041517 #1

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For this assignment you will frame a problem for the case study: Metabical: Pricing, Packaging, and Demand Forecasting for a New Weight-Loss Drug.

First, select a problem from this case study that could be addressed through an analytics approach.

Next, frame the problem by creating a slide deck or written brief that could be shared with a colleague.

For guidance, reference chapter 2 of the Davenport & Kim text. Note that you need to frame – not solve – the problem.

To complete this assignment, choose to create either a slide deck (5-slide minimum) or a written brief (3-page minimum). The deck or brief should address the following:

1. Define a clear problem or opportunity that addresses what is important to the organization.

2. Define key items or variables you want to study that are relevant to the problem.

3. Identify stakeholders for the problem, including the role of the stakeholder who will make a specific decision based on analysis results once the problem is solved.

4. Consider multiple alternative ways to solve the problem.

5. Adopt an analytical story type to communicate the particular problem (pp. 29-40, Davenport & Kim).

6. Describe previous findings or experiences related to this problem that occurred within or outside of the organization. In other words, if a similar situation has been addressed in the organization or within a similar company, learn from it so you don’t re-invent the wheel.

7. Relevant information may be included in appendices.

The specific learning outcomes associated with this assignment are:

 Develop habits of quantitative thinking

 Frame a problem and predict potential results

 Formulate and communicate actionable recommendations based on data interpretations and insights

Criteria	Unsatisfactory	Low Pass	Pass	High Pass	Honors
1. Defined a clear problem or opportunity of importance to the organization. Weight: 25%	Did not submit or incompletely defined a problem or opportunity of importance to the organization.	Partially defined a problem or opportunity of importance to the organization.	Satisfactorily defined a problem or opportunity of importance to the organization.	Clearly defined a problem or opportunity of importance to the organization. Incorporates relevant context.	Exemplarily provided a clear problem or opportunity of importance to the organization. Incorporates relevant context and persuasively indicates a needed decision.
2. Defined key items or variables relevant to the problem. Weight: 15%	Did not define key items or variables relevant to the problem.	Partially defined key items or variables relevant to the problem.	Satisfactorily defined key items or variables relevant to the problem.	Completely defined key items or variables relevant to the problem. Listed considered items or variables that were not selected.	Exemplarily key items or variables relevant to the problem. Listed considered items or variables that were not selected, and provided rationale for decision(s).
3. Identify stakeholders for the problem. Weight: 10%	Did not identify stakeholders for the problem.	Partially identified stakeholders for the problem.	Satisfactorily identified stakeholders for the problem.	Completely identified stakeholders for the problem, and provided rationale for their inclusion.	Exemplarily identified stakeholders for the problem, provided rationale for their inclusion, and made a connection between stakeholders and anticipated decision based on predicted results.