The best structure for your case analyses depends on the particular issues raised in the case you analyze. Those questions should be a starting point for your analysis.
Your analysis should be:
⦁ Does the analysis employ concepts/frameworks from class? Are the concepts/frameworks used relevant to the analysis? Are the concepts applied appropriately/correctly? Does evidence support all conclusions/assertions? Is all evidence included relevant to the analysis?
⦁ Identify the strategic issue(s): Your identification of issues/problems should be consistent with—and directly tied to—your analysis and evidence. Do all conclusions/assertions logically follow from the evidence provided? Is the overall logic of the argument clear and accurate? Is the analysis clear and easy to follow? Does the structure of the analysis follow the case-analysis framework?
⦁ Recommendations: Are recommendations realistic for the company? Are they well supported by the preceding analysis? Thus, you should not recommend an alternative that you have not carefully analyzed, nor should your recommendation come as a complete surprise to the audience. These recommendations should be justifiably implementable: you must consider the firm’s realities that may limit its ability to pursue specific strategies . Also, consider the organizational consequences and changes necessary to initiate any bold moves.
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