In case preparation there is no best way. But to help you get started, it my be useful to suggest the following approach. You can take it from there and develop your methods.

• Go through the case almost as fast as you can turn the pages, asking yourself, "What broadly is the case about and what types of information am I being given to analyze?"  In particular, look at the first few and last few paragraphs and glance over the exhibits.
• Read the case very carefully, underlining key facts as you go. Then ask yourself: "What are the basic problem this manager has to resolve?" Try hard to put yourself in the position of the manager in the case. Develop a sense of involvement in his/her problems.
• Note the key problems on scratch paper. Then go through the case again, sorting out the relevant considerations for each problem area. Focus on a few of the most relevant problems.
• Develop a set of alternatives and recommendations supported by analysis of case data.
• You may discuss your analysis with others. Informally present your arguments to them, and hear theirs. This testing of your analysis and recommendations is an important preparation step for class discussion. The purpose of the discussion  is not to develop a consensus; it is to help each person refine, adjust and amplify his/her own thinking.

Prepare each case using the format described below. Your analysis should be typed (word-processed), double-spaced, and not exceed five pages in length. You may use appendices and tables in addition to the five pages.

I. Problem Statement

The problem should be stated briefly and, if necessary, broken into its important components, such as long - and short-term problems. The problem statement might be preceded by a short statement that justifies or motivates the problem statement, i.e., a statement to convince the listener or reader why this is the problem.

Most problems can be divided into sub-problems that I shall call issues. Issues are important, two-or-more-sided questions that require attention and support the main or central problem statement. These should be developed in terms of the background required to lead to a definition of one or more reasonable alternatives to the problem. There is no fixed number of issues that require development, but the issues should be sufficient to provide a background and motivation for the proposed solution of the problem.  You should not have so many issues that you are unable to adequately describe them.

Do not merely recount facts and history about the case in your statement of the problem!

II. Alternatives

Alternatives should be reasonable and limited in number. They should relate to the issues and problem statement. The basic features of their evaluation will already have been developed under the statement and expansion of the issues. Clearly, the major pros and cons should be developed for each alternative.

III. Recommendation

The recommendations should be a short statement of the solution offered for the problem(s) identified in the problem statement. A specific plan of action should be included. The plan of action usually consists of the steps to be taken, time schedule, and necessary control systems that indicate how the organization will know the problem is solved and will help keep the problem solved. The recommendations should be workable and affordable.