1. View your case analysis and presentation as a product that must have some competitive factor to differentiate it favorably from the case analyses of other students.
2. Prepare your case analysis far enough in advance of the due date to allow time for reflection and practice. Do not procrastinate.
3. Develop a mind-set of "why," continually questioning your own and others' assumptions and assertions.
4. The best ideas are lost if not communicated to the reader, so as ideas develop, think of their most appropriate presentation.
5. Maintain a positive attitude about the class, working with problems rather than against them.
6. Keep in tune with your professor and understand his or her values and expectations.
7. Since business policy is a capstone course, seek the help of professors in other specialty areas as needed.
8. Other students will have strengths in functional areas that will complement your weaknesses, so develop a cooperative spirit that moderates competitiveness in group work.
9. Read your case frequently as work progresses so you don't overlook details.
10. When preparing a case analysis as a group, divide into separate teams to work on the external analysis and internal analysis. Each team should write its section as if it were to go into the paper; then give each group member a copy.
11. At the end of each group session, assign each member of the group a task to be completed for the next meeting.
12. Have a good sense of humor.
13. Capitalize on the strengths of each member of the group; volunteer your services in your areas of strength.
14. Set goals for yourself and your team; budget your time to attain them.
15. Become friends with the library.
16. Foster attitudes that encourage group participation and interaction. Do not be hasty to judge group members.
17. Be creative and innovative throughout the case analysis process.
18. Be prepared to work. There will be times when you will have to do more than your share. Accept it, and do what you have to do to move the team forward.
19. Think of your case analysis as if it were really happening; do not reduce case analysis to a mechanical process.
20. To uncover flaws in your analysis and to prepare the group for questions during an oral presentation, assign one person in the group to actively play the devil's advocate.
21. Do not schedule excessively long group meetings; two-hour sessions are about right.
22. A goal of case analysis is to improve your ability to think clearly in ambiguous and confusing situations; do not get frustrated that there is no single best answer.
23. Push your ideas hard enough to get them listened to, but then let up; listen to others and try to follow their lines of thinking; follow the flow of group discussion, recognizing when you need to get back on track; do not repeat yourself or others unless clarity or progress demands repetition.
24. Do not confuse symptoms with causes; do not develop conclusions and solutions prematurely; recognize that information may be misleading, conflicting, or wrong.
25. Work hard to develop the ability to formulate reasonable, consistent, and creative plans; put yourself in the strategist's position.
26. Develop confidence in using quantitative tools for analysis. They are not inherently difficult; it is just practice and familiarity you need.
27. Develop a case-writing style that is direct, assertive, and convincing; be concise, precise, fluent, and correct.
28. Have fun when at all possible. It is frustrating at times, but enjoy it while you can; it may be several years before you are playing CEO again.
29. Acquire a professional typist and proofreader. Do not perform either task alone.
30. Strive for excellence in writing and technical preparation of your case. Prepare nice charts, tables, diagrams, and graphs. Use color and unique pictures. No messy exhibits!
31. In group cases do not allow personality differences to interfere. When they occurring they must be understood for what they are and put aside.
32. Do not forget that the objective is to learn; explore areas with which you are not familiar.
33. Pay attention to detail.
34. Think through alternative implications fully and realistically. The consequences of decisions are not always apparent. They often affect many different aspects of a firm's operations.
35. Get things written down (drafts) as soon as possible.
36. Read everything that other group members write, and comment on it in writing. This allows group input into all aspects of case preparation.
37. Provide answers to such fundamental questions as what, when, where, why, and how.
38. Adaptation and flexibility are keys to success; be creative and innovative.
39. Do not merely recite ratios or present figures. Rather, develop ideas and conclusions concerning the possible trends. Show the importance of these figures to the corporation.
40. Support reasoning and judgment with factual data whenever possible.
41. Neatness is a real plus; your case analysis should look professional.
42. Your analysis should be as detailed and specific as possible.
43. A picture speaks a thousand words, and a creative picture gets you an A in many classes.
44. Let someone else read and critique your paper several days before you turn it in.
45. Emphasize the Strategy Selection and Strategy Implementation sections. A common mistake is to spend too much time on the external or internal analysis parts of your paper. Always remember that the meat of the paper or presentation is the strategy selection and implementation sections.
46. Make special efforts to get to know your group members. This leads to more openness in the group and allows for more interchange of ideas. Put in the time and effort necessary to develop these relationships.
47. Be constructively critical of your group members' work. Do not dominate group discussions. Be a good listener and contributor.
48. Learn from past mistakes and deficiencies. Improve upon weak aspects of other case presentations.
49. Learn from the positive approaches and accomplishments of classmates.
50. Be considerate, dependable, reliable, and trustworthy.

"50 Tips for Success in Case Analysis" from Strategic Management. 6^th Edition by Fred R. Davis Editor Simon and Schuster Publisher, 1997 Upper Saddle River, NJ p:xxiii-xxv.