Outline for case analysis and reports
Base on the case “The Last Rajah: Ratan Tata and Tata’s Global Expansion”, discuss about One of Tata’s business (e.g. Tata Motors, Tata Power) Source Problem, Secondary Problem (5 with a mix of short and long term), Analysis, Alternatives (5 with a mix of short and long term), Recommended Strategy (3 with a mix of short and long term), Justification of Recommendations and Implementation, Control and Follow-up
(The Problem must be in the year)
The goal is to work out a concise, convincing and logically well organised and sounded brief report (which is, in business, usually in an oral form such as presentation in a meeting).
1.0 Source Problem – This is a general statement of the underlying, fundamental problem or core issue. It is important to distinguish between symptoms of the problem, and the problem itself. Frequently the source problem precedes the current problems in the case. (One short paragraph, may treat this section as an alternative to the introduction paragraph of typical academic writing) (Medical example: tonsillitis)
2.0 Secondary Problem – These are more specific, current and observable problems and derive from the source problem. They frequently are the problems immediately evident in the case. List all problems you may find under short or long term. (Technical and management terms are welcome, so that explanations are no longer needed; you may write a line to explain a problem if there is no term for it or if you feel a need for a bit more clarification) (Medical example: fever, loss of appetite, cough)
2.1 Short Term – Current problems of recent origin, which can be solved within a period of months without major commitments of capital, technology, finance or managerial effort. (Business example: overstocking, high prices, labour shortage)
2.2 S
2.3 S
2.4 Long Term – Problems which have existed for years, and which involve long-term trends in the internal or external environment. They will require solutions spread over a period longer than, say, a year, and may demand major allocations of capital, technology, finance and managerial effort. (Business example: obsolete
products, out-of-date production process technology, lack of adequate plant capacity)
2.5 S
3.0 Analysis – Justify the problem that has been identified and explain how they are related. As problem may be many, must selectively stick to the ones that are tightly related to the source problems as there will not have enough room to explain all of them. Like in real business situation, you will have to sketch them for senior decision makers who may not have time or intention for details.
There are some perspectives you may choose to conduct your analysis and organise your discussion: business expansion, organisational structure, financial, operational, strategic planning, leadership, HR related issues such as training and development, etc.
The analysis should not be mere repetition of case facts, but should rather reflect the processes of evaluation, synthesis, careful interpretation and insight. An analyst should “read between the lines”. This might involve the calculation of financial rations, trend lines, growth rates etc. in order to reorganise data to yield not-so-obvious facts. These “new” facts can be used as case evidence in support of problem definitions and proposed solutions.
This section should comprise 40-50% of the report.
4.0 Alternatives – A listing of all major feasible course of action opens to the decision-maker. Same to the problem definition section, you may use either a term or a line for each alternative. Usually all available options can be reduced to five or six alternatives. These must be viable, practical and realistic. They need not be mutually exclusive, i.e. the analyst may opt for two or three of these alternatives in his/her final recommendations.
4.1 Short Term
4.2 S
4.3 S
4.4 Long Term
4.5 L
5.0 Recommended Strategy – This is the action you propose to solve the problem identified in (1.0) and (2.0) and is selected from the range of alternatives presented. It must be restated. It is acceptable to cut and paste from section 4.0 (one or two lines,)
5.1 Short Term
5.2 S
5.3 Long Term
6.0 Justification of Recommendations – Similar to 3.0 Analysis, you need to briefly analyse and demonstrate why the recommendations selected from the alternatives are the most effective in attacking the problem. Evidence (from selection 3.0) can be used to support the recommendations and to reject the actions not accepted. The objective here is to demonstrate best solutions to solve the problems you identified, especially the source problems. (150-250 words)
7.0 Implementation, Control and Follow-up – In this concluding section, a mini action plan. You may list the clear, specific steps to be taken to adopt the proposed solution. Think about what obstacles may be expected, and how should these be overcome? What policy or organisation changes are indicated? For example, if the action recommended is to retrench 50 assembly line workers what union reaction can be expected and what contingency plans are available to deal with obstacles that could arise during implementation of decisions? May use a paragraph, a list action, and a table or combined ways to achieve the purpose (half page)
At least 5 references – at least 3 peer review journal articles out of the references
