Case Analyses: Maximum 3, 4 Pages Typed Due Date: 10/4/2020

2 Caseanalyses Maximum 3 4pagestyped Due Date Are 1042020 At 11p

2. CASEANALYSES (maximum 3-4pagestyped): Due date are 10/4/2020 at 11pm. Case will be provided by the instructor. The suggested format of your case analysis is as follows:• Overview of major issues discussed in the case. Key themes from the text: elaborate what you have learned from the case by directly relating/connecting the case to concepts and themes described in the different chapters• Analysis, including assumptions (if needed).For the analysis, you can put down your own thoughts and opinions about the issues/challenges described in the case. You can bring in outside information (such as the latest news, articles, etc.). You can also answer any questions at the end of each case. These questions can be used as a guide to develop the other sections of your case summary/write-up. You can also do a SWOT analysis of the company in your case.

• Recommendations and action plan (here you can provide your thoughts on what needs to be done, what course of action can be taken)

• Appendix (exclusive of the 3-4 page limit) Appendix can include calculations, charts, diagrams or graphs. The appendix should help to further support your analysis—not simply be “tacked on.” It should serve a purpose. All calculations and figures must be clearly labeled and referred to in the body text of the case.

Paper For Above instruction

Analyzing business cases is a fundamental skill for understanding complex organizational issues and developing strategic solutions. This paper offers a comprehensive analysis approach for a business case, emphasizing critical issues, analytical insights, evidence-based recommendations, and supportive data presentation. This structured approach aims to enhance decision-making skills and provide a clear pathway for applying theoretical concepts to real-world scenarios.

Overview of Major Issues

The initial step involves identifying the core challenges presented in the case. Typically, these include strategic dilemmas, operational inefficiencies, marketing challenges, or financial constraints. For instance, a case might highlight declining sales due to increased competition or technological obsolescence. Recognizing these issues requires careful reading and contextual understanding of the company's internal and external environments.

Drawing from relevant chapters, key themes such as competitive advantage, organizational change, innovation, and leadership emerge. Connecting these themes demonstrates an understanding of the broader business concepts and their practical implications. For example, if the case involves technological disruption, discussions around innovation management and strategic agility are pertinent.

Analysis and Assumptions

Analysis involves critically examining the issues, considering assumptions, and evaluating alternative strategies. For example, if the case indicates a declining market share, assumptions about competitive responses, customer preferences, or regulatory impacts can be explored. Bringing external information, such as recent industry news or scholarly articles, strengthens the analysis.

An example might be the assumption that a new marketing strategy will rejuvenate sales; this should be supported by data or case evidence. Analyzing strengths, weaknesses, opportunities, and threats (SWOT analysis) further clarifies the internal capabilities and external possibilities, which guide strategic choices.

Recommendations and Action Plan

Effective recommendations stem from the analysis and should be specific, feasible, and aligned with organizational goals. These might include launching a new product line, restructuring operations, adopting innovative technologies, or entering new markets. Each recommendation must be justified with supporting evidence and aligned with the company's strategic position.

Constructing an action plan involves detailing steps, responsible parties, timelines, and necessary resources. For example, if the recommendation is to improve supply chain efficiency, the plan might include conducting supplier audits within three months and implementing a new logistics platform after six months.

Supporting Data (Appendix)

The appendix enhances the analysis with quantitative and visual data. This could include financial calculations, sales trend charts, competitive mapping diagrams, or operational process flowcharts. All figures must be clearly labeled and referenced in the main text, ensuring transparency and supporting the validity of conclusions.

References

• Barney, J. B., & Hesterly, W. S. (2019). Strategic management and competitive advantage: Concepts and cases. Pearson.
• Grant, R. M. (2018). Contemporary strategy analysis: Text and cases. Wiley.
• Porter, M. E. (1985). Competitive advantage: Creating and sustaining superior performance. Free Press.
• Hitt, M. A., Ireland, R. D., & Hoskisson, R. E. (2020). Strategic management: Competitiveness and globalization. Cengage Learning.
• Chakravarthy, B., & Nobre, H. (2019). Innovation and strategic renewal in competitive markets. Journal of Business Strategy, 40(2), 15-24.
• Kaplan, R. S., & Norton, D. P. (2004). Strategy maps: Converting intangible assets into tangible outcomes. Harvard Business Review Press.
• Prahalad, C. K., & Hamel, G. (1990). The core competence of the corporation. Harvard Business Review, 68(3), 79-91.
• Kim, W. C., & Mauborgne, R. (2015). Blue ocean strategy: How to create uncontested market space and make the competition irrelevant. Harvard Business Review Press.
• Johnson, G., Scholes, K., & Whittington, R. (2017). Exploring corporate strategy. Pearson.
• Hamel, G., & Prahalad, C. K. (1994). Competing for the future. Harvard Business School Press.