Develop alternative courses of action that address the core problem.

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Learning Goal: I’m working on a market research writing question and need a sample draft to help me learn.Case Study AnalysisCases generally put you in the position of decision maker for an organization and ask to recommend a course of action to address the core problem presented. The following steps should help you analyze a case and develop a recommended course of action to address the problem.Identify the key facts.Cases generally include quite a bit of information. Not all information is equally important, however. You must decide which facts are most important and which facts are less important or even extraneous.
It is important to differentiate between the facts of the case and the opinions of the actors.
In some cases, key information might be missing from the case. In your analysis, you might therefore note how attaining this missing information would lead to better recommendations.
Identify the core problem or problems facing the decision makers.It is not possible to develop a strong solution if you have not identified the core problem. Therefore, it is important to distinguish between the core problem and the symptoms of that problem.
Cases rarely state the core problem explicitly. Cases present the symptoms of the problem, i.e., the different ways the problem manifests itself in the organization.
It is helpful to use the “5 Whys Approach” to identify the core problem. Identify what you believe to be the problem. Ask yourself why this problem happened. You have now identified a problem closer to the core. Again, ask yourself why this deeper problem happened. Continue asking “why” until you have reached the core problem in the case.
If you identify more than one core problem, prioritize them.
Develop alternative courses of action that address the core problem.Identify the possible courses of action that the decision maker can take to address the core problem.
Do not present a list of tactics as your alternatives. Develop distinct, comprehensive strategies that have the potential to address the core problem.
Each alternative should work within the organizational constraints identified in the case.
Evaluate each alternative course of action.Identify the strengths and weakness of each possible course of action. You might consider the following questions when evaluating each alternative.What would be the likely outcome if the organization adopted the course of action?
To what extent does the course of action address the core problem?
What are the likely costs and benefits for this course of action?
What are the risks associated with this course of action?
Does the organization have the resources to execute the course of action?
Is the course of action consistent with the organization’s mission and values?
Recommend a course of action.State your choice for the recommended course of action. Your choice should flow logically from your analysis of the situation and the evaluation of alternatives.
Explain why you chose this course of action.
Explain why you did not choose the other possible courses of actions.
Remember that there is no “right answer” in a case study. Each possible course of action will have advantages and disadvantages.
Attendance Down at Saint Catherine’s College Summer TheatreBy Dr. John F. DionDaniel walked toward the theatre thinking about what had been discussed at today’s staff meeting. Attendance was down, and the theatre was in danger of running a deficit for the first time in its almost 25 year history. As marketing director his job was not only to increase attendance for the current season but to help chart the course for the future.Saint Catherine’s College Summer Theatre was founded by a theatre professor at the small, liberal arts college in upstate New York. Professor Jack Walsh wanted to create a traditional summer stock theatre as a training ground for young theatre professionals. College-age actors and technicians were hired for the season, and the company produced ten plays over the course of the summer. A new play was performed every week. While one play was performing another was in rehearsal. Seven of the plays were for adults, and three of the plays were for children.The adult plays included classics from Shakespeare, Moliere, and Chekov, comedies from the likes of Neil Simon and A.R. Gurney, mysteries from Agatha Christie, and dramas like “The Miracle Worker.” The children’s plays were all classics, adapted by a man who had worked at the theatre when he had been in college. Many of the summer theatre’s alumni had gone on to have successful careers in entertainment. Jack’s office was cluttered with photos of professionals who got their start at the summer theatre. One summer theatre alum, for example, had a lead role on a television sitcom that was now in its fourth season, another had written a play that had been produced off-Broadway, and a third was a Broadway stage manager. Jack was particularly proud of two students. One had started a theatre company in Saint Louis modeled after Saint Catherine’s, and one alum had gone on to earn her PhD was now a theatre professor in Jack’s department at Saint Catherine’s. Daniel had once suggested that if the theatre became union it could then hire professional actors, including their successful alums. It would be much more expensive, of course, but the overall quality would be higher. Additionally, he thought about what a draw it would be to have a TV star in a summer theatre play. “We must never forget,” Jack responded, “that we are the Saint Catherine’s College Summer Theatre. ‘College’ is our middle name. We want to provide the highest quality theatre for our patrons, but we exist to help young professionals learn and grow.”Daniel reached the theatre and smiled. It was truly beautiful. He supposed that there was no theatre quite like it anywhere. The summer theatre didn’t perform in a traditional building. Sitting on the college green was a large orange and white striped circus tent, glowing softly from the lights inside. In front of the tent were three wooden booths, all brightly painted. One was the ticket booth. Patrons could buy soda and ice cream in the second, and beer and wine could be purchased at the third. There was also a tiny stage where “minstrels” sang songs before the show and during intermissions. The tent was surrounded by a white picket fence. Daniel heard laughter erupting from inside the tent. The performance was well-received. The audience loved comedies. Of course, while Daniel thought the theatre had a romantic atmosphere another staff member had a very different opinion. She suggested that the theatre should move from the tent to inside the college’s main theatre, which had more seating. She had said, “Look, I know that the tent is tradition, but let’s face facts. It is impractical. It’s small. The seats are hard. It gets hot, and there are bugs. And when it rains the ground all around the tent gets muddy.” “But on a night like tonight,” Daniel thought, “It is perfect.”Daniel continued walking to the outdoor amphitheater, the theatre’s second performance space, the one in which the children’s plays were performed. While the tent sat only 350 patrons, the amphitheater could hold 2,500. Daniel sat down in one of the back rows and thought more about the theatre’s problems. For years the theatre had to keep a waiting list for the shows performed in the tent. Every play was sold out for years. Many people had been patrons of the theatre since its start. In fact, Jack knew many of them by name. He even knew where in the theatre they wanted to sit. But to be honest, Daniel thought, the current patrons were getting old. He estimated that their average age was approaching 70. Many were over 80. And there were no new patrons taking their place. The children’s theatre’s attendance was stable, however. Each performance was attracting between 500 and 750 parents and children. The current marketing effort was very simple. Prior to each season, the theatre sent a brochure to everyone on its mailing list. The brochure listed all the plays to be performed during the upcoming season. For a reduced price patrons could order in advance season tickets for all seven adult plays or for their choice of four plays. Additionally, the theatre took out a weekly ad in each of the local newspapers to promote the upcoming play. Comedies always sold out the fastest. Dramas, particularly contemporary dramas, always had the slowest sales, although in the past, they too had sold out. Jack had said that the patrons didn’t like to hear swearing, which was often found in more contemporary dramas. The theatre did have a Facebook page, but it was admittedly fairly inactive. “Our patrons don’t use social media,” Jack said. As Daniel sat in the amphitheater he continued to reflect on theatre’s problems and all the possible things that the theatre could do. What should be done to make the theatre successful again?
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