Case Solving Steps
One of the top questions I often receive is: Where do we start when we are faced with a case in a case-solving competition or similar environment? In this discussion, I want to address how to navigate the resolution process and what questions we need to answer. Essentially, what are the steps to effective case solving?
The first step involves clearly positioning the problem statement: what are you presenting, and to whom? This requires an initial gut feeling as you read through the case. Consider who your audience is, what the context is, and where you and your team currently stand. You need to be very specific about these details.
Next, ask questions about the business itself: What industry is the company in? How does it generate revenue? List the key issues and propose your solutions. As a team, come together to clarify your positioning statement. Define the business the company is in, outline how it makes money, state the problem, and present your proposed solution.
In future discussions, I will elaborate more on the specifics of different companies or industries. For instance, consider McDonald’s and its position in real estate, or look at Alberta's STARS ambulance service, which is fundamentally in the business of saving lives. It's crucial to drill down into the specifics of the business, understanding how and where they earn their revenue.
As you proceed, start to map out the ecosystem. Who are the stakeholders? What are their concerns? You should also analyse the customers and competitors—who they are and what strategies they employ. On the customer side, identify whether they are consumers or businesses.
Additionally, think about the supply chain and distribution processes. Where are the raw materials sourced from? How are they procured? Consider the manufacturing and assembly processes involved.
Examine the marketing and product journey as well. What is the unique selling proposition? Who are the various target markets? What pricing strategies are in place? Look at the packaging, sales channels, and advertising channels too, ensuring you get into the specifics—not just "social media," but identifying the actual platforms being used.
Lastly, be aware of alternatives and solution-building efforts that will support your proposed solution.
What are the alternatives? What are the decision criteria you will use? Often, we will discuss these topics in a separate video, but it is essential to consider how they align with the company's goals, mission, and vision.
There are questions posed in the case; what are the answers to those questions? They could be direct or indirect. It's important to put together a financial analysis that clearly outlines the underlying assumptions and possible outcomes. Consider the financial implications of the different alternatives—what will each option cost?
Furthermore, once a solution is implemented, what steps will the organisation take next? We will also cover this in a separate video. Be specific about the proposed solution for today and what it will look like in the future.
When discussing implementation, consider the tactics: what actions need to be taken, when they will occur, and who is responsible for each task. It's vital to establish a hierarchy within the organisation, adding people where necessary, and clearly defining individual responsibilities. Break down the timeline into short-term, mid-term, and long-term goals, being as detailed as possible regarding timing.
Consider the key performance indicators (KPIs) and how the tasks you are performing are connected to measuring success. Analyse how these link to the overall success factors and the impact expected in the future.
Conclude your analysis with a discussion of risks and mitigation strategies. Review the risks outlined in your analysis and the mitigation strategies discussed during implementation. This should lead you back to an executive summary or an impact slide that revisits the issues and provides a high-level recommendation. Most importantly, clarify that your solution will lead to a significant impact on the organisation.
Think about how you will transition between speakers during your presentation and whether there are relevant quotes from the case to support your solution. Anticipate questions that the judges may have and prepare backup slides with answers for questions you might not have had time to address fully. This preparation will show that you have thoughtfully considered your presentation and the judges' potential inquiries. By presenting high-level answers initially, you will be better equipped to delve deeper into specific questions during the discussion that follows.
The Tool
Flip Charts
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It is recommended that you make this a shared document with your team members and that each team member uses a different colour to fill it in and to check off the points as they get incorporated into your solution.
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You can also use this document to build flip charts in a competition like JMICC, which allows Flip Charts to be used in longer-resolution competitions.
Many people are credited for developing this flip chart template from the original structure created by Larry Wood and the late Leo Donlevy, including the numerous coaches, case team members, and case course students who have added their suggestions and feedback over the past several years.
CHART ONE
Positioning and Problem Gut Feel
Positioning and Problem Gut Feel: Make sure to add DETAILS!!!
Do this section for each team member
Positioning
What business is our client in?
How do they make money?
Problem
Solution
Positioning and Problem Statement Team Consensus: Details from the Gut Feel (Team Consensus)
Positioning (Audience/Location/Your Role/Date)
What business is our client in?
How do they make money?
Problem Statement
Proposed Solution: What will the company do? (These must be actionable things, not things like what the marketing plan should be.)
CHART TWO
Macro to Micro Analysis
Analysis
Industry Analysis
Company Analysis
Competitor Analysis
Stakeholder Issues to Address
Who are the Customers?
What is the Customer Journey?
Who is the Customer?
Who is the Consumer?
Products/Services
Product/Service Analysis
Product/Service Journey
Marketing/Packaging
Unique Selling Proposition (USP)
Pricing
Packaging
Sales Channels
Target Market(s)
Supply Chain and Distribution
Raw Materials
Procurement
Inventory Management
Manufacturing/Assembly
Warehouse - Shipping/Outbound Logistics
Last Mile Delivery
CHART THREE
Alternatives and Decisions
Alternatives/Decision Tree or Matrix for each Alternative and Decision
Alternative 1
What is it?
Alternative 2
What is it?
Alternative 3
What is it?
Decision Criteria for Alternatives
Other Decisions (add a section for each decision)
Decision Criteria for Other Decisions
CHART FOUR
Questions from the Case
You Asked We Answered
Questions the Case Asked and Your Answers
CHART FIVE
Quantitative Analysis
The Numbers
Financial Analysis with Assumptions
Budget and Costs
Return
CHART SIX
Out-of-the-Box Ideas
Show your Creativity
Out-of-the-Box Ideas
CHART SEVEN
Recommendation and Implementation Details
Implementation (Who/What/When)
Hierarchy changes (who and qualifications)
Short-term - When and who
What to do
Mid-term - When and who
What to do
Long-term - When and who
What to do
How do they know it is working? KPIs/Impacts
CHART EIGHT
Risk and Mitigation Strategy
Risk and Mitigation Strategy
Key Risks with Mitigations
Impact and Likelihood
CHART NINE
Executive Summary
Executive Summary
Issues
Recommendation
Impact
CHART TEN
Transitions and Quotes from the Case
Transitions and Quotes from the Case
Transition and Theme
Quotes from the Case
CHART ELEVEN
Anticipated Judges’ Questions and Answers
Anticipated Judges’ Questions and Answers
Question & Answer
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