Page 1
Introduction
Define the main symptoms the case is addressing. Some development can also be provided to support the statement; the use of references is possible.
Define the Problem/Opportunity –
This part should include only elements from the Article of the case (external research may only be used as complementary information to put ideas into perspective).
Page 2
Problem Analysis.Corresponding to the above two
This part should include only elements from the Article of the case (external research may only be used as complementary information to put ideas into perspective).
Page 3
Any calculations involved
Grading Rubric below
Identification of Symptoms (10 %) ½ page maximum
Symptoms are indicators of problems. “Clusters” of symptoms aid in pointing toward underlying problems.
Identifies symptoms clearly, with no confusion between symptoms and problems (5 or more). There is no confusion between symptoms and problems. Symptoms are clustered, with each group of symptoms pointing toward an underlying problem.
Problem Statements (20%)
½ page maximum
Problems should be stated in terms that are actionable by the decision-maker for the analysis.
A good problem definition keeps the case analysis tightly structured because everything discussed after this point must be related to the problem(s) stated in this section.
Each problem is stated in one sentence, and is not given in the form of a question. There should be no more than 3 problems.
At least 2-3 substantial problems faced by the company’s decision-makers are identified, and stated in terms that are actionable by the company’s leadership.
Problem Analysis (15%)
¾ page maximum
Problems are dissected to analyze key factors.
Analysis includes all of the following:
* 2-3 stated problems are analyzed thoughtfully
* At least 1 strategic analysis tool applied
* Relevant financial analysis is applied (Financial ratios or other financial analysis approach)