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348 PART 6 • STRATEGIC-MANAGEMENT CASE ANALYSIS

The purpose of this section is to help you analyze strategic-management cases. Guidelines
for preparing written and oral case analyses are given, and suggestions for preparing cases
for class discussion are presented. Steps to follow in preparing case analyses are provided.
Guidelines for making an oral presentation are described.

What Is a Strategic-Management Case?

A strategic-management case describes an organization’s external and internal conditions
and raises issues concerning the firm’s mission, strategies, objectives, and policies. Most
of the information in a business policy case is established fact, but some information may
be opinions, judgments, and beliefs. Strategic-management cases are more comprehensive
than those you may have studied in other courses. They generally include a description of
related management, marketing, finance/accounting, production/operations, R&D, com-
puter information systems, and natural environment issues. A strategic-management case
puts the reader on the scene of the action by describing a firm’s situation at some point in
time. Strategic-management cases are written to give you practice applying strategic-
management concepts. The case method for studying strategic management is often called
learning by doing.

Guidelines for Preparing Case Analyses
The Need for Practicality
There is no such thing as a complete case, and no case ever gives you all the information
you need to conduct analyses and make recommendations. Likewise, in the business
world, strategists never have all the information they need to make decisions: information
may be unavailable or too costly to obtain, or it may take too much time to obtain. So in
preparing strategic-management cases, do what strategists do every day—make reasonable
assumptions about unknowns, clearly state assumptions, perform appropriate analyses,
and make decisions. Be practical. For example, in performing a projected financial analy-
sis, make reasonable assumptions, appropriately state them, and proceed to show what
impact your recommendations are expected to have on the organization’s financial posi-
tion. Avoid saying, “I don’t have enough information.” You can always supplement the
information provided in a case with Internet and library research.

The Need for Justification
The most important part of analyzing cases is not what strategies you recommend but
rather how you support your decisions and how you propose that they be implemented.
There is no single best solution or one right answer to a case, so give ample justification for
your recommendations. This is important. In the business world, strategists usually do not
know if their decisions are right until resources have been allocated and consumed. Then it
is often too late to reverse a decision. This cold fact accents the need for careful integration
of intuition and analysis in preparing business policy case analyses.

The Need for Realism
Avoid recommending a course of action beyond an organization’s means. Be realistic. No
organization can possibly pursue all the strategies that could potentially benefit the firm.
Estimate how much capital will be required to implement what you recommended.
Determine whether debt, stock, or a combination of debt and stock could be used to obtain
the capital. Make sure your recommendations are feasible. Do not prepare a case analysis
that omits all arguments and information not supportive of your recommendations. Rather,
present the major advantages and disadvantages of several feasible alternatives. Try not to
exaggerate, stereotype, prejudge, or overdramatize. Strive to demonstrate that your inter-
pretation of the evidence is reasonable and objective.