The following outline constitutes one reasonable approach
for presenting analysis and recommendations in an orderly and
persuasive fashion. Regardless of the outline used, your report must
still arrange arguments, evidence, and conclusions logically.
Additionally, your conclusions must be supported by a thorough analysis
employing the concepts and principles introduced in the readings and
lectures.
A. Problem Summary
This section briefly outlines the basic situation or problem you
perceive. State key facts and assumptions that support your perception
and understanding. If your understanding of the problem is at variance
with the perceptions or statements of actors in the case, provide a
brief discussion of the difference and justification for your views.
Dont define the problem as the lack of your pre-conceived solution.
For example, if the problem is the lack of centralized purchasing,
then you are locked into a solution of centralized purchasing.
Instead, define the problem as high acquisition cost and then examine
centralized purchasing vs. decentralized purchasing as the two
alternative solutions to the problem.
B. Analysis
This section presents your interpretation of the facts as these lead
to and define the problem. Use the concepts and models discussed in
class and in readings to describe the problem or opportunity. Identify
the underlying firm-specific and/or structural reasons that are causing
the problem. Review the facts as evidence and support for the
conclusions you draw. Be sure that the conclusions you draw are explicit
and clear. Use a diagram or table, if possible, to summarize complex
information that supports your conclusions.
A number of students identify a strategic choice (e.g., a bad
decision) that explains the problem and then suggest a solution in terms
of reversing the strategic choice. However, in doing so they ignore the
underlying reason why the bad decision was made, and how to make sure
the same mistakes wouldnt be made in the future. In other words, think
about how to avoid the problem.
C. Strategic Alternatives
Describe at least three alternative courses of action that might
derive reasonably from your analysis. Discuss their pros and cons. In
other words, think through the costs and benefits of each of the
alternative [solution] that you derive from your analysis. Use case
evidence to support or detract from the different alternatives. However,
you will not be penalized if you bring in supporting evidence from
external sources.
Every alternative [solution] has costs as well as benefits. If you list only the benefits, it makes your analysis seem like an ex post
rationalization of a foregone decision, rather than a careful weighing
of the benefits and costs. If you spent some time thinking through the
trade-offs, show it. If not, then you should.
D. Strategic Recommendation
Present a concise strategic recommendation or a set of strategic
recommendations for action. Briefly discuss why these specific
recommendations will solve the problems you have analyzed. Discuss any
important procedures for implementation and contingency planning.
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