SUMMARY OF THE CASE

• Summary of the story. Background of the company, prominent person, circumstantial events that may eventually lead to the chosen problem.

I. TIME CONTEXT

• 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 Condition (if ever there was no mention specific time of occurrence.)

Examples:

1.It was a period of mergers and acquisitions (1990s)

2.During the time of privatization & economic Liberalization (1980s)

3.The golden age of Business Process Outsourcing (Present Time)

II.   VIEW POINT

• 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 not known.
• The person or group of individuals who would likely solve the organization’s problem.

III. CENTRAL PROBLEM

• The Main problem of the Firm
• 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 …

IV. OBJECTIVES

• A Specific result that a person or system aims to achieve within a time frame and with available resources.
• In general, objectives are more specific and easier to measure than goals.
• Objectives are basic tools that underlie all planning and strategic activities. They serve as the basis for creating policy and evaluating performance.
• Some examples of business objectives include minimizing expenses, expanding internationally, or making a profit.
• Goals that the viewpoint hopes to achieve after taking the necessary actions.

a. Must objective: immediate need, a mission, direct translation of the problem into objective form

Example:

If the problem is: There is a need for a strategy … so the Must Objective: To find a strategy …

b. Want objective: Long-term vision, hopes that the action taken will bring in the longer existence of the company

Example:

To be a leader in the … To be an authority in …

V.   AREAS OF CONSIDERATION

Preparation of SWOT Analysis

a. Strength – internal attributes, can be utilized 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. Opportunities – external events, factors for the company to aim while existing and for the future

Example:

The demand for … is growing by % every year and the company can … The       for       is increasing/opening/… they can …

d. Threats – external obstacles, events, policy, environmental factors which when not satisfied will result to drastic failure of the company

Example:

The   policy is very strict that the operation is negatively … The unpredictability of the is causing the market

VI. ALTERNATIVE COURSES OF ACTION

• Strategies that can be adopted by the firm.
• Actions 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 may include the “status quo” as the 4th ACA. Indicate advantages and disadvantages for every ACA.

VII. RECOMMENDATION

• The adoption of any of the alternative courses of action that would bring about the least negative impact to the firm or course of action that would result to a more positive outcome.
• Choose thebest ACA. It could be the ACAwith 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.

VIII. PLAN OF ACTION

• Schedule of activities or Gantt 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 should be indicated as the person or office in charge 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.