Stages of Analysis
How concepts, facts and analysis leadto conclusions and recommendations
A. de Koning/E. Desmarais
Overview ofthe Stages ofAnalysis
Conceptual Frameworks
Specific Questions
Relevant Facts
Summary of Facts
Case Analysis
Conclusions
Recommendations for Action
Conceptual Framework
•Conceptual frameworks explain cause– effect relationships.
•Categories & concepts point to typesof evidence (facts) needed for cause –effect analysis.
•Conceptual frameworks raise specificquestions that direct attention to therelevant facts.
Specific Questions
•Specific questions, based on theconceptual frameworks, focus theresearch and analysis.
•Example: The five forces model explainswhen and how we can expect industriesto be ‘attractive’ (profitable).
–Related specific questions ask “Do suppliershave high bargaining power?”, which leads tothe questions “What types of suppliers doesthis industry have? Do any of them havebargaining power?
•Specific questions direct attention to therelevant facts.
Relevant Facts
•Relevant facts can be quantitative orqualitative.
•Quantitative facts can be financial,descriptive statistics, or other kinds ofstatistics.
•Qualitative facts can be descriptions,anecdotes or examples, personal opinionsand observations (perhaps quoted in thecase).
•The key is to identify all the relevant factsrelated to a specific question, and to setaside the irrelevant facts.
Summary of Facts
•You need to organize relevant facts as apreparation for analysis and tocommunicate to others.
•Examples of fact summaries includetables, figures, graphs, ratio & trendanalysis, or organized paragraphs.
•Group like facts together in logical ways.
•The summary organization may beinspired by the categories in theconceptual framework, but the titles andlabels should be more specific.
Case Analysis
•Case analysis interprets what the factsmean by applying the conceptualframework.
–Answers the questions: What ishappening? Why?
•Explains the cause(s) and effect(s) ofthe case situation
•The analysis ends with a conclusion.
Conclusions
•Conclusions should identify the root cause(s)of the problem(s).
•Conclusions prioritize (e.g. strategic overoperational ) the needs and issues that youmust address as part of your analysis.
•The conclusion includes a judgment – doesthe analysis identify opportunities orthreats? Strengths or weaknesses?
•Be very specific when phrasing yourconclusion.
•The focus of the conclusion should link backto the original conceptual framework(s) andspecific questions.
Conclusions
•The initial conclusions may not identify theroot causes of problems. You need tocontinue the analysis until you are satisfiedyou know the root cause for the situation(s).Repeat the analysis process to identify theunderlying or deeper causes for the situation.
–Re-starting the process may require a newconceptual framework
•Example: Applying vision and missionconcepts to the Robin Hood case may resultin the conclusion there is no vision and themission has legal and ethical issues, but whatis the root cause? Analysis of Merry MenInc.’s management is required.
Recommendations forAction
•The recommendations address thesituation and solves the problem.
•Recommendations should be specificand feasible.
–Recommendations identify the policiesand procedures (what to do) the companyshould adopt, and the actions thecompany needs to take (how toimplement the policy changes).