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How To Read And Use A Case Study
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Deliverable
A. Read the Haier’s North America Expansion case study
B. Answer the following questions (all):
B. Questions
1. What were the factors behind Haierâs decision to start production in the U.S. in 1999?
2. Do a PESTEL analysis of the external environment for Haier USA.
2. Do a Porterâs Five Forces analysis of the U.S. white goods industry.
3. Do a SWOT analysis for Haier USA.
4. Why did Haier buy GE? What change can GE employees expect from the change in ownership/management? Also, discuss the impact of the differences in national and organizational cultures, and how can Haier, the new owner, overcome them?
5. What are the strategic implications of emerging Chinese multinationals such as Haier?
6. How will Haierâs success in the US market support its operations and investments in its global markets?
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B. General Instructions & Requirements
1. Use UMGCâs Library (mainly) for research in this assignment.
2. Only use scholarly and reliable non-scholarly sources such as Bloomberg, Reuters, Statista, WSJ, FT, Money, Forbes, and Fortune (no answer.com, QuickMBA, eHow, Wikipediaâ¦â¦.).
3. Assignment should be supported by at least four scholarly (peer-reviewed articles to support concepts), and at least six reliable non-scholarly sources (to provide consumer, market, and industry information); in addition to the course readings.
4. Assignment should be written in a paper format; not a question and answer format.
5. Please include the following: A one-page executive summary, a half page Introduction, and a half page Lessons Learned & Conclusion at the end of your paper.
5. All questions are to be attempted. Relate your answers to research and course reading. Do not restate the information from the case study; go beyond the included information; analyze!
6. Paper should be 11 â 12 pages long, with one-inch margins, 12-point font, double-spacing, and should be posted as a Word document. The cover page, reference list, and appendix are not part of the page count. All graphics (if used) should be placed in the appendix.
7. Use APA format for intext citations and the reference list.
8. Case reference
Ezz, M. (2020). Haier’s North American Expansion. Retrieved from www.umgc.edu
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How to Read & Use a Case Study
How to read and use a case study?
Case method calls for discussion of real-life situations that business managers and executives
face. As you read the cases, you put yourself in the shoes of the managers, analyze the
situation, decide what you would do, join Discussions to present and support your conclusions.
How cases can help you learn?
• Sharpen analytical skills
• Produce quantitative and qualitative evidence to support recommendations
• Provide exposure far greater than one would experience in daily routines because the
case studies cut across a range of organizations and situations
• Help build knowledge in various management subjects by dealing selectively, intensively
with problems in each field
• Class discussion of the cases is as important as the content of the cases themselves
because each student brings his/her own insights based on different experiences and
attitudes gained by working different jobs
• Most important benefit: Help managers learn how to determine what the real problem
is and to ask the right questions.
“Ninety percent of the task of a top manager is to ask useful questions. Answers are relatively
easy to find, but asking good questions is the most critical skill.”
The discussion questions suggested for each case are just to help you focus on certain aspects
of the case.
You still must ask yourself: “What really are the problems which this manager has to resolve?”
How to prepare a case?
No single way works for everyone. General guidelines:
• Read the first few paragraphs, then go through the case almost as fast as you can turn
the pages, asking yourself, “what, broadly, is the case about and what types of
information am I being given to analyze?”
• Read the case very carefully, underlining key facts and writing marginal notes as you go.
“What are the basic problems these managers have to resolve?” Put yourself in the
shoes of the manager.
• Note the key problems or issues on a pad of paper. Then go through the case again.
• Sort out the relevant considerations for each problem area.
• Do appropriate qualitative and quantitative analysis.
• Develop a set of recommendations, supported by your analysis of the case data.
What happens in conferences discussion, what is the role of the instructor?
• Purpose of case study discussion is not to develop a consensus or a “group” position; it
is to help everyone refine, adjust, and amplify his/her own thinking.
• Instructor’s job is to facilitate the discussion, to post questions, prod, draw out people’s
reasoning, play devil’s advocate, highlight issues.
• Faculty also present conceptual frameworks, invite students to organize their thoughts
to create new insights
• Others generalize, summarize, tell students about general situations in other
companies.
Question: “Is there a correct answer?”
• The case study method does not provide THE answer.
• Instead, participants will have developed and supported SEVERAL viable “answers.”
“Business is not…an exact science. There is no single, demonstrably right answer to a business
problem. While it is fascinating to learn how things actually turned out, the outcome isn’t the
answer either. It is simply one more answer, which you may feel is better or worse than yours.
What is important is that you know what you would do in that situation and, most importantly,
why, and that your skill at arriving at such conclusions has been enhanced.” (Charles I. Cragg,
Because wisdom can’t be told, Harvard Business School, Case No. 9-451-005)
– How you can get the most out of the process?
• Prepare – the key to being an active participant in the case discussion.
• Participate – discuss the case with classmates.
• Share your related experience – share experiences that would enrich the discussion, tell
about it, share so-called war stories to heighten the relevance of the topic.
• Constantly relate the topic and case to your business.
• Actively apply what you are learning to your own specific management situations,
past and future
• Note what clicks – different people from different backgrounds, experiences, skills, and
styles will take different things out of the discussions.
• Mix it up – use the discussion as an opportunity to get to know people with different
points of view.
• Try to better understand and enhance your own management style.
Extracted from: John S. Hammond, Learning by the case method, Harvard Business School,
Case 9-376-241, April 16, 2002.
