2 Case Analysis - Spring 2013

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Case Analysis
Case method teaching
MGIS 317 Winter 2013
Management Information Systems
Why
Makes you think critically

Gives you structure Gives you depth with breadth
The Approach
Read the Case
Key Issues and Gut Feelings
Key Numbers
Alternatives
Recommendation
Detailed Analysis
Action Plan
Build the Business Case
What Does a Good Business Case Look Like?
Plan with Contingencies

Solid Recommendation
Foundation of Understanding
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1
A Good Business Case has Structure

2 3 4
Cover Page
Executive Summary
Situation
Key Issues (Complication)
The Opportunity or Challenge
Alternatives
Decision
Recommendation
7/8
10
Quantitative Impacts
Qualitative Impacts
Implementation Plan
Risk Mitigation
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12
13
Performance Metrics
Summary & Closing
Appendices
+ What do the Pieces of Structure Look Like?
Title Page
Executive Summary Situation Key Issues
Who, What, When
Issues Recommendation Anticipated Outcomes Mission, Goals, Objectives Internal / External Analysis Competitive Position, Stakeholder Analysis, etc.
Identify Key Issues Must be derived from situation
Problem Statement Alternatives Decision / Recommendation Recommendation Details

What is the Opportunity or Challenge Ideally it is Qualitative and Quantitative What are the options Decisions Trees, Decision Criteria Avoid status quo Make a decision Make it very apparent WHY the decision was made How does the organization address the key issues? Very detailed See next slide
Quantitative Analysis Qualitative Analysis Implementation Plan Risk Mitigation

Financials Focus on Growth, Liquidity, and / or Profit How fast do I get the money?
Deal with the soft issues People, Process, Technology
What are the steps? What is the timing? What does the client do tomorrow morning? What do you do if things dont work? Contingency plans Risk & mitigations need to be recognized in analysis and plan
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Performance Metrics
How do you know that it is working? How do you measure success or failure? Balanced Scorecard Use executive summary as last slide Remember to thank your audience Sell the solution
Summary & Closing

Appendices
Supporting documentation
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What does a Good Case Feature?

Presentation format (spelling, grammar, consistency and contrast) Has a Logical structure Linkages exits
Report / Slide Deck
Analysis
Details, details, details Analysis of key issues and subsidiary issues Qualitative and quantitative analysis Comprehensive alternatives
Recommendation
Realistic and practical solution Extensive detail on recommendation Implementation plan and timeline Considers risks and mitigates risks
Presentation
All presenters understand all slides Even distribution of presentation Differentiates through unique ideas Not BSing the audience in your answers during Q&A
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An Effective Case Builds
Close So What? Insight Quantitative

Data mine Calculate
Qualitative
Situation / Complication / Problem Statement
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What does your solution mean to?
Strategy
Growth Change Shrink Do Nothing
Operations
Revenue
Volume Mix Price
Organization People Processes
Finance Cash Burn Rate D/E
Systems Measure
Cost
Fixed Variable
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Guesstimation
State your assumptions

Pick your metrics Estimate quickly with round numbers
Assess your approach and answer

Keep expectations and next steps in mind
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Estimation Example
Rail transport is the most commonly used mode of long-distance transportation in Mainland China. How many tickets are processed daily?
My Assumptions Population of China is 1.3 billion Percent of population that doesnt work and therefore doesnt travel is 40% Percent Rural/Urban is 60%/40% (rural residents dont have the money to travel) Average traveler makes 2 round trips/person/year A round trip equals 2 tickets
The Calculation 1.3 billion * .6 work *.4 urban = 312 million travelers 312 million * 2 tickets *2 trips = 1.25 billion tickets/year 1.25 billion / 360 travel days = about 3.5 million tickets/day
The Real Answer 4 million (2006)

MGIS 317 Winter 2013 Management Information Systems
16
You need to Create a Burning Platform
A burning platform helps build buy-in
Kotters 8 Change Steps

Establish a sense of urgency Create a coalition Develop a clear vision Share the vision Empower people to clear obstacles Secure short-term wins Consolidate and keep moving Anchor the change
Share price drop, regulatory need, loss of customer confidence, threat of organizational failure
Reiterating the burning platform throughout the recommendation reinforces your key message
If the case speaks to loss of customer confidence, your key message should be increase customer confidence
Why Should I Listen to You?

MGIS 317 Winter 2013 Management Information Systems
+ Getting the right qualitative & quantitative

information into the recommendation helps strengthen your position
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Its important to use both quantitative and qualitative observations for support Quantitative data and analysis is required as hard justification for your recommendation Qualitative data can be used to support and explain the meaning of the quantitative facts Combining methods leads to a balanced and persuasive argument
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Freemark Abbey - Video
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Freemark Abbey
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Freemark Abbey
Activity
What is the situation?

What is the key issue? What is the decision?
Why did you make that particular decision?

What are some alternative solutions?
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The Canvas
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How to discuss a case
Preparation is key leading to friendly, dynamic discussions
Identify the facts, supporting analysis and provide recommendations The cases, by design, are compressed and you are working under time pressure the real world also has these elements
The case mirrors life situations YOU are the manager, director, employee confronting the problem
Learning and having the courage to act under uncertainty and take a stand
This is not a passive process and neither is management. You need build your muscles around judgement. Learning to know when to go right or left and whether your gut is in synch with your mind.
A version
Probability of rain, mold formation, acidity, sugar levels, wine price, reputation, long-term strategy learn whether the storm really will hit Napa Valley? -How much should Mr. Jaeger be willing to pay to learn whether botrytis would form if the storm were to hit the Napa Valley?
Decision Criteria -Decision tree utilized Customer Relationships -Freemark Abbey, Change management Action/Implementation -Implement highest expected value
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Alternatives -Should Mr. Jaeger be willing to pay to
Issues
Analysis

Will the vines be damaged by the storm What about all the other grapes being grown at Freemark Abey (they are not affected by botrytis mold) What about harvesting only some of the Riesling grapes as a diversification move Could there be a second storm? Assuming Mr Jaeger chooses to harvest the Riesling grapes before the storm, how much money will he make? Assuming Mr. Jaeger chooses to leave the grapes on the vine, what is the probability that the grapes will end up with botrytis, and how much money will he make if that occurs?
(EV) with getting some additional intelligence on weather patterns/trends -Advise Mr. Jaeger to leave the Riesling Grapes on the vines despite the approaching storm.
Missing info/assumptions -Are there any other studies on
botrytis formation -Jaeger is risk neutral
Suggestive Approach
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A decision tree
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Another Decision Tree
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Learnings
Case analysis
Business Model Canvas Decision Tree/tables
How Do We Build Systems And Manage Projects?
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Leadership and Project Management
The Challenge
To Build the Tallest Free Standing Structure
(must support marshmallow at top of structure)
30
Activity
Your Resources: 18 minutes A Team of Four
20 Sticks of Spaghetti
1 yard masking tape
1 yard string
1 marshmallow
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The Rules
Activity
Build the Tallest Freestanding Structure:
The winning team is the one that has the tallest structure measured from the table top surface to the top of the marshmallow. That means the structure cannot be suspended from a higher structure, like a chair, ceiling or chandelier.
The Entire Marshmallow Must be on Top:
The entire marshmallow needs to be on the top of the structure. Cutting or eating part of the marshmallow disqualifies the team.
Use as Much or as Little of the Kit:
The team can use as many or as few of the 20 spaghetti sticks, as much or as little of the string or tape.
Break up the Spaghetti, String or Tape:
Teams are free to break the spaghetti, cut up the tape and string to create new structures.
The Challenge Lasts 18 minutes:
Teams cannot hold on to the structure when the time runs out. Teams touching or supporting the structure at the end of the exercise will be disqualified.
Ensure Everyone Understands the Rules:
Dont worry about repeating the rules too many times. Repeat them at least three times. Ask if anyone has any questions before starting.
31 Management Information Systems
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Activity
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Thank You

2 Case Analysis - Spring 2013

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+

Case method teaching

MGIS 317 Winter 2013

Management Information Systems

Makes you think critically

MGIS 317 Winter 2013

Management Information Systems

Read the Case

Key Issues and Gut Feelings

Build the Business Case

MGIS 317 Winter 2013

Management Information Systems

What Does a Good Business Case Look Like?

Plan with Contingencies

MGIS 317 Winter 2013

Management Information Systems

A Good Business Case has Structure

Key Issues (Complication)

The Opportunity or Challenge

Summary & Closing

Management Information Systems

+ What do the Pieces of Structure Look Like?

Who, What, When

Identify Key Issues Must be derived from situation

Management Information Systems

+ What do the Pieces of Structure Look Like?

Problem Statement Alternatives Decision / Recommendation Recommendation Details

Management Information Systems

+ What do the Pieces of Structure Look Like?

Quantitative Analysis Qualitative Analysis Implementation Plan Risk Mitigation

Deal with the soft issues People, Process, Technology

Management Information Systems

+ What do the Pieces of Structure Look Like?

Summary & Closing

MGIS 317 Winter 2013

Management Information Systems

What does a Good Case Feature?

Report / Slide Deck

Management Information Systems

An Effective Case Builds

Close So What? Insight Quantitative

MGIS 317 Winter 2013

Management Information Systems

What does your solution mean to?

Organization People Processes

Finance Cash Burn Rate D/E

MGIS 317 Winter 2013

Management Information Systems

State your assumptions

Assess your approach and answer

MGIS 317 Winter 2013

Management Information Systems

The Real Answer 4 million (2006)

You need to Create a Burning Platform

A burning platform helps build buy-in

Kotters 8 Change Steps

Why Should I Listen to You?

+ Getting the right qualitative & quantitative

MGIS 317 Winter 2013

Management Information Systems

Freemark Abbey - Video

MGIS 317 Winter 2013

Management Information Systems