如何撰写案例分析报告的
案例分析报告（）一般由两大部分组成：第一部分为案例正文；
第二部分为案例分析。重点是案例分析部分的撰写。
（1）案例分析报告的基本结构
案例分析报告作为案例分析结果的书面表现形式，具有一定的学术性。一方面它是案例分析过程和结果的记录，必须反映案例分析的逻辑关系和分析结果；
另一方面作为一种学术体的正式书面文书，它又具有一定的规范格式要求和语言文字要求。这种格式的要求反映了案例分析的特点和逻辑分析线索；
因此，案例分析报告一般包括以下几个方面的主要内容：标题、摘要、关键词、案例概述、案例分析，其案例分析包括：背景理解、问题诊断与分析、对策与建议、结论。按照案例分析论文体的要求，其基本格式如下：
①标题
一般案例分析报告的标题可以沿用案例正文的标题，采取中性的写法，以案例正文中的组织名称作为主标题，以案例分析的主题内容为副标题，使读者能够从标题中看出案例发生在哪里，主要研究的内容。
②摘要。作为案例分析报告，要对案例分析的过程、基本分析框架、分析结论及案例分析的意义和作用进行概括性的阐述。
③关键词。按照学术论文的规范与惯例，摘要后面需要提供3-5个关键词。
④案例概述。案例正文的编写请对你选择的案例进行简要的概述（大约300－500字）。
⑤案例分析。这是案例分析报告的主体部分。按照案例分析的逻辑线索，案例分析的内容主要包括：背景理解、问题诊断与分析、对策与建议、结论。在案例分析中，各部分的内容绝不是孤立存在的，而是存在着紧密的逻辑关系。案例分析部分要与案例正文部分相互呼应，首先在背景理解部分对案例正文的基本内容、组织背景和特点、案例的事件及人物关系等信息应该有一个基本的理解和认识；
在问题诊断部分，针对案例正文内容中所包含的问题进行研究分析，主要分析问题及产生问题的原因；
在对策与建议部分，根据问题的诊断提出对应的解决办法和对策，最后得出结论。各个部分之间都存在着相互铺垫、递进的关系，并
相互包含了因果因素。整个案例分析部分需要对你的理解、问题诊断、对策与建议做出支持性解释、理论支持及经验借鉴等理由说明。
（2）案例分析报告书写的准备与计划
案例分析包括的书写准备与计划工作可以与案例正文编写的准备和计划同步进行。与案例正文编写不同的是，案例分析报告是在案例分析讨论交流的基础上将讨论交流的结果以书面的形式表达出来。所以，案例分析报告的资料和素材多数来自案例分析讨论的原始记录、原始资料查证、理论和经验参考等。在案例分析报告撰写计划中，应该按照案例分析学习的基本步骤和过程，确定每个阶段的工作目标和主要内容，并将工作落实到具体的人。同时在每个阶段要对该阶段的工作进行小结，并安排下一步工作。
（3）案例分析报告的起草与修改
案例分析报告的起草工作一般在案例分析的讨论交流活动结束之后开始。按照案例分析报告（论文）的基本格式草拟一份案例分析报告（论文）的大纲，按照大纲的基本思路整理案例分析过程中的基本资料、数据和基本理论框架，逐步撰写。报告（论文）的草稿完成后，必须要进行修改。修改工作与案例分析再一次联系在一起，主要采取竞争性思维对案例分析报告（论文）进行批判式讨论。如果案例分析的内容能够经得起这种批评式讨论，一一排除竞争性解释，那它就可以站得住了，就具有说服力。一般这种讨论修改需要经过3-5次，最好每一次讨论能够寻找不同的人员参加，可以广泛听取意见，使得案例分析报告（论文）更加严谨周密。
（4）案例分析报告的审稿与定稿
案例分析报告完稿后，还需要进一步审稿才能够最后定稿。审稿工作应该是全面性的，它不仅是对文稿的内容格式的审查，还要审查文稿的语言风格、表达的流利性、可读性等各方面。
标题：
摘要：
关键词：
第一部分：案例概述
第二部分：
案例分析
一、解读分析案例背景信息
二、案例问题诊断
三、对策与建议
四、评估决策
五、结论（启迪）
篇二：案例分析格式
案例分析题目表述：
ＸＸ案
——ＸＸ研究
如张某诉李某损害赔偿案
——对赔偿标准问题的研究
论文主要内容及框架结构（三级标题）
（一）论文主要内容
叙述研究的主要内容。
（二）框架结构
列出三级提纲。
案例分析结构：
引言
研究目的
研究意义
研究方法
一、案情简介
（一）案由
（二）案情经过
（三）判决结果
二、本案问题
（一）争议或分歧意见
（二）案件焦点
三、法理分析
四、研究结论
五、启示
说明：
（1）应真实、来源可靠；
（2）涉及隐私的，应隐去真实姓名；
（3）以脚注方式注明案例来源；
（4）运用案例在一个以上的，不同的案例应从说明不同的问题。
篇三：案例分析
Case 1
Case description:
Although IKEA has recently initiated an American style performance review procedure, which requires documenting employees’ individual performance strengths and weaknesses, Swedish managers feel uncomfortable with the formality of the system and the need to provide negative feedback. Since they hold the more senior positions, their ambivalence has resulted in little real discrimination in pay increases which are directly linked to the reviews. Although turnover at IKEA is lower than the industry average, and coworkers generally appreciate IKEA’s caring environment, there is some latent discontent with the way pay increases are distributed, even among long-term employees who feel that their individual achievements are not always rewarded.
In the opinion of one American manager, “A lot of people have left IKEA because they can’t move up fast enough here. Some left the store to go to the Service Centre(IKEA’s national headquarters) then left because it was too hard for them to adjust, there was no clear frame of reference in terms of policies and procedures. We have lost some key American managers because they didn’t have a clear idea of their role or future in the organization.” Case 2
Case description
Mr Arthur Aroney, General Manager of Burns Philip and Co. Ltd., and Australian company believes hat businesses should engage in international marketing by investing in target markets. The foreign government offers investment incentives which will encourage the industry “leader” to enter the country and invest. The risks can be high but, if successful, so are the rewards.
Burns Philip’s first venture into China, after learning some very hard lessons, was so successful that after three years, it invested more money and doubled the size of a fermentation plant. Burns Philip’s plants are located in Guangdong, Shanghai, Harbin, and in the west. “This gives us coverage in the areas where you find opportunities, particularly a developing middle class with disposable incomes,” says Mr Aroney. In each of its joint ventures burns Philip has encountered different conditions, due to differences in language and culture. The percentage of equity that Burns Philip holds in joint ventures varied according to :
1. the requirement of the Chinese government at the time when the joint venture was
founded;
2. the expected life of the joint venture that is sought to be established;
3. the capability of the joint venture partner to contribute resources.
Mr Aroney says，“All the above can be subject to lengthy negotiations prior to any
agreement being reached. The meetings can last for 12 hours at a time, and continue for several days. And each time you go back to the table, the goals seem to have been shifted. It is only with perseverance and a sincere desire to form a joint venture that you achieve your goal.” He adds, “There is the necessary Chinese delegation to Australia with factory visits to examine the technology hat will be used in China, so that a feasibility study can be prepared. Unfortunately, the people that form the delegation are not seen again when negotiations are resumed in China.”
Mr Aroney has some concerns about intermediaries in China. He says, “In a country as large as China, the greatest problem facing a manufacturer is not “can you make the product?” but rather “Can you get your product distributed to the marketplace?” The giving of service to customers is practically unknown in China. If you sell through an agent, the agent will wait for a customer to come in and buy; do not expect your agent to go out to sell more of the product since the agent receives the same monthly salary whether the product is sold or not.”
According to Mr Arthur Aroney, Burns Philip’s success in China has also been due to the careful selection of work under difficult conditions, surrounded by people who do not speak their language, and with a culture which requires understanding. “People must also understand that they are guests in the country. Once they have signed a joint venture agreement, that agreement is best placed in a drawer and, hopefully, will never see the light of day. If you have to continually refer to your agreement, you do not have a successful operation,” says Mr Aroney.
《跨文化商务交际》案例分析之一
1. power distance
For the Swedish mangers, they hold the more senior position, hey
have the right for decision-making in the workplace, and they have the
power to make the final decision.
2. Individualism
Individualism in western culture makes career choices on the basis of
personal needs and goals. In the United States, individualism is valued.
In this case, the IKEA initiated an American style performance review
procedure, which required documenting employees’ individual
performance strengths and weaknesses. However, the IKEA didn’t do reward the employees’ individual performance, therefore, the employees felt that their individual achievements were not always rewarded. At last, they left IKEA.
2. Achieved status vs. Ascribed status
Achieved status refers to gaining status or rewards through performance. Ascribed status is about gaining status through other means, such as seniority. Facing with the American style performance review, the Swedish managers felt uncomfortable with the review, but they provided negative feedback. The reason why they did so is because they held the more senior position and higher status in the company, thus their decisions were accepted by employees.
《跨文化商务交际》案例分析之二
1. Doing and Achieving
Doing is important. According to Mr. Arthur, General Manager of
Burns Philip, he observed the correlation between cultures and tried
his best to understand other cultures. When he first ventured into
China, he learned some very hard lessons and invested in the market.
2. Thinking and knowing
Knowing comes from experience. Burns Philip believed that
business should engage in international marketing by investing in
target markets. The foreign government offers investment incentives
which will encourage the industry “leader” to entry the country and
invest, through these activities, they get first hand experience.
3. Long-term and short-term orientation
Long-term orientation looks into the future. Short-term orientation stresses past and present. There were difficulties when they found the joint venture, but Burns Philip negotiated with the Chinese government, in order to make the agreement be reached. Why he did so? This is because he and his company wanted to get the rewards from Chinese market.
4. Uncertainty avoidance
Different cultures will differ from each other in the avoidance of uncertain situation. United States accept uncertainty. In these cultures, people are relatively comfortable with ambiguity. In this case, Burns Philip and his company knew that the risks could be high, but in order to be successful and get the rewards, they encourage the industry “leader” to enter the country and invest.
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