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How do you analyze a case? +

Analyzing a Case

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A. Identifying the issues
B. Analyzing the case (qualitative & quantitative)
C. Generating alternatives
D. Analyzing and evaluating alternatives
E. Selecting the preferred alternative
F. Developing an action & implementation plan

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Let’s use a case as an example …

Porsche Canada:
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Selling Winter Driving

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Porsche Canada: Selling Winter
Driving
n

Jasmin Rawlinson (Director of Marketing for Porsche Canada) asks: “How can we encourage Canadians to drive their
Porsche vehicles in winter?”

n

Opportunity: creation of a new category of product (winter equipment) and new car sales to buyers who had not previously considered Porsche as a 4-season car; new service revenue

n

Challenges: overcoming a long-held consumer perception; limited marketing budget ($500K) due to recent sales drop
(15%)

n

Timeframe: July 2009 n +

Dealing with past time frames?

A. Identifying the Issues

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importance low high

high

III

IV

low

I

II

urgency

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B. Analysis - Qualitative

n SWOT n Internal

analysis: Strengths & Weaknesses

n External

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analysis: Opportunities & Threats

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B. Qualitative Analysis

n Porter’s n 5-Forces

The collective strength of the 5-forces determines the profit potential of an industry .. Or industry attractiveness
- Time and cost of entry
- Specialized knowledge
- Technology protection
- Brand identity
- Switching costs

- Number and size
- Uniqueness
- Switching cost
- Substitute inputs

- Substitute performance
- Switching cost

- Industry growth
- Number of competitors
- Quality/price differences
- Customer loyalty
- Exit barriers

- Number of customers
- Size of order
- Price sensitivity
- Switching cost
- Brand identity

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B. Analysis - Quantitative
If the case does not provide many numbers, does that mean you are off the hook for doing any kind of quantitative analysis?

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C. Generating Alternatives n 10

Be creative and think widely

First Diverge (brainstorm) to come up with a broad set of alternatives

n

Then converge on a few realistic and plausible alternatives

n

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D. Analyzing & Evaluating Alternatives n Pros

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and cons of each alternative

n Short

vs. long term

n Predicting

outcomes

n Best

possible outcome n Most likely outcome n Worst possible outcome

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E. Selecting the Preferred
Alternative
n Decision

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matrix

n Decision

criteria tie back to key issues, which are weighted

n Score

each alternative based on decision criteria (out of 3, 5 or 10)

n Multiply

each score by the criteria weight

n Calculate

a final score for the alternative by adding up the weighted scores

n clear

winner?

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F. Implementation Plan ( “The Beef”!)

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n

Specify the actions necessary to produce the pros and avoid the cons identified earlier

n

Must be specific n n n Who, what, when, where, how

Implementation timelines
Risk/Contingency analysis n n

n

risk, level (L/M/H), mitigation tactic level could be further broken down to likelihood and impact

The numbers … n How much? How will it be financed? What are the financial projections?

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F. Implementation Plan Metrics n 14

Metrics are important to …

1. Define

what success looks like

2. Determine

when a contingency plan should be

deployed

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Financial Metrics

Business Process Metrics

n Revenue

target

n Operations

n Revenue

growth

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n Cost n Net

of goods sold

margin

n Various n Share

financial ratios

price

n Order

cycle time time n Order percentage error n Delivery

n Post

Sales Service

n Return

processing processing n Turn around time for email inquiries n Warrantee

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Customer Metrics

Innovation Metrics

n Market

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n Time

share

n Customer

acquisition

n Customer

retention

n Customer

satisfaction

n Customer

profitability

to develop next generation n Percent

of product sales from new products

n Percent

of new products versus competition

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Employee Metrics

Information Systems Metrics

n Employee

selection

n Timeliness

n Employee

training

n Accuracy

n Employee

retention

n Availability

n Employee

satisfaction

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n Reliability n Utility

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Let’s look at a couple completed presentations ….

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Tips for Effective Preparation n Do

not read the case over and over again

n Varying

levels of importance of content in a case

n Read

and prepare during the time of day when your personal effectiveness is high

n No

need to do all the preparation at once

n Know

the strengths/weaknesses of yourself and your team members

n Prepare

individually before meeting with your team

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Effective Group Presentations n Prepare

well – practice, practice, practice! n Catch their attention n Be professionally dressed n Confident handshake with judges n Introduce yourselves – and clarify your role n Strong opening and closing statements for the presentation n Each speaker should know their first and last sentence 21

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Body Language
The Good

n Open arms and hands

The Bad and The Ugly n Tightly crossed arms

n

Eye contact

n

Hands in pockets

n

Upright but relaxed posture

n

Hand over mouth

n

Smile! J

n

Wringing your hands

n

Touching face, neck, hair

n

Clenched fists or jaw

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Effective Group Presentations n Do

not repeat information from the case unnecessarily n Tell

us your recommendation up front

n Professional

PowerPoint Slides

n Less

is more n Avoid unnecessary animation or sound n Effective visual aids n Color coordinated n No spelling mistakes

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The Dreaded Q&A n Have

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a system

n NEVER

disagree with a team member

n Always

be professional and courteous

n What n Only n All

if you are asked a ‘stupid’ question?

one follow-up

anticipate and participate

n Clarity, n What

conciseness, conviction

if just don’t know or an error is exposed?

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