Management Case

A management case generally has a well-defined context, protagonist, industry, and a business
problem. The protagonist might want to come up with a solution to existing problem or altogether
bring a new solution which transforms the situation.

Aim of a management case is to achieve a bigger objective like contributing to the profit, which
has many aspects like financial, market share, brand recognition, legal or societal etc. The
protagonist can consider a single aspect or a combination to arrive at a solution. Different managers
may look at the same decision problem and come up with different combinations of solutions. Do
not worry if your analysis is different from that of others. But be sure of your calculations are right
or not, because they will be same for all. However, the way different participants look at the
numbers and take a decision is different.

Problem solving orientation is one of the ways to approach a management case. It includes arriving
at a solution after consideration of long- and short-term repercussions. There could be a best
solution, where all conditions are ideal. But, generally we may have to go for another sub-optimal
solution if faced with constraints in resources, time or inadequate data. We may also have to make
assumptions in case of data inadequacy. However, the assumptions should be made clear to the
audience.

Once the solution is finalised the objective of the manager is to convince the key stake holders like
consumers, suppliers, distributors, and employees towards the solution. It is good to keep the key
stakeholders in mind while deciding the solution, rather than designing a solution and then trying
to convince the stakeholders.

The following are to be checked in a case (for e.g. – other Qs may be added)
• Is the business well defined?
• What is the definition of success for the organization?
• What are the conditions to base a decision upon and what are alternatives?

Based on different factors, the gestation period to become successful varies from industry to
industry. The benchmark for success is set based on the industry standard. The benchmark may
differ from industry to industry. Sometimes, when the technology or other aspects in (political,
economic, social, cultural and legal) the environment are changing the company can take a decision
to be a GAME CHANGER and redefine the benchmark.

The solution arrived at must be logical, should satisfy most requirements and it should be
acceptable to management. Ideally, there should be a place for contingency too. Logic and
coherence should be present all across the analysis.

The manager can take the help of concepts, frameworks, and theories from relevant subjects to
establish the logic and arrive at a solution for the decision problem.
 Preparing for Case Discussion
1. A good first reading would always help, but if you choose not to you can start the following.

2. As you proceed reading the case: Keep three colour pens with you for marking the content.
- Make a note of the years (Chronology of events) given in the case in an orderly fashion.
- Mark the points that help you in identifying decision problem and support to solve it.
- Mark points relating to customers / clients and their expectations in a particular colour.
- Mark points relating to product or service being offered and all related points in a colour.
- Mark points related to market, competition or any other important issues in a colour.

3. Please don’t jump to a framework for solving a case. Please read the relevant reading and take
only points which you think are apt according to your analysis. Don’t try force fit frameworks.
For example, usually participants start with a SWOT analysis or PESTEL analysis. Please
avoid it.

4. Once you have completed the colour coding of the case in the parameters mentioned in point-
2, you can then think of connecting the dots.

5. Usually you need to connect the following: Need of customer segments – Value offered by the
product or service of the organisation – Competition – Internal problems of the organisation -
External problems faced by the organisation – What changes can be brought in to correct the
situation?

6. Calculations are to be performed if data is given on costs, risks, returns, expenditures etc… to
justify the alternative you are trying to choose from the set available. Usually options are given
in the case notes, while reading make a note of them.

7. Please note that the case may be printed in a particular year (2012), which may not appear as
latest on the face of it. However, the objective of case is not to always present latest things.
There are two things that we try to achieve in the case discussion, (i) Contextual discussion for
which the latest cases are used, and (ii) Conceptual discussion as the objective is to explain
marketing concepts and analysis.
 FORMAT FOR WRITTEN CASE ANALYSIS

Report Formatting : Your case analysis should include

• The 4 sections listed in the outline
• Single space, Pages should be numbered, Use 12 point font size, Times New Roman Style
• Report in total 5 pages, can give calculations in Excel if need be
• Provide referencing if you have used sources other than reading. Reports will be put through TURNITIN first before evaluation.

Required Sections Guidelines

I. Statement of the • State the problems facing the manager/key person
Problem • Identify and link the symptoms and root causes of the problems
• List out short term and long term problems
• Conclude with the decision facing the manager/key person

II. Causes of the • Provide a detailed analysis of the problems identified in the Statement of the Problem
Problem • In the analysis, apply theories and models from the text and/or readings
• Support conclusions and /or assumptions with specific references to the case and/or the readings

III. Decision Criteria and • Identify criteria against which you evaluate alternative solutions (i.e. time for implementation, tangible
Alternative Solutions costs, acceptability to management)
• Include two or three possible alternative solutions
• Evaluate the pros and cons of each alternative against the criteria listed
• Suggest additional pros/cons if appropriate

IV. Recommended • Identify who, what, when, and how in your recommended plan of action
Solution, Implementation • Solution and implementation should address the problems and causes identified in the previous section
and Justification • The recommended plan should include a contingency plan(s) to back up the ‘ideal’ course of action
• Using models and theories, identify why you chose the recommended plan of action – why it’s the best
and why it would work