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WINTER TERM 2025 • MARKETING PLANNING • FSH MKT 4000 • 25 CLASS SECTION

Alison M. Wolfe MBA, MS, PhD, Associate Professor

«YOUR ANALYSIS AND ALTERNATIVES«

You now have the problem defined and the relevant facts of the case sorted out. Most cases fall into two general
categories:
i.) those cases that present business situation where action has already been taken and an analysis is required, and
ii.) those cases that describe a situation and require an analysis and development of a next step to reach a goal.
In either circumstance, developing alternatives will be necessary. Often there will be several alternative courses of
action – your ideas on what should be done, or your ideas on what should have been done.

Develop a list of these alternatives and examine whether they fit all the conditions of the case. (e.g., create” Pros
and Cons” for each alternative with applicable quantitative and qualitative information on each alternative.
Perhaps making a table or matrix will help.) For example, some alternatives may be inconsistent with the long-term goals
of the organization. Others may clash with the short-term limitations, competitive restraints, or legal implications.
Establish evaluation criteria, apply it to each of your alternatives, and identify the restrictions on your freedom to
arrive at certain types of solutions.

«LIMITATIONS«
Address the weaknesses in research methodology that might affect confidence in research conclusions.

«YOUR DECISION AND JUSTIFICATION«

From your list of alternatives, select the one that, in your judgment, provides the best solution within the bounds of
the problem. Whichever alternative you select, you must be able to demonstrate, with supporting evidence from the
case, that this is the best alternative. Note that there may not be just one “best” alternative, but there may be an
almost infinite range of wrong answers. An answer is wrong when it is based on faulty logic, facts not presented in
the case, jumping to conclusions, failure to consider all available data, and coinciding with the evaluation criteria
you establish. Your process of reaching decisions will demonstrate your analytical ability.

«IMPLEMENTATION«

Your decision is not complete unless you have a plan to make it work. As you devise your implementation plan, many
aspects of the case that you did not fully recognize may become apparent. Things to keep in mind: What personnel will
be necessary to carry out the plan? What new marketing strategies need to be implemented? Can you afford them? Is
your plan legal? Is there a potential competitive reaction that will require handling? Are other groups in your
organization (manufacturing, finance) on board with the plan? What will happen to the individuals or organizations in
your “old way” of doing business once you implement the new plan? Because of the lack of complete information in most
cases, precise answers will not be possible. However, it is important to recognize what impact your plan will have on the
entire organization (a major oversight in many business situations). Most importantly, devising even a limited
implementation plan will assist in clearly demonstrating the logic of your decision.

«APPENDIX«

Research Materials
Typed questions and answers after the case and your responses
PowerPoint® Presentation (hard copy)
Keep your appendix organized and labeled.

«WORKS CITED«
APA format

AMW v WINTER TERM II 2025
v Page 68 of 92 v 01.07.2025