Case – StepSmart Fitness
A major case write-up for this course should be composed of three parts: (1) a brief specification of the problem being faced, (2) an identification, analysis and discussion of the critical issues that bear upon the choice of an alternative, and (3) a conclusion that deduces the best alternative from analysis and discussion of the issues. A detailed discussion of these three components is given below.
While students are expected to develop their written analyses according to these three components, this format is not intended to mirror those used by management or consultants in the field. Real world reports and recommendations may take many forms depending upon the needs of the organization and different management styles.
The Problem
The problem may be regarded as some barrier facing an organization which blocks, or threatens to block, the achievement of important goals. The key words here are goals and barrier. Goals refer to a set of objectives (perhaps only implicitly present in the case) that management wishes to accomplish. Objectives may include (but are not limited to) sales growth, market share, profitability, strengthening of channel position, image, or attitude shifts.
The barrier refers to the conditions that threaten or hinder management from achieving these objectives. It may come from competitor action, changes in the economic, political, or social environment, or difficulties arising from the absence of adequate coordination among members of the company and/or its channel of distribution.
The problem definition serves to set guidelines for the analytical task. Other materials that do not contribute to the solution of the identified problem are irrelevant and can create confusion. Alternatives that do not address the problem, issues which are unnecessary for the argument, and conclusions that stray from an appropriate solution cause the analysis to fail its purpose.
A good problem statement is typically limited to one short paragraph (about 3 to 5 sentences).
Critical Issues
The issue section sets forth and analyzes the critical questions that management must answer before taking steps to solve the problem. The development of each issue provides logic and insight needed to evaluate the potential for success for one or more possible approaches to the problem. Framing each issue as a question is often quite helpful since it forces the analyst to organize facts in a way that provides knowledge not obvious in the case. Questions require answers and answers require logic; this moves us away from simple description and provides insight. This approach helps minimize repetition of basic case facts and maximize value added.
Overall, the issue section should include a careful analysis of about three to five questions. In the space/time available, it is seldom possible to evaluate all issues in a case. Thus, pick those most central to the problem. This section typically comprises the bulk of a written case analysis and may reference or incorporate any necessary exhibits.
Conclusion
The conclusion synthesizes the answers to the questions posed in the issues section and makes specific recommendations for action. In weighing the various alternatives available to management, sometimes it may be helpful to think of a matrix where the implications of each issue with respect to the alternatives are set forth. The columns contain the alternatives and the rows reflect the issues. For example, direct, dealers and multichannel might title three alternatives to a channel selection problem. The alternative that most effectively addresses the critical issues then typically forms the basis for the specific recommendations.
In writing the conclusion, please make sure you clearly state your recommendation and provide adequate supporting rationale. The conclusion should not simply state the best alternative but provide a persuasive argument for it by drawing from the analysis of the critical issues. If the critical issue section has been crafted well, the conclusion should flow naturally and likely not come as a surprise to the reader. Lastly, it is also sometimes useful to briefly note any significant downside risks to the recommended course of action and why the risk is acceptable
Preparation of Reports
Major case write-ups are limited to 1200 words of text. On average, a double-spaced word-processed page in a reasonable font size contains about 300-350 words. (Thus, if you are running beyond four pages, please check your word count.) Reports may include up to two pages of exhibits. Exhibits should betables, charts, or numerical computations, not extensions of the text. Please include only those exhibits integral to the development of your analysis; don't simply throw in an exhibit to "pad" the report. Also, double-check to make sure that your exhibits are clearly referenced in the text and truly help you build your argument. I have seen many papers include wonderful exhibits which are never mentioned in the text!
Write-ups should be double-spaced. Please leave at least one inch margins (or more) on the top, bottom and sides of each page. Don't be stingy with margins or font size: the papers have word-length limitations, not page-length limitations.
Please provide Economic Analysis – Sales, Profit & Margin Analysis, Sales Coverage etc. as required by the case to back up the recommendations.
A few miscellaneous tips:
• Take care in ordering your critical issues. This permits the logic derived from the first issues to aid the development of those that follow and helps economize on words.
• Don't make recommendations in the critical issues section. Focus on analysis and insights and save the recommendations for the end.
• Do not introduce fresh evidence into the conclusion. If new material is required, modify the analysis section.
• Before “going to press” with your final draft, try reviewing these questions:
1. Is your problem statement concise and to the point?
2. Have complete answers to all critical issue questions been given?
3. Does the answer to each critical issue really help you select the best approach to the problem? If not, drop the issue.
4. Does the conclusion effectively bring together a rationale for the recommended course of action?