Stages of Analysis

1. Stages of Analysis How concepts, facts and analysis lead to conclusions and recommendations A. de Koning/E. Desmarais

2. Conceptual Frameworks Specific Questions Overview of the Stages of Analysis Relevant Facts Summary of Facts Case Analysis Conclusions Recommendations for Action

3. Conceptual Framework • Conceptual frameworks explain cause – effect relationships. • Categories & concepts point to types of evidence (facts) needed for cause – effect analysis. • Conceptual frameworks raise specific questions that direct attention to the relevant facts.

4. Specific Questions • Specific questions, based on the conceptual frameworks, focus the research and analysis. • Example: The five forces model explains when and how we can expect industries to be ‘attractive’ (profitable). • Related specific questions ask “Do suppliers have high bargaining power?”, which leads to the questions “What types of suppliers does this industry have? Do any of them have bargaining power? • Specific questions direct attention to the relevant facts.

5. Relevant Facts • Relevant facts can be quantitative or qualitative. • Quantitative facts can be financial, descriptive statistics, or other kinds of statistics. • Qualitative facts can be descriptions, anecdotes or examples, personal opinions and observations (perhaps quoted in the case). • The key is to identify all the relevant facts related to a specific question, and to set aside the irrelevant facts.

6. Summary of Facts • You need to organize relevant facts as a preparation for analysis and to communicate to others. • Examples of fact summaries include tables, figures, graphs, ratio & trend analysis, or organized paragraphs. • Group like facts together in logical ways. • The summary organization may be inspired by the categories in the conceptual framework, but the titles and labels should be more specific.

7. Case Analysis • Case analysis interprets what the facts mean by applying the conceptual framework. • Answers the questions: What is happening? Why? • Explains the cause(s) and effect(s) of the case situation • The analysis ends with a conclusion.

8. Conclusions • Conclusions should identify the root cause(s) of the problem(s). • Conclusions prioritize (e.g. strategic over operational ) the needs and issues that you must address as part of your analysis. • The conclusion includes a judgment – does the analysis identify opportunities or threats? Strengths or weaknesses? • Be very specific when phrasing your conclusion. • The focus of the conclusion should link back to the original conceptual framework(s) and specific questions.

9. Conclusions • The initial conclusions may not identify the root causes of problems. You need to continue the analysis until you are satisfied you know the root cause for the situation(s). Repeat the analysis process to identify the underlying or deeper causes for the situation. • Re-starting the process may require a new conceptual framework • Example: Applying vision and mission concepts to the Robin Hood case may result in the conclusion there is no vision and the mission has legal and ethical issues, but what is the root cause? Analysis of Merry Men Inc.’s management is required.

10. Recommendations for Action • The recommendations address the situation and solves the problem. • Recommendations should be specific and feasible. • Recommendations identify the policies and procedures (what to do) the company should adopt, and the actions the company needs to take (how to implement the policy changes).