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Philippine Christian University: Sampaloc 1, Dasmariñas City, Cavite

This case study outline provides guidance for analyzing a company facing a central problem. It involves summarizing the background, identifying the key viewpoint who can resolve the issue, stating the central problem and objectives, conducting a SWOT analysis, proposing alternative courses of action with advantages and disadvantages, recommending the best alternative, and creating a plan of action to achieve the objectives. The plan should outline the steps, timeline, and responsibilities to resolve the problem through the recommended course of action.

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Fred Nazareno Cerezo
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356 views3 pages

Philippine Christian University: Sampaloc 1, Dasmariñas City, Cavite

This case study outline provides guidance for analyzing a company facing a central problem. It involves summarizing the background, identifying the key viewpoint who can resolve the issue, stating the central problem and objectives, conducting a SWOT analysis, proposing alternative courses of action with advantages and disadvantages, recommending the best alternative, and creating a plan of action to achieve the objectives. The plan should outline the steps, timeline, and responsibilities to resolve the problem through the recommended course of action.

Uploaded by

Fred Nazareno Cerezo
Copyright
© © All Rights Reserved
We take content rights seriously. If you suspect this is your content, claim it here.
Available Formats
Download as PDF, TXT or read online on Scribd
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Philippine Christian University

Sampaloc 1, Dasmariñas City, Cavite

​G r a d u a t e School of Business and Management ​

CASE STUDY OUTLINE

Summary of the story. Background of the company, prominent


SUMMARY OF THE CASE person, circumstantial events that may eventually lead to the chosen
problem.

A period in the situations when the viewpoint is alarmed to take


actions.
A point in time of the case when if the viewpoint did not make
the necessary action may result to a disaster for the company.

The month and year when the problem was


observed (if it is given or inscribed in the text material).

The Prevailing PEST CondiJon (if ever there was no menJon


I. TIME CONTEXT
specific Jme of occurrence. )

Examples:
1.It was a period of mergers and acquisiJons (1990s)
2.During the Jme of privaJzaJon & economic LiberalizaJon
(1980s)
3.The golden age of Business Process Outsourcing
(Present Time)
The person with power or authority, or function who can act on the
resolution of the problem that is consistent with the function of the chosen
person. Choose only one person or one position, if the name of the person is
II. ​VIEW POINT not known.

The person or group of individuals who would likely solve the


organizaJon's problem.

The Main problem of the Firm

III. CENTRAL PROBLEM The most significant conflict in the case that the viewpoint needs
to act on which he has the power to resolve.

Examples:
1. There is a need for a strategy in …
2. There is a need for a method in …
3. There is a need for a technique in …
4. There is a need for a partner in …

A Specific result that a person or system aims to achieve within a


Jme frame and with available resources.
In general, objecJves are more specific and easier to measure
than goals.
ObjecJves are basic tools that underlie all planning and strategic
acJviJes. They serve as the basis for creaJng policy and evaluaJng
IV. OBJECTIVES performance .
Some examples of business objecJves include minimizing
expenses, expanding internaJonally, or making a profit.

Goals that the viewpoint hopes to achieve aeer taking the necessary
acJons.

a.Must objecJve: immediate need, a mission, direct translaJon of the


problem into objecJve form
Example:
If the problem is: There is a need for a strategy … so the Must
ObjecJve: To find a strategy …

b.Want objecJve: Long-term vision, hopes that the acJon taken will bring
in the longer existence of the company
Example:
To be a leader in the … To be an authority in …

PreparaJon of SWOT Analysis


a.Strength – internal ahributes, can be uJlized to resolve conflicts
Example:
The company has a set of loyal employees that can …
The company can …
b.Weaknesses – internal conflicts, can cause the problem
Example:
The company cannot operate their … The employees are not …
c.OpportuniJes – external events, factors for the company to aim while
exisJng and for the future
Example:
V. ​ REAS OF CONSIDERATION The demand for … is growing by % every year and the company can … The
A

​for ​is increasing/opening/… they can …


d.Threats – external obstacles, events, policy, environmental factors which
when not saJsfied will result to drasJc failure of the company
Example:
The ​policy is very strict that the operaJon is negaJvely … The
unpredictability of the is causing the market

Strategies that can be adopted by the firm.

AcJons within the power of the viewpoint. If any one of the ACA is
taken, it can be a significant factor in resolving the problem. There must
be at least 3 ACA which are all different from the current program, you
VI. ALTERNATIVE COURSES OF ACTION
may include the “status quo” as the 4th ACA. Indicate advantages and
disadvantages for every ACA.

The adopJon of any of the alternaJve courses of acJon that


would bring about the least negaJve impact to the firm or course of
VII. RECOMMENDATION acJon that would result to a more posiJve outcome.

Choose the best ACA. It could be the ACA with the highest ratio
between advantages over disadvantages, it could be the alternative that gets
the highest ratings or grades. It should explain the fulfillment of the
objective when the needed action is taken.

Schedule of acJviJes or Ganh Chart - Bar chart


which illustrates project schedule from start to finish

Set of activities, steps, or procedures that are programmed and


bounded to a specified amount of time. It could be independent, connected,
included, or dependent from a previous step. An individual or an office
VIII. PLAN OF ACTION
should be indicated as the person or office in charged of the step that has to
be taken. Every step along the plan, the expected outcome should develop
one step closer to the fulfillment of the objective that resolves the
undesirable event. These actions should surmount to the recommended
course of action.

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