4. Use of generalities. In analyzing cases, specific recommendations are necessarily not generalities. For example, a suggestion to
increase the price is a generality; a suggestion to increase the price by $1.07 is a specific.
5. A different situation. Considerable time and effort are sometimes exerted by analysts contending that "If the situation were
different, I'd know what course of action to take" or "If the marketing manager hadn't already fouled things up so, badly, the firm
wouldn't have a problem." Such reasoning ignores the fact that the events in the case have already happened and cannot be changed.
Even though analysis or criticism of past events is necessary in ...view middle of the document...
10. Record proof that these are the major issues.
11. Record potential courses of actions.
12. Evaluate each initially to determine constraints that preclude acceptability.
13. Evaluate remaining alternatives in terms of costs and benefits.
14. Record analysis of alternatives.
15. Select an alternative.
16. Record alternative and defense of its selection.
17. Record the who, what, when, where, how, and why of the alternative and its implementation.
7. Realism. Too often analysts become so focused on solving a particular problem that their solutions become totally unrealistic. For
instance, suggesting a $1 million advertising program for a firm with a capital structure of $50,000 is an unrealistic solution.
8. The marketing research solution. A quite common but unsatisfactory solution to case problems is marketing research; for example,
"The firm should do this or that type of marketing research to find a solution to its problem." Although marketing research may be
helpful as an intermediary step in some cases, marketing research does not solve problems or make decisions. In cases where
marketing research is recommended, the cost and potential benefits should be fully specified in the case analysis.
9. Rehashing the case material. Analysts sometimes spend considerable effort rewriting a two- or three-page history of the firm as
presented in the case. This is unnecessary since the instructor and other analysts are already familiar with this information. .
10. Premature conclusions. Analysts sometimes jump to premature conclusions instead of waiting until their analysis is completed.
Too many analysts jump to conclusions upon first reading the case and then proceed to interpret everything in the case as justifying
their conclusions, even factors logically against it.
COMMUNICATING CASE ANALYSES
The final concern in case analysis deals with communicating the results of the analysis. The most comprehensive analysis has little
value if it is not...