...Professor Kay Lemon MK811 Helpful Notes for Case Analysis In case analyses in Marketing, we first try to get a good idea of the goals and obstacles facing the firm. Thenwe engage in analysis, followed by recommendations for action. What precisely are goals and obstacles? GOAL What the actors in the case (i.e., the firm) should be trying to achieve (improved profit, sales, customer lifetime value, market share, etc.). Note that goals are NOT a “decision to be made”, such as “what price should we choose?” What impedes or restrains them from achieving the goal. Obstacles are specific things or situations that may get in the way of the goal (company culture, new product development processes, competitors, government or environmental issues, customer education, etc.). OBSTACLES ANALYSIS Key issues underlying or affecting the goal and or obstacles. Analyses such as: competitor analysis, customer decision-making analysis, break-even analysis, quantitative analyses, channel analyses, SWOT analysis, etc. Recommended approach, based upon the analysis, that will overcome the obstacles and allow the firm to achieve the goal. Must show how the plan will overcome obstacles and achieve goal. ACTION PLAN 1 Professor Kay Lemon MK811 Guidelines for Case Analyses: (Or: How to save time understanding a case and getting at the key issues) 1. When you first read the case, have a pen and paper handy and jot down three columns of things as you go along: Goal – Obstacles...
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...The following guidelines are designed to assist in the case analysis process. The Guidelines are not intended to be a rigid format, however. Each question is intended to surface information that will be helpful in analyzing and resolving the case. Each case is different, and some parts of these guidelines may not apply in every case. Following each case are discussion questions that should be answered as part of any complete case analysis. The heart of any case analysis is the recommendations made based upon a solid logical foundation. The questions dealing with Problem and Issue Identification and Analysis and Evaluation should be used to define and then defend recommendations made in the final Recommendations step. Guidelines for Analyzing Cases Problem and Issue Identification 1. What are the central facts of the case? What assumptions are you making about these facts? 2. What is the major overriding issue in the case? What major question or issues does this case address that merits study at this point in the course? 3. What sub-issues or related issues are present in the case that merit consideration now? Analysis and Evaluation 1. Who are the stakeholders in the case and what are their stakes? What challenges, threats or opportunities are posed by these stakeholders? 2. What economic, legal, ethical, and philanthropic responsibilities does the company have, and what is the nature and extent of these responsibilities? 3. If the case involves company actions...
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...team displaying your analysis of a given situation. Submit work that is worthy of being seen by professional colleagues that reflects your capabilities and represents your work in your absence, i.e., something that can be forwarded within a firm, sent to the board of directors, suppliers and/or customers. + Superior Coverage Good Needs Work 0 Missing Report Guidelines1 Content + Superior: frame the problem statement and situational analysis for common context; identify primary and secondary issues and opportunities considering a range of dimensions (strategic, financial, operational, human, stakeholders, systems, environmental); support with relevant data; cites multiple sources for information outside of assigned readings; application of relevant theoretical perspectives; answers all case questions posted within Blackboard. - Needs Work: too abstract in defining the problem statement and/or situation analysis; does not identify primary issues; guideline infractions (bottom of page); lacks data or examples to support claims. Communication + Superior: uses headers to differentiate information; includes a statement of the purpose of the report early in the problem statement or situation analysis sections; cite sources including sources for pictures; can easily comprehend visuals (not too small or complex); spell out acronyms, no guideline infractions. - Needs Work: basic guideline infractions; lacks...
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...≈√ Guidelines on Credit Risk Management C r e d i t A p p r ova l P r o c e s s and Credit Risk Management These guidelines were prepared by the Oesterreichische Nationalbank (OeNB) in cooperation with the Financial Market Authority (FMA) Published by: Oesterreichische Nationalbank (OeNB) Otto Wagner Platz 3, 1090 Vienna, Austria Austrian Financial Market Authority (FMA) Praterstrasse 23, 1020 Vienna, Austria Produced by: Oesterreichische Nationalbank Editor in chief: Gunther Thonabauer, Secretariat of the Governing Board and Public Relations (OeNB) ‹ Barbara Nosslinger, Staff Department for Executive Board Affairs and Public Relations (FMA) ‹ Editorial processing: Gabriela de Raaij, Heidi Koller, Markus Lietz, Wolfgang Spacil, Doris Wanka (all OeNB) Ursula Hauser-Rethaller, Karin Zartl (all FMA) Design: Peter Buchegger, Secretariat of the Governing Board and Public Relations (OeNB) Typesetting, printing, and production: OeNB Printing Office Published and produced at: Otto Wagner Platz 3, 1090 Vienna, Austria Inquiries: Oesterreichische Nationalbank Secretariat of the Governing Board and Public Relations Otto Wagner Platz 3, 1090 Vienna, Austria Postal address: PO Box 61, 1011 Vienna, Austria Phone: (+43-1) 40 420-6666 Fax: (+43-1) 404 20-6696 Orders: Oesterreichische Nationalbank Documentation Management and Communication Systems Otto Wagner Platz 3, 1090 Vienna, Austria Postal address: PO Box 61, 1011 Vienna, Austria Phone: (+43-1)...
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...Case Analysis This packet details the steps necessary to produce a case analysis that may be required for work in business and technology courses. This packet is not intended to replace instructor guidelines and should not be used in that manner. The packet’s intended use is as a supplement to classroom instruction on assembling a case analysis. Therefore, it contains only general information that must be tailored to fit specific guidelines as required by your discipline and by your instructor. This packet is subdivided into five sections: I. General Information States what a case is and what purposes it serves. II. Process Gives step-by-step instructions on how to get started on your case analysis. III. Format Provides a description of the most common format used in case analysis. IV. Checklist Allows appraisal of your completed case analysis to assure that it follows all necessary guidelines. V. Resources Lists helpful resources used to compile this packet provided so that you may obtain further information. General Information Definition: A case analysis is used to achieve a business goal. It is a hypothetical, yet realistic, business situation that is developed to give the student a sense of the types of business situations a manager or business owner may encounter on a daily basis; a case analysis prompt usually includes information on the business’s employees, goals and values. The situation requires a decision to be made and a solution to be proposed...
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...instructions 1. The two case organisations you can choose from to undertake a detailed strategic analysis and develop a comprehensive report are: (a) TBA or (b) TBA PICK ONE OF THESE AND COMPLETE THE ASSESSMENT TASK AS INDICATED IN THE SUBJECT OUTLINE and commensurate with any other details supplied by the Lecturer. 2. A THOROUGH STRATEGIC ANALYSIS is expected and this includes coverage of any of the relevant concepts and themes in the lecture material from week 1 through to and including week 10. Each student needs to demonstrate their understanding of and their ability to relate theories contained within the lecture materials to the case study organisation being investigated. It is also expected that each student provides a financial analysis (which includes ratios of ROIC, ROA, Current Ratio) in accordance with the case study analysis guidelines – this means you will have to look through the financial statements of the Annual report for the firm and draw on the appropriate information contained therein. Having identified/calculated relevant financial data and any trends, you need to then also interpret that data and provide an indication of what you consider those results may mean for the company in the immediate and longer term. In sum, you are expected to undertake self-guided research on your selected case organisation (from the two mentioned above), perform the strategic analysis and then construct a report in accordance with all the guidelines provided. Specific items...
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...Introduction to Management: Assignment 1 Case Study – Marking Rubric Criteria Fail Pass Credit Distinction High Distinction 1. Case Analysis: Analyses the case identifying the key issues and/or problems. Clearly indicates and explains one priority issue or problem that is to be managed. Too brief; inability to identify issues raised by the question; may show superficial treatment; insufficient knowledge or understanding of the topic; much irrelevant material Borderline and limited understanding of question; some gaps in addressing key issues; largely descriptive Sufficient understanding of question; some evidence of analysis of core content and problems /issues of the case. Priority issue mostly identified. Good understanding of the question; analysis and some linking of issues in core content and problems /issues of the case. Priority issue identified. Comprehensive and critical understanding of the question; focuses on key issues; linking of issues in core content and problems /issues of the case. Priority issue well identified with some evaluation. 2. Linking theory and practice to the solution: Develops a solution to the priority issue or problem. Justifies the solution with management theory, approaches, concepts and/or models. 3. Recommends and explains actions to address the priority issue with theories/models. Unclear solution and not justified; structure is disjointed, lacks...
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...Introduction to Management: Assignment 1 Case Study – Marking Rubric Criteria Fail Pass Credit Distinction High Distinction 1. Case Analysis: Analyses the case identifying the key issues and/or problems. Clearly indicates and explains one priority issue or problem that is to be managed. Too brief; inability to identify issues raised by the question; may show superficial treatment; insufficient knowledge or understanding of the topic; much irrelevant material Borderline and limited understanding of question; some gaps in addressing key issues; largely descriptive Sufficient understanding of question; some evidence of analysis of core content and problems /issues of the case. Priority issue mostly identified. Good understanding of the question; analysis and some linking of issues in core content and problems /issues of the case. Priority issue identified. Comprehensive and critical understanding of the question; focuses on key issues; linking of issues in core content and problems /issues of the case. Priority issue well identified with some evaluation. 2. Linking theory and practice to the solution: Develops a solution to the priority issue or problem. Justifies the solution with management theory, approaches, concepts and/or models. 3. Recommends and explains actions to address the priority issue with theories/models. Unclear solution and not justified; structure is disjointed, lacks...
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...The statistics of healthcare-associated infections (HCAIs) in United Kingdom is just about 50,000 cases every year, in that, during 2008–2009, there were 36,097 reported cases of Clostridium difficile (Health Protection Agency, 2009). Almost the same rate is listed for Germany, highlighting a clear need for decisive action. This research examines the main causes if HCAIs, and discusses the relationship between compliance with hand hygiene guidelines and stress among nursing professionals in one German hospital (Knoll, Lautenschlaeger, & Borneff-Lipp, 2010). This paper explores the factors associated with hand hygiene compliance of nurses during routine clinical practice. The purpose of this research was to clarify whether external factors such as ward capacity, or level of nursing intensity had an influence on nursing staff compliance with hand hygiene guidelines. The research questions in this study are; does hand hygiene between healthcare workers decrease healthcare associated infections (HCAIs)? Does exterior factors influence on nurses compliance with hand hygiene guidelines? The hypothesis of this study is; workload factors like maximum ward capacity, severity of patient cases, have an influence on nurse’s compliance with proper hand hygiene guidelines. Study Variables A total of nine variants were used in this paper. Records from the descriptive interviews were used as dependent variables. The ward-specific workloads considered on one side as the rate of...
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...Dr. Pepper Snapple Group Case Study Marcela Beas Dr. Pepper Snapple Group March 5th, 2013 Current Situation Analysis Mission/Vision Statement The Dr. pepper Snapple Group fuses its vision and mission statements saying, “At Dr. Pepper Snapple Group, it is our vision to be the best beverage business in the Americas. Our brands have been synonymous with refreshment, fun and flavor for generations, and our sales are poised to keep growing in the future.” This stamen is straightforward and informatively average. It establishes the company’s goal and core values. Also, it highlights DPS’ interest in future sales growth. The company includes its business strategy stating that it focuses on building and enhancing leading brands, pursuing profitable channels, packages and categories, leveraging an integrated business model, strengthening routes to markets, and improving operating efficiency (Dr. Pepper Snapple Group). External Analysis Government policies and regulations affect business development and growth. Products have to be consistent with the USDA’s dietary guidelines and adhere to the FDA’s standards for health claims. Due to the current post-recession economy, growth is expected to be slow since existing demand patterns are expected to change as consumers become more health conscious. Moreover, global awareness and concern regarding the impact of climate change continues to be a focal point as business seek to achieve better business in terms of reduced cost...
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...Introduction to Management: Assignment 1 Case Study – Marking Rubric Criteria Fail Pass Credit Distinction High Distinction 1. Case Analysis: Analyses the case identifying the key issues and/or problems. Clearly indicates and explains one priority issue or problem that is to be managed. Too brief; inability to identify issues raised by the question; may show superficial treatment; insufficient knowledge or understanding of the topic; much irrelevant material Borderline and limited understanding of question; some gaps in addressing key issues; largely descriptive Sufficient understanding of question; some evidence of analysis of core content and problems /issues of the case. Priority issue mostly identified. Good understanding of the question; analysis and some linking of issues in core content and problems /issues of the case. Priority issue identified. Comprehensive and critical understanding of the question; focuses on key issues; linking of issues in core content and problems /issues of the case. Priority issue well identified with some evaluation. 2. Linking theory and practice to the solution: Develops a solution to the priority issue or problem. Justifies the solution with management theory, approaches, concepts and/or models. 3. Recommends and explains actions to address the priority issue with theories/models. Unclear solution and not justified; structure is disjointed, lacks...
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...Global Antitrust Review 2014 163 The Assessment of Selective Distribution Systems Post-Pierre Fabre CRISTIANA DE FAVERI This article develops an analysis of selective distribution systems, which considers their main characteristics, the traditional principles governing their discipline and the recent evolution of the jurisprudence of the European Courts. In the Pierre Fabre case, the Court seems to have changed its approach to the subject, as, analysing a ‘de facto’ ban on online sales, it passed from the traditional ‘effects’ analysis of these systems to their qualification as restrictions ‘by object unless objectively justified’. The legal result is unaltered as the usual criteria of competition analysis are still adopted, but new perspectives could have been potentially opened in their interpretation. Furthermore, the article also takes into account the Court’s assertion that ‘the aim of maintaining a prestigious image is not a legitimate aim for restricting competition’, which represents another aspect of the judgment in apparent contrast with the settled case law. In both instances, it presents possible explanations consistent with the tradition. Finally, it underlines the significance of the ruling in relation to the controversial topic of internet selling. I. Introduction The topic of selective distribution systems has been explored in many authoritative academic works.1 Yet, it is still important and highly debated, not only because 1 ...
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...≈√ Guidelines on Credit Risk Management Rating Models a n d Va l i d a t i o n These guidelines were prepared by the Oesterreichische Nationalbank (OeNB) in cooperation with the Financial Market Authority (FMA) Published by: Oesterreichische Nationalbank (OeNB) Otto Wagner Platz 3, 1090 Vienna, Austria Austrian Financial Market Authority (FMA) Praterstrasse 23, 1020 Vienna, Austria Produced by: Oesterreichische Nationalbank Editor in chief: Gunther Thonabauer, Secretariat of the Governing Board and Public Relations (OeNB) ‹ Barbara Nosslinger, Staff Department for Executive Board Affairs and Public Relations (FMA) ‹ Editorial processing: Doris Datschetzky, Yi-Der Kuo, Alexander Tscherteu, (all OeNB) Thomas Hudetz, Ursula Hauser-Rethaller (all FMA) Design: Peter Buchegger, Secretariat of the Governing Board and Public Relations (OeNB) Typesetting, printing, and production: OeNB Printing Office Published and produced at: Otto Wagner Platz 3, 1090 Vienna, Austria Inquiries: Oesterreichische Nationalbank Secretariat of the Governing Board and Public Relations Otto Wagner Platz 3, 1090 Vienna, Austria Postal address: PO Box 61, 1011 Vienna, Austria Phone: (+43-1) 40 420-6666 Fax: (+43-1) 404 20-6696 Orders: Oesterreichische Nationalbank Documentation Management and Communication Systems Otto Wagner Platz 3, 1090 Vienna, Austria Postal address: PO Box 61, 1011 Vienna, Austria Phone: (+43-1) 404 20-2345 Fax: (+43-1) 404 20-2398 Internet: ...
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...controversial accounting issue in the software industry—software capitalization and revenue recognition • Discuss various incentives that motivate managers to select one accounting method over another • Learn how to use accounting analysis method to better reflect economic reality Microsoft’s Financial Reporting Strategy Introduction • Phenomenal financial success over the past years Founded in 1975 by Bill Gates and Paul Allen Went public in 1986 at $25.75 per share. Revenue and operating income grew an average of 43% and 49% per year. Stable growth in stock price ( Exhibit 5 ) Report higher than expected financial performance Asset totaling $37 billion,book value of equity equal to $28 billion and market value about $460 billion on June 30,1999. Microsoft’s Financial Reporting Strategy Introduction • Conservative accounting policies GAAP allow managerial discretion in accounting policies In two key areas, Microsoft choose a rather conservative method of reporting (1) Software development costs (2) Revenue recognition Microsoft’s Financial Reporting Strategy Software development costs • FASB’s guideline (SFAS NO.86) Require capitalization once technological feasibility has been established. • Microsoft’s policy Expensed as incurred FASB’s guideline does not materially affect the company • Note From 1986 to 1999, annual outlays for R&D ranged from 11% to 17% of revenue.(Exhibit 2) Microsoft’s Financial Reporting Strategy Software revenue recognition • Guidance on...
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...1. Describe systems analysis and the major activities that occur during this phase of the systems development life cycle. During systems analysis, you determine how the current information system functions and assess what users would like to see in a new system. Requirements determination, requirements structuring, and alternative generation and selection are the three primary systems analysis activities. 2. What are some useful character traits for an analyst involved in requirements determination? Requirements determination is a crucial part of the systems development life cycle; therefore impertinence, impartiality, relaxing constraints, attention to details, and reframing are important characteristics. 3. Describe three traditional techniques for collecting information during analysis. When might one be better than another? Traditional techniques for collecting requirements include interviewing and listening, observing users, and analyzing procedures and other documents. Interviewing and listening involve talking with users individually or as a group to discover their views about the current and target systems; it also involves carefully preparing an interview outline and guide before conducting the interview. Interviews are best done when only a few people are involved, when you need open-ended questions or the questions vary from individual to individual, or when a more personal method is needed. 4. What are the general guidelines for conducting interviews...
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