge/question by Presentation by a Team (15mn maximum) and challenge/question by

«challenging team(s) »«challenging team(s) »Then in-class DiscussionThen in-class DiscussionFor presentation, you can use part or the whole question framework For presentation, you can use part or the whole question framework

provided by the Instructor for each case study.provided by the Instructor for each case study.

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EvaluationEvaluation

1.1. Pertinence of work in solving the Pertinence of work in solving the problemproblem

PertinencePertinenceCompletenessCompletenessCohesionCohesionSubstanceSubstance

2.2. Clarity of workClarity of work3.3. OriginalityOriginality4.4. Balance between Analysis and Balance between Analysis and

RecommendationsRecommendations

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Classic Strategic Management ProcessClassic Strategic Management Process

A.A. Analysis of Goals, Strategic Mission and Analysis of Goals, Strategic Mission and IntentIntent

B.B. Analysis of external Environment and Analysis of external Environment and internal Environmentinternal Environment

C.C. KRAS (Key Result Areas: zones of strategic KRAS (Key Result Areas: zones of strategic « sensivity »)« sensivity »)

D.D. Identification of Strategic OptionsIdentification of Strategic OptionsE.E. Choice of Strategic Actions (Objectives and Choice of Strategic Actions (Objectives and

criteria for choice)criteria for choice)F.F. Implementation of Strategic ActionsImplementation of Strategic ActionsG.G. Control of ImplementationControl of Implementation

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10ContentsContents

Context and Environment of the Organization

D AD

I

DefinitionDefinition AnalysisAnalysis

DesignDesign

ImplementationImplementation

Define Strategic Management and the way it works (actors and processes)

Understand the external and internal environment as determinants of your strategic choice

Choose your strategy and define it precisely, founding it on the outcomes of the Analytical step

Put your strategic orientations and decisions into the real life of the Organization

CS Resolution ProcessCS Resolution Process

I. Preparatory workI. Preparatory work

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II. Body workII. Body work

III. Conclusion workIII. Conclusion work

Be familiar of content and Be familiar of content and objective of CSobjective of CS

Be able to master the problem-Be able to master the problem-solving process (I do have solving process (I do have the answer to elementary the answer to elementary questions)questions)

Be able to integrate elementary Be able to integrate elementary answers into a coherent answers into a coherent system to answer the system to answer the central questioncentral question

CS Resolution Process CS Resolution Process (Ctd.)(Ctd.)

I. Preparatory workI. Preparatory work

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Be familiar of content and Be familiar of content and objective of CSobjective of CS

1)1) Reading of CS introduction and questions for first Reading of CS introduction and questions for first ideaidea

2)2) First complete reading of the CS, taking notes in First complete reading of the CS, taking notes in marginmargin

3)3) Short analysis of the available material and Short analysis of the available material and topics: what type of material is available?topics: what type of material is available?

4)4) [Second reading of the CS (if time)][Second reading of the CS (if time)]5)5) Which ideas come up naturally (short Which ideas come up naturally (short

brainstorming)brainstorming)


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II. Body workII. Body work Be able to master the problem-Be able to master the problem-solving process (I do have the solving process (I do have the answer to elementary questions)answer to elementary questions)

II.a Meta-AnalysisII.a Meta-AnalysisWhat is the main issue of the CS?What is the main issue of the CS?Which fundamental questions should Which fundamental questions should

I need to explore/answer?I need to explore/answer?

II.b Elementary analysesII.b Elementary analysesWhat is the elementary question?What is the elementary question?How can I answer (tool/means)?How can I answer (tool/means)?Use of method to determine/construct answerUse of method to determine/construct answerReliability and limits of answer?Reliability and limits of answer?

M

N times


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III. Conclusion workIII. Conclusion work Be able to integrate elementary Be able to integrate elementary answers into a coherent system answers into a coherent system to answer the central questionto answer the central question

1)1) Integration of several answers / topics into a Integration of several answers / topics into a coherent systemcoherent system

2)2) Development of final answer for central questionDevelopment of final answer for central question3)3) What is quality of my work?What is quality of my work?4)4) Transformation into communicable format Transformation into communicable format

(report, speech, etc.)(report, speech, etc.)5)5) Which other topics could be explored?Which other topics could be explored?6)6) What is practical value for managers?What is practical value for managers?

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1.1. No questionNo question

2. A large open 2. A large open questionquestion

3. Several detailed 3. Several detailed questionsquestions

You’re the VP in charge of IKS’ s Business Development division. In your opinion, which strategy should IDK undertake at the 2013 time horizon?

a) What do you think of IDK’s competitive environment?b) What have been the main trends in IDK’s industry for the last decade?c) What is IDK’s competitive position?d) What do you think of IDK’s low-cost strategy?e) Do you think that the globalization strategy could be a valuable way of

development for IDK? f) Does IDK have capabilities to sustain such a strategy?g) What are IDK’s main weaknesses?h) Is IDK’s organizational structure adapted to its strategic

requirements?i) Why did IDK’s CEO try to change the culture of the firm?j) IDK has increasing its outsourcing to India? What do you think?k) What would you recommend to IDK’s CEO?


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CS Resolution Process CS Resolution Process (Ctd.) Tools(Ctd.) Tools

SMPRBV (R&C)Competitive advantagePerformance (function)Firm value-chain

GoalsMissionIntent

S W O T

Marketing analysis (seg.)Industry value-chainCompetitor analysisP5FStrategic mappingKSF

CSR

PEST

StructureHRCulture

Analysis of internal environment Analysis of external environment

Identification of Key result areas KRA

Identification of strategic options

Choice of strategic options with criteria

Implementation (virtual) (only forecast or intent)

CL-S

BL-S

Deployt.

Function.

FFF F F

Method for PreparationMethod for Preparation

1- Gaining familiarity1- Gaining familiarityBecome familiar with the case dataBecome familiar with the case dataIn general (What, Who, How, Why and When)In general (What, Who, How, Why and When)In detail (places, persons, situations and activities)In detail (places, persons, situations and activities)Assess the status of informationAssess the status of information(First reading of the case)(First reading of the case)

2- Recognizing symptoms2- Recognizing symptomsSomething is not desired or expectedSomething is not desired or expectedEnsure that symptoms are not assumed to be the problemEnsure that symptoms are not assumed to be the problemSymptoms should lead to the problemSymptoms should lead to the problem

3- Identifying Goals3- Identifying GoalsList goals by major partiesList goals by major parties

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1- Gaining familiarity1- Gaining familiarityBecome familiar with the case dataBecome familiar with the case dataIn general (What, Who, How, Why and When)In general (What, Who, How, Why and When)In detail (places, persons, situations and activities)In detail (places, persons, situations and activities)Assess the status of informationAssess the status of information(First reading of the case)(First reading of the case)

2- Recognizing symptoms2- Recognizing symptomsSomething is not desired or expectedSomething is not desired or expectedEnsure that symptoms are not assumed to be the problemEnsure that symptoms are not assumed to be the problemSymptoms should lead to the problemSymptoms should lead to the problem

3- Identifying Goals3- Identifying GoalsList goals by major partiesList goals by major parties

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4- Conducting Analysis4- Conducting AnalysisChoose models and tools for analysisChoose models and tools for analysisApply to situation (several iterations if necessary)Apply to situation (several iterations if necessary)

5- Making Diagnosis5- Making DiagnosisIdentify problems and predicamentsIdentify problems and predicamentsPrioritize problems and predicamentsPrioritize problems and predicaments

6- Choose Strategic Action6- Choose Strategic ActionIdentify (Discover or Invent) feasible strategic actionsIdentify (Discover or Invent) feasible strategic actionsExamine their probable consequencesExamine their probable consequencesSelect a course of strategic actions (citeria to evaluate possible actions)Select a course of strategic actions (citeria to evaluate possible actions)

7- Doing Action Planning7- Doing Action PlanningDesign an implementation scheduleDesign an implementation schedule

8- Controlling8- ControllingAssess the action to be implementedAssess the action to be implemented

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DimensionsDimensions

ANALYSISANALYSIS

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SYNTHESISSYNTHESIS

CAUSECAUSE

EFFECTEFFECT

case study method

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