Jill’s Table: Digitizing A Retail Legacy, Case Analysis Report and Powerpoint presentation help
Jill’s Table: Digitizing A Retail Legacy, Case Analysis Report and Powerpoint presentation help
Please read the article that provided on PDF file than make
1- Case Analysis Report
2- Powerpoint presentation .
As following
Case Analysis Structure
Basic Structure (5%)
- A cover page with your name, the case name, the date, the course name and number
- A 5-page (single spaced) maximum analysis that discusses the key strategic issue, alternatives, recommendation, and implementation/action plan
- Page numbers
- Appendix (additional to the 5-page limit): appropriate chars/graphs (always refer to the charts in your ; bibliography
- Grammar
Case Breakdown
Problem Identification – (20%)
- Key Strategic Issue/Problem Identification Section (1/2 to ¾ page)
- A brief background of key relevant information/facts pertinent to the case (usually no more than 3-4 sentences). The goal here is not to provide a summary of the case but to identify the key information/facts presented in the case.
- 1-2 sentences succinctly describing the one primary key issue/problem facing the organization. The statement should be direct and actionable (i.e., the problem must be stated in some way that the organization can take action to solve the problem). It should also be strategically focused, not tactically or operationally focused. One way to determine whether an issue is strategic is to ask yourself “what happens to the organization within the next 3-5 years if the issue is not addressed?” If your answer is “not much” then it is probably not a strategic issue.
- 3-5 sentences describing the best case, likely case, and worse case scenarios if the strategic issue/problem is not addressed (i.e., no action is taken). 1-2 sentences for each scenario.
- An Alternatives section (25%)
- Provide an alternatives section to address the key issues (typically 1-1.5 pages). Alternatives must be strategic, and they must be mutually exclusive. For example, two alternatives for an issue could be to a) buy the competitor, or b) not to buy the competitor – obviously the organization cannot do both. You will usually develop at least 2 alternatives in an analysis. Rarely, if ever, is “do nothing” or “continue to do what they are doing” a strategic alternative for a case.
- For each alternative briefly detail the alternative (1-3 sentences) and then:
- Discuss 2-3 strategic advantages of the alternative (1 to 2 sentences for each advantage)
- Discuss 2-3 strategic disadvantages of the alternative (1 to 2 sentences for each disadvantage)
- A Recommendation section (20%)
- A Recommendation section where you select 1 (and only 1) alternative from the list above as the recommendation (typically ¼ to ¾ page) – this answers the question of “what should the organization do?”
- Describe 1-3 key decision criteria and/or assumptions, with rationale, that will serve as the basis of the decision (2-3 sentences)
- State the recommended course of action (from your list of alternatives) and possibly provide a little more elaboration of the recommendation beyond its description in the alternative section (1-3 sentences)
- Describe why the recommended course of action is the best alternative and the weaknesses of the other alternatives that prevent them from being selected as the recommendation (2-4 sentences)
- Describe the goals and objectives of the recommendation (2-5 sentences). This must include 1) a stated time frame for achieving 2) appropriate specific goals (profit, market share etc) 3) expected costs and benefits
- Implementation/Action Plan (20%)
- A section discussing the Implementation/Action plan (typically 1.5-2 pages) – this answers the question of “how should the organization go about achieving the recommendation”. This is in many respects the most important part of the entire case analysis. This section describes how the organization should go about making the recommendation happen. This section needs to be described in as much detail as possible given the constraints in the case. When you are missing specific data, fill in using sound business judgement. Items to include (this is not necessarily a complete list):
- Description of specific activities that need to be undertaken
- Assignation of responsibilities
- Costs of each activity
- Time frames for each activity
- Measures of success/failure for each activity
- Possible coordination issues
- Possible obstacles/impediments that need to be considered/dealt with to successfully implement the recommendation
- A section discussing the Implementation/Action plan (typically 1.5-2 pages) – this answers the question of “how should the organization go about achieving the recommendation”. This is in many respects the most important part of the entire case analysis. This section describes how the organization should go about making the recommendation happen. This section needs to be described in as much detail as possible given the constraints in the case. When you are missing specific data, fill in using sound business judgement. Items to include (this is not necessarily a complete list):
In addition, answer these following questions about each case based on your understanding about the case (Note, your analysis may already have answered some of these questions): (10%)
What core assets have led to the success of Jill’s Table?
How can the retailer’s core assets be translated to an eCommerce strategy?
What resources are needed to make a sustainable transition to eCommerce?
Should Jill’s Table proceed with an eCommerce strategy? Why or Why not?
Some additional thoughts and comments –
1)Harvard cases must be limited to the time period in which the case occurs. Many people want to employ solutions that might be appropriate today for a case that takes place in the early 1990’s. For example, suggesting that the company establish CRM technology and utilize big data for solutions is impractical for a case that occurred in the 1990’s. In general, the cases contain all the information needed to conduct a case analysis- you should not step beyond the scope of the case in writing your analysis.
2)You cannot read a case once and try to offer a solution.Nor are the solutions “hidden” in the case. You will have to do considerable research
3)Some cases contain an abundance of information, while others contain a dearth of information- just like real world decision situations. One of the primary goals of case analyses is to force you to make sound decisions with the information at hand. You will be graded based on the soundness of your logic and business thinking. You will not be graded on whether you the “right answer” since cases rarely have “one right answer”
4)It is expected that you will “fill in” details (i.e., make reasonable assumptions) in a case analysis as long as you are exhibiting sound business thinking. It is not acceptable to simply create details that have no basis in reality or that do not exhibit sound business judgment.
5)Be as specific as possible, especially with in the recommendation, implementation/action plan sections.
6)Another primary goal of writing case analysis is to communicate effectively and efficiently. Most senior managers do not have the time to read a poorly stated/an or poorly thought-out analysis. A 5-page analysis requires that you write succinctly and clearly. Every word counts.
Powerpoint presentation : max 14 page .
