A case analysis that summarizes the case has not started yet
The single most common structure in submitted strategy work is a long recap of the case followed by a short recommendation. Graders have the case. What they are assessing is the analysis between it and your decision.
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Problem, analysis, options, decision, implementation
Naming the problem correctly is most of the work, and it is where weak analyses go wrong first. Declining margins is a symptom. The problem underneath might be a positioning failure, a cost structure that no longer fits the segment, or a capability the firm never built. Every subsequent section depends on getting this right.
Frameworks are evidence-gathering tools, not sections. A Porter's five forces that concludes the industry is competitive has produced nothing. One that concludes buyer power is the binding constraint, because of the specific switching costs described in the case, has given you something to act on.
Then options. A recommendation with no alternatives considered reads as a preference. Two or three genuine options, evaluated against stated criteria, is what makes the final choice an argument.
- The real problem named, not the presenting symptom
- Frameworks used to produce findings, not to fill headings
- Alternatives evaluated against explicit criteria
- Implementation and risks attached to the recommendation
What we work on
Your own case and your own rubric
- Problem definition, which is where most analyses go wrong
- Industry and competitive analysis that reaches a conclusion
- Internal analysis: resources, capabilities and what is actually rare
- Generating and evaluating genuine alternatives
- Implementation, sequencing, risks and mitigation
Your analysis, your recommendation
- We do not write your case analyses.
- We do not supply completed cases or model answers.
- We do not invent financial data or case facts.
- We do not complete work you will submit under your own name.
- We teach the structure, review your analysis, and test whether the decision follows.
Published case solutions circulate widely and using one is both detectable and pointless, because the assessed skill is the reasoning rather than the conclusion. Read the full policy.
Frequently Asked Questions
Almost none. Assume the reader knows it. Reference specific facts as evidence where you need them, in the analysis, rather than recounting the situation at the start. Recapping is the commonest way to spend a word count without earning points.
Whichever produces a finding relevant to your problem. Five forces for industry attractiveness, VRIO for whether a resource is a real advantage, value chain for where cost or differentiation sits. Applying four frameworks superficially is worse than applying one properly.
Usually two or three, and they have to be genuine. Two plausible options plus a straw man is transparent and costs you credibility. Evaluate each against criteria you state before you compare them.
No. You are assessed on the quality of the reasoning, not on matching history. A well-argued alternative can score higher than the actual outcome poorly defended. If you do know what happened, avoid writing with hindsight the analysis does not support.
What happens first, who is responsible, what it costs, what has to be true for it to work, and what you would do if the main risk materializes. A recommendation with no implementation reads as an idea rather than a decision.
Send the case and the assignment brief
We will tell you whether the problem is correctly defined and whether your frameworks are producing findings or filling space.
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