Case Studies

67624 Words Jul 23rd, 2011 271 Pages
Case Studies

C-1

INTRODUCTION Preparing an effective case analysis C-3 CASE 1 CASE 2 CASE 3 CASE 4 CASE 5 CASE 6 CASE 7 ABB in China, 1998 C-16 Ansett Airlines and Air New Zealand: A flight to oblivion? C-31 BP–Mobil and the restructuring of the oil refining industry C-44 Compaq in crisis C-67 Gillette and the men’s wet-shaving market C-76 Incat Tasmania’s race for international success: Blue Riband strategies C-95 Kiwi Travel International Airlines Ltd C-105

CASE 8

Beefing up the beefless Mac: McDonald’s expansion strategies in India: C-120

CASE 9

Nucor Corporation and the US steel industry C-128

CASE 10 Pacific Dunlop: Caught on the half volley C-157 CASE 11 Philip Morris C-173 CASE 12 Pisces Group of Singapore C-188
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The third section is where we describe briefly what you can expect to occur during in-class case discussions. As this description shows, the relationship and interactions between instructors and active learners/students during case discussions are different than they are during lectures. In the final section, we

Introduction Preparing an effective case analysis

present a moderately structured framework that we believe can help you to prepare effective oral and written presentations. Written and oral communication skills also are valued highly in many organisational settings; hence, their development today can serve you well in the future.

Skills gained through use of the case analysis method
The case analysis method is based on a philosophy that combines knowledge acquisition with significant involvement from students as active learners. In the words of Alfred North Whitehead, this philosophy ‘rejects the doctrine that students had first learned passively, and then, having learned should apply knowledge’.3 In contrast to this philosophy, the case analysis method is based on principles that were elaborated upon by John Dewey: Only by wrestling with the conditions of this problem at hand, seeking and finding his own way out, does [the student] think ... If he cannot devise his own solution (not, of course, in isolation, but in

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