how to do small case analysisWord格式.docx

how to do small case analysisWord格式.docx

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CaseStudies:

TableofContents

∙WhatIsCaseStudyAnalysis?

∙AnalyzingaCaseStudy

∙WritingaCaseStudyAnalysis

∙Conclusion

ANALYZINGACASESTUDY

Asjustmentioned,thepurposeofthecasestudyistoletyouapplytheconceptsyou'

velearnedwhenyouanalyzetheissuesfacingaspecificcompany.Toanalyzeacasestudy,therefore,youmustexaminecloselytheissueswithwhichthecompanyisconfronted.Mostoftenyouwillneedtoreadthecaseseveraltimes-oncetograsptheoverallpictureofwhatishappeningtothecompanyandthenseveraltimesmoretodiscoverandgraspthespecificproblems.

Generally,detailedanalysisofacasestudyshouldincludeeightareas:

1.Thehistory,development,andgrowthofthecompanyovertime

2.Theidentificationofthecompany'

sinternalstrengthsandweaknesses

3.Thenatureoftheexternalenvironmentsurroundingthecompany

4.ASWOTanalysis

5.Thekindofcorporate-levelstrategypursuedbythecompany

6.Thenatureofthecompany'

sbusiness-levelstrategy

7.Thecompany'

sstructureandcontrolsystemsandhowtheymatchitsstrategy

8.Recommendations

Toanalyzeacase,youneedtoapplywhatyou'

velearnedtoeachoftheseareas.Weofferasummaryofthestepsyoucantaketoanalyzethecasematerialforeachoftheeightpointswejustnoted.

1.Analyzethecompany'

shistory,development,andgrowth.Aconvenientwaytoinvestigatehowacompany'

spaststrategyandstructureaffectitinthepresentistochartthecriticalincidentsinitshistory-thatis,theeventsthatwerethemostunusualorthemostessentialforitsdevelopmentintothecompanyitistoday.Someoftheeventshavetodowithitsfounding,itsinitialproducts,howitmakesnew-productmarketdecisions,andhowitdevelopedandchosefunctionalcompetenciestopursue.Itsentryintonewbusinessesandshiftsinitsmainlinesofbusinessarealsoimportantmilestonestoconsider.

2.Identifythecompany'

sinternalstrengthsandweaknesses.Oncethehistoricalprofileiscompleted,youcanbegintheSWOTanalysis.Usealltheincidentsyouhavechartedtodevelopanaccountofthecompany'

sstrengthsandweaknessesastheyhaveemergedhistorically.Examineeachofthevaluecreationfunctionsofthecompany,andidentifythefunctionsinwhichthecompanyiscurrentlystrongandcurrentlyweak.Somecompaniesmightbeweakinmarketing;

somemightbestronginresearchanddevelopment.Makelistsofthesestrengthsandweaknesses.TheSWOTchecklistgivesexamplesofwhatmightgointheselists.

3.Analyzetheexternalenvironment.Thenextstepistoidentifyenvironmentalopportunitiesandthreats.Hereyoushouldapplyallinformationyouhavelearnedonindustryandmacroenvironments,toanalyzetheenvironmentthecompanyisconfronting.OfparticularimportanceattheindustrylevelisPorter'

sfiveforcesmodelandthestageofthelifecyclemodel.Whichfactorsinthemacroenvironmentwillappearsalientdependsonthespecificcompanybeinganalyzed.However,useeachfactorinturn（forinstance,demographicfactors）toseewhetheritisrelevantforthecompanyinquestion.

Havingdonethisanalysis,youwillhavegeneratedbothananalysisofthecompany'

senvironmentandalistofopportunitiesandthreats.TheSWOTchecklistlistssomecommonenvironmentalopportunitiesandthreatsthatyoumaylookfor,butthelistyougeneratewillbespecifictoyourcompany.

4.EvaluatetheSWOTanalysis.Havingidentifiedthecompany'

sexternalopportunitiesandthreatsaswellasitsinternalstrengthsandweaknesses,youneedtoconsiderwhatyourfindingsmean.Thatis,youneedtobalancestrengthsandweaknessesagainstopportunitiesandthreats.Isthecompanyinanoverallstrongcompetitiveposition?

Canitcontinuetopursueitscurrentbusiness-orcorporate-levelstrategyprofitably?

Whatcanthecompanydototurnweaknessesintostrengthsandthreatsintoopportunities?

Canitdevelopnewfunctional,business,orcorporatestrategiestoaccomplishthischange?

NevermerelygeneratetheSWOTanalysisandthenputitaside.Becauseitprovidesasuccinctsummaryofthecompany'

scondition,agoodSWOTanalysisisthekeytoalltheanalysesthatfollow.

5.Analyzecorporate-levelstrategy.Toanalyzeacompany'

scorporate-levelstrategy,youfirstneedtodefinethecompany'

smissionandgoals.Sometimesthemissionandgoalsarestatedexplicitlyinthecase;

atothertimesyouwillhavetoinferthemfromavailableinformation.Theinformationyouneedtocollecttofindoutthecompany'

scorporatestrategyincludessuchfactorsasitsline（s）ofbusinessandthenatureofitssubsidiariesandacquisitions.Itisimportanttoanalyzetherelationshipamongthecompany'

sbusinesses.Dotheytradeorexchangeresources?

Aretheregainstobeachievedfromsynergy?

Alternatively,isthecompanyjustrunningaportfolioofinvestments?

Thisanalysisshouldenableyoutodefinethecorporatestrategythatthecompanyispursuing（forexample,relatedorunrelateddiversification,oracombinationofboth）andtoconcludewhetherthecompanyoperatesinjustonecorebusiness.Then,usingyourSWOTanalysis,debatethemeritsofthisstrategy.Isitappropriate,giventheenvironmentthecompanyisin?

Couldachangeincorporatestrategyprovidethecompanywithnewopportunitiesortransformaweaknessintoastrength?

Forexample,shouldthecompanydiversifyfromitscorebusinessintonewbusinesses?

Otherissuesshouldbeconsideredaswell.Howandwhyhasthecompany'

sstrategychangedovertime?

Whatistheclaimedrationaleforanychanges?

Oftenitisagoodideatoanalyzethecompany'

sbusinessesorproductstoassessitssituationandidentifywhichdivisionscontributethemosttoordetractfromitscompetitiveadvantage.Itisalsousefultoexplorehowthecompanyhasbuiltitsportfolioovertime.Diditacquirenewbusinesses,ordiditinternallyventureitsown?

Allthesefactorsprovidecluesaboutthecompanyandindicatewaysofimprovingitsfutureperformance.

6.Analyzebusiness-levelstrategy.Onceyouknowthecompany'

scorporate-levelstrategyandhavedonetheSWOTanalysis,thenextstepistoidentifythecompany'

sbusiness-levelstrategy.Ifthecompanyisasingle-businesscompany,itsbusiness-levelstrategyisidenticaltoitscorporate-levelstrategy.Ifthecompanyisinmanybusinesses,eachbusinesswillhaveitsownbusiness-levelstrategy.Youwillneedtoidentifythecompany'

sgenericcompetitivestrategy-differentiation,lowcost,orfocus-anditsinvestmentstrategy,giventhecompany'

srelativecompetitivepositionandthestageofthelifecycle.Thecompanyalsomaymarketdifferentproductsusingdifferentbusiness-levelstrategies.Forexample,itmayofferalow-costproductrangeandalineofdifferentiatedproducts.Besuretogiveafullaccountofacompany'

sbusiness-levelstrategytoshowhowitcompetes.

Identifyingthefunctionalstrategiesthatacompanypursuestobuildcompetitiveadvantagethroughsuperiorefficiency,quality,innovation,andcustomerresponsivenessandtoachieveitsbusiness-levelstrategyisveryimportant.TheSWOTanalysiswillhaveprovidedyouwithinformationonthecompany'

sfunctionalcompetencies.Youshouldfurtherinvestigateitsproduction,marketing,orresearchanddevelopmentstrategytogainapictureofwherethecompanyisgoing.Forexample,pursuingalow-costoradifferentiationstrategysuccessfullyrequiresaverydifferentsetofcompetencies.Hasthecompanydevelopedtherightones?

Ifithas,howcanitexploitthemfurther?

Canitpursuebothalow-costandadifferentiationstrategysimultaneously?

TheSWOTanalysisisespeciallyimportantatthispointiftheindustryanalysis,particularlyPorter'

smodel,hasrevealedthethreatstothecompanyfromtheenvironment.Canthecompanydealwiththesethreats?

Howshoulditchangeitsbusiness-levelstrategytocounterthem?

Toevaluatethepotentialofacompany'

sbusiness-levelstrategy,youmustfirstperformathoroughSWOTanalysisthatcapturestheessenceofitsproblems.

Onceyoucompletethisanalysis,youwillhaveafullpictureofthewaythecompanyisoperatingandbeinapositiontoevaluatethepotentialofitsstrategy.Thus,youwillbeabletomakerecommendationsconcerningthepatternofitsfutureactions.However,firstyouneedtoconsiderstrategyimplementation,orthewaythecompanytriestoachieveitsstrategy.

7.Analyzestructureandcontrolsystems.Theaimofthisanalysisistoidentifywhatstructureandcontrolsystemsthecompanyisusingtoimplementitsstrategyandtoevaluatewhetherthatstructureistheappropriateoneforthecompany.Differentcorporateandbusinessstrategiesrequiredifferentstructures.Forexample,doesthecompanyhavetherightlevelofverticaldifferentiation（forinstance,doesithavetheappropriatenumberoflevelsinthehierarchyordecentralizedcontrol?

）orhorizontaldifferentiation（doesituseafunctionalstructurewhenitsh