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					Analyzing Strategic
Management Cases
 Case Presentation
 Steps to Case Preparation
 Presentation Requirements
 Report Requirements
Robin Hood
Robin Hood: Organizational Profile

Brief History
   First year of Revolt: built a large body of men with grievances;
    made a disciplined fighting force; housed in Sherwood Forest
   Robin ruled supreme; had lieutenants to whom he delegated
   Fame spread; the band grew
   As the band grew, discipline slackened and food was scarce.
   Revenues were running short as the rich were avoiding the forest
   Barons want to overthrow Prince John, bring King Richard back,
    and want Robin Hood to help them in exchange for amnesty
   Something had to change, but what?
Robin Hood: Financial Indicators
The Changing Forest

 First year, did well. Small organization, growth was
  steady, revenues consistent, stockholder support
 No competition

  Company           Year 1        Year 2        Change
  Revenue           13.4          12.1          -1.3
  Expenses          10.0          11.5          +1.5
  Coffers           3.4           .6            -2.8
Robin Hood: The Problem(s)

Sheriff is getting stronger; more men and
Band is running out of money
Food is scarce
How do we decisively end the conflict before
the Sheriff regains control?
Robin Hood: SWOT

 Strengths                        Weaknesses
 Strong leadership               Unable to sustain growth
 Large band of well-trained      (limited resources)
 fighting men                     Lack of familiarity with all org
 Support from stockholders       members
 (the peasants and farmers that
 hate the Sheriff)

 Opportunities                    Threats
 Expand into other forests,      The sheriff is getting stronger,
 spreading the revenue base       increased competition
                                  Prince John is paranoid, could
                                  act irrationally
                                  Barons could undermine
                                  Robin’s efforts
Robin Hood: Five Forces
                        Threat New

Bargaining Power                             Bargaining Power of
  of Suppliers     Rivalry Among Competing         Buyers
                       Firms in Industry
   Not known                                        Low

                      Threat of Substitute

Robin Hood: Alternatives
TOWS Matrix

                          Opportunities                             Threats

              SO Strategies: Kill the Sheriff         ST Strategies: Join the barons

              • Wipe him out, no more problems        • Has the fighting force

              • Has the men to do it                  • Get access to capital markets
              • When the sheriff is gone, disband     • Maybe ends the conflict quicker

              WO Strategies: Limit size of band       WT Strategies: Disband

              • Turn the fighting band into a group   • Give up the cause, return to
              of elites                               normal life
              • Maintains discipline                  • Robin flees to another country to
              • Solves food issues                    escape punishment
              • Basically, curtail growth
Robin Hood: Recommendations

  Join the barons
     take a chance on getting King Richard back and getting rid
      of John and the Sheriff in one fell swoop
     Get capital to grow the business and feed the troops
Robin Hood: Case Update
 Robin joined the barons.
 King Richard was freed and reclaimed the throne
 Prince John was exiled and the Sheriff lost his job; he
  now cleans pigsties for a living.
 Robin was exonerated and lives in a large mansion on
  the edge of Sherwood Forest, enjoying life with his wife
  (Maid Marion), three kids, two horses, and a dog named
Robin Hood: The End


               Thank You!
How to Conduct a Case Analysis

Put yourself “inside” the case
  Think like an actual participant
     Strategic decision maker
     Board of directors
     Outside consultant
Five Steps: Step One

  Become familiar with the material
       Read quickly through the case
         one time
       Use initial read-through to assess possible links
        to strategic concepts
       Read the case again, making notes
       Evaluate application of strategic concepts
       After forming first recommendation, thumb
        through the case again to assess consequences
        of actions you propose
Five Steps: Step Two

   Identify problems
       Symptoms vs.. Problems: avoid getting hung up on
       Some cases have more than one problem
       Articulate the problem
             Writing down a problem statement gives you a
              reference point when you proceed through the case
       Some problems are not apparent until after you do
        the analysis
Five Steps: Step Three

 Conduct strategic analyses
     Determine which strategic issues are involved
     Use strategic tools to conduct the analysis
             Five-forces analysis
             PEST analysis
             SWOT analysis
             Value chain analysis
             Resource-Based View of the Firm (VRIO)
             Contingency frameworks
             Financial analysis
     Test your own assumptions about the case
Five Steps: Step Four

Propose alternative solutions
    Develop a list of options first without judging them
            Do nothing is often a reasonable alternative
    Evaluate alternatives
            Can the company afford it?
            Is the solution likely to evoke a competitive
            Will employees accept the change?
            How will it affect other stakeholders?
            How does it fit with the vision, mission,
            Will the culture or values of the company
Five Steps: Step Five

  Make recommendations
      Make a set of recommendations
        that your analysis supports
      Describe exactly what needs to be done
      Explain why this course of action will solve the
      Include suggestions for how best to implement
       the proposed solution
      The solution you propose must solve the problem
       you identified
Points to Remember
 Always connect the problem(s), alternatives, and
 Often, the problem is stated in the case; you just
  have to look a little for it
Presentation Requirements
 Introduction of Management Team
 Outline of presentation
 Company Overview
 Problem Identification
 Strategic Analysis
 Alternatives
 Recommendation
 Conclusion/Wrap Up of pertinent information
 15-20 minutes in length
Report Requirements

  1.   Include:
       a)   Cover sheet with:
               a) Class and section
               b) Group name
               c) List of group members
               d) Case name and number
       b)   Historical Overview/Company Profile
       c)   Identify problem(s)
       d)   Strategic Analysis
       e)   Alternatives
       f)   Recommendation(s)
  2.   Be thorough, but brief and concise.
  3.   Use charts and graphs to consolidate information and keep
       it interesting.
  4.   Pattern report on presentation
Report Requirements (cont.)

 Format-Business style writing
    3-5 pages in length
    Times New Roman font, 12 pt., 1 inch margins
    Single-space paragraphs
    Double-space between paragraphs and after headers
    Section headers in bold; sub-headers italicized; no
     punctuation after headers
    All type should be left justified (do not indent paragraphs)
    Charts and graphs should be in-line, not in appendix
 Watch paragraph lengths, grammar, spelling
 Consistent formatting throughout
 Use charts, graphs, images and bullets; be creative but
  professional; graphs should not be to big
Submission Requirements

On day of presentation, submit the
  Copy of slides
    Print 6 to a page; needed for reference only

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