Define the Problem $/$Opportunity$-$

$4.$ Problem Analysis.$-$ Corresponding to Step $3($Define Problem$/$Opportunity$).-$ This part should

include only elements from the Article of the case. Two tools required consist of a SWOT Analysis and

a Fish Bone Analysis or Ishikawa diagrams for this section.

In analyzing the case data, you are trying to answer the following:

I. Why or how did these issues arise? You are trying to determine cause and effect for the problems

identified. You cannot solve a problem that you cannot determine the cause of$!$ It may be helpful to think

of the organization in question as consisting of the following components:

i$.$ resources, such as materials, equipment, or supplies, and

ii$.$ people who transform these resources using

iii. processes, which creates something of greater value

II$.$ Now, where are the problems being caused within this framework, and why?

Who is affected most by this issues? You are trying to identify who are the relevant

stakeholders to the situation, and who will be affected by the decisions to be made.

What are the constraints and opportunities implicit to this situation? It is very rare that

resources are not a constraint, and allocations must be made on the assumption that not enough

will be available to please everyone.

What do the numbers tell you? You need to take a look at the numbers given in the case study

and make a judgement as to their relevance to the problem identified. Not all numbers will be

immediately useful or relevant, but you need to be careful not to overlook anything. When

deciding to analyze numbers, keep in mind why you are doing it$,$ and what you intend to do with

the result. Use common sense and comparisons to industry standards when making judgements as

to the meaning of your answers to avoid jumping to conclusions.

$5.$ Brainstorm Solutions$-$ Corresponding to Step $2$

Basically, the alternatives represent a brainstorming exercise of possibilities to address the salient

problem$($s$).$ Several options should be presented. The best alternatives will be further elaborated, carried

on to the next section of the report

Based on step $3,$ suggest how the company should proceed to:

$-$ Remove the threat or minimize its impact, or$/$and:

$-$ Counteract the effects of the corresponding environmental forces, or$/$and:

$-$ Solve its internal problems, or$/$and:

$-$ Make the best out of the opportunity presented

Alternative $1$ Alternative $2$ Alternative $3$ Alternative $4$

Pros: Pros: Pros: Pros:

Cons: Cons: Cons: Cons:

Viable and relevant alternatives should be considered. Do not make the mistake of considering highly improbable

or worthless alternatives. They are the evaluated in terms of:

$$ possible consequences $($positive$,$ negative and mixed$)$

$$ the realities of the situation or context described in the case

$$ stated criteria

Things to remember at this stage are:

a$.$ Be realistic! While you might be able to find a dozen alternatives, keep in mind that they should

be realistic and fit within the constraints of the situation.

b$.$ The alternatives should be mutually exclusive, that is$,$ they cannot happen at the same time.

c$.$ Not making a decision pending further investigation is not an acceptable decision for any case

study that you will analyze. A manager can always delay making a decision to gather more

information, which is not managing at all! The whole point to this exercise is to learn how to

make good decisions, and having imperfect information is normal for most business decisions,

not the exception.

d$.$ Doing nothing as in not changing your strategy can be a viable alternative; provided it is being

recommended for the correct reasons.

$6.$ Recommended Course of Action$-$ Corresponding to the Brainstorming and previous sections you

should now be in a position to recommend a course of action. What is the best combination of

alternatives $($from the ones provided in step $5)$ given the available information and resources? Propose

specific, concrete and complete recommendations. They may be an addition to or a substitute for the

firm's current strategy and$/$or mode of organization. Be sure that you offer analysis and evidence to back

up your conclusions.

Provide an Implementation Plan that could be followed if your recommended course of action would be

followed. Prepare immediate $(3$ months to $6$ months$),$ short $(7$ months to $1$ year$)$ and long$-$term $(1$

year to $3$ years$)$ actions that need to be developed to implement solutions to existing

problems$/$opportunities$.$ Remember to indicate who or which department will do what and when.

Develop the most effective, efficient, and feasible combination of alternatives to solve the problems

within boundaries of the firm's objectives. Do NOT recommend doing nothing, hiring a consultant, or

setting up a team or task force to study the situation. You are the consultants or the Senior Executive.

$7.$ Conclusion$-$

Explain and elaborate how your recommendation, action and implementation plan has addressed theDefine the Problem $/$Opportunity$-$

$4.$ Problem Analysis.$-$ Correspo