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Cases have been considered a research strategy or design, an evaluation method, and a reporting mode. "It is defined by individual cases, not by the methods of inquiry used." Cases can be "whatever bounded system (to use Louis Smith's term) is of interest." The investigators identify the boundaries, and these boundaries are continually kept in focus. The goal in cases is to understand the boundaries of the cases and the complexity of the behavior patterns of the bounded system. Newspapers and magazine articles, insofar as they chronicle events without presenting analysis, can effectively be used as cases. This is true even for articles describing a policy decision or an action that has already been made, as long as they do not provide an analysis of the decision-making process itself. Cases can often be composed of a number of newspaper articles, particularly if they present different points of views about a single issue. Unlike the other approaches we discuss, cases study research does not emerge from a particular social scientific tradition. Additionally, cases can be qualitative and/or quantitative. It is quite likely, as Stake (1994) points out, that researchers doing cases study research are calling it by another name. Cases, as a research design, are also being conducted across disciplines and research traditions.
Cases are intended to convince key decision-makers of the merits of a particular course of action. It is a key part of your project documentation: if a project brief describes what needs doing, and a project plan explains how, the cases sets out why. Good cases will explain the problem, identify all the possible options to address it, and allow decision-makers to decide which course of action will be best for the organization. It will also allow any changes to the scope or timescale of the project to be assessed against the original purpose. Cases for example, presents an account of what happened to a company or industry over a number of years. It chronicles the events that managers had to deal with, such as changes in the competitive environment, and charts the managers' response, which usually involved changing the business- or corporate-level strategy. Before you write cases, you should have carried out a fair amount of research into the problem and possible solutions. The structure of the cases: Cases needs to lead the reader through the problem, to consider various solutions, and finally decide on which option is best. It therefore needs a clear structure, with plenty of headings and sub-headings to guide the reader. Many organizations have a template for cases, setting out the required structure and format, so check whether there is one in your company before you start.
Sections that are usually required in cases are: 1. Executive Summary: The executive summary summarizes the cases, including your recommendation. It is often best written last, when you’re clear about your recommended course of action, and why. Remember that some decision-makers may only read the executive summary, so you need to make sure that you have included everything relevant. 2. Introduction: This section introduces the cases and briefly sets out what it is about. 3. Statement of the problem: This should be a brief paragraph stating the problem. It should relate back to the organization’s strategy or vision to demonstrate how solving the problem is important to the organization. 4. Analysis: This section provides a more detailed account of the problem and why it is important to address it. It should include any analysis you or others have carried out to identify the impact of, or the reasons for, the problem. Hard evidence is always helpful: the number of people affected, or the cost to the company or to its customers. At this point, it is appropriate to mention anyone who has been involved in the work within or outside the organization. 5. Discussion of Possible Options: You should identify and discuss all possible options for addressing the problem, including doing nothing. For each one, you need to discuss: The benefits: why it would be a good idea to do it, including how far it addresses the problem; The costs, including resource requirements. It’s often helpful to include figures and graphs here; The likely timescale for the project, and to see a return on the investment, with reasons; and The risks, both of doing it, and that might prevent successful implementation. As far as possible, these should be realistic, and preferably supported by solid data. Where you have estimated, this should be based on a reasonable source, which you should cite if possible. 6. Recommendation: Finally, you should make a recommendation for which option is best, weighing up the costs and benefits. 7. Details of your Chosen Option: Depending on your organization’s preferences, the nature of the cases, and how you feel about it, you may at this stage wish to include a more detailed consideration of your chosen option. Alternatively, you could include a more detailed analysis in an appendix, including all the supporting data, or provide a later report with all the project details. If you are including more details, this is a good opportunity to include an outline project plan and a more thorough and complete risk analysis. These will demonstrate that you have thought through the project in some detail, and have a reasonable idea of how long it will take, what resources will be necessary, and how to mitigate the risks. This should help you assess whether the organization is currently capable of carrying out the work, or whether additional resources will be needed. You should also make some proposals for project governance, including a group to oversee the project and any critical decision points. Your organization may require a detailed financial appraisal, including opportunity costs of the project, and some discounting if the payback period is several years. If so, there will almost certainly be detailed guidelines somewhere, including a discounting factor, which you will need to follow. The opportunity cost is a measure of what else you could have been doing with the money instead of investing in this project. At its simplest, it is the rate of interest that it would have been earning in the bank but, in tough economic times, it’s also a measure of what other projects won’t go ahead if this one does. Discounting is a way of measuring the present value of payments to be received in the future to allow direct comparison of projects with different payback times. It takes into account the value of having something now, rather than later. The easiest way to think of it is the interest that you pay on a loan or mortgage: you want the money to buy something now so you’re prepared to pay more rather than wait until you’ve saved. Economists have calculated what ‘the average person’ is prepared to pay to have something ‘now’ and this is often applied as a standard ‘discounting factor’ to investment analysis. It is also helpful to include information about outcomes and success criteria: how will you know that your project has been successful? 8. Conclusion: You should conclude the cases with a reminder of why it is important to address the problem and the action that you wish the reader to take as a result of reading, for example, agree a course of action or approve further work. Make sure that you have made clear why your proposal is the best way of addressing the problem.
Other tips include: 1) Style and Language: Cases are often aimed at people without a detailed knowledge of the subject area. You therefore need to avoid jargon and keep the language as simple as possible. Use short sentences and break up the text with plenty of sub-headings. Paragraphs should be no more than about four to five lines long, and you should leave a line between paragraphs. Shorter is better than longer. You should also try to develop a sense of the urgency. Make clear when you need a decision and why that date is crucial. 2) A brief note on checking and proof-reading: As with anything written, it is always a good idea to look again at your work after a break. If possible, make it a day later but, if this is not possible, then at least a few hours. It’s also a good idea to get someone else to check your work. 3) Keep referring back to the cases: Once approved, your cases are not a static document. Every change to the project should be considered against it and, if agreed, incorporated so that the cases remain a complete record of the project. This is a vital part of managing any project. It can also be helpful to refer back to the cases when monitoring and assessing progress to check against your original objectives and to make sure that your project is still going to deliver the proposed benefits.
The purpose of the cases is to let you apply the concepts you've learned when you analyze the issues facing a specific company. To analyze cases, therefore, you must examine closely the issues with which the company is confronted. Most often you will need to read the cases several times - once to grasp the overall picture of what is happening to the company and then several times more to discover and grasp the specific problems. To analyze cases, you need to apply what you've learned to each of these areas. We offer a summary of the steps you can take to analyze the material of the cases. 1) Analyze the company's history, development, and growth. A convenient way to investigate how a company's past strategy and structure affect it in the present is to chart the critical incidents in its history - that is, the events that were the most unusual or the most essential for its development into the company it is today. Some of the events have to do with its founding, its initial products, how it makes new-product market decisions, and how it developed and chose functional competencies to pursue. Its entry into new businesses and shifts in its main lines of business are also important milestones to consider. 2) Identify the company's internal strengths and weaknesses. Once the historical profile is completed, you can begin the SWOT analysis. Use all the incidents you have charted to develop an account of the company's strengths and weaknesses as they have emerged historically. Examine each of the value creation functions of the company, and identify the functions in which the company is currently strong and currently weak. Some companies might be weak in marketing; some might be strong in research and development. Make lists of these strengths and weaknesses. 3) Analyze the external environment. The next step is to identify environmental opportunities and threats. Here you should apply all information you have learned on industry and macro-environments, to analyze the environment the company is confronting. Of particular importance at the industry level is Porter’s five forces model and the stage of the life cycle model. Which factors in the macro-environment will appear salient depends on the specific company being analyzed. However, use each factor in turn (for instance, demographic factors) to see whether it is relevant for the company in question. Having done this analysis, you will have generated both an analysis of the company's environment and a list of opportunities and threats. The SWOT checklist lists some common environmental opportunities and threats that you may look for, but the list you generate will be specific to your company. 4) Evaluate the SWOT analysis. Having identified the company's external opportunities and threats as well as its internal strengths and weaknesses, you need to consider what your findings mean. That is, you need to balance strengths and weaknesses against opportunities and threats. Is the company in an overall strong competitive position? Can it continue to pursue its current business- or corporate-level strategy profitably? What can the company do to turn weaknesses into strengths and threats into opportunities? Can it develop new functional, business, or corporate strategies to accomplish this change? Never merely generate the SWOT analysis and then put it aside. Because it provides a succinct summary of the company's condition, a good SWOT analysis is the key to all the analyses that follow. 5) Analyze corporate-level strategy. To analyze a company's corporate-level strategy, you first need to define the company's mission and goals. Sometimes the mission and goals are stated explicitly in the cases; at other times you will have to infer them from available information. The information you need to collect to find out the company's corporate strategy includes such factors as its line(s) of business and the nature of its subsidiaries and acquisitions. It is important to analyze the relationship among the company's businesses. Do they trade or exchange resources? Are there gains to be achieved from synergy? Alternatively, is the company just running a portfolio of investments? This analysis should enable you to define the corporate strategy that the company is pursuing (for example, related or unrelated diversification, or a combination of both) and to conclude whether the company operates in just one core business. Then, using your SWOT analysis, debate the merits of this strategy. Is it appropriate, given the environment the company is in? Could a change in corporate strategy provide the company with new opportunities or transform a weakness into a strength? For example, should the company diversify from its core business into new businesses? Other issues should be considered as well. How and why has the company's strategy changed over time? What is the claimed rationale for any changes? Often it is a good idea to analyze the company's businesses or products to assess its situation and identify which divisions contribute the most to or detract from its competitive advantage. It is also useful to explore how the company has built its portfolio over time. Did it acquire new businesses, or did it internally venture its own? All these factors provide clues about the company and indicate ways of improving its future performance. 6) Analyze business-level strategy. Once you know the company's corporate-level strategy and have done the SWOT.
Do note that these above tips are given only as a guideline and would vary based on the requirement of the project. However even with these instructive steps it is not possible for most people to do good cases like how our expert writers do. This is why you need the help of our company. So why wait? Read below for more details.
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