Learn How to Approach a Case

Ivey 101

At Ivey, instead of listening to lectures and taking notes, you:

• Dive into real issues, make and defend real decisions, feel the pressure – and take action!
• Ivey’s Case-Method of Learning also pushes you to reflect, refine, and learn from the decisions you make and the actions you take.
• You learn by doing and you learn that there isn’t always one right answer, just different options with different results.

Learning with cases involves three levels of learning:

1. Independently reading the case and developing your own ideas;
2. Collaborating with your peers to challenge your perspectives, and gain their perspectives; and,
3. Engaging in class discussion with a faculty member at the helm.

Begin by reading through the case yourself, analyzing data and information provided, and developing your own ideas. Once you arrive at Ivey in August, you will have an opportunity to join your peers and discuss your take on the business challenge and gather the insight of your peers and their unique perspectives on the same issues.

Taking part in the case preparation ensures you are ready to be part of the lively discussion and debate that unfolds during class. You will be led by an Ivey faculty member who will guide you through the challenge presented in the case. A class may begin with the professor asking, “What are the challenges here and what are you going to do about them?”. In a group effort, you and your peers will gain each other's perspectives and arrive at a solution.

In your participant package, you are provided with 3 cases, which are to be reviewed prior to your arrival at SLP.

The following Sample Framework should provide you with the necessary questions to ask yourself when working through the case. The best way to approach an Ivey case is to read the case in full first, while highlighting and taking brief notes. Then, if need be, skim the case again to read your highlighted points and any notes you made in the margins. Next, you can begin to work through the following framework, in conjunction with the case.

The following points should be considered when completing your case analysis. Your instructor will cover points similar to these in your class discussions.

• Problem identification
• Issue identification
• Current strengths and weaknesses
• What options are available to address the issues? What is the best option?
• Action Plan
• How are you going to execute the recommendation?
• Be specific (who, what, when?)

Sample Case Framework

1. Decision
   
   
   • What are the issues that need to be addressed?
   • What decisions have to be made?
   • What alternatives need to be evaluated?
   • Is an analysis of the current system appropriate/necessary?
   • What are the constraints facing the decision-maker?
     
     
2. Role
   • What role are you playing? (I.e. are you the manager? Are you the CEO?)
   • How much power do you have?
   • What are some constraints you may face as a result of this role? (I.e. are you older? Younger and inexperienced?)
     
     
3. Company Analysis
   • What is your company?
   • What does your company do?
   • What does your company need to do in order to be successful? (I.e. do they need to have strong customer service?)
   • How does your company compete?
   • What does your company do best?
   • What is the company’s competitive advantage?
     
     
4. Industry Analysis
   • What industry are you in? (I.e. the automotive industry)
   • How is this industry doing?
   • How are other players in the industry doing?
   • Are there any political situations?
   • Are there any economic situations?
   • Are there any social situations?
   • Are there any technological situations?
     
     
5. Competitor Analysis
   • Who are your competitors?
   • What do they do best?
   • How can your firm differentiate itself?
     
     
6. Consumer Analysis
   • Who are your consumers?
   • What do they want/value?
   • Are their preferences changing?
   • How do they choose what to buy?
     
     
7. Alternative Analysis
   • What are some potential solutions to your company’s problem?
   • What are the pros/cons for each alternative?
   • What factors do you need to take into consideration?
   • What are some potential consequences for each alternative?
   • Which alternative is the best?
     
     
8. Decision Analysis
   • What do you think the company should do?
   • What should be the outcomes of this decision?
   • Who should be in charge of this initiative?
   •  What should their action plan be?
     
     
9. Contingency

• • What will happen if your decision doesn’t work?
  • What is your “Plan B”?
  • What course of action should be taken?