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Saint Mary’s University
Intro to Marketing Coursepack – Weigand 2017
Heidi Weigand
Summer 2017
Saint Mary’s University
Table of Contents
Note on Case Analysis. …………………………………………………………………………………………………… 5
Hope Blooms: Marketing a Social Enterprise after Dragons’ Den. ……………………………………….. 15
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NOTE ON CASE ANALYSIS
Professor John Haywood-Farmer prepared this note solely to provide material for class discussion. The author
does not intend to provide legal, tax, accounting or other professional advice. Such advice should be obtained
from a qualified professional.
Ivey Management Services prohibits any form of reproduction, storage or transmittal without its written
permission. This material is not covered under authorization from canopy or any reproduction rights
organization. To order copies or request permission to reproduce materials, contact Ivey Publishing, Ivey
Management Services, c/o Richard Ivey School of Business, The University of Western Ontario, London,
Ontario, Canada, N6A 3K7; phone (519) 661-3208; fax (519) 661-3882; e-mail cases@ivey.uwo.ca.
Copyright © 1979, Ivey Management Services
Version: (A) 2000-11-08
Throughout your studies in Business Administration substantial emphasis will be
placed on case analysis and discussion. A case may be used as a direct teaching
vehicle taking the place of lectures, as the basis for written reports (see the Note on
Report Writing), or as the basis for tutorial discussion. Cases bring real problems
and issues into the classroom for training in decision making. Cases are widely
(sometimes exclusively) used in business, law and medicine.
The disciplines known collectively as “business administration” seek to identify
the diverse internal and external elements of organizations and to explore their
inter-relationships. The relevant factors are often uncontrollable, non-quantifiable
or ill-defined. Case studies simulate or describe situations to allow students of
management to practise some of the skills required of managers.
This note describes case study and presents a rational approach to analysis,
diagnosis and action to solve problems. Each of the somewhat arbitrary divisions
of business education — marketing, organizational behavior, personnel,
accounting, finance, production and operations, management science, policy, etc.
will require mastery of these processes. Each subject area, each case, indeed each
student, will require a somewhat different approach but the points made in this
note are generally applicable.
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1,2
A business case is a record of a business issue actually faced by a management
decision-maker, along with the surrounding facts, prejudices and opinions upon
which the decision must be made. Although most cases serve as vehicles to teach
decision-making skills, others also serve to describe situations, to report research
results or to drill in the use of conceptual schemes. Cases are usually written from
the point of view of the decision-maker involved and usually present at least one
problem. A case serves as a catalyst to speed the process of learning by
experience. You, as a case analyst, will take the position of the decision-maker
involved, analyse the situation presented, and answer the question, “what would
you do if you were in this situation.”
WHAT IS CASE STUDY?
1,2
The case method refers to the use of cases as educational vehicles
to give students an opportunity to put themselves in the decision
maker’s or problem solver’s shoes. Through repeated personal
analysis, discussion with others, definition of problem,
identification of alternatives, statement of objectives and decision
criteria, choice of action and plan for implementation, the student
gains an opportunity to develop analytical and planning skills in a
laboratory setting. In medical analogy, the case provides the corpse
for the student to practise on.3
The physical sciences are taught by formal lectures in which a body of knowledge
and well-defined theory is presented to the student. The instructor’s job is to
present the relevant formulae and equations to the student, whose job it is, in turn,
to learn and understand the material presented. Practical problem solving is
carried out in laboratories.
Business situations are not like physical sciences because the variables are less
controllable and the formulae and equations are much less well defined. Business
problems are thus often more complex.
The aim of case study is to practise techniques, apply theory and develop decisionmaking skills. Case study is one of the most effective means of achieving these
aims. Case study is not a perfect teaching method (none exists). Nevertheless, if it
is used well, its disadvantages (demands active student participation, only
simulates reality) are far outweighed by its advantages (develops an appropriate
1
M.R. Leenders and J.A. Erskine, “Case Research: The Case Writing Process”, 2 nd Ed., The University
of Western Ontario School of Business Administration, London, 1978, Chapter 2.
2
J.W. Hunt, L.V. Entrekin and G.E. Popp, “Administrative Analysis: Text and Cases”, McGraw-Hill Book
Co., Sydney, 1977, Chapters 1-4.
3
Ref. 1, p. 11.
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For use only in the course Summer 2017 Introduction to Marketing – at Saint Mary’s University taught by Heidi Weigand from May 08, 2017 to June 30, 2017.
Use outside these parameters is a copyright violation.
WHAT IS A BUSINESS CASE?
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analytical thought process, exposes one to a variety of situations, develops
maturity and wisdom in an environment of risk).
SUGGESTED STEPS IN CASE ANALYSIS
The following sections present a general framework for case analysis which will
be further developed in each subject area and by you as you practise the
techniques. In summary, the recommended steps are:
l. Reading
2. Problem definition
3. Information summary
4. Information analysis
5. Problem re-examination
6. Formulation of alternatives
7. Listing advantages and disadvantages
8. Evaluation of alternatives
9. Implementation of chosen alternative
lO. Control
ll. Re-examination
l2. Report preparation
1. Read It
This statement may sound trite but a surprising number of people attempt to
analyse a case without reading it thoroughly. The initial reading should be done
some time in advance of any serious attempt at analysis. This procedure allows
the information to simmer in the analyst’s mind and enables him subconsciously to
pick out the key information and establish relevant relationships. When the time
comes for rigorous analysis, the case should be re-read carefully with special
attention paid to developing a complete understanding of the situation. Analysis
should begin during the third (and subsequent) readings.
It is recognized that this approach may require truncation if the case is very long or
if time is limited (for example in an exam).
2. Define Problem(s) of Identify the Decision(s) that Must be Made
Most, but not all, cases present the reader with a problem to be solved or a decision
to be made. Sometimes the presentation is clear and straightforward; at other
times it is rather obscure. Some cases are used as a means of practising the
application of concepts to raw data but the steps of case analysis are still
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applicable. You cannot hope to get good solutions if you do not know what
questions you are trying to answer. Problem definition is thus a crucial step.
The problem definition should be written. It should be clear, concise, specific and
unambiguous but broad enough so that the analysis to follow is not unduly
restricted. This step will help clarify your thinking, will serve as a basis for your
analysis notes and will give you something concrete to refer to.
Keep in mind that only a detailed analysis can give a proper understanding of the
problems to be solved; you should, therefore, amend or add to your definition from
time to time as your analysis clarifies your perception of the situation.
In defining the problem, try to take the place of the decision-maker in the case.
People in different situations will perceive problems in different ways; indeed
what may well be a problem for Mr. Jones may not be perceived as a problem at
all to his superior, Mrs. Miller.
Keep in mind that most cases present more than one problem. Common errors are
to recognize only one problem or to recognize many problems but to propose a
course of action that solves only one. It is useful to classify problems according to
their relative importance (for example: primary vs. secondary, short-term vs. longterm, etc.) and subject area (for example: motivation of staff, market segmentation,
financial trouble, etc.). Surface “problems” are often simply symptoms of more
fundamental underlying problems. Do not confuse “cause” and “effect”. The
identification and solution of the underlying problems will go further than any
other action to remove all problems in a given area. If you spend a lot of time
addressing easily-seen surface problems, you will probably be wasting your time.
Your actions and thinking will become confused and contradictory and you will
not address the issues at the root of the situation. Beware of spending too much
time defining problems before you analyse the situation and of becoming restricted
in your thinking by your definition.
Proper problem definition and classification will help you to organize the
processes of analysis and solution.
3. Summarize the Information
The purpose of this step is to reduce the mass of information presented in a case to
a manageable size as an aid to analysis. The information should be grouped into
appropriate sections and, at this stage, is only a list. The list will contain facts,
estimates, truths, falsehoods, and opinions. It may be complete and consistent but
probably will be neither. Such is the nature of the real-world business decisionmaking environment.
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Students should write down only major pieces of information and be very careful
to identify it as fact, estimate, other’s opinion, assumption, etc. Do not elevate
estimates or opinions to the unassailable status of fact. Make certain that any
assumptions you make to take the place of missing information are reasonable and
can be defended.
4. Analyse the Information
This step is a crucial one in the solution of any problem. It is the step you should
spend by far the largest amount of time on. Analysis forms the foundation for
problem solution; any solution based on weak or incomplete analysis is inherently
suspect. One of the features found by Skinner and Sasser4 in their study of
managerial characteristics was that high-accomplishing managers analysed every
situation and that low-accomplishers were unwilling to do so.
Analysis consists of taking all the information summarized from the case, any
assumptions you wish to make5, any other factors you can bring to bear, and using
all of these to develop a complete understanding of the situation. Analysis
involves drawing implications from the information presented. Get into the habit
of asking “So what?” or, “What does this information imply?” as you work.
Also, get into the habit of identifying and exploring the issues raised by the case.
In the Hayden Tool Company case, for example, a good analysis would examine
the issues of the power and position of authority of the foreman.
Analysis involves all sorts of activities. You might, for example:
● Develop information helpful in constructing solutions
● Pull apart a complex situation and reconstruct it in a revised form
● Combine pieces of information (data) to create new information from which
you can draw conclusions
● Judge the accuracy and relevance of information
● Look at the situation from many different points of view (perspectives), e.g.,
top management’s, the customers’, the decision-maker’s, government’s,
disputant A’s, disputant B’s, etc.
● Apply specific concepts to the raw data
● Discuss your analysis with other students
● Take a position on relevant issues
Above all, during analysis you will ask, and attempt to answer, a number of
questions related to the identified problem(s) or decisions(s) to be made. Some
examples:
4
W. Skinner and W.E. Sasser, “Managers with Impact: Versatile and Inconsistent”, Harvard Business
Review, 55, No. 6, November–December 1977, pp 140–148.
5
Examine your assumptions for their validity. Be particularly careful not to assume away the problems.
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What are the issues raised by this case?
What are the constraints restricting Mrs. Henry?
Why does Mr. Thompson arrive late?
How should the market for chemicals be segmented?
What must the organization (or Mr. Jones) do well?
What is most important to Acme Industries?
The list of possible relevant questions in any case analysis is very large but it is
almost always worth asking “What business are we in, what do we have to do well,
and how do the answers affect our decision?”
The key to skill (and success) in case analysis is knowing what questions to ask,
how they rank in relative importance, how to answer them, and what the
implications of the answers are. Each subject area (e.g., marketing, organizational
behavior, policy, etc.) will require a different set of questions or analytical
framework, which you will develop as you study them.
Your analysis should end with a succinct summary of conclusions which
consolidates your thinking and provides a base upon which you can build
solutions. An important component of this summary will be a definition of the
criteria (preferably ranked) against which alternatives can be evaluated.
The most common problems encountered in case analyses are:
●
●
●
A failure to dig deeply enough into the information to remove the camouflage,
draw appropriate inferences and get to the real issues (too shallow)
A failure to consider the situation from a broad scope (too narrow)
A failure to complete the analysis and get on to formulating an action plan
(analysis paralysis)
Finally, keep in mind that you must do your analysis at the time period indicated at
the end (usually) of the case. Anyone can make a decision knowing what
happened; only people with good judgement can do so before the outcome is
known. Even if you do know what happened do not let it cloud your thinking —
even apparently successful decisions might have been poor ones.
5. Return and Examine the Problem Definition
It is impossible to define a problem precisely until the situation has been analysed
in some depth. At this stage you should re-examine your problem definition now
that you fully understand the situation.
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For use only in the course Summer 2017 Introduction to Marketing – at Saint Mary’s University taught by Heidi Weigand from May 08, 2017 to June 30, 2017.
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A good case analysis should set the stage for consideration of alternative courses
of action a decision-maker may take. At this stage you should let your mind range
rather freely and put forth alternative courses of action within the constraints of the
problem you have defined and the conclusions you have drawn from your analysis.
The alternatives should cover a reasonably broad scope and should be clearly
distinguishable from each other. Minor differences can be considered at a later
stage. “Do nothing” or “the status quo” is usually worth considering. Avoid
alternatives that do not address the problem. If there is more than one problem,
group alternatives under each problem.
Avoid too long or too short a list and avoid drawing fine lines between similar
alternatives.
7. Determine the Advantages and Disadvantages of the Alternatives
Reduce the list generated in the previous step to a manageable length of about 2 to
5 options that you can then evaluate in depth. Choose options that you judge to be
reasonable. If you wish, draw up a table and list the pros, cons and other relevant
features of each alternative as shown below. Do not restrict your ideas while
listing and try to make the list complete (advantages of some may be
disadvantages of others). Then edit, revise and trim to make the alternatives clear,
relevant and non-repetitive.
Alternative
Advantages
Disadvantages
Other Relevant
Features
Accept/Reject
8. Evaluate the Alternatives
From this section will come a proposed solution to the identified problem(s) or
decision(s) to be made. Based on the criteria identified in the summary of your
analysis, judge the relative importance of the advantages and disadvantages listed
for each alternative. Some alternatives may contain a fatal disadvantage and thus
be eliminated relatively quickly. Others have already been eliminated before indepth evaluation. Still others will require more time and consideration.
From your evaluation you should be able to accept or reject each alternative (the
last column in the above table) and ultimately select the “best” alternative using
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For use only in the course Summer 2017 Introduction to Marketing – at Saint Mary’s University taught by Heidi Weigand from May 08, 2017 to June 30, 2017.
Use outside these parameters is a copyright violation.
6. Formulate the Alternatives
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your chosen criteria. The complex nature of business decisions usually means
selection of a least worse option rather than an ideal solution.
Rarely, a combination of two alternatives might be adopted but this situation
usually arises from an imprecise definition of the alternatives in the first place
(unless, of course, more than one distinctly different problem is being addressed).
Alternatives are by definition mutually exclusive.
You should write down your reasons for choosing one alternative rather than
another. Trade-offs of the advantages and disadvantages of the various
alternatives must be made with reference to the section on analysis. Your
understanding of the situation, your realization of the consequences of the options
considered and your considered judgement are crucial to a well-done evaluation.
9. Make Recommendations for Implementation
In many situations a good plan poorly implemented may be less successful than an
inferior decision skillfully implemented. Consider, for example, the executive
trying to decide what type of computer to buy to replace an existing manual system
or a personnel manager intervening in a dispute between a foreman and a
production line employee. Both situations are full of possible resistance to change,
misunderstanding, attachment of blame, etc. and the approach the decision-makers
take to their problem will probably be much more important to ultimate success
than the decision itself. Compare these situations to that of the purchasing
manager trying to decide which supplier to buy copper wire from. Implementation
of his difficult decision is so simple that it merits no further attention.
An implementation pla …
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