ASW Case Analysis Slides Day 1 - Online

CASE ANALYSIS SKILLS
Session 1
Analytical Skills Workshop 2021
Professor Kristopher Keller
PRINTER-FRIENDLY VERSION WITH FEWER GRAPHICS
© Kristopher Keller
1
Who am I?
• Virtual Office: https://kenan-flagler.zoom.us/my/kokeller

• Email: kristopher_keller@Kenan-flagler.unc.edu
2
3
4
What is a case?
What is a case?
• A case is a story
– Based on actual events and circumstances
▪ … with much of the uncertainty that comes with it
– That is told with a definite teaching purpose in mind
▪ … to bridge theory and practice
– That rewards careful study and analysis with a lasting
learning experience
▪ … to ensure you don’t forget what you’ve learned
easily
6
(1) What is a case?
Let’s discuss a case…

Kenan-Airlines (KA) is a local airline that has coach-only flights between RDU Airport and
Ocracoke Island Airport on the Outer Banks. There are only two other competitors on this
route – State Airlines (SA) and Duke Airlines (DA). Currently, all three airlines use a dynamic
pricing model similar to the big carriers (e.g. Delta). In a dynamic pricing model the price can
change minute-to-minute to ideally collect the maximum price at that time. However, the model
is extremely costly to manage, and many customers simply drive a car as they are turned off by
the pricing system.
Recently, KA introduced a new fare structure to make flying more convenient for customers. The
new fares are effective immediately and are good 365 days a year. The plan reduces thousands of
pricing possibilities to just 3 fares based on how early they are purchased. This fare structure
saves KA a huge amount in operational costs. In addition, KA knows that if the other carriers
adopt a similarly transparent pricing strategy then the total revenue to all airlines will skyrocket
as air travel will become more popular. However, if any competitor does not match KA’s pricing
structure, then KA would incur a huge loss as that competitor will claim a dominant market
share and increased profits by undercutting KA’s open prices.
If you are SA or DA, will you match KA’s price scheme? Why or why not?
7
(1) What is a case?

5 Determinants of Competitive vs. Cooperative Behavior
Determinants Favors cooperative behavior Favors competitive behavior
Industry concentration High Low
Fixed costs Low High
Growth High Low
Product differentiation High Low
Potential for secrecy Low High
8
(1) What is a case?

5 Determinants of Competitive vs.
Kenan-Airlines (KA) is a local airline that has coach-only flights Cooperative Behavior
between RDU Airport and Ocracoke Island Airport on the Outer
Determinants Favors cooperative Favors competitive
Banks. There are only two other competitors on this route – State behavior behavior
Airlines (SA) and Duke Airlines (DA). Currently, all three airlines use a Industry concentration High Low
dynamic pricing model similar to the big carriers (e.g. Delta). In a Fixed costs Low High
dynamic pricing model the price can change minute-to-minute to Growth High Low
ideally collect the maximum price at that time. However, the model is Product differentiation High Low
extremely costly to manage, and many customers simply drive a car as Potential for secrecy Low High
they are turned off by the pricing system.
Recently, KA introduced a new fare structure to make flying more

convenient for customers. The new fares are effective immediately and
are good 365 days a year. The plan reduces thousands of pricing
possibilities to just 3 fares based on how early they are purchased.This
fare structure saves KA a huge amount in operational costs. In addition,
KA knows that if the other carriers adopt a similarly transparent If you are SA or DA, will
pricing strategy then the total revenue to all airlines will skyrocket as you match KA’s price
air travel will become more popular. However, if any competitor does
not match KA’s pricing structure, then KA would incur a huge loss as
scheme? Why or why
that competitor will claim a dominant market share and increased not?
profits by undercutting KA’s open prices.
9
(1) What is a case?

5 Determinants of Competitive vs. Cooperative Behavior
Determinants Favors cooperative behavior Favors competitive behavior
Industry concentration High Low
Fixed costs Low High
Growth High Low
Product differentiation High Low
Potential for secrecy Low High
10
Agenda Today
1. What is a business case?
2. What is the case method?
3. Some Misconceptions about Cases
4. Systematic Toolkit for Case Prep
5. In-class case discussions
6. Systematic Toolkit for Case Write Ups
11
Agenda Tomorrow and After
• Session 2 (Wednesday or Thursday)
– Discuss case “Polyphonic HMI”
– Come prepared
▪ Cheat sheet on Canvas
• “Session” 3 (Monday, July 26 or Tuesday, July 27)

– If you want, submit a case write up/outline of a case write
up and meet with me in very small groups/on your own
to discuss your write up/outline/discuss case analysis in
more detail!
▪ Submit case/outline by July 23rd on Canvas
▪ Sign up sheet will follow after
12
What is the case method?
(2) What is the case method?
• Lectures: what to think
– Theory, frameworks, concepts, formulas,…
• Case method: how to think
– How to apply the “what”
• Discussions are dynamic and unpredictable

– Why don’t I step in and provide “correct” answer?
14
Case method
• 3 essential skills
– Reading
▪ Read a case and distill what’s important / what’s not
– Discussing
▪ Communicate thinking effectively
– Writing
▪ Write persuasive response (to question asked)
15
Types of cases
Decision Problem Evaluation

• Analyze possible • Analyze a situation • Assessment of a
alternatives and and develop business event,
make a decision possible explain the “why”
problems/scenarios
16
Are cases alone sufficient?

• A case may not always be the best way to learn
some concepts
– Particularly EARLY in MBA
• Even when not teaching out of a case, professors
will use examples that bridge the gap between
theory and application
• You will typically find a mix of theory and cases in
your courses.
– Some will have more cases than others
17
Some Misconceptions about Cases
Some Misconceptions about Cases
1. “Cases that are not “new” are not relevant.”
2. “In doing a case in groups, I can focus on what I’m
good at. I contribute the most that way.”
3. “The case is about one company, so the learning is
limited to the company or to similar companies.”
4. “Before we analyze the case, the professor will
give us all theory required to “crack” the case.”
19
(4) Some Misconceptions about Cases
“Cases that are not “new” are not relevant.”
20
“In doing a case in groups, I can focus on what I’m good at. I contribute the most that way.”
21
“The case is about one company, so the learning is limited to the company or to similar companies.”
22
“Before we analyze the case, the professor will give us all theory required to “crack” the case.”
23
Systematic Toolkit for Case Prep
(1) Get oriented

• Do a “fast read” of the case
– Read the first few paragraphs, last few paragraphs
and zip through the rest
Ask: “What, broadly, is the case about and what

information am I being given to analyze?”
Do NOT focus on the details and specific numbers.
Get a general feel for the firm, industry and the issues.
25
(2) Identify key issues

• Do a “careful” read, taking notes and
highlighting key facts and issues
Ask: “What are the specific problems that have to be

resolved?”
Ask: “What techniques, concepts, and frameworks
should I use for this problem?”
26
(3) Perform qualitative and quantitative analyses

• Gather information
– Highlight sections of information that appear to be
relevant to the demarcated problems.
– Match this information to the applicable techniques,
concepts, and frameworks
– The idea is to develop a set of figures and charts that will
be used to develop a “mental map”.
– Refine, revise, and review your figures.
27
(4) Develop a plan

• Generate and evaluate possible “solutions”
(or decisions)
– Multiple options may appear feasible at first glance.
– Describe each possible solution, focusing on both
what that solution involves in terms of managerial
decisions, execution, and its broader implications for
the company.
28
(5) Recommendation
• Choose a path
– Based on the analysis in (4), choose one solution that you
recommend to the firm/decision maker
– This may be challenging – it is therefore important to
support your recommendation well
– In making your recommendation, make sure you have
considered both the risks and the returns associated with
the available options.
29
1. Get oriented. Do a “fast” read of the case.
2. Identify key issues. Do a “careful” read, taking
notes, and highlighting key facts and issues.
3. Perform qualitative and quantitative
analyses.
4. Develop a plan. Generate and evaluate possible
“solutions” (or decisions)
5. Recommendation. Choose a path.
30
For the next session…
• Apply this toolkit for case prep!
• Practice case: Polyphonic HMI: Mixing Music and Math
Come prepared to discuss the case in

depth. Please carefully read the case and
take detailed notes. Ideally, you should
create a “cheat sheet” of notes you can
use as a reference guide instead of
scrolling through the case in class.
31
In-class case discussions
In-class case discussions:
7 unproductive classroom stereotypes
1. The unmotivated participant
▪ An obvious lack of
enthusiasm discourages
both your co-students
and the instructor.
▪ Be bright, alert, and
active!
33
2. The uninformed participant

▪ Lack of preparation
means you will be unable
to get the most out of
the class
▪ Take notes ahead of
time! Be prepared!
34
3. The no-opinion participant

▪ You will face difficult
business decisions in
the real world.
▪ This is the time to start
making them!
35
4. The rude or abusive participant
▪ Think of the classroom as

an office and the other
students as your colleagues
at work.
▪ Be polite and professional
throughout.
36
5. The compulsive talker
▪ Recognize when you’re taking too much airtime.

▪ Carefully craft in your mind what you are going to say.
Once you speak, make it count by being efficient and
effective!
37
6. The ideologue
▪ Keep the mind open,

and the ego
suppressed!
38
7. The show-off
▪ Avoid signaling to others

that “you don’t really need
to be here.”
▪ There is always more
everybody needs to learn!
39
Systematic Toolkit for Case Write-Ups
• Step 1: Read the instructions of the instructor very carefully.
– What is the maximum length of the write-up?
– What are layout specifications?
– What are the key issues that the instructor has asked you to focus on?
41
• Step 2: Before laying hands on the keyboard, plan the structure of
the write-up.
– What are the main sections going to be?
– What is the sequence of sections going to be?
– How much space should be allocated to each section?
Tipp
In other words, work backwards from your ideal final product! Keep in mind that you must
aim not just to “submit the write-up,”, but to present the managers featured in the case with a
solution to their problems. If you do that, things will fall into place much more easily.
42
• Step 3: Consider following a 3-part structure for write-up
1. Executive Summary.
▪ A short opening paragraph that conveys your recommendation (3-5 lines). Demarcate the managerial
questions to be addressed, introduce the options/solutions you considered, introduce the
options/solutions your considered, and indicate the chosen option.
2. Main body of the write-up.
▪ You have some flexibility here, and should divide this into subsections.Tables, charts, and calculations go
in the Appendix. This section is where you interpret given data.
3. Appendix.
▪ Include calculations that you made for the analysis, frameworks you applied, etc. Do not put generic or
copied stuff in the Appendix – it must be referred to in the text and be relevant to your analysis.
Tipp
A good Appendix can help you manage tight space limitations. Your bosses will tolerate a long Appendix –
it is up to them whether & when to refer to it. They will be less kind about a wordy write up.
A final word of caution: This is a “suggested” case write up structure. Always be sensitive to what your
instructor: (a) specifies regarding the write-up, and (b) demarcates as issues to be discussed.
43
• Step 4: Wordsmith the write-up.
This is often the difference between a good and a great write-up.
• Trim each sentence until it says exactly what you want and nothing more.
• Drop sentences and paragraphs that are not really needed.
• Avoid repeating data from the case.
• Use short sentences and paragraphs.
• Banish needless jargon.
Tipp
If you need additional help crafting your write-up, please use the Business Communication Center
(https://bcc.web.unc.edu/). They are extremely helpful.
44
Some key issues to watch out for
• Analyze the case with the data your are given.

– Of course, once that is done, if you think more or different data can yield a really good
decision, specify what data the company should collect.
• Analyze the case on an “as is, where is” basis.
– Do not use recent information unavailable to the managers in the case.
• Do not repeat data or information from the case.
– Use this information to support your decision. Assume this information is know to one
an all.
45
4-Step Guide
1. Read the instructions of the instructor very carefully
2. Before laying hands on the keyboard, plan the structure of
the write-up
3. Consider following a 3-part structure for the write-up
1. Executive Summary.
2. Main body of the write-up.
3. Appendix.
4. “Wordsmith” the write-up.
46
Summary
1. We understood what a business “case” is about
2. We discussed the differences between traditional
“lecturing” and the “case method”
3. Discussed the top misconceptions about cases.
4. Considered a process for strong case analysis and
preparation.
5. Learned about 7 classroom stereotypes that don’t help
anyone.
6. Considered a process for crafting a strong case write-up.
47
What’s next?
“The” book on case studies Cheat sheet on how to Discuss cases in groups
“The Case Study Handbook” craft case write-ups
by William Ellet
Read Polyphonic HMI case
48

ASW Case Analysis Slides Day 1 - Online

Uploaded by

Copyright:

Available Formats

You might also like

ASW Case Analysis Slides Day 1 - Online

Uploaded by

Document Information

Original Title

Copyright

Available Formats

Share this document

Share or Embed Document

Sharing Options

Did you find this document useful?

Is this content inappropriate?

Copyright:

Available Formats

ASW Case Analysis Slides Day 1 - Online

Uploaded by

Copyright:

Available Formats

CASE ANALYSIS SKILLS

PRINTER-FRIENDLY VERSION WITH FEWER GRAPHICS

• Virtual Office: https://kenan-flagler.zoom.us/my/kokeller

Let’s discuss a case…

Let’s discuss a case…

Let’s discuss a case…

Recently, KA introduced a new fare structure to make flying more

Let’s discuss a case…

• “Session” 3 (Monday, July 26 or Tuesday, July 27)

• Discussions are dynamic and unpredictable

Decision Problem Evaluation

Are cases alone sufficient?

“Cases that are not “new” are not relevant.”

(1) Get oriented

Ask: “What, broadly, is the case about and what

(2) Identify key issues

Ask: “What are the specific problems that have to be

(3) Perform qualitative and quantitative analyses

(4) Develop a plan

• Practice case: Polyphonic HMI: Mixing Music and Math

Come prepared to discuss the case in

1. The unmotivated participant

2. The uninformed participant

3. The no-opinion participant

4. The rude or abusive participant

▪ Think of the classroom as

▪ Recognize when you’re taking too much airtime.

▪ Keep the mind open,

▪ Avoid signaling to others

• Analyze the case with the data your are given.

Read Polyphonic HMI case

You might also like