One of the critical roles of the facilitator or instructor in

case based learning is to guide learners through a

systematic analytical process of examining and
interrogating the case. Each step in this process should
be designed and implemented to allow participants to
examine the case from different vantage points by
engaging them in different types of learning processes.
By examining various cases in this manner, learners not
only acquire substantive content knowledge, but also
develop a problem solving strategy that is generalizable
to situations, that they confront in real life.
There are occasions, in a case based approach to
learning, in which it is desirable to systematically
introduce participants to a key concept, or
methodology, that they will be expected to employ in a
case examination. The use of a problem solving
methodology is one such instance.
Diagnosis
Background using SWOT Analysis
Just what is the problem in the context of a case? The most useful definition is that a problem is
the difference between a current, or expected future situation, and a desired situation.

SWOT analysis was developed by the middle of the 1960s for large organisations to determine
the strategic fit between an organisation's internal, distinctive capabilities and external
possibilities and to prioritise actions. SWOT stands for Strengths, Weaknesses, Opportunities and
Threats.
1. Strengths
Those potential factors that make a firm more competitive than its direct competitors;

2. Weaknesses
Both potential limitations and defects ingrained in an organisation and/or weak factors relative to
direct competitors;

3. Opportunities
Future factors that allow the organisation to improve its relative competitive position;

4. Threats
Those future factors that reduce the firm's relative competitive position.
Pros:
SWOT analysis makes the solution space explicit; it provides a tool to coordinate direction and
action and external events that are related to internal capabilities.

The analysis can be executed as a quick scan and used as an early warning system.

The model can be used for any complex situation that requires explicit decision making: on an
individual, team, departmental or organisational level.

Cons:
The model is process based. It provides no insight into what each of the SWOT categories should
contain, or which alternative strategies are appropriate. An accurate analysis of the firm's
weaknesses requires self-knowledge and discipline. External opinions may be required to provide
input or to validate findings.

Using SWOT as a strategic planning tool often results in creating excessive lists of factors without
prioritising issues. The assignment of impact and likelihood is a difficult and time-consuming task.

The analysis helps only when the key decision makers agree that activities need to be better
coordinated and an explicit decision making process is required.

The analysis needs to be conducted for each business or product market.


SWOT w.r.t to Dishas case
Strengths
-Fresh Graduate (MBA)
-Confident
-Want to settle down Professionally
-Enthusiastic about the interview

Opportunities
-To get married and start a family
-To reach on time and grab the job offer
-To reach in Spic and span condition
Weakness
-New in Town
-Cant start before 8 AM
-Have only 50 Rs. With her
-No direct bus connection

Threats
-Have to reach before 10 AM
-Have to reach in a spic and span
condition
-losing the Job offer
-Which route to select
-Money might not be sufficient
Listing Problems
The first step involves listing all of the problems, which you
can identify in the case.
The learner should have a clear idea of what is in the case.
The next step involves determining what should be and
expressing the difference between what is and what is desired
in terms of a problem statement.
Example w.r.t to Dishas case
Stays near Kolkata Airport
Has to travel 15 kms. upto dalhousie
She cant start before 8 AM
She is new in Kolkata, and is not aware of the route to be
taken
Have to reach in a spic and span condition



Understanding the Problem Areas
The first step in this process is to organize the specific
problems identified in the raw list into Problem areas. A
problem area is a grouping of related problems
The next task is to link the problem areas together. In linking
problem areas together, the learner must understand at least
three key concepts, that deal with causal relationships:
symptoms and multi-causality.
Symptoms
Not all problems are of equal importance in a case and
some problems actually cause other problems to occur.
A virus can produce a range of problems in the human
body, from headaches to sore throats, and stiffness in
joints. The latter are symptoms of the basic problem of the
virus. They are problems, but symptomatic problems.
One way of testing a symptomatic problem in case analysis
is to see if it disappears if the root problem is solved.
W.R.T Dishas case The root problem is that she has to
clear the job interview within the time and money
constraints. And if she clears it, her root problem is solved.
Multi-causality
A second major concept to use in linking problem
areas, is that of multi-causality. This merely
recognizes that many symptoms are caused by more
than one problem.

High inflow of Short term
capital
Investment of short
term capital in long
term return
Real Estate
Bubble
Financial Crisis
Symptom
Prognosis
Objective Setting

As a marketer or owner/operator of your own
business, the importance of setting business goals
and objectives cannot be understated. Particularly
for owner-operated enterprises, objective setting is
often done on an ad-hoc basis

Like all things in life, there is a first time for
everything. You will find that setting goals for your
business is the best way to measure your success
Heres how it works

Strategic business objectives are the stated
milestones that you want your business or
organization to achieve.

The benefit of developing defined, strategy
objectives is that they provide a benchmark against
which the small business owner (thats you!) can
gauge their progress.



All successful organizations, from
one-person home-based
businesses to Fortune 500
companies, will define their
objectives using these 3 rules.

1. Objectives must be measurable and quantifiable.
I want to increase my sales.
Lets build from here. Successful organizations
select a goal that can be easily measured and
quantified meaning you have to pick a number
and stick to it. This can be as simple as a sales,
revenue or profit number, or it can be expressed as
a %.
By way of example, Pizza hut wants to increase
sales of delivery pizza by 75% as measured by
number of units sold.

2. Objectives must have a timeframe.
You have to set a time horizon for your objectives. If
Pizza hut wants to increase sales vs last year by
75%, thats fine but not so fine if it takes 50 years
to do so. Pick a time frame: a year, a month, a
week, a day. Running with our example,
Pizza hut has decided to increase sales of delivery
pizza (as measured by number of units sold) from
July to September by 75% versus the same period
last year. Whew hang on, theres more.

3. Objectives must be attainable.
This seems intuitive but you would be surprised
how frequently this rule is overlooked. Consider
your knowledge of your industry and your
competitors. Is it realistic to expect your sales to
double versus last year? Perhaps. But set your goals
at a level that be obtained, or perhaps slightly
above.
Our pizzeria owner has considered this and realized
that a 75% growth in sales is probably unlikely. After
reviewing past performance and the actions of
competitors, the owner wisely settles on an
obtainable objective of 10% increase in sales.

Measure what makes sense.
There are almost an infinite number of yardsticks
you can use as a business objective. Many
organizations use multiple measurements. You have
to pick the measures that best fit your business and
your competitive environment.
Market share objective:
Back at Pizza hut, you could ascertain through
research that Toronto consumers spend about 10
million dollars a year on delivery pizza. This is the size
of your market segment, or your competitive
universe. Lets say you sell $500,000 worth of delivery
pizza a year. This means that the market share for
Torontos Pizza hut is 5%.
% growth in units objective:
For Torontos Pizza hut, who recorded 4000 delivery
sales last March and 5000 delivery sales this March,
has enjoyed a 25% growth from the same month
prior annum. (Take the difference between the two
numbers, 1000 units, and divide by the first number,
4000, to get 0.25 or 25%.)
How often you should set objectives for your
business?
Like taxes, goal setting is never a once-and-done
effort. Many organizations set objectives on a yearly
basis, then create a sub-set of shorter term goals,
often on a monthly or quarterly basis, to provide
mid-year insight in their success.
Objectives

Short Term Objectives-Within 12 months
Secure funding for purchase of land, construction of
the factory building, equipment and working capital
Complete commission the manufacturing plant
Register onto the data base of all government and
public sector entities

Medium Term Objectives-between 12 months and
36 months

Pay off the working capital

Long Term Objectives-beyond 36 months

Repay all the loan commitments

Symptoms indicating the need for organizational
restructuring
New skills and capabilities are needed to meet
current or expected operational requirements.
Accountability for results are not clearly
communicated and measurable resulting in subjective and
biased performance appraisals.
Parts of the organization are significantly over or under
staffed.
Organizational communications are inconsistent,
fragmented, inefficient.
Contd.
Technology and/or innovation are creating
changes in workflow and production processes.
Significant staffing increases or decreases are
contemplated.
Personnel retention and turnover is a significant
problem.
Workforce productivity is stagnant or deteriorating.
Morale is deteriorating
Project Network Diagrams
Project network diagrams are the preferred
technique for showing activity sequencing
A project network diagram is a schematic display of
the logical relationships among, or sequencing of,
project activities
Implementation
Network Oriented Methods
Critical Path Method (CPM)
Deterministic task times
Activity-on-node network construction
Project Eval. & Review Technique (PERT)
Multiple task time estimates
Activity-on-arrow network construction
A
1 2 3
A B
Activity-on-the-Arc (AoA)
1. Before any activity may begin, all activities preceding it
must be completed.
2. Arrows imply logical precedence only. Neither the length
nor its compass direction have any difference.
3. Event numbers must not be duplicated in a network.
4. Any two events may be directly connected by no more
than one activity.
5. Networks may have only one initial event (with no
predecessor) and only one terminal event (with no
successor).
6. The introduction of dummy activities is often necessary to
model all precedence relations.
Activity-on-the-Node (AoN)
1. Draw a node for each network activity.
2. Draw an arc for each immediate precedence
relation between two activities.
3. Possibly add a dummy start and dummy end
node to force that the network begins with a
single start activity and finishes with a single
end activity.
Generalized Precedence Relations
Time-lag of precedence relations: zero or
nonzero.
Type of precedence relation: finish-start,
finish-finish, start-start and start-finish.
Time-lag requirement of a precedence
relation: minimal or maximal.
CPM or "Critical Path Method"
Tool to analyze project and determine duration,
based on identification of "critical path" through
an activity network.
Knowledge of the critical path can permit
management of the project to change duration.
A single estimate for activity time was used that
did not allow for variation in activity times
Activity times are assumed to be known or
predictable ("deterministic")
Activities are represented as nodes or circles
The activity name
The normal duration time
The early start time (ES)
The early finish time (EF)
The late start time (LS)
The late finish time (LF)
The slack
P2
(5)
P3
(5)
S2
(6)
P4
(2)
S1
(5)
S3
(1)
D6
(1)
D4
(4)
D1
(3)
D5
(4)
D7
(4)
P1
(4)
D2
(1)
D3
(2)
I1
(3)
I2
(5)
I3
(5)
V1
(10)
V2
(2)
START
STOP
0 4
0 4
4 9
8 13
4 9
4 9
9 11
15 17
11 12
17 18
9 15
9 15
9 14
13 18
15 16
18 19
15 19
15 19
23 26
23 26
19 23
19 23
12 16
22 26
14 16
24 26
23 33
24 34
14 15
25 26
23 28
0 4
29 34
29 34
26 29
26 29
34 36
34 36
Activity
Forward Backward
Total
Slack
ES EF LF LS
P1 0 4 4 0 0
P2 4 9 13 8 4
P3 4 9 9 4 0
P4 9 11 17 15 6
S1 9 14 18 13 4
S2 9 15 15 9 0
S3 11 12 18 17 6
D1 23 26 26 23 0
D2 14 15 26 25 11
D3 14 16 26 24 10
D4 12 16 26 24 10
D5 15 19 19 15 0
D6 15 16 19 18 3
D7 19 23 23 19 0
I1 26 29 29 26 0
I2 23 28 29 24 1
I3 29 34 34 29 0
V1 23 33 34 24 1
V2 34 36 36 34 0
P2
(5)
P3
(5)
S2
(6)
P4
(2)
S1
(5)
S3
(1)
D6
(1)
D4
(4)
D1
(3)
D5
(4)
D7
(4)
P1
(4)
D2
(1)
D3
(2)
I1
(3)
I2
(5)
I3
(5)
V1
(10)
V2
(2)
START
STOP
0 4
0 4
4 9
8 13
4 9
4 9
9 11
15 17
11 12
17 18
9 15
9 15
9 14
13 18
15 16
18 19
15 19
15 19
23 26
23 26
19 23
19 23
12 16
22 26
14 16
24 26
23 33
24 34
14 15
25 26
23 28
0 4
29 34
29 34
26 29
26 29
34 36
34 36
PERT or "Project Evaluation and
Review Technique"
Another derivative of the GANTT chart
Multiple time estimates were used for each
activity that allowed for variation in activity
times
Activity times are assumed to be random, with
assumed probability distribution
("probabilistic")
Activities are represented by arrowed lines
between the nodes or circles


Probabilistic Time Estimates
Task times assumed uncertain, thus variable
Variability is based on the Beta distribution
Mean (expected time):
Variance:
Where:
a=optimistic time estimate
m=most likely time estimate
b=pessimistic time estimate
t
a m b
=
+ + 4
6 2
2
6
|
.
|

\
|

=
a b
o

Shape Of The Beta Distribution
m = t
b a
P

(
t
i
m
e
)

b a
P

(
t
i
m
e
)

t m b
m t a
P

(
t
i
m
e
)


Probabilistic Network Analysis
Determine probability that a path is
completed within specified time


where
= t
p
= expected path duration
o = standard deviation of path duration
x = proposed specified project duration
z = number of standard deviations x is from mean
z
x
=

o

Normal Distribution Of Project Duration
= t
p
Time x
Zo
Probability

Project Crashing
Crashing is reducing project time by
expending additional resources
Crash time is an amount of time an activity is
reduced
Crash cost is the cost of reducing the activity
time
Goal is to reduce project duration at minimum
cost

Normal And Crash Relationships
12 4 2 6 8 10 14 0
1,000
3,000
4,000
5,000
7,000
2,000
6,000
$
Weeks
Crashed activity
Normal activity
Crash cost
Normal cost
Crash time Normal time
Slope = crash cost per week

Time-Cost Relationship
Crashing costs increase as project duration
decreases
Indirect costs increase as project duration
increases
Reduce project length as long as crashing
costs are less than indirect costs
Crash only activities on the critical path

Time-Cost Tradeoff
C
o
s
t

(
$
)

Project Duration
Crashing
Total cost
Indirect cost
Direct cost
Time
Minimum cost = optimal project time
CPM/PERT
Over time, CPM and PERT merged into one
technique referred to as "CPM/PERT
Visually easier to see precedence relationships
Ideal for large projects with many activities
They consist of a network of branches and
nodes
Organization Development
Organisational re-engineering.
Organization restructuring strategies help you
get the most from people when your business
significantly changes by developing a plan for
corporate restructuring, layoffs and mergers.
For organizations to develop, they often must
undergo significant changes in their overall
strategies, practices and operational tactics.

Contd..
It often means making critical decisions about
how to deploy or redeploy talent.
Organizations need insight into where to best
utilize talent and find the best fit between
existing employees and the jobs that await
them.

Management Control System
In addition to managing talent, organisations
need to be able to handle conflict.
Organization restructuring brings about change
that brings about stress and conflict.
Its important for managers to be able to
effectively lead their team through challenging
and turbulent times.
Being able to predict how each employee will
respond to stress and conflict is the key to
managing change smoothly.
If you arent sure about what organisational
restructuring management and analysis can do
for our company, consider the following
questions:
Would you like to create a benchmark for measuring
progress in organizational development activities?
Do your managers and employees have a misaligned
interpretation of the vision, mission and values that
are important to the success of your organization?
Do you have a system to measure/quantify
management effectiveness?

Contd.
Are your internal management practices in
alignment with achievement of organizational
goals or is there a negative correlation?
Do the skills of your supervisors contribute to
a negative impact on performance for
yourcompany?
Does your organization continually settle for
low productivity from some managers that
creates a negative profit impact?

contd
If you've answered yes to any of these questions,
organizational restructuring solutions can help.
With an overview of your managers strengths and
areas for improvement, you can plan organizational
goals with clarity and certainty.
You can then take it a step further by verifying
managers alignment with the organizations vision,
mission, purpose, and strategic goals.
Measuring organization alignment is one of the most
powerful mechanisms for improving productivity,
communication and efficiency across your entire
business.
Organization Restructuring
Organization restructuring can help you gain
insight about job fit and how best to align
talent with business needs to deliver the
highest level of performance.
Knowing the goals and objectives of each
individual in your organization can be difficult.
Solutions can provide you with the means
to easily align the goals of your employees to
the overall mission of your company.

Strategy Formulation
Strategy Formulation:
Strategy formulation refers to the process of choosing the most appropriate
course of action for the realization of organizational goals and objectives
and thereby achieving the organizational vision
Process of strategy formulation basically involves six main steps:
Setting Organizations objectives
Evaluating the Organizational Environment
Setting Quantitative Targets
Aiming in context with the divisional plans
Performance Analysis
Choice of Strategy
Strategic planning is essential for firms operating in a complex, turbulent
environment
Long-range planning is necessary to drive managerial decision making when
the speed of change exceeds the firm's ability to respond
An optimum match between available resources and relevant , known
market opportunities and threats is needed which can be achieved with the
help of Product Market Matrix, a concept propagated by Prof. Igor Ansoff
Product Market Mix:
Market Penetration:
When marketers try to sell the existing product to the existing
customers, they engage in penetration strategy
It can be achieved in multiple ways. For example, by changing pricing,
by adding minor features (new and improved!), changing the
packaging (shampoo sachets), or highlighting alternative uses
In this commercial, we get to how Cadbury India is pushing for
chocolates to be used as small gifts instead of more traditional
sweets used during Diwali festival.

http://www.youtube.com/watch?feature=player_embedded&v=LLh7MO8M4GA

Product Development:
McDonald's introduced salads in their outlets in order to retain its
existing customers, many of whom were becoming more health
conscious.
Salads are exactly opposite of what McDonald's is known for!
However, regulatory pressures, changing consumer behaviour, and
negative media coverage forced them to introduce more healthy
choices on the menu

http://www.youtube.com/watch?feature=player_embedded&v=d7Uhce2m21E
Market Development:
Introducing an existing product in different markets is perhaps one of
the most used strategies to extract full benefit of a successful
product. A very common example is entering different geographical
areas nationally and internationally
We think that Apple's introduction of iPod Touch falls into the same
category. iPod Touch was a replica of iPhone except that it couldn't
make calls. It just opened up a tremendous market for Apple. In the
following ad you will see that it could have been an iPhone ad as well

http://www.youtube.com/watch?feature=player_embedded&v=-QQmU7amhlo

Diversification:
When marketers introduce a totally new product to a completely new
market, they engage in diversification.
We think that iPod was perhaps one of the most successful diversification
ever.
With its launch Apple targeted a very large customer group, very different
from its traditional smaller cult-like following.
Apple also entered into the music business that was completely new for the
company.
Steve Jobs and his team put a tremendous effort in creating contracts with
music labels and artists.
Just to give you an idea, the Beatles came to iTunes only in November 2010!

http://www.youtube.com/watch?feature=player_embedded&v=7ZzmZiYB948

http://www.youtube.com/watch?feature=player_embedded&v=xXELvRMaIwg

Pros/ Benefits:
The matrix provides an explicit framework to deal with changing
industries where an 'ad hoc' management style no longer
suffices and coordination is required
It provides an excellent platform for communicating a growth
strategy to stakeholders
Ansoff emphasised that customers often have a range of
unrelated needs that must be taken into account by a strategy
The matrix stressed that as competition changes over time, so
must strategy. Ansoff measured progress by the rate of turnover
Cons/ Disadvantages:
The matrix can be used to guide business unit
strategies. The model does not help plan for the
implementation phase of a chosen strategy. For a
conglomerate, other tools such as the BCG portfolio
matrix are required to allocate and optimise resources
across business units
The matrix stressed that a firm's product and market
portfolio must be coordinated, but provided no insight
on trimming products and markets
Initially, Ansoff's matrix did not include vertical
integration as a diversification strategy. Vertical
integration focused on 'value added' - the difference
between a firm's total sales and its purchases to
produce its products - as a metric to measure progress,
rather than simply on turnover.
E.g. for BCG Matrix- A view of Nestles Products:
E.g. for BCG Matrix- A view of Coca-Cola Products:
E.g. for BCG Matrix- A view of Coca-Cola Products: