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3 Problem statement examples and steps to write your own

We’ve all encountered problems on the job. After all, that’s what a lot of work is about. Solving meaningful problems to help improve something. 

Developing a problem statement that provides a brief description of an issue you want to solve is an important early step in problem-solving .

It sounds deceptively simple. But creating an effective problem statement isn’t that easy, even for a genius like Albert Einstein. Given one hour to work on a problem, he’d spend 55 minutes thinking about the problem and five minutes finding solutions. (Or so the story goes.)

Einstein was probably exaggerating to make a point. But considering his success in solving complex problems, we think he was on to something. 

As humans, we’re wired to jump past the problem and go directly to the solution stage. In emergencies, this behavior can be lifesaving, as in leaping out of the way of a speeding car. But when dealing with longer-range issues in the workplace, this can lead to bad decisions or half-baked solutions. 

That’s where problem statements come in handy. They help to meaningfully outline objectives to reach effective solutions. Knowing how to develop a great problem statement is also a valuable tool for honing your management skills .

But what exactly is a problem statement, when should you use one, and how do you go about writing one? In this article, we'll answer those questions and give you some tips for writing effective problem statements. Then you'll be ready to take on more challenges large and small.

What is a problem statement?

First, let’s start by defining a problem statement. 

A problem statement is a short, clear explanation of an issue or challenge that sums up what you want to change. It helps you, team members, and other stakeholders to focus on the problem, why it’s important, and who it impacts. 

A good problem statement should create awareness and stimulate creative thinking . It should not identify a solution or create a bias toward a specific strategy.

Taking time to work on a problem statement is a great way to short-circuit the tendency to rush to solutions. It helps to make sure you’re focusing on the right problem and have a well-informed understanding of the root causes. The process can also help you take a more proactive than reactive approach to problem-solving . This can help position you and your team to avoid getting stuck in constant fire-fighting mode. That way, you can take advantage of more growth opportunities.  

When to use a problem statement

The best time to create a problem statement is before you start thinking of solutions. If you catch yourself or your team rushing to the solution stage when you’re first discussing a problem, hit the brakes. Go back and work on the statement of the problem to make sure everyone understands and agrees on what the real problem is. 

Here are some common situations where writing problem statements might come in handy: 

• Writing an executive summary for a project proposal or research project
• Collaborating   on a cross-functional project with several team members
• Defining the customer issue that a proposed product or service aims to solve
• Using design thinking to improve user experience
• Tackling a problem that previous actions failed to solve 

How to identify a problem statement

Like the unseen body of an iceberg, the root cause of a specific problem isn’t always obvious. So when developing a problem statement, how do you go about identifying the true, underlying problem?

These two steps will help you uncover the root cause of a problem :

• Collect information from the research and previous experience with the problem
• Talk to multiple stakeholders who are impacted by the problem

People often perceive problems differently. Interviewing stakeholders will help you understand the problem from diverse points of view. It can also help you develop some case studies to illustrate the problem. 

Combining these insights with research data will help you identify root causes more accurately. In turn, this methodology will help you craft a problem statement that will lead to more viable solutions. 

What are problem statements used for?

You can use problem statements for a variety of purposes. For an organization, it might be solving customer and employee issues. For the government, it could be improving public health. For individuals, it can mean enhancing their own personal well-being . Generally, problem statements can be used to:

• Identify opportunities for improvement
• Focus on the right problems or issues to launch more successful initiatives – a common challenge in leadership
• Help you communicate a problem to others who need to be involved in finding a solution
• Serve as the basis for developing an action plan or goals that need to be accomplished to help solve the problem
• Stimulate thinking outside the box  and other types of creative brainstorming techniques

3 examples of problem statements

When you want to be sure you understand a concept or tool, it helps to see an example. There can also be some differences in opinion about what a problem statement should look like. For instance, some frameworks include a proposed solution as part of the problem statement. But if the goal is to stimulate fresh ideas, it’s better not to suggest a solution within the problem statement. 

In our experience, an effective problem statement is brief, preferably one sentence. It’s also specific and descriptive without being prescriptive. 

Here are three problem statement examples. While these examples represent three types of problems or goals, keep in mind that there can be many other types of problem statements.        

Example Problem Statement 1: The Status Quo Problem Statement

Example: 

The average customer service on-hold time for Example company exceeds five minutes during both its busy and slow seasons.

This can be used to describe a current pain point within an organization that may need to be addressed. Note that the statement specifies that the issue occurs during the company’s slow time as well as the busy season. This is helpful in performing the root cause analysis and determining how this problem can be solved. 

The average customer service on-hold time for Example company exceeds five minutes during both its busy and slow seasons. The company is currently understaffed and customer service representatives are overwhelmed.

Background:

Example company is facing a significant challenge in managing their customer service on-hold times. In the past, the company had been known for its efficient and timely customer service, but due to a combination of factors, including understaffing and increased customer demand, the on-hold times have exceeded five minutes consistently. This has resulted in frustration and dissatisfaction among customers, negatively impacting the company's reputation and customer loyalty.

Reducing the on-hold times for customer service callers is crucial for Example company. Prolonged waiting times have a detrimental effect on customer satisfaction and loyalty, leading to potential customer churn and loss of revenue. Additionally, the company's declining reputation in terms of customer service can have a lasting impact on its competitive position in the market. Addressing this problem is of utmost importance to improve customer experience and maintain a positive brand image.

Objectives:

The primary objective of this project is to reduce the on-hold times for customer service callers at Example company. The specific objectives include:

• Analyzing the current customer service workflow and identifying bottlenecks contributing to increased on-hold times.
• Assessing the staffing levels and resource allocation to determine the extent of understaffing and its impact on customer service.
• Developing strategies and implementing measures to optimize the customer service workflow and reduce on-hold times.
• Monitoring and evaluating the effectiveness of the implemented measures through key performance indicators (KPIs) such as average on-hold time, customer satisfaction ratings, and customer feedback.
• Establishing a sustainable approach to maintain reduced on-hold times, taking into account both busy and slow seasons, through proper resource planning, training, and process improvements.

Example Problem Statement 2: The Destination Problem Statement

Leaders at Example company want to increase net revenue for its premium product line of widgets by 5% for the next fiscal year. 

This approach can be used to describe where an organization wants to be in the future. This type of problem statement is useful for launching initiatives to help an organization achieve its desired state. 

Like creating SMART goals , you want to be as specific as possible. Note that the statement specifies “net revenue” instead of “gross revenue." This will help keep options open for potential actions. It also makes it clear that merely increasing sales is not an acceptable solution if higher marketing costs offset the net gains. 

Leaders at Example company aim to increase net revenue for its premium product line of widgets by 5% for the next fiscal year. However, the company currently lacks the necessary teams to tackle this objective effectively. To achieve this growth target, the company needs to expand its marketing and PR teams, as well as its product development teams, to prepare for scaling. 

Example company faces the challenge of generating a 5% increase in net revenue for its premium product line of widgets in the upcoming fiscal year. Currently, the company lacks the required workforce to drive this growth. Without adequate staff in the marketing, PR, and product development departments, the company's ability to effectively promote, position, and innovate its premium product line will be hindered. To achieve this kind of growth, it is essential that Example company expands teams, enhances capabilities, and strategically taps into the existing pool of loyal customers.

Increasing net revenue for the premium product line is crucial for Example company's overall business success. Failure to achieve the targeted growth rate can lead to missed revenue opportunities and stagnation in the market. By expanding the marketing and PR teams, Example company can strengthen its brand presence, effectively communicate the value proposition of its premium product line, and attract new customers.

Additionally, expanding the product development teams will enable the company to introduce new features and innovations, further enticing existing and potential customers. Therefore, addressing the workforce shortage and investing in the necessary resources are vital for achieving the revenue growth objective.

The primary objective of this project is to increase net revenue for Example company's premium product line of widgets by 5% in the next fiscal year. The specific objectives include:

• Assessing the current workforce and identifying the gaps in the marketing, PR, and product development teams.
• Expanding the marketing and PR teams by hiring skilled professionals who can effectively promote the premium product line and engage with the target audience.
• Strengthening the product development teams by recruiting qualified individuals who can drive innovation, enhance product features, and meet customer demands.
• Developing a comprehensive marketing and PR strategy to effectively communicate the value proposition of the premium product line and attract new customers.
• Leveraging the existing base of loyal customers to increase repeat purchases, referrals, and brand advocacy.
• Allocating sufficient resources, both time and manpower, to support the expansion and scaling efforts required to achieve the ambitious revenue growth target.
• Monitoring and analyzing key performance indicators (KPIs) such as net revenue, customer acquisition, customer retention, and customer satisfaction to measure the success of the growth initiatives.
• Establishing a sustainable plan to maintain the increased revenue growth beyond the next fiscal year by implementing strategies for continuous improvement and adaptation to market dynamics.

Example Problem Statement 3 The Stakeholder Problem Statement

In the last three quarterly employee engagement surveys , less than 30% of employees at Eample company stated that they feel valued by the company. This represents a 20% decline compared to the same period in the year prior. 

This strategy can be used to describe how a specific stakeholder group views the organization. It can be useful for exploring issues and potential solutions that impact specific groups of people. 

Note the statement makes it clear that the issue has been present in multiple surveys and it's significantly worse than the previous year. When researching root causes, the HR team will want to zero in on factors that changed since the previous year.

In the last three quarterly employee engagement surveys, less than 30% of employees at the Example company stated that they feel valued by the company. This indicates a significant decline of 20% compared to the same period in the previous year.

The company aspires to reduce this percentage further to under 10%. However, achieving this goal would require filling specialized roles and implementing substantial cultural changes within the organization.

Example company is facing a pressing issue regarding employee engagement and perceived value within the company. Over the past year, there has been a notable decline in the percentage of employees who feel valued. This decline is evident in the results of the quarterly employee engagement surveys, which consistently show less than 30% of employees reporting a sense of value by the company.

This decline of 20% compared to the previous year's data signifies a concerning trend. To address this problem effectively, Example company needs to undertake significant measures that go beyond superficial changes and necessitate filling specialized roles and transforming the company culture.

Employee engagement and a sense of value are crucial for organizational success. When employees feel valued, they tend to be more productive, committed, and motivated. Conversely, a lack of perceived value can lead to decreased morale, increased turnover rates, and diminished overall performance.

By addressing the decline in employees feeling valued, Example company can improve employee satisfaction, retention, and ultimately, overall productivity. Achieving the desired reduction to under 10% is essential to restore a positive work environment and build a culture of appreciation and respect.

The primary objective of this project is to increase the percentage of employees who feel valued by Example company, aiming to reduce it to under 10%. The specific objectives include:

• Conducting a comprehensive analysis of the factors contributing to the decline in employees feeling valued, including organizational policies, communication practices, leadership styles, and cultural norms.
• Identifying and filling specialized roles, such as employee engagement specialists or culture change agents, who can provide expertise and guidance in fostering a culture of value and appreciation.
• Developing a holistic employee engagement strategy that encompasses various initiatives, including training programs, recognition programs, feedback mechanisms, and communication channels, to enhance employee value perception.
• Implementing cultural changes within the organization that align with the values of appreciation, respect, and recognition, while fostering an environment where employees feel valued.
• Communicating the importance of employee value and engagement throughout all levels of the organization, including leadership teams, managers, and supervisors, to ensure consistent messaging and support.
• Monitoring progress through regular employee surveys, feedback sessions, and key performance indicators (KPIs) related to employee satisfaction, turnover rates, and overall engagement levels.
• Providing ongoing support, resources, and training to managers and supervisors to enable them to effectively recognize and appreciate their teams and foster a culture of value within their respective departments.
• Establishing a sustainable framework for maintaining high employee value perception in the long term, including regular evaluation and adaptation of employee engagement initiatives to address evolving needs and expectations.

What are the 5 components of a problem statement?

In developing a problem statement, it helps to think like a journalist by focusing on the five Ws: who, what, when, where, and why or how. Keep in mind that every statement may not explicitly include each component. But asking these questions is a good way to make sure you’re covering the key elements:

• Who: Who are the stakeholders that are affected by the problem?
• What: What is the current state, desired state, or unmet need? 
• When: When is the issue occurring or what is the timeframe involved?
• Where: Where is the problem occurring? For example, is it in a specific department, location, or region?
• Why: Why is this important or worth solving? How is the problem impacting your customers, employees, other stakeholders, or the organization? What is the magnitude of the problem? How large is the gap between the current and desired state? 

How do you write a problem statement?

There are many frameworks designed to help people write a problem statement. One example is outlined in the book, The Conclusion Trap: Four Steps to Better Decisions, ” by Daniel Markovitz. A faculty member at the Lean Enterprise Institute, the author uses many case studies from his work as a business consultant.

To simplify the process, we’ve broken it down into three steps:

1. Gather data and observe

Use data from research and reports, as well as facts from direct observation to answer the five Ws: who, what, when, where, and why. 

Whenever possible, get out in the field and talk directly with stakeholders impacted by the problem. Get a firsthand look at the work environment and equipment. This may mean spending time on the production floor asking employees questions about their work and challenges. Or taking customer service calls to learn more about customer pain points and problems your employees may be grappling with.    

2. Frame the problem properly  

A well-framed problem will help you avoid cognitive bias and open avenues for discussion. It will also encourage the exploration of more options.

A good way to test a problem statement for bias is to ask questions like these:

3. Keep asking why (and check in on the progress)

When it comes to problem-solving, stay curious. Lean on your growth mindset to keep asking why — and check in on the progress. 

Asking why until you’re satisfied that you’ve uncovered the root cause of the problem will help you avoid ineffective band-aid solutions.

What to avoid when writing a problem statement

When crafting a problem statement, it's essential to communicate the issue clearly and effectively. A well-formulated problem statement sets the stage for understanding and addressing the challenge at hand. However, there are common pitfalls that can undermine its clarity and purpose. Here's what you should avoid:

• Vagueness : Be specific about the problem and its context.
• Complexity : Keep the language simple and direct.
• Overgeneralization : Avoid broad statements that don’t address specific issues.
• Assumptions : Don’t presume solutions or causes without evidence.
• Jargon : Use clear, accessible language that can be understood by all stakeholders.

Refining your problem statements

When solving any sort of problem, there’s likely a slew of questions that might arise for you. In order to holistically understand the root cause of the problem at hand, your workforce needs to stay curious. 

An effective problem statement creates the space you and your team need to explore, gain insight, and get buy-in before taking action.

If you have embarked on a proposed solution, it’s also important to understand that solutions are malleable. There may be no single best solution. Solutions can change and adapt as external factors change, too. It’s more important than ever that organizations stay agile . This means that interactive check-ins are critical to solving tough problems. By keeping a good pulse on your course of action, you’ll be better equipped to pivot when the time comes to change. 

BetterUp can help. With access to virtual coaching , your people can get personalized support to help solve tough problems of the future.

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Madeline Miles

Madeline is a writer, communicator, and storyteller who is passionate about using words to help drive positive change. She holds a bachelor's in English Creative Writing and Communication Studies and lives in Denver, Colorado. In her spare time, she's usually somewhere outside (preferably in the mountains) — and enjoys poetry and fiction.

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• Research Process

What is a Problem Statement? [with examples]

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Table of Contents

The statement of the problem is one of the first things that a colleague or potential client will read. With the vastness of the information available at one’s fingertips in the online9 world, your work may have just a few seconds to draw in a reader to take a deeper look at your proposal before moving on to the next option. It explains quickly to the reader, the problem at hand, the need for research, and how you intend to do it.

A strong, clear description of the problem that drew you to your research has to be straightforward, easy to read and, most important, relevant. Why do you care about this problem? How can solving this problem impact the world? The problem statement is your opportunity to explain why you care and what you propose to do in the way of researching the problem.

A problem statement is an explanation in research that describes the issue that is in need of study . What problem is the research attempting to address? Having a Problem Statement allows the reader to quickly understand the purpose and intent of the research. The importance of writing your research proposal cannot be stressed enough. Check for more information on Writing a Scientific Research Project Proposal .

It is expected to be brief and concise , and should not include the findings of the research or detailed data . The average length of a research statement is generally about one page . It is going to define the problem, which can be thought of as a gap in the information base. There may be several solutions to this gap or lack of information, but that is not the concern of the problem statement. Its purpose is to summarize the current information and where a lack of knowledge may be presenting a problem that needs to be investigated .

The purpose of the problem statement is to identify the issue that is a concern and focus it in a way that allows it to be studied in a systematic way . It defines the problem and proposes a way to research a solution, or demonstrates why further information is needed in order for a solution to become possible.

What is Included in a Problem Statement?

Besides identifying the gap of understanding or the weakness of necessary data, it is important to explain the significance of this lack.

-How will your research contribute to the existing knowledge base in your field of study?

-How is it significant?

-Why does it matter?

Not all problems have only one solution so demonstrating the need for additional research can also be included in your problem statement. Once you identify the problem and the need for a solution, or for further study, then you can show how you intend to collect the needed data and present it.

How to Write a Statement of Problem in Research Proposal

It is helpful to begin with your goal. What do you see as the achievable goal if the problem you outline is solved? How will the proposed research theoretically change anything? What are the potential outcomes?

Then you can discuss how the problem prevents the ability to reach your realistic and achievable solution. It is what stands in the way of changing an issue for the better. Talk about the present state of affairs and how the problem impacts a person’s life, for example.

It’s helpful at this point to generally layout the present knowledge and understanding of the subject at hand, before then describing the gaps of knowledge that are currently in need of study. Your problem statement is a proposed solution to address one of these gaps.

A good problem statement will also layout the repercussions of leaving the problem as it currently stands. What is the significance of not addressing this problem? What are the possible future outcomes?

Example of Problem Statement in Research Proposal

If, for example , you intended to research the effect of vitamin D supplementation on the immune system , you would begin with a review of the current knowledge of vitamin D’s known function in relation to the immune system and how a deficiency of it impacts a person’s defenses.

You would describe the ideal environment in the body when there is a sufficient level of vitamin D. Then, begin to identify the problems associated with vitamin D deficiency and the difficulty of raising the level through supplementation, along with the consequences of that deficiency. Here you are beginning to identify the problem of a common deficiency and the current difficulty of increasing the level of vitamin D in the blood.

At this stage, you may begin to identify the problem and narrow it down in a way that is practical to a research project. Perhaps you are proposing a novel way of introducing Vitamin D in a way that allows for better absorption by the gut, or in a combination with another product that increases its level in the blood.

Describe the way your research in this area will contribute to the knowledge base on how to increase levels of vitamin D in a specific group of subjects, perhaps menopausal women with breast cancer. The research proposal is then described in practical terms.

How to write a problem statement in research?

Problem statements differ depending on the type and topic of research and vary between a few sentences to a few paragraphs.

However, the problem statement should not drag on needlessly. Despite the absence of a fixed format, a good research problem statement usually consists of three main parts:

Context: This section explains the background for your research. It identifies the problem and describes an ideal scenario that could exist in the absence of the problem. It also includes any past attempts and shortcomings at solving the problem.

Significance: This section defines how the problem prevents the ideal scenario from being achieved, including its negative impacts on the society or field of research. It should include who will be the most affected by a solution to the problem, the relevance of the study that you are proposing, and how it can contribute to the existing body of research.

Solution: This section describes the aim and objectives of your research, and your solution to overcome the problem. Finally, it need not focus on the perfect solution, but rather on addressing a realistic goal to move closer to the ideal scenario.

Here is a cheat sheet to help you with formulating a good problem statement.

1. Begin with a clear indication that the problem statement is going to be discussed next. You can start with a generic sentence like, “The problem that this study addresses…” This will inform your readers of what to expect next.

2. Next, mention the consequences of not solving the problem . You can touch upon who is or will be affected if the problem continues, and how.

3. Conclude with indicating the type of research /information that is needed to solve the problem. Be sure to reference authors who may have suggested the necessity of such research.

This will then directly lead to your proposed research objective and workplan and how that is expected to solve the problem i.e., close the research gap.

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How to Write an Effective Problem Statement

Published: April 9, 2018 by Rod Morgan

Continuous improvement specialists are challenged to solve problems for their organizations or clients. They have acquired a wide array of tools, methods and techniques for that purpose.

If continuous improvement practitioners are able to establish the winning conditions for change, they can look forward to successful outcomes. However, the devil is in the details, making continuous improvement jobs interesting and challenging.

One of those “little devils” that often gets overlooked is the need to construct an effective problem statement at the start of any improvement project.

What Is a Problem Statement?

Adapted from an article by Alan Bryman in the International Journal of Social Research Methodology : A problem is a statement about an area of concern, a condition to be improved upon, a difficulty to be eliminated, or a troubling question that exists in theory or in practice that points to the need for meaningful understanding and deliberate investigation.

Why Is It So Hard to Write an Effective Problem Statement?

One of the challenges in writing a great problem statement is the distractions that can come from a variety of sources.

• Symptoms associated with the problem add to the confusion when trying to describe a problem. For example, arriving at the physician’s office and stating, “Doctor, I am experiencing pain in the back of my thigh down to the lower part of my leg! I need you to ‘fix’ my leg!” It is only after a thoughtful evaluation that the doctor concludes that your problem lies with your sciatic nerve and originates in your lower back.
• Solutions are often an early consideration when wrestling with a problem. When one is faced with a problem, alleviating that pain as quickly as possible is a natural, almost reflexive, action. It is, however, extremely important to avoid jumping to solutions until a profound understanding of the current state is achieved.
• The search for causes of your pain is a natural reaction that also needs to be avoided when first describing a problem. Establishing root cause will be a part of the ensuing investigative procedure but should be reserved for the appropriate time in the lifecycle of the problem-solving method.
• Blame is also a natural reflex when one is afflicted with a problem. A quote attributed to John Burroughs, American naturalist and nature essayist, may be all that needs to be said on this subject: “You can get discouraged many times, but you are not a failure until you begin to blame somebody else and stop trying.”

In short, a great problem statement must be free of causes, solutions and blame, and careful consideration must be given to ensure symptoms do not become a distraction.

What Is in a Problem Statement?

A problem statement should describe an undesirable gap between the current-state level of performance and the desired future-state level of performance. A problem statement should include absolute or relative measures of the problem that quantify that gap, but should not include possible causes or solutions!

Key elements of an effective problem statement include:

• Gap : Identify the gap (pain) that exists today.
• Timeframe, location and trend : Describe when and where the problem was first observed and what kind of trend it is following.
• Impact : Quantify the gap (cost, time, quality, environmental, personal, etc.)
• Importance : To the organization, the individual, etc. to better understand the urgency.

What Method Can I Employ to Author a Great Problem Statement?

The ability to articulate an effective problem statement is not simply a business skill – it is a life skill. How can children, youth and adults begin to solve problems if they haven’t been able to adequately describe them? This holds true for continuous improvement specialists.

The 5W2H (what, when, where, why, who, how, how much) method is deceptively simple. Ask the right questions in the right order and let the answers lead you to a great problem statement.

Example of Developing a Problem Statement

Let’s walk through the 5W2H method for manufacturing and call center examples.

Question 1 : What is the problem that needs to be solved?

• Manufacturer : Window frames and parts are ending up in the assembly department missing required weep holes or slots.
• Call center : The assessment call is too complex, time consuming and administratively heavy, resulting in a diminished experience for the client as well as the staff member performing the work.

Question 2 : Why is it a problem? (highlight the pain)

• Manufacturer : If identified (visual inspection), the affected parts must be sent back for rework, thereby increasing the overall cost of manufacturing, creating higher inventory levels (WIP) and increasing risk since some of the defects may not be detected until later in the process, or worse, they may end up being incorrectly shipped to the job sites.
• Call center : This results in higher variability and length of call handling time, clients having to repeat their “story” as the move through the assessment and downstream case worker (meeting) process, clients providing more information than may be required, increased workload for the assessment worker and increased wait times in the (telephone) queue. The overall impact is reduced service levels as well as diminished client and assessment worker experience.

Question 3 : Where is the problem observed? (location, products)

• Manufacturer : This problem is observed in the assembly department, downstream departments as well as ultimately in the field with customer complaints and costly field repairs and replacements.
• Call center : This problem is observed in all assessment calls but will vary in magnitude depending on the client (needs and circumstance), assessment worker (experience) and other factors that contribute to variation in the handling of assessment calls.

Question 4 : Who is impacted? (customers, businesses, departments)

• Manufacturer : This problem affects the assembly department that is tasked with trying to inspect for the error and react accordingly, rework occurring in the department/work cell responsible for weep holes and slots, the company as a whole in terms of cost, brand and reputation, and, most importantly, the customer who is affected by this problem if it makes it to the field.
• Call center : This affects the client associated with the call, clients waiting in the queue, client’s families, and the organization and employers in the community being served.

Question 5 : When was the problem first observed?

• Manufacturer : This has been an ongoing issue going back as far as memory serves in the long-term employees, but with increased volume and more customization and higher complexity in design, the impact and severity of this problem has increased rapidly over the last two years.
• Call center : This is a latent problem that has always existed but has become more evident with recent changes, including changes in funding, legislation, demand for services, client demographics and recent integration efforts in the organization as part of their ongoing commitment to continuous improvement of service pathways and client experience.

Question 6 : How is the problem observed? (symptoms)

• Manufacturer : Customer (in-field installation and service) complaints, increased warranty costs, manufacturing non-conformance reports (NCR), complaints from assembly department team and increased costs in fabrication.
• Call center : This problem is observed in the variation in call-handling times, wait times in the telephone queue, call abandon rates, increased stress in front-line staff (workload and client anxiety/dissatisfaction) and ambiguity in call handling protocols.

Question 7 : How often is the problem observed? (error rate, magnitude, trend)

• Manufacturer : There is an observed 62,000 parts per million (PPM) for this specific defect, taking into consideration rework completed in-house and observed defects in the field. The PPM is derived from the number of weeping holes and slots required per unit assembly versus the actual number of deficiencies overall observed for the same number of units.
• Call center : This is a daily operational occurrence but increases in call complexity related to changes in the knowledge base – multiple programs and changes in the environment (client demographics and needs/circumstances, legislation, etc.) – have resulted in an increase in severity and stress on the system.

Think of a problem you have encountered in your personal or professional life, or a problem you are currently tasked to solve. Employ the preceding method of asking seven simple questions and see where it takes you.

Teach this simple and effective method to your friends, colleagues and family. Writing problem statements truly is a life skill and, when employed correctly, will place anyone in good stead to start solving the problem.

About the Author

How to Write Problem Statements You’ll Actually Use

You have your project brief in hand, you’ve met with your client, maybe you’ve even held a productive discovery session with them. You understand what needs to be done and are eager to start ideating toward a solution.

But what about the problem statement?

This may be the last thing your team wants to do. Some may even think writing out a problem statement is old fashioned. And who even uses them anymore?

We’re here to change your mind. 

A well-written problem statement is how today’s most successful teams bring clarity and focus to the problems they face. Learning how to write a good one is a not-so-secret tool for coming up with more effective solutions.

What is a problem statement?

A problem statement is a clear, concise explanation of the problem or challenge you intend to solve. It is meant to give you, your team, and any other stakeholders clarity and focus around the problem. This not only helps you get buy-in from your client, but also makes it easier to prioritize what’s most important — and not get distracted by anything else.

You should write out your problem statement after you’ve done some initial research but before you have begun your work. This will give you the necessary context to create as accurate a statement as possible, while also helping guide your team as you move forward. 

You can either create it as a solo activity or as part of a larger workshop, depending on your circumstances. If you’ve already planned a discovery session, writing a problem statement could be a great way to cap off the meeting and ensure everyone is aligned.

What makes a good problem statement

First and foremost, a good problem statement is anything that helps spur you and your team into action by describing and clarifying the issues at hand.

While this can take many forms — and is often dependent on factors such as the scope and complexity of the problem — the most effective statements typically focus on the root cause of the issue by objectively describing it in as comprehensive a way as possible. The five Ws can be a good strategy for doing this: 

• Who is having the problem? This could refer to individuals, groups, or entire organizations. It is anyone (or anything) that is affected by the problem.
• What is the problem? This can be thought of as the gap that has formed between the current state and the desired state. Try to sketch out the boundaries of this gap and describe the unmet need that exists.
• Where does this problem occur? This could be a geographic location (such as a city or company), a physical object (such as a product), an entity (such as a marketing department), or even a process (such as commuting).
• When does this problem occur? Is there a certain timeframe in which the issue occurs? Is there a deadline by which it needs to be solved? 
• Why is the problem worth solving? This should focus on the importance of fixing the problem. What kind of impact will it make? How will solving it affect customers, employees, and other stakeholders ? In short, what makes a solution worthwhile?

Effective problem statement examples

Good problem statements don’t need to be complicated. In fact, as these examples show, they should be simple and direct. In one sentence, they describe exactly what the problem is, leaving little to no ambiguity about what should happen next.

Note: While some may recommend including a proposed solution in the problem statement, we think it’s best to leave this out. After all, the goal is to get people thinking creatively about their own solutions.

Problem statement example #1

“The lack of access to clean water in rural areas of developing countries is leading to increased incidence of water-borne diseases and impeding socio-economic development.”

This statement clearly identifies a specific problem — the lack of access to clean water — and highlights the negative consequences that result from it: an increase in diseases and a lack of socio-economic development. By focusing on the problem in this way, it provides a clear and concise foundation for any potential solutions. Additionally, the statement highlights the urgency of the issue and the need for action, making it more likely to inspire action and generate interest from stakeholders.

Problem statement example #2

“An employee turnover of 35% in company X is negatively impacting productivity, morale, and profitability.”

Notice how this statement identifies who the problem affects (company X and its employees), what is happening (a high turnover rate), and why it is important (productivity, morale, and profitability). This creates a clear place to focus action and start coming up with possible solutions. What’s more, by calling out the current state of turnovers (35%), it gives a specific metric to improve.

How to write effective problem statements

Writing a great problem statement should be thought of as less of an action and more of a process. You don’t just sit down and write one out (at least, most of us don’t). Instead, you should carefully seek to understand and frame every aspect of the problem at hand in order to capture it as clearly as possible.

Here is a step-by-step methodology you can follow in order to do this.

1. Identify and understand the problem

This can be thought of as the data-gathering stage. It’s when you get out into the field, interview stakeholders, and spend time in the environment where the problem exists so that you can experience it first-hand. Basically, you should be doing whatever it takes to gain as thorough an understanding of the problem as you can so that you can not only identify it , but describe its root causes.

2. Draft the problem statement

Now it’s time to start writing out a statement that is as clear and comprehensive as possible. As you do this, be aware of how you are framing the problem. You want to be careful to avoid any bias and to remain completely objective. Potential issues to look out for include:

• Describing a symptom instead of the root cause. If this happens, go back to your notes to try to uncover why something is happening, not what.
• Presenting a preferred solution. It can often be tempting to write a problem statement in such a way that only one solution is possible. Fix this by looking for ways you can broaden the focus.
• A lack of clarity. This can be caused by trying to capture too many problems at once, or not clearly framing the gap between how the current and desired states. 

3. Refine and iterate

Once you think you’ve captured the problem, don’t stop there. Continue to refine it by analyzing it from multiple perspectives. Would someone not familiar with the stakeholders and their background be able to understand the problem? Would someone from a different field altogether be able to identify the root cause? 

If you haven’t already, this can be a good opportunity to open up the problem statement to other members of your team to get their point of view. Ask them if it matches their understanding of the problem. Try to identify any potential ambiguities. When you’ve reached a point at which the problem lacks an obvious solution and is generating healthy discussion, you’re probably there. 

Templates to help you create actionable problem statements

When drafting your problem statement, there’s no reason to start from a completely blank slate. The following templates can help kickstart the process of drilling down into the root causes, framing the issue, and defining exactly what the problem is:

• 5 Whys Template
• Problem Framing Template
• Problem Statement Template

Define, understand, and solve problems faster

The art of writing problem statements shouldn’t be lost on your team. Learning to create effective statements enables you to get a better understanding of what has caused the problem, who and what the problem impacts, and why it should be solved in the first place. Knowing how to state this in language that is clear, concise, and impactful is one of the best ways to set you and your team up for success.

How have problem statements helped you come up with creative solutions? We’d love to hear how you’ve put them to use — and how you keep using them today.

Learn more about facilitation and how you can succeed at it wherever you are by downloading our Definitive Guide to Facilitating Remote Workshops .

About the authors

David Young

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PROBLEM STATEMENT

Learn everything you need to know to develop a Problem Statement by an Ex-McKinsey consultant . Includes best practices , examples, and a free problem statement template at the bottom.

“A problem well stated is a problem half solved.”

– Charles Kettering, Early 1900s American Inventor

I remember my first day on my first project at McKinsey, the partner got the team in a room for us to spend a few hours “defining the problem statement.” At first, I thought to myself, “man, what a dumb idea…this client is paying us millions of dollars, and we don’t even know what we are trying to solve?” But, as we started to debate the context of the client, the issues they faced, and the reasons why they brought us on, I started to appreciate defining the problem statement and the ability for the right problem statement to frame and focus problem solving .

What is a problem statement?

A problem statement is a clear description of the problem you are trying to solve and is typically most effectively stated as a question. Problem statements are subtly critical in effective problem solving. They have an uncanny ability in focusing the efforts of brainstorming , teamwork, and projects .

To understand this better, let’s go through some examples of how you can position a brainstorming session on various topics.

Beyond brainstorming, problem statements should be used at the beginning of any project to frame and focus on the problem. A good problem statement defines the “who” the problem involves, and defines the scope of the problem. Since problem statements guide much of the problem solving of a project, it is important not to be too narrow or broad with the problem statement.

How do you create an effective problem statement?

As stated before, every McKinsey project starts with the development of a problem statement. Once we landed on a strong problem statement, then we had to align the client with the problem statement. The easiest way for a project and team to get off track is if the team and the client are trying to solve different problems. A good problem statement aligns the expectations of the client with the team’s activities and output.

Here are the best practices when creating an effective problem statement:

Use the 5 Ws and one H

One of the most useful tools when developing a problem statement is the 5 Ws and one H, which is simply utilizing who, what, why, where, when, and how questions to frame the problem statement. Simply thinking through these questions as they relate to the problem can help you create a strong problem statement.

Ask the most crucial question, “What are we trying to solve?”

We’ve all been in those brainstorming sessions, meetings or on those projects, where you’re just scratching your head, as the conversation or directions are more like an Olympic ping-pong match going from one topic to the next. The most effective question that I’ve used in over a thousand meetings and conversations is simply “what are we trying to solve?” It cuts through the clutter, confusion, and misalignment, and quickly centers the focus and energy of everyone.

Frame the problem statement as a goal

Some of the best problem statements are simply goals formatted as questions. If you need to increase sales by 10%, a good problem statement is, “Within the next 12 months, what are the most effective options for the team to increase sales by 10%?”

Force the prioritization 

Often, the most effective problem statements force the prioritization of issues and opportunities. Using phrases such as “the most important for the customer” or “the best way” will force prioritization.

DOWNLOAD THE PROBLEM STATEMENT POWERPOINT WORKSHEET

To get you going on defining a strong problem statement, download the free and editable Problem Statement PowerPoint Worksheet.

Correctly defining a problem statement at the beginning of a project or initiative will dramatically improve the success of the project or initiative. Problem statements help guide problem solving, analysis , hypotheses , and solutions.

Developing a problem statement is an iterative brainstorming process. Get the major stakeholders in a room for a few hours and start the process by having everyone write down what they think the problem is on index cards. Collect the index cards and post them on a whiteboard. You can either discuss each one or have the group pick the top 3 and then discuss them. You can use the Problem Statement Worksheet to further define the problem by answering the 5 Ws and 1 H. The key is to find the right problem statement all stakeholders feel strongly about, in that, if the problem statement were solved, the problem would be solved.

NEXT SECTION: HYPOTHESES

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How to Build a Compelling Problem Statement (+Case Study)

Your pipeline’s ‘Closed Lost’ column is filled with prospects who expressed the exact same pain points as your customers.

Both of these groups started from the same place — a list of pains that align with your product. But they ended their buying journey in two different places.

So what gives? How does a picture-perfect deal, with a prospect whose problems are a match for your product, fall through?

Nobody cared (enough).

Really. Sometimes, a competitor steals the deal. Others times, a budget gets re-allocated. But more often than not, your deal just slipped down the priority list. Your champion couldn’t get their team interested. The decider didn’t take the time to take a look.

That’s because your champion didn’t tell a compelling story that cut through the clutter .

Some champions are natural storytellers. They hit all the high notes. They know how to make their team lean in a little closer. But other buyers need your help.

They need a specific, compelling problem statement that grabs and holds attention.

Here’s how to create one.

The Formula for Compelling Problem Statements

First, I’ll give you the formula. Then, we’ll break down each of its parts.

Costs ‍ Every [Frequency], at least [Reach] are [Pain], costing us [Impact].

Consequences ‍ That means [Implication #2]. If that’s not addressed by [Timeline], then [Implication #3].

Part 1: Focus on Costs

We all feel more upset if we lose $10, than we feel happy if we find $10.

That’s the basic idea of “Loss Aversion.” We feel a greater pressure to avoid losses than we do to acquire the equivalent gain. It’s also why you should build your problem statement around losses.

Highlight active or immanent losses first, before calling out new opportunities.

To make the loss compelling, be specific. And to be specific, quantify the impact of your buyer’s problem whenever possible. A simple way to estimate the impact is: ‍

Don’t give your best guess. Ask your buyer what their guess is. Then, write it down with them. Here are a few examples, with some made up numbers:

Once you’ve quantified the problem, don’t assume the loss is meaningful .

For example, if you’re selling to the enterprise, beware of The Law of Large Numbers. Pointing out a $1M loss is pointing out 0.0001% in a business that does $10B in annual revenue.

Instead, ask questions like:

• How does this estimate of [X] compare to what you expected to see?
• How do you think [decision maker] would react to seeing this number?
• Are there other problems your team’s facing that are more pressing than this?

Part 2: Highlight Consequences

You’d be surprised what overwhelm and burnout can force us to live with. We grow numb to our problems, and apathy becomes a perfectly acceptable solution.

But often, that’s because we can’t see the full consequences of our inaction. So once you’ve quantified the loss (above), press into its implications. There are three levels of consequences you’ll want to speak to:

• Functional Problems: “It takes a long time to build customer surveys and analyze the data.”
• Strategic Problems: “We’re not sure which customers are a churn risk before their renewal date.”
• Personal Problems: “Me, or someone on my team, may lose our job if renewal revenue declines.”

Now, nobody likes talking consequences. So generally, it’s best to lead your buyers to them with questions — not statements. Questions that start by asking:

• What happens if...
• What does this mean for...
• How will that affect...

Bringing It All Together

If your head is spinning with “math” right now, your buyer’s will be too.

While you’ll quickly become fluent in problem statements using this framework, your champion will need some help. So from here, make sure to:

• Put their story to the test. After you’ve drawn out all the component parts with your champion, ask them to play back the story. Is it compelling? Is their delivery confident?
• Write it out for them. Give them something to refer back to during a conversation, and to send around to their team afterwards.
• Develop a problem statement process. Getting the data you need to turn a minor-annoyance into a can’t-ignore mega issue may require some creativity. Here’s a case study on that, below. ‍

[Case Study] “My board definitely needs to see this.”

The breakthrough that let one my past sales teams cross the chasm from $500K, to $5M, in ARR was the process for enabling our champions with a can’t-ignore problem statement.

Here’s the full story.

Creating Context

We sold marketing and fundraising software to nonprofits. CRM, landing pages, payments, email, text, video, all-in-one. For context, our market was the 1.2M nonprofits raising close to $500 B every year.

A portion of this funding comes from foundations. Foundations are organizations that exist to give out large chunks of money to nonprofits called “grants.” These grants are great when you get them, but they’re not sustainable.

For example, a $500K grant needs to be replaced with a wider group of individual donors before it’s fully spent. Otherwise, the nonprofit can’t keep funding their programs and payroll.

When nonprofits don’t raise money from individuals, that’s a problem. Think of it like investing in a startup. If the startup doesn’t find customers to generate cash — aside from raising more venture funding — the investment was for nothing. There’s no revenue to keep the show going.

Collecting the Right Data

I had created a champion out of the Head of Grantmaking at one of the nation’s largest family foundations. They grant out more than $50M to nonprofits every year, and she saw the problem we were solving.

She knew our software could help her nonprofits raise more funding, but buying software for 20 nonprofits would be a significant, six-figure deal — which needed board approval. What’s more, her board had never funded a for-profit company’s software before. Generally, nonprofits are skeptical of for-profits, regardless of their social good.

We were rolling a boulder uphill, and needed a compelling story. We were chatting one day when I said, “This may be crazy. But what if we asked all your nonprofits for their fundraising data, to show your board?”

She was up to give it a shot. So next, I:

• Wrote a three-part email campaign requesting her nonprofits help her out with a survey.
• Signed up for Typeform and built out a simple survey to collect fundraising data.
• Opened up a free Mailchimp account and built out the survey campaign.
• Recorded a Loom video that showed my champion how to upload a list of emails and hit “send.”
• Downloaded all the survey responses a week later and crunched the data in Excel.
• Put together a short, 2-page report for the next board meeting packet.

Crafting the Problem Statement

That report shared this statement: ‍

Every year, at least 200 of the Foundation’s nonprofits raise less than 20% of their annual budget from individual donors, which is costing the Foundation more than $10M in follow-on funding to keep them operational. This means the programs we support are at risk of closing, if we don’t continue to fund them. If that’s not addressed inside this fiscal year, we’ll be unable to allocate this funding to new initiatives outlined in the strategic plan we’re voting on today.

When my champion saw this, she immediately said, “ My board needs to see this .”

Here’s the end of the story.

This paragraph — not a case study, deck, or demo — helped my champion closed the deal.

That deal not only pushed us over quota for the month, it opened up a whole new market segment. We could now point to their foundation, and the 20 nonprofits they brought with them, as one of our customers. That gave us credibility to start engaging with other foundations.

In fact, we hired on a new FTE for our sales enablement team, who built out and perfected that survey process. It became a “free assessment” we gave to every champion in our pipeline.

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Case Study | Definition, Examples & Methods

Published on 5 May 2022 by Shona McCombes . Revised on 30 January 2023.

A case study is a detailed study of a specific subject, such as a person, group, place, event, organisation, or phenomenon. Case studies are commonly used in social, educational, clinical, and business research.

A case study research design usually involves qualitative methods , but quantitative methods are sometimes also used. Case studies are good for describing , comparing, evaluating, and understanding different aspects of a research problem .

Table of contents

When to do a case study, step 1: select a case, step 2: build a theoretical framework, step 3: collect your data, step 4: describe and analyse the case.

A case study is an appropriate research design when you want to gain concrete, contextual, in-depth knowledge about a specific real-world subject. It allows you to explore the key characteristics, meanings, and implications of the case.

Case studies are often a good choice in a thesis or dissertation . They keep your project focused and manageable when you don’t have the time or resources to do large-scale research.

You might use just one complex case study where you explore a single subject in depth, or conduct multiple case studies to compare and illuminate different aspects of your research problem.

Prevent plagiarism, run a free check.

Once you have developed your problem statement and research questions , you should be ready to choose the specific case that you want to focus on. A good case study should have the potential to:

• Provide new or unexpected insights into the subject
• Challenge or complicate existing assumptions and theories
• Propose practical courses of action to resolve a problem
• Open up new directions for future research

Unlike quantitative or experimental research, a strong case study does not require a random or representative sample. In fact, case studies often deliberately focus on unusual, neglected, or outlying cases which may shed new light on the research problem.

If you find yourself aiming to simultaneously investigate and solve an issue, consider conducting action research . As its name suggests, action research conducts research and takes action at the same time, and is highly iterative and flexible. 

However, you can also choose a more common or representative case to exemplify a particular category, experience, or phenomenon.

While case studies focus more on concrete details than general theories, they should usually have some connection with theory in the field. This way the case study is not just an isolated description, but is integrated into existing knowledge about the topic. It might aim to:

• Exemplify a theory by showing how it explains the case under investigation
• Expand on a theory by uncovering new concepts and ideas that need to be incorporated
• Challenge a theory by exploring an outlier case that doesn’t fit with established assumptions

To ensure that your analysis of the case has a solid academic grounding, you should conduct a literature review of sources related to the topic and develop a theoretical framework . This means identifying key concepts and theories to guide your analysis and interpretation.

There are many different research methods you can use to collect data on your subject. Case studies tend to focus on qualitative data using methods such as interviews, observations, and analysis of primary and secondary sources (e.g., newspaper articles, photographs, official records). Sometimes a case study will also collect quantitative data .

The aim is to gain as thorough an understanding as possible of the case and its context.

In writing up the case study, you need to bring together all the relevant aspects to give as complete a picture as possible of the subject.

How you report your findings depends on the type of research you are doing. Some case studies are structured like a standard scientific paper or thesis, with separate sections or chapters for the methods , results , and discussion .

Others are written in a more narrative style, aiming to explore the case from various angles and analyse its meanings and implications (for example, by using textual analysis or discourse analysis ).

In all cases, though, make sure to give contextual details about the case, connect it back to the literature and theory, and discuss how it fits into wider patterns or debates.

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Jump to DSE Guide

Problem statement overview.

The dissertation problem needs to be very focused because everything else from the dissertation research logically flows from the problem. You may say that the problem statement is the very core of a dissertation research study. If the problem is too big or too vague, it will be difficult to scope out a purpose that is manageable for one person, given the time available to execute and finish the dissertation research study.

Through your research, your aim is to obtain information that helps address a problem so it can be resolved. Note that the researcher does not actually solve the problem themselves by conducting research but provides new knowledge that can be used toward a resolution. Typically, the problem is solved (or partially solved) by practitioners in the field, using input from researchers.

Given the above, the problem statement should do three things :

• Specify and describe the problem (with appropriate citations)
• Explain the consequences of NOT solving the problem
• Explain the knowledge needed to solve the problem (i.e., what is currently unknown about the problem and its resolution – also referred to as a gap )

What is a problem?

The world is full of problems! Not all problems make good dissertation research problems, however, because they are either too big, complex, or risky for doctorate candidates to solve. A proper research problem can be defined as a specific, evidence-based, real-life issue faced by certain people or organizations that have significant negative implications to the involved parties.

Example of a proper, specific, evidence-based, real-life dissertation research problem:

“Only 6% of CEOs in Fortune 500 companies are women” (Center for Leadership Studies, 2019).

Specific refers to the scope of the problem, which should be sufficiently manageable and focused to address with dissertation research. For example, the problem “terrorism kills thousands of people each year” is probably not specific enough in terms of who gets killed by which terrorists, to work for a doctorate candidate; or “Social media use among call-center employees may be problematic because it could reduce productivity,” which contains speculations about the magnitude of the problem and the possible negative effects.

Evidence-based here means that the problem is well-documented by recent research findings and/or statistics from credible sources. Anecdotal evidence does not qualify in this regard. Quantitative evidence is generally preferred over qualitative ditto when establishing a problem because quantitative evidence (from a credible source) usually reflects generalizable facts, whereas qualitative evidence in the form of research conclusions tend to only apply to the study sample and may not be generalizable to a larger population. Example of a problem that isn’t evidence-based: “Based on the researcher’s experience, the problem is that people don’t accept female leaders;” which is an opinion-based statement based on personal (anecdotal) experience.

Real-life means that a problem exists regardless of whether research is conducted or not. This means that “lack of knowledge” or “lack of research” cannot be used as the problem for a dissertation study because it’s an academic issue or a gap; and not a real-life problem experienced by people or organizations.  Example of a problem that doesn’t exist in real life: “There is not enough research on the reasons why people distrust minority healthcare workers.” This type of statement also reveals the assumption that people actually do mistrust minority healthcare workers; something that needs to be supported by actual, credible evidence to potentially work as an underlying research problem.

What are consequences?

Consequences are negative implications experienced by a group of people or organizations, as a result of the problem. The negative effects should be of a certain magnitude to warrant research. For example, if fewer than 1% of the stakeholders experience a negative consequence of a problem and that consequence only constitutes a minor inconvenience, research is probably not warranted. Negative consequences that can be measured weigh stronger than those that cannot be put on some kind of scale.

In the example above, a significant negative consequence is that women face much larger barriers than men when attempting to get promoted to executive jobs; or are 94% less likely than men to get to that level in Corporate America.

What is a gap?

To establish a complete basis for a dissertation research study, the problem has to be accompanied by a gap . A gap is missing knowledge or insights about a particular issue that contributes to the persistence of the problem. We use gaps to “situate” new research in the existing literature by adding to the knowledge base in the business research field, in a specific manner (determined by the purpose of the research). Identifying gaps requires you to review the literature in a thorough fashion, to establish a complete understanding of what is known and what isn’t known about a certain problem.  In the example from above about the underrepresentation of female CEOs, a gap may be that male-dominated boards have not been studied extensively in terms of their CEO hiring decisions, which might then warrant a study of such boards, to uncover implicit biases and discriminatory practices against female candidates.

How to Write a Problem Statement

How to write a problem statement.

• Here is one way to construct a problem section (keep in mind you have a 250-300 word limit, but you can write first and edit later):

It is helpful to begin the problem statement with a sentence :  “The problem to be addressed through this study is… ”  Then, fill out the rest of the paragraph with elaboration of that specific problem, making sure to “document” it, as NU reviewers will look for research-based evidence that it is indeed a problem (emphasis also on timeliness of the problem, supported by citations within the last 5 years).

Next, write a paragraph explaining the consequences of NOT solving the problem. Who will be affected? How will they be affected? How important is it to fix the problem? Again, NU reviewers will want to see research-based citations and statistics that indicate the negative implications are significant.

In the final paragraph, you will explain what information (research) is needed in order to fix the problem. This paragraph shows that the problem is worthy of doctoral-level research. What isn’t known about the problem? Ie, what is the gap? Presumably, if your problem and purpose are aligned, your research will try to close or minimize this gap by investigating the problem. Have other researchers investigated the issue? What has their research left unanswered?

• Another way to tackle the Statement of the Problem:

The Statement of the Problem section is a very clear, concise identification of the problem. It must stay within the template guidelines of 250-300 words but more importantly, must contain four elements as outlined below. A dissertation worthy problem should be able to address all of the following points:

-->identification of the problem itself--what is "going wrong" (Ellis & Levy, 2008)

-->who is affected by the problem

-->the consequences that will result from a continuation of the problem

-->a brief discussion of 1) at least 3 authors’ research related to the problem; and 2)   their stated suggestion/recommendation for further research related to the problem

Use the following to work on the Statement of the Problem by first outlining the section as follows:

1. One clear, concise statement that tells the reader what is not working, what is “going wrong”. Be specific and support it with current studies.

2. Tell who is affected by the problem identified in #1. 

3. Briefly tell what will happen if the problem isn’t addressed.

4. Find at least 3 current studies and write a sentence or two for each study that

i. briefly discusses the author(s)’ work, what they studied, and

ii. state their recommendation for further research about the problem

• Finally, you can follow this simple 3-part outline when writing the statement of the problem section:

Your problem statement is a short (250-300 words), 3 paragraph section, in which you

• Explain context and state problem (“the problem is XYZ”), supported by statistics and/or recent research findings
• Explain the negative consequences of the problem to stakeholders, supported by statistics and/or recent research findings
• Explain the gap in the literature.

Example of a problem statement that follows the 3-part outline (295 words):

The problem to be addressed by this study is the decline of employee well-being for followers of novice mid-level managers and the corresponding rise in employee turnover faced by business leaders across the financial services industry (Oh et al., 2014).  Low levels of employee well-being are toxic for morale and result in expensive turnover costs, dysfunctional work environments, anemic corporate cultures, and poor customer service (Compdata, 2018; Oh et al., 2014).  According to Ufer (2017), the financial services industry suffers from one of the highest turnover rates among millennial-aged employees in all industries in the developed world, at 18.6% annually.  Starkman (2015) reported that 50% of those surveyed in financial services were not satisfied with a single one of the four key workplace aspects: job, firm, pay or career path. 

Low levels of employee well-being interrupt a financial services’ company’s ability to deliver outstanding customer service in a world increasingly dependent on that commodity (Wladawsky-Berger, 2018).Mid-level managers play an essential role in support of the success of many of top businesses today (Anicich & Hirsh, 2017). 

The current body of literature does not adequately address the well-being issue in the financial services industry from the follower’s perspective (Uhl-Bien, Riggio, Lowe, & Carsten, 2014). Strategic direction flows top-down from senior executives and passes through mid-level leadership to individual contributors at more junior grades.  The mid-level managers’ teams are tasked with the achievement of core tasks and the managers themselves are expected to maintain the workforce’s morale, motivation and welfare (Anicich & Hirsh, 2017).  Unless industry leaders better understand the phenomenon of employee well-being from the follower perspective and its role in positioning employees to provide a premium client experience, they may be handicapped from preserving their most significant principal market differentiator: customer service (Wladawsky-Berger, 2018). 

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How to write a problem statement: Template and examples

In your time as a product manager, it is likely that you and your team will face many different customer pain points, needs, and opportunities. Problems (and the reasons why they occur) always seem to be never ending — whether it’s customers complaining about your product’s poor user experience, its high cost, or other issues that seem innocuous to you but serious to your customers.

There are a number of different problems for your team to solve, and these problems can also be poorly defined from a customer perspective. This implies that it’s difficult to figure out what you and your team need to do to remedy the vague or little known pain point.

As a product manager, it is your responsibility to help define the problem, to scope and set boundaries over it, and to point to a definition of success for resolving that problem. This helps your team understand the issues that your customers are facing, ideate potential solutions, and make necessary trade-offs.

The description, definition, and scope of the problem can be succinctly described as part of a problem statement. In this article, we will walk through what a problem statement in product management is, the advantages of having a well-defined problem statement, key frameworks to use when defining your problem statement, and elements of an effective problem statement.

What is a problem statement?

As mentioned in the name, a problem statement is a written statement about the customer problem — usually expressed as a pain point, need, or opportunity — that you and your team are trying to resolve. You can do this by either coming up with a technical solution ( like an initiative that becomes epics and user stories) or consulting about it with another function of the organization. For example, if the pain point relates to pricing, it’s best to consult with your revenue and account management team.

Although it sounds simple in theory, it can be a difficult and frustrating exercise in practice. Firstly, problems can be ill-defined by the customer in the first place — meaning that it doesn’t necessarily have the shape and structure to enable your team to find a well-scoped solution. Furthermore, there may be a number of different hidden problems masking the “real reason” the issue occurred in the first place.

As such, time needs to be invested to figure out if the problem presented by the customer at first instance is the real and only problem, or if there are layers underneath that need to be explored to determine if there is a deeper, systemic issue instead.

It helps to have a well-structured, evidence-based problem statement that allows your team to dial into the actual problem. A focused solution can then be implemented to resolve the real or foundational customer need, pain point, or opportunity presented by the problem statement.

The advantages of having a well-defined problem statement

There are a number of advantages to having a well-defined problem statement. We’ll go over them in detail below.

Helps see the problem from the customer’s perspective

Problem statements are usually written from the customer’s point of view. That is, it usually considers the types of problems that the customer faces because of the “life role” they are currently using your product for. Whether your product is a web or mobile application, whether it’s for consumer or business consumption, or whether it’s a SaaS product, chances are that your customer is facing the problem with your product based on what they are at that moment.

For example, a customer of a social media application will have different problems, pain points, needs, or opportunities compared to a customer of a stock trading platform application. They are trying to do different things on each individual app, and due to this, they will run into different problems that only they will experience as the bespoke customers of your application.

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Creates an understanding of the job that the customer is trying to do with your product

Further along to the first point, by seeing the role that your customer is playing at the moment of using your product, you also get the chance to understand the job that they are trying to complete by using your product.

A job in this sense is different from what you might think about traditionally — this is the thing that they are trying to complete at that point in time. The only way that they can complete the thing is by using the functions and features from your product.

By understanding the job that your customer is trying to achieve with the product, along with the “life role” they are playing when using your product, your team will have a unique understanding of the problems that they are facing and the reasons why those problems are serious. They are preventing the customer from getting the job done.

Say you are a social media user. A possible job that you want to get done is to post a picture on the internet for your friends to see. To do that, you need to have a function or feature on the app that allows you to choose a picture from your camera roll and possibly have a chance to edit or tweak the photo before posting it online. However, if the upload button is not working, you can’t post your pictures on the internet and, as a result, can’t get your job done.

Keeps the team focused on delivering a real solution to solve a real problem

As we wrap up to the above two points, by understanding both the role and job that the customer is trying to achieve, your team focuses on the actual pain point and translates this focus into a viable solution.

This helps the team avoid the build trap, e.g., building functions and features for the sake of building. Instead, a well-written problem statement should help them really understand the “why” and “what” they are building, as well as the connection that the solution has to the pain point, issue, or opportunity.

Frameworks to use when defining a problem statement

In structuring a proper problem statement, it can help to fall back on several tried and tested frameworks, methods, and theories.

Writing from a user persona perspective

A user persona is a fictional profile based on your real life user’s traits, which should be a reflection of your product’s typical customer . By having a well-developed user persona, a product manager is capable of understanding the key traits, goals, and responsibilities of their typical customer. This enables them to translate that understanding into problem discovery and focus from a customer’s perspective.

In the context of developing a problem statement, a user persona is useful to assist you in understanding the exact job that they want to complete on your application or product. By understanding the job that they want to get done based on the goals and traits of their user persona, you will gain deeper insight into the real reasons why they are experiencing the problem and how best you can solve it.

The Jobs-to-be-Done (JTBD) Framework

Based on Anthony Ulwick’s book What Customers Want , the Jobs-to-be-Done (JTBD) framework stems from the idea that customers buy products and services to get the job done. In using your product, a customer will decide whether or not they will purchase or continue using your product based on how well it delivers on the outcomes that they are looking for, e.g. the job that they want to get done by using your product.

Using the JTBD framework together with a well crafted user persona provides you a holistic view of the customer, what they want to do with your product, why they want to do that particular job using your product, and the current problems preventing them from getting said job done using your product.

In this way, you help narrow your problem statement down to issues that, if resolved, will help with the resumption or increased frequency of the customer getting the job done using your product.

Problem statement template

Using the frameworks above, a typical problem statement sounds something like this:

As a [USER];

I’m trying to [MOTIVATION];

So I can [EXPECTED OUTCOME];

But [PROBLEM];

Which makes me feel [EMOTION].

You can use that as a template to write successful, actionable problem statements. You don’t need anything super fancy, as long as you hit on these points to get a holistic view of the problem:

The following is a breakdown of how we write this:

Examples of realistic problem statements

Going off of the previous section where we looked at a problem statement template, let’s now review some examples:

Follow the above tips and you’ll be writing expertly crafted and well defined problem statements in no time. Thanks!

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How to Write to Problem Statements (Examples Included)

Fahad Usmani, PMP

November 16, 2023

A problem statement is a summary of all the problems you intend to address. It contextualizes the problem(s), provides the details, and defines the research objective to find the solution. A problem statement is a problem-solving method.

A problem statement is crucial for any new business endeavor, research, or project. It serves as a compass that guides the efforts towards a defined goal. A well-crafted problem statement not only helps in focusing efforts but also gets support and resources for the proposed solution.

In today’s post, we will discuss the problem statements and how to write them, and finally, we will see some examples of problem statements. However, before that, let us know the problem statement and when you should write it.

What Are Problem Statements?

A problem statement details the problems the business faces in carrying out its processes, expanding its business, launching new products, etc. It identifies the gap between the current state and the desired state of the process or product.

The problem statement details how the problem impacts your customers, employees, other stakeholders, or the organization .

The information in the problem statement is objectives based on facts and avoids speculation and bias. It explains a challenge that sums up what you want to change. It helps your team members and other stakeholders to focus on the problem.

A problem statement has the following three characteristics:

• It includes the problem details and why the problem must be solved.
• It includes the proposed solution.
• It details how the proposed solution will solve the problem and how you will implement it.

Five Components of a Problem Statement

To write a problem statement, focusing on the five Ws: who, what, when, where, and why or how, can help write an effective problem statement.

Asking these questions will ensure that you cover all the key elements of the problem:

• Who: Who is affected by the problem?
• What: What is the current state of the problem, and what is the desired state of the problem? Alternatively, what is the magnitude of the problem?
• When: When will the problem occur? Alternatively, how long has the problem been going on?
• Where: Where is the problem occurring?
• Why: Why is this problem important or worth solving? 

Ensure you ask the right questions to stakeholders while developing the problem statement.

When Should You Write Your Problem Statement?

A problem statement helps understand the problem and find the possible solution. You can write your problem statement in many situations. 

For example, your organization needs to improve its processes for better efficiency and create a project for this purpose. So, you will write a problem statement to solve the organization’s problems.

The following are a few instances in which you should write a problem statement:

• When you want to clarify the expected outcome
• When you are starting a new project or initiative
• When you are trying to solve a complex problem
• When you are trying to get buy-in from stakeholders
• When you are trying to communicate the problem to others clearly and concisely

A problem statement is a key document that is the basis of the feasibility and cost-benefit analysis .

How to Write an Effective Problem Statement

The following are the key elements of an effective problem statement; ensure you include them while writing the problem statement:

Step I: Provide a Context to the Problem

Before writing the problem, you must provide the context or the background of the problem so the stakeholders can be prepared to understand the problem. 

You can describe the virtual situation that how the system would work if the current problem is not solved before providing the solution and its benefits.

Step II: Explain the Problem

Now, you can explain the problem in detail. You can write about the issue and how it impacts the organization negatively. You can write about what will happen if the organization is left in its current state and the problem is not solved.

You can include attempts by earlies to solve the problem and why they failed. Provide all information you know about the current problem in brief.

Step III: Define Your Objectives

At the end, explain how you will solve the problem. The intention should not be to correct the problem but to find the root cause and solve it once and for all. Explain how the proposed solution is the best course of action.

You must back up your claims with evidence and objective data. Show them how the proposed solution will cost and the financial benefits of it.

You can include the tangible and intangible benefits of the proposed solution.

You can finally conclude the problem statement by summarizing the problem statement, its impact on the business and not solved on time, your proposed solution, and its benefit.

Best Practices for Writing a Problem Statement

To ensure that your problem statement is robust and provides precise information, follow the following best practices:

• Structure your content well, use simple language, and avoid using complex sentences, idioms, and phrases. The statement should be easy to read and understand and should not confuse the reader.
• Don’t explain the problem, and avoid subjective details. Provide objective data and keep the statement as simple and precise as possible.
• Objective data representation doesn’t require much effort to analyze. Make it simple to understand and use graphs if possible.
• After capturing the problem, refine it continuously by analyzing it from multiple perspectives and different points of view.

What Are the Benefits of Using a Problem Statement?

A few benefits of using a problem statement are as follows:

• Clarity and Focus: It helps identify the issue at hand while providing focus and direction to those who are solving the problem.
• Decision-Making Guidance: It outlines the specific problem that needs attention.
• Effort Alignment: Articulating the problem helps align the efforts of different individuals or teams toward a common goal. It ensures that all stakeholders are on the same page.
• Problem-Scope Definition: It assists with defining the problem’s scope, preventing scope creep , and ensuring that efforts are concentrated on the core issue without distractions.
• Measurement and Evaluation: It helps create measurable success criteria. This makes it easier to evaluate the effectiveness of proposed solutions and to track progress.
• Problem-Solving Process Improvement: It encourages a thorough understanding of the problem, thereby enhancing the problem-solving process. It promotes thoughtful analysis and considers potential solutions to improve the process, product, or user experience.
• Communication: It serves as a communication tool , thereby enabling effective communication between stakeholders. A well-constructed problem statement facilitates discussion and collaboration.

Problem Statement Examples

Great problem statements are simple, to the point, and precise. They describe the pain points in a few lines and leave no space for any confusion.

Now, I will give you two examples of problem statements for better understanding.

Problem Statement Example #1

The unavailability of medical facilities in a developing country causes health risks to local populations and severely affects the health of children.

The above problem statement clearly specifies the problem on hand, that is, the unavailability of medical facilities and medicines. Afterward, it explains the negative consequence of the problem if left unsolved.

By focusing on the problem, the stakeholders can find the solution.

Problem Statement Example #2

The company must launch a new product to capture the market for the newly created niche.

Here, the problem specifies that the market demands a new product, so the business must launch its product to capture the market and establish itself.

For example, when Apple launched the iPhone, it was the first touchscreen phone and created a new niche in the mobile segment. Afterward, other mobile phone makers, such as Samsung and Nokia, launched touchscreen mobile phones to capture the market quickly.

As organizations deal with complex challenges, defining and addressing problems through thoughtful problem statements remains a key skill for driving meaningful change and progress.

A good problem statement lays the groundwork for successful problem-solving endeavors. It acts as a roadmap to guide researchers, project managers, and teams toward effective solutions.

I am Mohammad Fahad Usmani, B.E. PMP, PMI-RMP. I have been blogging on project management topics since 2011. To date, thousands of professionals have passed the PMP exam using my resources.

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3+ SAMPLE Case Analysis Problem Statement in PDF| MS Word

Case analysis problem statement | ms word, 3+ sample case analysis problem statement, what is a case analysis problem statement, components of a case analysis problem statement, how to write a case analysis problem statement, how do you write a problem statement, what makes a good problem statement, what is a problem statement.

Case Study Analysis Problem Statement

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1. define how certain things should work, 2. state the problem and emphasize why it matters, 3. explain the financial costs of the problem, 4. back up the claims and propose a clear solution, 5. highlight the benefits of the proposed solutions, 6. conclude the problem statement.

• What is the problem?
• Who has the problem?
• Where and when does the problem happen?
• How often does the problem happen?
• What are the causes?
• What is its impact?

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Organizing Your Social Sciences Research Assignments

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A case study research paper examines a person, place, event, condition, phenomenon, or other type of subject of analysis in order to extrapolate  key themes and results that help predict future trends, illuminate previously hidden issues that can be applied to practice, and/or provide a means for understanding an important research problem with greater clarity. A case study research paper usually examines a single subject of analysis, but case study papers can also be designed as a comparative investigation that shows relationships between two or more subjects. The methods used to study a case can rest within a quantitative, qualitative, or mixed-method investigative paradigm.

Case Studies. Writing@CSU. Colorado State University; Mills, Albert J. , Gabrielle Durepos, and Eiden Wiebe, editors. Encyclopedia of Case Study Research . Thousand Oaks, CA: SAGE Publications, 2010 ; “What is a Case Study?” In Swanborn, Peter G. Case Study Research: What, Why and How? London: SAGE, 2010.

How to Approach Writing a Case Study Research Paper

General information about how to choose a topic to investigate can be found under the " Choosing a Research Problem " tab in the Organizing Your Social Sciences Research Paper writing guide. Review this page because it may help you identify a subject of analysis that can be investigated using a case study design.

However, identifying a case to investigate involves more than choosing the research problem . A case study encompasses a problem contextualized around the application of in-depth analysis, interpretation, and discussion, often resulting in specific recommendations for action or for improving existing conditions. As Seawright and Gerring note, practical considerations such as time and access to information can influence case selection, but these issues should not be the sole factors used in describing the methodological justification for identifying a particular case to study. Given this, selecting a case includes considering the following:

• The case represents an unusual or atypical example of a research problem that requires more in-depth analysis? Cases often represent a topic that rests on the fringes of prior investigations because the case may provide new ways of understanding the research problem. For example, if the research problem is to identify strategies to improve policies that support girl's access to secondary education in predominantly Muslim nations, you could consider using Azerbaijan as a case study rather than selecting a more obvious nation in the Middle East. Doing so may reveal important new insights into recommending how governments in other predominantly Muslim nations can formulate policies that support improved access to education for girls.
• The case provides important insight or illuminate a previously hidden problem? In-depth analysis of a case can be based on the hypothesis that the case study will reveal trends or issues that have not been exposed in prior research or will reveal new and important implications for practice. For example, anecdotal evidence may suggest drug use among homeless veterans is related to their patterns of travel throughout the day. Assuming prior studies have not looked at individual travel choices as a way to study access to illicit drug use, a case study that observes a homeless veteran could reveal how issues of personal mobility choices facilitate regular access to illicit drugs. Note that it is important to conduct a thorough literature review to ensure that your assumption about the need to reveal new insights or previously hidden problems is valid and evidence-based.
• The case challenges and offers a counter-point to prevailing assumptions? Over time, research on any given topic can fall into a trap of developing assumptions based on outdated studies that are still applied to new or changing conditions or the idea that something should simply be accepted as "common sense," even though the issue has not been thoroughly tested in current practice. A case study analysis may offer an opportunity to gather evidence that challenges prevailing assumptions about a research problem and provide a new set of recommendations applied to practice that have not been tested previously. For example, perhaps there has been a long practice among scholars to apply a particular theory in explaining the relationship between two subjects of analysis. Your case could challenge this assumption by applying an innovative theoretical framework [perhaps borrowed from another discipline] to explore whether this approach offers new ways of understanding the research problem. Taking a contrarian stance is one of the most important ways that new knowledge and understanding develops from existing literature.
• The case provides an opportunity to pursue action leading to the resolution of a problem? Another way to think about choosing a case to study is to consider how the results from investigating a particular case may result in findings that reveal ways in which to resolve an existing or emerging problem. For example, studying the case of an unforeseen incident, such as a fatal accident at a railroad crossing, can reveal hidden issues that could be applied to preventative measures that contribute to reducing the chance of accidents in the future. In this example, a case study investigating the accident could lead to a better understanding of where to strategically locate additional signals at other railroad crossings so as to better warn drivers of an approaching train, particularly when visibility is hindered by heavy rain, fog, or at night.
• The case offers a new direction in future research? A case study can be used as a tool for an exploratory investigation that highlights the need for further research about the problem. A case can be used when there are few studies that help predict an outcome or that establish a clear understanding about how best to proceed in addressing a problem. For example, after conducting a thorough literature review [very important!], you discover that little research exists showing the ways in which women contribute to promoting water conservation in rural communities of east central Africa. A case study of how women contribute to saving water in a rural village of Uganda can lay the foundation for understanding the need for more thorough research that documents how women in their roles as cooks and family caregivers think about water as a valuable resource within their community. This example of a case study could also point to the need for scholars to build new theoretical frameworks around the topic [e.g., applying feminist theories of work and family to the issue of water conservation].

Eisenhardt, Kathleen M. “Building Theories from Case Study Research.” Academy of Management Review 14 (October 1989): 532-550; Emmel, Nick. Sampling and Choosing Cases in Qualitative Research: A Realist Approach . Thousand Oaks, CA: SAGE Publications, 2013; Gerring, John. “What Is a Case Study and What Is It Good for?” American Political Science Review 98 (May 2004): 341-354; Mills, Albert J. , Gabrielle Durepos, and Eiden Wiebe, editors. Encyclopedia of Case Study Research . Thousand Oaks, CA: SAGE Publications, 2010; Seawright, Jason and John Gerring. "Case Selection Techniques in Case Study Research." Political Research Quarterly 61 (June 2008): 294-308.

Structure and Writing Style

The purpose of a paper in the social sciences designed around a case study is to thoroughly investigate a subject of analysis in order to reveal a new understanding about the research problem and, in so doing, contributing new knowledge to what is already known from previous studies. In applied social sciences disciplines [e.g., education, social work, public administration, etc.], case studies may also be used to reveal best practices, highlight key programs, or investigate interesting aspects of professional work.

In general, the structure of a case study research paper is not all that different from a standard college-level research paper. However, there are subtle differences you should be aware of. Here are the key elements to organizing and writing a case study research paper.

I.  Introduction

As with any research paper, your introduction should serve as a roadmap for your readers to ascertain the scope and purpose of your study . The introduction to a case study research paper, however, should not only describe the research problem and its significance, but you should also succinctly describe why the case is being used and how it relates to addressing the problem. The two elements should be linked. With this in mind, a good introduction answers these four questions:

• What is being studied? Describe the research problem and describe the subject of analysis [the case] you have chosen to address the problem. Explain how they are linked and what elements of the case will help to expand knowledge and understanding about the problem.
• Why is this topic important to investigate? Describe the significance of the research problem and state why a case study design and the subject of analysis that the paper is designed around is appropriate in addressing the problem.
• What did we know about this topic before I did this study? Provide background that helps lead the reader into the more in-depth literature review to follow. If applicable, summarize prior case study research applied to the research problem and why it fails to adequately address the problem. Describe why your case will be useful. If no prior case studies have been used to address the research problem, explain why you have selected this subject of analysis.
• How will this study advance new knowledge or new ways of understanding? Explain why your case study will be suitable in helping to expand knowledge and understanding about the research problem.

Each of these questions should be addressed in no more than a few paragraphs. Exceptions to this can be when you are addressing a complex research problem or subject of analysis that requires more in-depth background information.

II.  Literature Review

The literature review for a case study research paper is generally structured the same as it is for any college-level research paper. The difference, however, is that the literature review is focused on providing background information and  enabling historical interpretation of the subject of analysis in relation to the research problem the case is intended to address . This includes synthesizing studies that help to:

• Place relevant works in the context of their contribution to understanding the case study being investigated . This would involve summarizing studies that have used a similar subject of analysis to investigate the research problem. If there is literature using the same or a very similar case to study, you need to explain why duplicating past research is important [e.g., conditions have changed; prior studies were conducted long ago, etc.].
• Describe the relationship each work has to the others under consideration that informs the reader why this case is applicable . Your literature review should include a description of any works that support using the case to investigate the research problem and the underlying research questions.
• Identify new ways to interpret prior research using the case study . If applicable, review any research that has examined the research problem using a different research design. Explain how your use of a case study design may reveal new knowledge or a new perspective or that can redirect research in an important new direction.
• Resolve conflicts amongst seemingly contradictory previous studies . This refers to synthesizing any literature that points to unresolved issues of concern about the research problem and describing how the subject of analysis that forms the case study can help resolve these existing contradictions.
• Point the way in fulfilling a need for additional research . Your review should examine any literature that lays a foundation for understanding why your case study design and the subject of analysis around which you have designed your study may reveal a new way of approaching the research problem or offer a perspective that points to the need for additional research.
• Expose any gaps that exist in the literature that the case study could help to fill . Summarize any literature that not only shows how your subject of analysis contributes to understanding the research problem, but how your case contributes to a new way of understanding the problem that prior research has failed to do.
• Locate your own research within the context of existing literature [very important!] . Collectively, your literature review should always place your case study within the larger domain of prior research about the problem. The overarching purpose of reviewing pertinent literature in a case study paper is to demonstrate that you have thoroughly identified and synthesized prior studies in relation to explaining the relevance of the case in addressing the research problem.

III.  Method

In this section, you explain why you selected a particular case [i.e., subject of analysis] and the strategy you used to identify and ultimately decide that your case was appropriate in addressing the research problem. The way you describe the methods used varies depending on the type of subject of analysis that constitutes your case study.

If your subject of analysis is an incident or event . In the social and behavioral sciences, the event or incident that represents the case to be studied is usually bounded by time and place, with a clear beginning and end and with an identifiable location or position relative to its surroundings. The subject of analysis can be a rare or critical event or it can focus on a typical or regular event. The purpose of studying a rare event is to illuminate new ways of thinking about the broader research problem or to test a hypothesis. Critical incident case studies must describe the method by which you identified the event and explain the process by which you determined the validity of this case to inform broader perspectives about the research problem or to reveal new findings. However, the event does not have to be a rare or uniquely significant to support new thinking about the research problem or to challenge an existing hypothesis. For example, Walo, Bull, and Breen conducted a case study to identify and evaluate the direct and indirect economic benefits and costs of a local sports event in the City of Lismore, New South Wales, Australia. The purpose of their study was to provide new insights from measuring the impact of a typical local sports event that prior studies could not measure well because they focused on large "mega-events." Whether the event is rare or not, the methods section should include an explanation of the following characteristics of the event: a) when did it take place; b) what were the underlying circumstances leading to the event; and, c) what were the consequences of the event in relation to the research problem.

If your subject of analysis is a person. Explain why you selected this particular individual to be studied and describe what experiences they have had that provide an opportunity to advance new understandings about the research problem. Mention any background about this person which might help the reader understand the significance of their experiences that make them worthy of study. This includes describing the relationships this person has had with other people, institutions, and/or events that support using them as the subject for a case study research paper. It is particularly important to differentiate the person as the subject of analysis from others and to succinctly explain how the person relates to examining the research problem [e.g., why is one politician in a particular local election used to show an increase in voter turnout from any other candidate running in the election]. Note that these issues apply to a specific group of people used as a case study unit of analysis [e.g., a classroom of students].

If your subject of analysis is a place. In general, a case study that investigates a place suggests a subject of analysis that is unique or special in some way and that this uniqueness can be used to build new understanding or knowledge about the research problem. A case study of a place must not only describe its various attributes relevant to the research problem [e.g., physical, social, historical, cultural, economic, political], but you must state the method by which you determined that this place will illuminate new understandings about the research problem. It is also important to articulate why a particular place as the case for study is being used if similar places also exist [i.e., if you are studying patterns of homeless encampments of veterans in open spaces, explain why you are studying Echo Park in Los Angeles rather than Griffith Park?]. If applicable, describe what type of human activity involving this place makes it a good choice to study [e.g., prior research suggests Echo Park has more homeless veterans].

If your subject of analysis is a phenomenon. A phenomenon refers to a fact, occurrence, or circumstance that can be studied or observed but with the cause or explanation to be in question. In this sense, a phenomenon that forms your subject of analysis can encompass anything that can be observed or presumed to exist but is not fully understood. In the social and behavioral sciences, the case usually focuses on human interaction within a complex physical, social, economic, cultural, or political system. For example, the phenomenon could be the observation that many vehicles used by ISIS fighters are small trucks with English language advertisements on them. The research problem could be that ISIS fighters are difficult to combat because they are highly mobile. The research questions could be how and by what means are these vehicles used by ISIS being supplied to the militants and how might supply lines to these vehicles be cut off? How might knowing the suppliers of these trucks reveal larger networks of collaborators and financial support? A case study of a phenomenon most often encompasses an in-depth analysis of a cause and effect that is grounded in an interactive relationship between people and their environment in some way.

NOTE:   The choice of the case or set of cases to study cannot appear random. Evidence that supports the method by which you identified and chose your subject of analysis should clearly support investigation of the research problem and linked to key findings from your literature review. Be sure to cite any studies that helped you determine that the case you chose was appropriate for examining the problem.

IV.  Discussion

The main elements of your discussion section are generally the same as any research paper, but centered around interpreting and drawing conclusions about the key findings from your analysis of the case study. Note that a general social sciences research paper may contain a separate section to report findings. However, in a paper designed around a case study, it is common to combine a description of the results with the discussion about their implications. The objectives of your discussion section should include the following:

Reiterate the Research Problem/State the Major Findings Briefly reiterate the research problem you are investigating and explain why the subject of analysis around which you designed the case study were used. You should then describe the findings revealed from your study of the case using direct, declarative, and succinct proclamation of the study results. Highlight any findings that were unexpected or especially profound.

Explain the Meaning of the Findings and Why They are Important Systematically explain the meaning of your case study findings and why you believe they are important. Begin this part of the section by repeating what you consider to be your most important or surprising finding first, then systematically review each finding. Be sure to thoroughly extrapolate what your analysis of the case can tell the reader about situations or conditions beyond the actual case that was studied while, at the same time, being careful not to misconstrue or conflate a finding that undermines the external validity of your conclusions.

Relate the Findings to Similar Studies No study in the social sciences is so novel or possesses such a restricted focus that it has absolutely no relation to previously published research. The discussion section should relate your case study results to those found in other studies, particularly if questions raised from prior studies served as the motivation for choosing your subject of analysis. This is important because comparing and contrasting the findings of other studies helps support the overall importance of your results and it highlights how and in what ways your case study design and the subject of analysis differs from prior research about the topic.

Consider Alternative Explanations of the Findings Remember that the purpose of social science research is to discover and not to prove. When writing the discussion section, you should carefully consider all possible explanations revealed by the case study results, rather than just those that fit your hypothesis or prior assumptions and biases. Be alert to what the in-depth analysis of the case may reveal about the research problem, including offering a contrarian perspective to what scholars have stated in prior research if that is how the findings can be interpreted from your case.

Acknowledge the Study's Limitations You can state the study's limitations in the conclusion section of your paper but describing the limitations of your subject of analysis in the discussion section provides an opportunity to identify the limitations and explain why they are not significant. This part of the discussion section should also note any unanswered questions or issues your case study could not address. More detailed information about how to document any limitations to your research can be found here .

Suggest Areas for Further Research Although your case study may offer important insights about the research problem, there are likely additional questions related to the problem that remain unanswered or findings that unexpectedly revealed themselves as a result of your in-depth analysis of the case. Be sure that the recommendations for further research are linked to the research problem and that you explain why your recommendations are valid in other contexts and based on the original assumptions of your study.

V.  Conclusion

As with any research paper, you should summarize your conclusion in clear, simple language; emphasize how the findings from your case study differs from or supports prior research and why. Do not simply reiterate the discussion section. Provide a synthesis of key findings presented in the paper to show how these converge to address the research problem. If you haven't already done so in the discussion section, be sure to document the limitations of your case study and any need for further research.

The function of your paper's conclusion is to: 1) reiterate the main argument supported by the findings from your case study; 2) state clearly the context, background, and necessity of pursuing the research problem using a case study design in relation to an issue, controversy, or a gap found from reviewing the literature; and, 3) provide a place to persuasively and succinctly restate the significance of your research problem, given that the reader has now been presented with in-depth information about the topic.

Consider the following points to help ensure your conclusion is appropriate:

• If the argument or purpose of your paper is complex, you may need to summarize these points for your reader.
• If prior to your conclusion, you have not yet explained the significance of your findings or if you are proceeding inductively, use the conclusion of your paper to describe your main points and explain their significance.
• Move from a detailed to a general level of consideration of the case study's findings that returns the topic to the context provided by the introduction or within a new context that emerges from your case study findings.

Note that, depending on the discipline you are writing in or the preferences of your professor, the concluding paragraph may contain your final reflections on the evidence presented as it applies to practice or on the essay's central research problem. However, the nature of being introspective about the subject of analysis you have investigated will depend on whether you are explicitly asked to express your observations in this way.

Problems to Avoid

Overgeneralization One of the goals of a case study is to lay a foundation for understanding broader trends and issues applied to similar circumstances. However, be careful when drawing conclusions from your case study. They must be evidence-based and grounded in the results of the study; otherwise, it is merely speculation. Looking at a prior example, it would be incorrect to state that a factor in improving girls access to education in Azerbaijan and the policy implications this may have for improving access in other Muslim nations is due to girls access to social media if there is no documentary evidence from your case study to indicate this. There may be anecdotal evidence that retention rates were better for girls who were engaged with social media, but this observation would only point to the need for further research and would not be a definitive finding if this was not a part of your original research agenda.

Failure to Document Limitations No case is going to reveal all that needs to be understood about a research problem. Therefore, just as you have to clearly state the limitations of a general research study , you must describe the specific limitations inherent in the subject of analysis. For example, the case of studying how women conceptualize the need for water conservation in a village in Uganda could have limited application in other cultural contexts or in areas where fresh water from rivers or lakes is plentiful and, therefore, conservation is understood more in terms of managing access rather than preserving access to a scarce resource.

Failure to Extrapolate All Possible Implications Just as you don't want to over-generalize from your case study findings, you also have to be thorough in the consideration of all possible outcomes or recommendations derived from your findings. If you do not, your reader may question the validity of your analysis, particularly if you failed to document an obvious outcome from your case study research. For example, in the case of studying the accident at the railroad crossing to evaluate where and what types of warning signals should be located, you failed to take into consideration speed limit signage as well as warning signals. When designing your case study, be sure you have thoroughly addressed all aspects of the problem and do not leave gaps in your analysis that leave the reader questioning the results.

Case Studies. Writing@CSU. Colorado State University; Gerring, John. Case Study Research: Principles and Practices . New York: Cambridge University Press, 2007; Merriam, Sharan B. Qualitative Research and Case Study Applications in Education . Rev. ed. San Francisco, CA: Jossey-Bass, 1998; Miller, Lisa L. “The Use of Case Studies in Law and Social Science Research.” Annual Review of Law and Social Science 14 (2018): TBD; Mills, Albert J., Gabrielle Durepos, and Eiden Wiebe, editors. Encyclopedia of Case Study Research . Thousand Oaks, CA: SAGE Publications, 2010; Putney, LeAnn Grogan. "Case Study." In Encyclopedia of Research Design , Neil J. Salkind, editor. (Thousand Oaks, CA: SAGE Publications, 2010), pp. 116-120; Simons, Helen. Case Study Research in Practice . London: SAGE Publications, 2009;  Kratochwill,  Thomas R. and Joel R. Levin, editors. Single-Case Research Design and Analysis: New Development for Psychology and Education .  Hilldsale, NJ: Lawrence Erlbaum Associates, 1992; Swanborn, Peter G. Case Study Research: What, Why and How? London : SAGE, 2010; Yin, Robert K. Case Study Research: Design and Methods . 6th edition. Los Angeles, CA, SAGE Publications, 2014; Walo, Maree, Adrian Bull, and Helen Breen. “Achieving Economic Benefits at Local Events: A Case Study of a Local Sports Event.” Festival Management and Event Tourism 4 (1996): 95-106.

Writing Tip

At Least Five Misconceptions about Case Study Research

Social science case studies are often perceived as limited in their ability to create new knowledge because they are not randomly selected and findings cannot be generalized to larger populations. Flyvbjerg examines five misunderstandings about case study research and systematically "corrects" each one. To quote, these are:

Misunderstanding 1 :  General, theoretical [context-independent] knowledge is more valuable than concrete, practical [context-dependent] knowledge. Misunderstanding 2 :  One cannot generalize on the basis of an individual case; therefore, the case study cannot contribute to scientific development. Misunderstanding 3 :  The case study is most useful for generating hypotheses; that is, in the first stage of a total research process, whereas other methods are more suitable for hypotheses testing and theory building. Misunderstanding 4 :  The case study contains a bias toward verification, that is, a tendency to confirm the researcher’s preconceived notions. Misunderstanding 5 :  It is often difficult to summarize and develop general propositions and theories on the basis of specific case studies [p. 221].

While writing your paper, think introspectively about how you addressed these misconceptions because to do so can help you strengthen the validity and reliability of your research by clarifying issues of case selection, the testing and challenging of existing assumptions, the interpretation of key findings, and the summation of case outcomes. Think of a case study research paper as a complete, in-depth narrative about the specific properties and key characteristics of your subject of analysis applied to the research problem.

Flyvbjerg, Bent. “Five Misunderstandings About Case-Study Research.” Qualitative Inquiry 12 (April 2006): 219-245.

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Do Your Students Know How to Analyze a Case—Really?

Explore more.

• Case Teaching
• Student Engagement

J ust as actors, athletes, and musicians spend thousands of hours practicing their craft, business students benefit from practicing their critical-thinking and decision-making skills. Students, however, often have limited exposure to real-world problem-solving scenarios; they need more opportunities to practice tackling tough business problems and deciding on—and executing—the best solutions.

To ensure students have ample opportunity to develop these critical-thinking and decision-making skills, we believe business faculty should shift from teaching mostly principles and ideas to mostly applications and practices. And in doing so, they should emphasize the case method, which simulates real-world management challenges and opportunities for students.

To help educators facilitate this shift and help students get the most out of case-based learning, we have developed a framework for analyzing cases. We call it PACADI (Problem, Alternatives, Criteria, Analysis, Decision, Implementation); it can improve learning outcomes by helping students better solve and analyze business problems, make decisions, and develop and implement strategy. Here, we’ll explain why we developed this framework, how it works, and what makes it an effective learning tool.

The Case for Cases: Helping Students Think Critically

Business students must develop critical-thinking and analytical skills, which are essential to their ability to make good decisions in functional areas such as marketing, finance, operations, and information technology, as well as to understand the relationships among these functions. For example, the decisions a marketing manager must make include strategic planning (segments, products, and channels); execution (digital messaging, media, branding, budgets, and pricing); and operations (integrated communications and technologies), as well as how to implement decisions across functional areas.

Faculty can use many types of cases to help students develop these skills. These include the prototypical “paper cases”; live cases , which feature guest lecturers such as entrepreneurs or corporate leaders and on-site visits; and multimedia cases , which immerse students into real situations. Most cases feature an explicit or implicit decision that a protagonist—whether it is an individual, a group, or an organization—must make.

For students new to learning by the case method—and even for those with case experience—some common issues can emerge; these issues can sometimes be a barrier for educators looking to ensure the best possible outcomes in their case classrooms. Unsure of how to dig into case analysis on their own, students may turn to the internet or rely on former students for “answers” to assigned cases. Or, when assigned to provide answers to assignment questions in teams, students might take a divide-and-conquer approach but not take the time to regroup and provide answers that are consistent with one other.

To help address these issues, which we commonly experienced in our classes, we wanted to provide our students with a more structured approach for how they analyze cases—and to really think about making decisions from the protagonists’ point of view. We developed the PACADI framework to address this need.

PACADI: A Six-Step Decision-Making Approach

The PACADI framework is a six-step decision-making approach that can be used in lieu of traditional end-of-case questions. It offers a structured, integrated, and iterative process that requires students to analyze case information, apply business concepts to derive valuable insights, and develop recommendations based on these insights.

Prior to beginning a PACADI assessment, which we’ll outline here, students should first prepare a two-paragraph summary—a situation analysis—that highlights the key case facts. Then, we task students with providing a five-page PACADI case analysis (excluding appendices) based on the following six steps.

Step 1: Problem definition. What is the major challenge, problem, opportunity, or decision that has to be made? If there is more than one problem, choose the most important one. Often when solving the key problem, other issues will surface and be addressed. The problem statement may be framed as a question; for example, How can brand X improve market share among millennials in Canada? Usually the problem statement has to be re-written several times during the analysis of a case as students peel back the layers of symptoms or causation.

Step 2: Alternatives. Identify in detail the strategic alternatives to address the problem; three to five options generally work best. Alternatives should be mutually exclusive, realistic, creative, and feasible given the constraints of the situation. Doing nothing or delaying the decision to a later date are not considered acceptable alternatives.

Step 3: Criteria. What are the key decision criteria that will guide decision-making? In a marketing course, for example, these may include relevant marketing criteria such as segmentation, positioning, advertising and sales, distribution, and pricing. Financial criteria useful in evaluating the alternatives should be included—for example, income statement variables, customer lifetime value, payback, etc. Students must discuss their rationale for selecting the decision criteria and the weights and importance for each factor.

Step 4: Analysis. Provide an in-depth analysis of each alternative based on the criteria chosen in step three. Decision tables using criteria as columns and alternatives as rows can be helpful. The pros and cons of the various choices as well as the short- and long-term implications of each may be evaluated. Best, worst, and most likely scenarios can also be insightful.

Step 5: Decision. Students propose their solution to the problem. This decision is justified based on an in-depth analysis. Explain why the recommendation made is the best fit for the criteria.

Step 6: Implementation plan. Sound business decisions may fail due to poor execution. To enhance the likeliness of a successful project outcome, students describe the key steps (activities) to implement the recommendation, timetable, projected costs, expected competitive reaction, success metrics, and risks in the plan.

“Students note that using the PACADI framework yields ‘aha moments’—they learned something surprising in the case that led them to think differently about the problem and their proposed solution.”

PACADI’s Benefits: Meaningfully and Thoughtfully Applying Business Concepts

The PACADI framework covers all of the major elements of business decision-making, including implementation, which is often overlooked. By stepping through the whole framework, students apply relevant business concepts and solve management problems via a systematic, comprehensive approach; they’re far less likely to surface piecemeal responses.

As students explore each part of the framework, they may realize that they need to make changes to a previous step. For instance, when working on implementation, students may realize that the alternative they selected cannot be executed or will not be profitable, and thus need to rethink their decision. Or, they may discover that the criteria need to be revised since the list of decision factors they identified is incomplete (for example, the factors may explain key marketing concerns but fail to address relevant financial considerations) or is unrealistic (for example, they suggest a 25 percent increase in revenues without proposing an increased promotional budget).

In addition, the PACADI framework can be used alongside quantitative assignments, in-class exercises, and business and management simulations. The structured, multi-step decision framework encourages careful and sequential analysis to solve business problems. Incorporating PACADI as an overarching decision-making method across different projects will ultimately help students achieve desired learning outcomes. As a practical “beyond-the-classroom” tool, the PACADI framework is not a contrived course assignment; it reflects the decision-making approach that managers, executives, and entrepreneurs exercise daily. Case analysis introduces students to the real-world process of making business decisions quickly and correctly, often with limited information. This framework supplies an organized and disciplined process that students can readily defend in writing and in class discussions.

PACADI in Action: An Example

Here’s an example of how students used the PACADI framework for a recent case analysis on CVS, a large North American drugstore chain.

The CVS Prescription for Customer Value*

PACADI Stage

Summary Response

How should CVS Health evolve from the “drugstore of your neighborhood” to the “drugstore of your future”?

Alternatives

A1. Kaizen (continuous improvement)

A2. Product development

A3. Market development

A4. Personalization (micro-targeting)

Criteria (include weights)

C1. Customer value: service, quality, image, and price (40%)

C2. Customer obsession (20%)

C3. Growth through related businesses (20%)

C4. Customer retention and customer lifetime value (20%)

Each alternative was analyzed by each criterion using a Customer Value Assessment Tool

Alternative 4 (A4): Personalization was selected. This is operationalized via: segmentation—move toward segment-of-1 marketing; geodemographics and lifestyle emphasis; predictive data analysis; relationship marketing; people, principles, and supply chain management; and exceptional customer service.

Implementation

Partner with leading medical school

Curbside pick-up

Pet pharmacy

E-newsletter for customers and employees

Employee incentive program

CVS beauty days

Expand to Latin America and Caribbean

Healthier/happier corner

Holiday toy drives/community outreach

*Source: A. Weinstein, Y. Rodriguez, K. Sims, R. Vergara, “The CVS Prescription for Superior Customer Value—A Case Study,” Back to the Future: Revisiting the Foundations of Marketing from Society for Marketing Advances, West Palm Beach, FL (November 2, 2018).

Results of Using the PACADI Framework

When faculty members at our respective institutions at Nova Southeastern University (NSU) and the University of North Carolina Wilmington have used the PACADI framework, our classes have been more structured and engaging. Students vigorously debate each element of their decision and note that this framework yields an “aha moment”—they learned something surprising in the case that led them to think differently about the problem and their proposed solution.

These lively discussions enhance individual and collective learning. As one external metric of this improvement, we have observed a 2.5 percent increase in student case grade performance at NSU since this framework was introduced.

Tips to Get Started

The PACADI approach works well in in-person, online, and hybrid courses. This is particularly important as more universities have moved to remote learning options. Because students have varied educational and cultural backgrounds, work experience, and familiarity with case analysis, we recommend that faculty members have students work on their first case using this new framework in small teams (two or three students). Additional analyses should then be solo efforts.

To use PACADI effectively in your classroom, we suggest the following:

Advise your students that your course will stress critical thinking and decision-making skills, not just course concepts and theory.

Use a varied mix of case studies. As marketing professors, we often address consumer and business markets; goods, services, and digital commerce; domestic and global business; and small and large companies in a single MBA course.

As a starting point, provide a short explanation (about 20 to 30 minutes) of the PACADI framework with a focus on the conceptual elements. You can deliver this face to face or through videoconferencing.

Give students an opportunity to practice the case analysis methodology via an ungraded sample case study. Designate groups of five to seven students to discuss the case and the six steps in breakout sessions (in class or via Zoom).

Ensure case analyses are weighted heavily as a grading component. We suggest 30–50 percent of the overall course grade.

Once cases are graded, debrief with the class on what they did right and areas needing improvement (30- to 40-minute in-person or Zoom session).

Encourage faculty teams that teach common courses to build appropriate instructional materials, grading rubrics, videos, sample cases, and teaching notes.

When selecting case studies, we have found that the best ones for PACADI analyses are about 15 pages long and revolve around a focal management decision. This length provides adequate depth yet is not protracted. Some of our tested and favorite marketing cases include Brand W , Hubspot , Kraft Foods Canada , TRSB(A) , and Whiskey & Cheddar .

Art Weinstein , Ph.D., is a professor of marketing at Nova Southeastern University, Fort Lauderdale, Florida. He has published more than 80 scholarly articles and papers and eight books on customer-focused marketing strategy. His latest book is Superior Customer Value—Finding and Keeping Customers in the Now Economy . Dr. Weinstein has consulted for many leading technology and service companies.

Herbert V. Brotspies , D.B.A., is an adjunct professor of marketing at Nova Southeastern University. He has over 30 years’ experience as a vice president in marketing, strategic planning, and acquisitions for Fortune 50 consumer products companies working in the United States and internationally. His research interests include return on marketing investment, consumer behavior, business-to-business strategy, and strategic planning.

John T. Gironda , Ph.D., is an assistant professor of marketing at the University of North Carolina Wilmington. His research has been published in Industrial Marketing Management, Psychology & Marketing , and Journal of Marketing Management . He has also presented at major marketing conferences including the American Marketing Association, Academy of Marketing Science, and Society for Marketing Advances.

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Home Blog Business How to Present a Case Study: Examples and Best Practices

How to Present a Case Study: Examples and Best Practices

Marketers, consultants, salespeople, and all other types of business managers often use case study analysis to highlight a success story, showing how an exciting problem can be or was addressed. But how do you create a compelling case study and then turn it into a memorable presentation? Get a lowdown from this post! 

Table of Content s

• Why Case Studies are a Popular Marketing Technique 

Popular Case Study Format Types

How to write a case study: a 4-step framework, how to do a case study presentation: 3 proven tips, how long should a case study be, final tip: use compelling presentation visuals, business case study examples, what is a case study .

Let’s start with this great case study definition by the University of South Caroline:

In the social sciences, the term case study refers to both a method of analysis and a specific research design for examining a problem, both of which can generalize findings across populations.

In simpler terms — a case study is investigative research into a problem aimed at presenting or highlighting solution(s) to the analyzed issues.

A standard business case study provides insights into:

• General business/market conditions 
• The main problem faced 
• Methods applied 
• The outcomes gained using a specific tool or approach

Case studies (also called case reports) are also used in clinical settings to analyze patient outcomes outside of the business realm. 

But this is a topic for another time. In this post, we’ll focus on teaching you how to write and present a business case, plus share several case study PowerPoint templates and design tips! 

Why Case Studies are a Popular Marketing Technique 

Besides presenting a solution to an internal issue, case studies are often used as a content marketing technique . According to a 2020 Content Marketing Institute report, 69% of B2B marketers use case studies as part of their marketing mix.

A case study informs the reader about a possible solution and soft-sells the results, which can be achieved with your help (e.g., by using your software or by partnering with your specialist). 

For the above purpose, case studies work like a charm. Per the same report: 

• For 9% of marketers, case studies are also the best method for nurturing leads. 
• 23% admit that case studies are beneficial for improving conversions. 

Moreover, case studies also help improve your brand’s credibility, especially in the current fake news landscape and dubious claims made without proper credit. 

Ultimately, case studies naturally help build up more compelling, relatable stories and showcase your product benefits through the prism of extra social proof, courtesy of the case study subject. 

Most case studies come either as a slide deck or as a downloadable PDF document. 

Typically, you have several options to distribute your case study for maximum reach:

• Case study presentations — in-person, virtual, or pre-recorded, there are many times when a case study presentation comes in handy. For example, during client workshops, sales pitches, networking events, conferences, trade shows, etc. 
• Dedicated website page — highlighting case study examples on your website is a great way to convert middle-on-the-funnel prospects. Google’s Think With Google case study section is a great example of a web case study design done right.

• Blog case studies — data-driven storytelling is a staunch way to stand apart from your competition by providing unique insights, no other brand can tell. 
• Video case studies — video is a great medium for showcasing more complex business cases and celebrating customer success stories.

Once you decide on your case study format, the next step is collecting data and then translating it into a storyline. There are different case study methods and research approaches you can use to procure data. 

But let’s say you already have all your facts straight and need to organize them in a clean copy for your presentation deck. Here’s how you should do it. 

1. Identify the Problem 

Every compelling case study research starts with a problem statement definition. While in business settings, there’s no need to explain your methodology in-depth; you should still open your presentation with a quick problem recap slide.

Be sure to mention: 

• What’s the purpose of the case study? What will the audience learn? 
• Set the scene. Explain the before, aka the problems someone was facing. 
• Advertise the main issues and findings without highlighting specific details.

The above information should nicely fit in several paragraphs or 2-3 case study template slides

2. Explain the Solution 

The bulk of your case study copy and presentation slides should focus on the provided solution(s). This is the time to speak at length about how the subject went from before to the glorious after. 

Here are some writing prompts to help you articulate this better:

• State the subject’s main objective and goals. What outcomes were they after?
• Explain the main solution(s) provided. What was done? Why this, but not that? 
• Mention if they tried any alternatives. Why did those work? Why were you better?

This part may take the longest to write. Don’t rush it and reiterate several times. Sprinkle in some powerful words and catchphrases to make your copy more compelling.

3. Collect Testimonials 

Persuasive case studies feature the voice of customer (VoC) data — first-party testimonials and assessments of how well the solution works. These provide extra social proof and credibility to all the claims you are making. 

So plan and schedule interviews with your subjects to collect their input and testimonials. Also, design your case study interview questions in a way that lets you obtain quantifiable results.

4. Package The Information in a Slide Deck

Once you have a rough first draft, try different business case templates and designs to see how these help structure all the available information. 

As a rule of thumb, try to keep one big idea per slide. If you are talking about a solution, first present the general bullet points. Then give each solution a separate slide where you’ll provide more context and perhaps share some quantifiable results.

For example, if you look at case study presentation examples from AWS like this one about Stripe , you’ll notice that the slide deck has few texts and really focuses on the big picture, while the speaker provides extra context.

Need some extra case study presentation design help? Download our Business Case Study PowerPoint template with 100% editable slides. 

Your spoken presentation (and public speaking skills ) are equally if not more important than the case study copy and slide deck. To make a strong business case, follow these quick techniques. 

Focus on Telling a Great Story

A case study is a story of overcoming a challenge, and achieving something grand. Your delivery should reflect that. Step away from the standard “features => benefits” sales formula. Instead, make your customer the hero of the study. Describe the road they went through and how you’ve helped them succeed. 

The premises of your story can be as simple as:

• Help with overcoming a hurdle
• Gaining major impact
• Reaching a new milestone
• Solving a persisting issue no one else code 

Based on the above, create a clear story arc. Show where your hero started. Then explain what type of journey they went through. Inject some emotions into the mix to make your narrative more relatable and memorable. 

Experiment with Copywriting Formulas 

Copywriting is the art and science of organizing words into compelling and persuasive combinations that help readers retain the right ideas. 

To ensure that the audience retains the right takeaways from your case study presentation, you can try using some of the classic copywriting formulas to structure your delivery. These include:

• AIDCA — short for A ttention, I nterest, D esire, C onviction, and A ction. First, grab the audience’s attention by addressing the major problem. Next, pique their interest with some teaser facts. Spark their desire by showing that you know the right way out. Then, show a conviction that you know how to solve the issue—finally, prompt follow-up action such as contacting you to learn more. 
• PADS — is short for Problem, Agitation, Discredit, or Solution. This is more of a sales approach to case study narration. Again, you start with a problem, agitate about its importance, discredit why other solutions won’t cut it, and then present your option. 
• 4Ps — short for P roblem, P romise, P roof, P roposal. This is a middle-ground option that prioritizes storytelling over hard pitches. Set the scene first with a problem. Then make a promise of how you can solve it. Show proof in the form of numbers, testimonials, and different scenarios. Round it up with a proposal for getting the same outcomes. 

Take an Emotion-Inducing Perspective

The key to building a strong rapport with an audience is showing that you are one of them and fully understand what they are going through. 

One of the ways to build this connection is by speaking from an emotion-inducing perspective. This is best illustrated with an example: 

• A business owner went to the bank
• A business owner came into a bank branch 

In the second case, the wording prompts listeners to paint a mental picture from the perspective of the bank employees — a role you’d like them to relate to. By placing your audience in the right visual perspective, you can make them more receptive to your pitches. 

One common question that arises when creating a case study is determining its length. The length of a case study can vary depending on the complexity of the problem and the level of detail you want to provide. Here are some general guidelines to help you decide how long your case study should be:

• Concise and Informative: A good case study should be concise and to the point. Avoid unnecessary fluff and filler content. Focus on providing valuable information and insights.
• Tailor to Your Audience: Consider your target audience when deciding the length. If you’re presenting to a technical audience, you might include more in-depth technical details. For a non-technical audience, keep it more high-level and accessible.
• Cover Key Points: Ensure that your case study covers the key points effectively. These include the problem statement, the solution, and the outcomes. Provide enough information for the reader to understand the context and the significance of your case.
• Visuals: Visual elements such as charts, graphs, images, and diagrams can help convey information more effectively. Use visuals to supplement your written content and make complex information easier to understand.
• Engagement: Keep your audience engaged. A case study that is too long may lose the reader’s interest. Make sure the content is engaging and holds the reader’s attention throughout.
• Consider the Format: Depending on the format you choose (e.g., written document, presentation, video), the ideal length may vary. For written case studies, aim for a length that can be easily read in one sitting.

In general, a written case study for business purposes often falls in the range of 1,000 to 2,000 words. However, this is not a strict rule, and the length can be shorter or longer based on the factors mentioned above.

Our brain is wired to process images much faster than text. So when you are presenting a case study, always look for an opportunity to tie in some illustrations such as: 

• A product demo/preview
• Processes chart 
• Call-out quotes or numbers
• Custom illustrations or graphics 
• Customer or team headshots 

Use icons to minimize the volume of text. Also, opt for readable fonts that can look good in a smaller size too.

To better understand how to create an effective business case study, let’s explore some examples of successful case studies:

Apple Inc.: Apple’s case study on the launch of the iPhone is a classic example. It covers the problem of a changing mobile phone market, the innovative solution (the iPhone), and the outstanding outcomes, such as market dominance and increased revenue.

Tesla, Inc.: Tesla’s case study on electric vehicles and sustainable transportation is another compelling example. It addresses the problem of environmental concerns and the need for sustainable transportation solutions. The case study highlights Tesla’s electric cars as the solution and showcases the positive impact on reducing carbon emissions.

Amazon.com: Amazon’s case study on customer-centricity is a great illustration of how the company transformed the e-commerce industry. It discusses the problem of customer dissatisfaction with traditional retail, Amazon’s customer-focused approach as the solution, and the remarkable outcomes in terms of customer loyalty and market growth.

Coca-Cola: Coca-Cola’s case study on brand evolution is a valuable example. It outlines the challenge of adapting to changing consumer preferences and demographics. The case study demonstrates how Coca-Cola continually reinvented its brand to stay relevant and succeed in the global market.

Airbnb: Airbnb’s case study on the sharing economy is an intriguing example. It addresses the problem of travelers seeking unique and affordable accommodations. The case study presents Airbnb’s platform as the solution and highlights its impact on the hospitality industry and the sharing economy.

These examples showcase the diversity of case studies in the business world and how they effectively communicate problems, solutions, and outcomes. When creating your own business case study, use these examples as inspiration and tailor your approach to your specific industry and target audience.

Finally, practice your case study presentation several times — solo and together with your team — to collect feedback and make last-minute refinements! 

1. Business Case Study PowerPoint Template

To efficiently create a Business Case Study it’s important to ask all the right questions and document everything necessary, therefore this PowerPoint Template will provide all the sections you need.

Use This Template

2. Medical Case Study PowerPoint Template

3. Medical Infographics PowerPoint Templates

4. Success Story PowerPoint Template

5. Detective Research PowerPoint Template

6. Animated Clinical Study PowerPoint Templates

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Business Intelligence, Business Planning, Business PowerPoint Templates, Content Marketing, Feasibility Study, Marketing, Marketing Strategy Filed under Business

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