Reference No: KLL-FO-ACAD-000 | Effectivity Date: August 3, 2020 | Revisions No.

: 00

VISION MISSION
A center of human development committedto the pursuit of wisdom, truth, Establish and maintain anacademic environment promoting the pursuit of
justice, pride, dignity, and local/global competitiveness via a quality but excellence and the total development of its students as human beings,
affordable education for all qualified clients. with fear of God and love of country and fellowmen.

GOALS
Kolehiyo ng Lungsod ng Lipa aims to:
1. foster the spiritual, intellectual, social, moral, and creative life of its client via affordable but quality tertiary education;
2. provide the clients with reach and substantial, relevant, wide range of academic disciplines, expose them to varied curricular and co-curricular
experiences which nurture and enhance their personal dedications and commitments to social, moral, cultural, and economic transformations.
3. work with the government and the community and the pursuit of achieving national developmental goals; and
4. develop deserving and qualified clients with different skills of life existence and prepare them for local and global competitiveness

I. BANA 101: INTRODUCTION TO BUSINESS ANALYTICS

GENERAL INSTRUCTIONS:
 Read and analyze the content of this module.
 Accomplish all the tasks given in Activity section. These will serve as your lesson outputs.
 Answers must be accomplished on a separate paper (short bond / letter sized paper).Do not write your answers in
this module.
 All outputs must be submitted to the instructor’s email, platform to be used, or in the location as agreed by the
school upon enrolment.

The course provides students with an overview of the current trends in business analytics that drives today's business.
The course will provide understanding on data management techniques that can help an organization to achieve its
business goals and address operational challenges.
PART 2

MIDTERM

II. Subject Matter III. Course Outcome Time Frame

II. CASE STUDY ANALYIS
FORMAT (Traditional)
2.1 identify time when the situation is to be
2.1 Time Context analyzed
2.2 Statement of the 2.2 defines the perceived problem in the case Oct 5 – Oct 20, 2020
Problem which becomes the subject of the analysis
2.3 identify the point of view of a appropriate
2.3. Point of View
person in the case for decision making
2.4 Statement of the 2.4 satisfy the test of SMART (Specific,
Objectives Measurable, Attainable, Realistic, and Time-

Marawoy, Lipa City, Batangas 4217 | https://www.facebook.com/KLLOfficial/

 bound
2.5 State the internal and external environment
of the company/firm through SWOT
(Strengths, Weaknesses, Opportunities, and
2.5 Areas of Consideration Threats) Analysis
2.6 Alternative Courses of 2.6 solve the stated problem and achieve the
Action (ACA) objectives
2.7 2.7 the conclusion, recommendation/decision
Conclusion/Recommendation can be made and explain
2.8 provide plan according to areas (activity,
2.8 Plan of Action person/unit responsible/ time frame, and
budget)

ENGAGEMENT
Read the following about case analysis.
Case Study Analysis

A case study analysis requires you to investigate a business problem, examine the alternative solutions, and propose
the most effective solution using supporting evidence.

These guidelines will help you prepare and understand the case study:

1. Read and examine the case thoroughly

o Take notes, highlight relevant facts, underline key problems.
2. Focus your analysis
o Identify two to five key problems
o Why do they exist?
o How do they impact the organization?
o Who is responsible for them?
3. Uncover possible solutions
o Review course readings, discussions, outside research, your experience.
4. Select the best solution
o Consider strong supporting evidence, pros, and cons: is this solution realistic?

Steps in Case Study Analysis:

1. Read the given Case not just once but twice and understand the details provided.

2. Identify the main problem or problems and sub-problems mentioned in the case very clearly.

Marawoy, Lipa City, Batangas 4217 | https://www.facebook.com/KLLOfficial/

3. Also make sure you understand the situation clearly.

4. Note down the facts of the case separately. This includes things like factual statements, statistical data, quotations
and diagrams, etc.

5. Explore the case and arrive at a possible solution.

6. Comment on the SWOT on the basis of the details provided in the case.

7. Decide and recommend, a course of action to the case not only with the details provided in the case but also the
depth of knowledge you have acquired about the other Management subjects relevant to the matter discussed in the
case.

8. While giving the possible solutions to the case one of the main points to be considered is keep it short and sweet.
Limit your answer. Instead of paragraphs, if possible, use bullet point numbering. Your interpretation to the case
should be unbiased and not a one sided argument.

9. Support your decision and recommendations with you own exhibits, quantitative analysis, graphs, tables, charts, etc
to present the data clearly and precisely.

10. Follow a sequence of Facts, Observation, Recommendations and Conclusions.

11. If there are direct Questions asked, use the above method only (preferred) and relate your answers to the question
with respect to your facts, observations, recommendations in short.

Case Study Analysis Format

I. Time Context

It is the time when the situation is to be analyzed. It can also be the last mentioned date in the case.

II. Statement of the Problem

This defines the perceived problem in the case which becomes the subject of the analysis. It may be presented in
declarative or question form.

III. Point of View

Who will solve the given problem? Is it the CEO? Manager? Ordinary employee? It depends on the situation of the
case. It is like putting your shoe in the person who will be responsible to solve the problem of the given case.

Marawoy, Lipa City, Batangas 4217 | https://www.facebook.com/KLLOfficial/

IV. Statement of the Objectives

These are the goals which the case analysis hopes to achieve. The basically satisfy the test of SMART (Specific,
Measurable, Attainable, Realistic, and Time-bound)

V. Areas of Consideration

State the internal and external environment of the company/firm through SWOT (Strengths, Weaknesses,
Opportunities, and Threats) Analysis.

VI. Alternative Courses of Action (ACA)

These are the possible solutions to the problem identified. Each ACA must stand alone and must be able to solve the
stated problem and achieve the objectives. Each ACA must be mutually exclusive, I.e., the student must choose an
ACA to the exclusion of the others.

Each ACA must be analyzed in the light of the SWOT analysis and assumptions, if there are any. Advantages and
disadvantages of each ACA should be clearly stated. If the case contains enough information/data, advantages and
disadvantages should be supported quantitatively to minimize bias.

VII. Conclusion/Recommendation

Based on the analysis of the ACAs, the conclusion, recommendation/decision can be made. There is no need to
repeat the analysis done in the ACA section of the analysis.

VIII. Plan of Action

The plan of action delineates the series of actions to be undertaken to operationalize the adopted ACA. To ensure that
the analysis is done comprehensively, it would be best to program the plan according to the basic functional areas and
to present the plan by having column headings for activity, person/unit responsible/ time frame, and budget.

Example of a Case Study Analysis

The Case of the Errant Messenger

The following case study has been reported by Robert T. Stevens, a system consultant and writer.

Whenever anyone on the executive floor wanted to tease Henry Reeves, they would ask him, “Are you sure you don’t
have any messages for me from the President?” Henry would become somewhat flustered and ignore the question.

Marawoy, Lipa City, Batangas 4217 | https://www.facebook.com/KLLOfficial/

This byplay which lasted for a year or so, was the result of the following incident – known by many, but not including
the president.

The president of the company was a grizzled, dour army veteran ran the operations as if he was still commanding a
unit in the service. He made all major decisions and was almost always right on his judgment. I had seen him join a
meeting of top staff just after a policy decision had been reached and asked few big questions that resulted in a
complete reversal of the original decision. The only executive who contested the president, usually at meetings where
were the president was not present, was Vice-President James Dubler, who was almost always wrong.

The president believed in “seeing what the troops were doing” and spent a good portion of his time visiting the many
dispersed locations of the company. Whenever the president wanted to inform an officer of the company who was not
present of a decision, request for information, or at times a reprimand, he would turn to a member of his travelling party
and give him an oral message to deliver to the appropriate person. Usually, the selected messenger was Henry
Reeves, a shy, introverted MBA, recently hired.

On one trip that I attended just before Reeves was hired, a situation developed that displeased the president. He
turned to me and said “ You tell James Dubler he better, get this problem corrected before it blows up in his face.”
Although I was only a senior analyst, it would never have occurred to me to question the president’s order to deliver
such message to a vice-president.

When I delivered the president’s message to Mr. Dubler, he became very agitated and gave me the type of verbal
thrashing that a vice president can give an analyst. I finally blurted out, “Mr. Dubler, I’m only the messenger.” He
immediately calmed down and told me to leave.

From what we pieced together later, the first time Henry Reeves delivered a message to Mr. Dubler, he received the
same type of tongue-lashing from Dubler without being able to withdraw from the confrontation. Evidently, the occasion
so traumatized Reeves that when the president gave him other messages to be relayed to Dubler, he never delivered
them. The situation of Reeves not delivering the president’s message to Dubler went on for several months without
Reeves telling anyone of his problem. During that time, the president was heard to grumble about Dubler not reaching
too fast to various situations.

Then one Friday afternoon the president asked Reeves to get Dubler to prepare a report over the weekend that he
wanted on his desk Monday morning. Reeves again did not deliver the message. Monday morning when the president
arrived at his office and no report was present, he checked with his secretary if Dubler had left a message as to why
he had not finished the report. He muttered to me (I had just entered his office as requested), “Well this is the last
straw.” He then called on the personnel office on the phone and said, “Fire Dubler. Give whatever severance ben efits
you think he should have, but get him off the property- and I don’t want him coming up to see me.”

As in most corporations, such situations become common knowledge in short order – and that’s why Reeves was
asked occasionally if he had any messages to deliver from the president.

Questions:
1. Based on this case, what problem will soon arise after firing Mr. Dubler?

Marawoy, Lipa City, Batangas 4217 | https://www.facebook.com/KLLOfficial/

 2. Put yourself in the shoe of Mr. Robert Stevens, since, he figured out things that created a grapevine to the
company, what would you do to stop this?

*Case study sometimes has questions at the end; these questions are guide to solve the case using the case
study analysis format. Some cases do not have guided questions and you have to follow the case study
analysis format.*

ACTIVITIES / OUTPUT

Read and understand the case above. Follow the steps in solving a case study and solve the given case using the
case study analysis format. (to be submitted on or before October 20, 2020, submit in a word format with the following:
Paper size-Letter, Font- Times New Roman, Font Size- 12, space-1.5, margin-1” all sides, place your name on the
upper left with your last name, first name, middle initial and below indicate your section and send it to
[email protected])

Case 2
Leasdille and Simmons Ltd is a small manufacturing company located in South London. The company makes
sunglasses. The sunglasses are sold to supermarkets. The supermarkets then sell the sunglasses on to the general
public as an own label item.
The market for own label sunglasses is extremely competitive. There are many small producers like Leasdille
and Simmons in the market who would love to have contracts with one of the major supermarket chains. Leasdille and
Simmons have a contract to supply Tesco. However, their current contract is due to expire next year. Last week the
Managing Director of Leasdille and Simmons met with Tesco’s chief sunglasses buyer in order to negotiate a new
contract. At the end of a heated discussion Tesco announced that they would only re-new their contract with Leasdille
and Simmons provided that they could get a price cut of 10% next year.
Yesterday Meqele, the Managing Director met with Gemma, the Production Manager to discuss the
implications of the new Tesco contract.
“Look Gemma at present 60% of our turnover comes from Tesco. We might not like what they are offering but
there are plenty of our competitors out there who would gladly accept Tesco’s new contract. Accepting a 10% price cut
need not reduce our profits, so long as we can cut our costs by a similar amount. There’s no other solution, as
Production Manager you have got to increase efficiency”
Meqele went away from the meeting with an idea in her mind. She thought that the best way of decreasing
costs inside the factory was by reducing wastage. The company had always operated with a traditional quality control
system. The sunglasses were checked once for quality at the end of the production line by a specialist team of quality
control inspectors. The same inspectors were also responsible for trying to re-work any poor quality sunglasses they
found. The aim of the re-working being to rectify any faults discovered; so that the defective products could be brought
up to the quality required by Tesco.
Meqele began to think things through. Surely their current way of working was wasteful. Their current strategy
of re-working defective products eventually produces a level of product quality that is acceptable to Tesco. However,
re-working poor quality is very expensive in terms of materials and labor costs. Secondly, the inspectors cannot
examine every pair of sunglasses produced because they do not have enough time. They only inspect small samples

Marawoy, Lipa City, Batangas 4217 | https://www.facebook.com/KLLOfficial/

of finished products. As a result Tesco frequently receives sub-standard sunglasses from Leasdille and Simmons. This
could explain why Tesco have been so insistent about the price cut.
Meqele then remembered a topic she had studied at College in AS Level Business Studies called Total Quality
Management. After digging out her old Business Studies textbook she went back to Gemma the following day
“Gemma, I know that production and quality is your job but, I really think that we are going about quality control in the
wrong way. At present we create good quality by inspecting it in at the last minute at the end of the production line. I
think that we need to switch to a more modern Total Quality Management system where good quality is built in at
every step of the production process.
Every pair of sunglasses should be tested for quality at every step in the production process. We shouldn’t
wait until the products drop off the end of the production line before they are checked for quality. Quality needs to be
checked at every stage of production. Shop floor staff should be in charge of monitoring their own quality. If they see a
fault they should have the authority to stop the production line in order to fix the problem at source. Quality must be
every employees concern, their non-negotiable priority.
By switching to a Total Quality Management system we will be able to cut down massively on the amount of
time and money we currently waste on re-working poor quality finished products. By adopting a Total Quality
Management approach we can achieve zero defects the first time around. No need for re-working. The aim has got to
be to build quality in at every stage of production rather than trying to inspect it in right at the last minute like we do
now. Do you get it Gemma?”
Gemma resented Meqele’s interference and rather aggressive tone. However, she conceded that she
probably did have a point. The company had to become more efficient if it was to continue to survive.

VI. EVALUATION
Case Study Grading Rubric

% Below Standard Approaching At Standard Exceeds

Standard Standard

Clear explanation of key strategic issues 25 Shows little Shows some Shows adequate Shows superior
% understanding of the understanding of the knowledge of the knowledge of the
• The problems, scope, and seriousness was clearly identified issues, key problems, issues, key problems, issues, key problems, issues, key problems,
in the discussions. and the company’s and the company’s and the company’s and the company’s
present situation and present situation and present situation and present situation and
• There was a well focused diagnosis of strategic issues and strategic issues. strategic issues. strategic issues. strategic issues.
key problems that demonstrated a good grasp of the
company’s present situation and strategic issues. Executive summary Executive summary Executive summary Effective Executive
missing or poorly inadequate adequate Summary
• Effective Executive Summary constructed

• Did not waste space summarizing information already found

in the case.

Marawoy, Lipa City, Batangas 4217 | https://www.facebook.com/KLLOfficial/

Valid arguments; analysis of financial performance with 25 Critical issues and Critical issues and Critical issues and Critical issues and
relevant supportive detail % key problems that key problems that key problems that key problems that
supported the Case supported the Case supported the Case supported the Case
 Logically organized, key points, key arguments, and Analysis were poorly Analysis were not Analysis were Analysis were clearly
important criteria for evaluating business strategies were identified, analyzed, clearly identified, partially identified, identified, analyzed,
easily identified and supported. analyzed, and analyzed, and and supported.
 Critical issues and key problems that supported the Case supported. supported.
Analysis were identified and clearly analyzed and
supported.

Appropriate analysis, evaluation, synthesis for the 25 Analysis of key Analysis of key Analysis of key Analysis of key
specific industry identified % change drivers and change drivers and change drivers and change drivers and
the underlying the the underlying the the underlying the the underlying the
 There was complete data on which to base a thorough issues inadequate. issues were not issues were partially issues were clearly
analysis identified. identified identified
 Key change drivers underlying the issues were identified.
 Synthesis, analysis, and evaluations were clearly
presented and supported in a literate and effective manner.
Conclusions and recommendations are congruent with 25 Effective Effective Effective Effective
strategic analysis % recommendations recommendations recommendations recommendations,
and/or plans of action and/or plans of action and/or plans of action solutions, and/or
 Specific recommendations and/or plans of action provided. not provided. inadequate. were partially plans of action were
 Specific data or facts were referred to when necessary to provided. provided.
Specific data or facts Specific data or facts
support the analysis and conclusions.
necessary to support were not referred Specific data or facts Specific data or facts
 Recommendations and conclusions were presented and
supported in a literate and effective manner. the analysis and when necessary to were occasionally were referred when
conclusions was not support the analysis referred when necessary to support
provided. and conclusions. necessary to support the analysis and
the analysis and conclusions.
conclusions.

Marawoy, Lipa City, Batangas 4217 | https://www.facebook.com/KLLOfficial/

Prepared by:

GLENDEL V. LUNAR, MMT, LPT

Instructor III

JONAFEL R. COSO, LPT

Instructor I

LARRY F. FRONDA, JR. , LPT

Instructor I

MALOU SUELLO, LPT

Instructor I

Checked by:

ERNA P. SIMANCA

GLENDEL V. LUNAR, MMT, LPT

Department Module Editing Committee

Approved by:

BIBIANA JOCELYN D. CUASAY, Ph.D.

Module Editing Chair

AQUILINO D. ARELLANO, Ph.D., Ed.D.

Vice President for Academic Affairs and Research

Noted by:

Marawoy, Lipa City, Batangas 4217 | https://www.facebook.com/KLLOfficial/

MARIO CARMELO A. PESA, CPA
College Administrator

Marawoy, Lipa City, Batangas 4217 | https://www.facebook.com/KLLOfficial/