Harley

University lecturers often fail to agree on most things in academe (and life in general!). However when studying strategic management, most that I have encountered all agree that the subject can best be understood by using a case study technique. That's exactly what we do on the module at NBS.

In order to prosper with the case study technique you might want to bear in mind the following tried and tested pointers (Adrian may well add to this list at some point):

1. Thoroughly read the case study. This goes without saying. You might also want to add to your knowledge by supplementing the case material with your own literature and internet searches for further information.

2. Before tackling any case questions given to you it is sensible to prepare your own COPRPORATE AND/OR INDUSTRY FACTSHEETS. These sheets should include: a summary of the core business activities; a brief corporate and industry history; key milestones; emerging trends; issues and challenges; key corporate strengths (core competences) and weaknesses; Key Success Factors etc. Remember to narrow the industry down. For example, there is not really an automotive industry, this is too broader term. You could however say there is a car manufacturing industry or a motor breakdown industry as they are much more product/service specific.

3. Think before you draft your answers. Plan out your response first and decide what arguments and strategic management models etc you are going to use.

4. When answering case questions you might find it easier to adopt the mindset of the CEO or a management consultant or even a company doctor.

5. On that last note, you will need to use diagnostic skills to answer questions. That means being critical, for example: What is the company doing well and why? What are its challenges? How can they be countered etc?

6. Use all the models, authors and concepts (MACs) we introduce you to in an applied sense - only select those MACs that you think are necessary for the question you are going to answer. You will NOT ever be asked to describe a MAC so don't do it - just get on and apply them. You might find it easier to view your strategy learning as a toolkit.

You should not just accept the models blindly however; be prepared to tweak or alter them slightly to suit your own purposes. For example, when preparing a strategic group analysis you should label the axes according

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