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ATTACHMENT A:
Guidelines for Writing Case Memos
The page limit for this paper is 6-8 double-spaced pages (not including cover page, exhibits, and bibliography) using Times New Roman 12 point font. Do not add another double space between paragraphs. The cover page near the top should provide DATE/TO/FROM/RE on separate lines appropriately spaced. A few lines below include an Executive Summary (ES), single-spaced of 150 words or less. The ES essentially is a synopsis of the most important elements of your report. Think of it as something to be read by someone that doesn’t have time to (or won’t) read your entire memo. Hence, the ES should definitely include (but not necessarily limited to) your key results, conclusions, recommendations and expectations of results derived from implementation.
Remember, you are writing a report to the company’s management! It’s not supposed to be an academic exercise prepared for a course instructor. In other words, don’t regurgitate case material unless it is in support and relevant for some point that you are trying to make. Don’t recopy a case exhibit verbatim into your report (or presentation). Of course, you can introduce such material if it has been reinterpreted or employed in further analyses or computations.
A suggested general outline for an appropriate case analysis is provided below (your instructor may give you additional instructions). However, remember that these are only guidelines. There is no “one best way” to analyze cases or real world business situations. The case memos should have the following components:
o The introduction section should provide the reader with a clear sense of the purpose and content of the memo (or report). Present a clear and concise statement of the problems that suggest themselves by the case material provided. Describe briefly what the reader is going to find in the memo.
o Based on the analysis, what are major findings of the external environment and internal condition of the firm? What is the firm strategy? Present a concise and relevant analysis of the internal and external environments of the firm, including financial and economic analyses, graphs and spreadsheets of relevant data and trends. It is important that you attempt to identify as explicitly as possible the relevance (or implications) of these current and prospective environmental findings for your subject company. Your position in time (i.e., when you are conducting your analysis) is when the case material ends (this is evident for all cases that you will be assigned). You are encouraged to use the extensive TU Library resources in the conduct of your environmental assessment. Actual events, trends, economic activity, etc. – all relevant matters external to the subject company – that have taken place from the end of the case up to the present time may be taken as “forecasts” that you’ve made as part of your environmental assessment.
o What are the possible options for the firm? Identify clear, concise and appropriate alternatives to resolve the problems (if this is appropriate for the case in question). Once you’ve identified alternative options, you must comparatively evaluate these. You can’t just pick one and say that’s the best.
o What are the recommendations? Include your recommendations to the management. If you haven’t laid the ground work (i.e., rationale) for your recommendations as yet, you should return to your analysis and do so before you state your conclusions and recommendations. Once the recommendations are stated you should consider the feasibility of implementing them. Your implementation plan is the best justification and defense of your recommendations.
o What are the suggestions for implementing the recommendations? Present a clear, concise and appropriate analysis of relevant implementation, evaluation and control issues (the extent to which this step is necessary will vary from one case situation to the next).
o Include an appropriate bibliography and citations of references.
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