MGMT 1P96 Winter 2015 QUANTITATIVE METHOD OF CASE ANALYSIS

MGMT 1P96 Fall 2015 Sections 1/2/3/4 Quantitative Method of Case Analysis SWOT Analysis Financial Analysis Case analysis guideline description This document was prepared by Frances Tuer and edited by Jacqueline Glenney and Michael Robertson. It was designed to help students in MGMT 1P96 understand the case analysis process. STEP # 1 - SITUATION ANALYSIS The situation analysis is where you have to clearly demonstrate that you understand the company and its current situation. The two parts to this analysis are the Overview, which is a tightly focused summary or size-up of the company; and a SWOT Analysis, which is an analysis of the company’s ability to handle the current problem. In most case studies there is more information†¦show more content†¦From this section you will be able to see how to solve the problem and what the action plan might look like. Causes The first thing we need to know is why has this happened? What you may be seeing are just symptoms and the causes may vary. You may have discovered some ongoing factors while you were doing your SWOT Analysis. This is a section where you have to dig below the surface to make sure you really understand what’s going on otherwise you run the risk of solving the wrong problem! We would like you to come up with the three most direct reasons why this problem exists. One technique is to use â€Å"Why is that†? For every answer you give yourself to the question, then turn around and in turn question that answer. This will take you down to the heart of things and you will be surprised by what you find! In many cases you won’t have all the facts to work with but can hypothesize why certain things may have happened. Significance Urgency When we ask ‘how significant is it?† we want to know how much it gets at the heart of what this company is/does. So your starting point is the competitive advantage that you talked about in the overview. Be careful though as sometimes things look unrelated but if you play the situation out then strong connections become apparent. Urgency tells us how fast the person has to a) come to a decision and/or b) implement the decision. Implementation has to be taken into account probably more