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MGT743 Innovation and Entrepreneurship: How to do a Case Study
Analysis
Live case studies facilitate students to immerse themselves into a real-world business
scenario in order to apply your key learnings, knowledge and research skills to help solve
business problems and inform decisions. It is imperative that a MBA students acquires the
skills to be analytical to solve real life problems based on applying research, knowledge and
creative thinking.
A case study analysis must show comprehensive understanding of the organisation, their
environment, identify key issues and problems, outline and assess alternative courses of
action, and draw appropriate conclusions. A case study analysis generally requires the
following steps:
1. Understand the case study organisation
Read the brief and listen to the live presentation by the organisation(s). Conduct online
research looking at their website, social media channels, any new articles etc. Through
this you should know who they are, their history, their core business offering (e.g.
product or service), what countries/markets they target, consumer segmentation, their
mission and strategic direction, sales channels, price point (if relevant), important facts
on their operations, resources, partners.
2. Identify their strategic problems/challenges
Use the brief and live talk to identify problems/challenges the company are currently
facing internally. Does this problem result from external environmental changes e.g. new
technological changes, declining market, changing consumer preferences or is it driven
through internal issues or aspirations (management or organisational). Or perhaps it is a
combination of factors.
3. Do a situational analysis of their environment
This involves looking into their external environment. What are the trends in the sector
they operate within? What are the consumer trends of their target markets? Are there
technological, environmental, economic or political trends impacting the organisation?
Who are their competitors? How are they positioned in comparison to their competitors?
What opportunities and threats exist in their external market? This requires looking
objectively into their external market and gathering facts and robust evidence which will
help you evaluate their business model in step 4 and assist in steps 5-7.
4. Understand their current business model
Research into what a business model is. Explore how this is different from just
understanding their products and services. Use the Osterwalder and Pigneur (2010)
business model canvas or the Sanderse et al. (2020) non-profit business model canvas.
Map the different pillars onto the case study organisation. This will require utilisation of
the information collected in step 1 and additional research into the organisation. You
need to understand what their value offering is i.e. which can be economic or social or
both! Provide as much detail as you can within each of the pillars of the business model.
You should evaluate what aspects of the business model pillars are strong or what
sections appear to be negative.
5. Specify alternative courses of action.
Utilising the knowledge and information gained from the previous steps, you identify a
list of possible actions the company could take to help address the problem they currently
face. This will require looking at the business model and identifying what strengths they
can leverage or what actions they need to take to overcome weaknesses. For example,
do they need new systems and processes or modifying current systems and processes.
Do they require new technologies, organisational structures, new people, new strategy,
changes to behaviours, targeting new consumer groups, enter new markets, obtain new
partners, change cost structures, change how they market etc.?
Evaluate what a company ‘should do’ versus what the organisation actually ‘can do’. For
example, if it is a start up company, then they may not have a large marketing budget or
enough staff to implement certain solutions. They may have internal constraints which
prevent them from executing certain actions. You should also identify what actions can
be done in the short, medium and long term; where certain solutions will not provide
immediate results and require longer effort.
6. Evaluate each course of action.
Based on step 5, evaluate each action based on:
– Can the company implement this action?
– How much resources will it require?
– How much time will it require?
– How will each action change each of the business model pillars?
You should identify the costs, benefits and risks of each action and evaluate actions from
a technical, operational and financial standpoint. You may need to identify assumptions
you are making for each action proposed.
7. Make recommendations
Your recommendations should be justified and backed up based on evidence from the
previous steps. They should provide a detailed explanation of why this action is suitable
and how it might be implemented. You need to discuss how it will require changes in
their current business model. Identify clearly what assumptions were used to shape your
recommendations and recognise any constraints the company have which might have
informed the selection of these recommendations. Your recommendations should flow
logically from the rest of your case study analysis. You should be creative based on your
research to make recommendations which will be useful for the case study organisation.
Put yourself into the case study organisation position and question, “if a student
presented this recommendation to me, would I find this idea useful or would I think that
they have not understood my business or the external environment I operate within”.
Recommendations should be as detailed as properly to tell the organisation not only
what they should do but how they can start to do it.

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