Steps in Case Report Writing In no way is this an attempt to set down one standard procedure for report writing, but what is being outlined is a general, organized procedure which can be used as a guide to report writing. 1. Preliminary Information and Data Analysis This is an informal process of "idea generation and organization", which involves: Read and reading the case slowly and carefully, so you are completely familiar with all the detail Make note of all relevant issues and data Formulate any questions that arise from the case Try to come up with preliminary answers to these questions; this should allow for the identification of the most significant elements in the case Use these notes to discuss case with other students 2. Main Problem Definition The information and unanswered in step one will demonstrate the need to organize and clarify it all into one unified issue. This can be done by: Picking out the main points of the case Separating secondary and primary issues Then using this information to accurately and concisely defining the problem or issue faced A problem is usually most easily defined in the form of a question - "Should Company X continue with production of product Y at plant?" 3. Definition of Appropriate Goals and Objectives In order to develop a viable solution to the defined "main problem", you must: Determine the "Critical/Key Success Factors (KSFS)" of the business - key characteristics, areas, sectors, etc. of the industry or business for which a change or variation causes a large or significant change to the industry or company's bottom line Recognize that sometimes objectives can be in conflict with each other depending on the area or department of the business interpreting the objective. Goals and objectives should strive to optimize the KSFS , and successfully deal with the problem/issue at hand.4. Define Alternative Courses of Action This step involves four considerations: An exhaustive list of all possible courses of action for the defined problem should be constructed Extreme courses of action should be given serious re-consideration and are usually best avoided Always define two or three alternative courses of action completely, accurately, and concisely There are always at least two courses of action Change or Don't change anything (Status Quo) One or a combination of these alternatives should be considered in the case analysis. 5. Analysis of the Main Problem You must now consider coming to a decision on the Main Problem, and based on the information and/or data provided in the case. You must: Weight evidence both for and against each alternative course of action in light of company goals and objectives chosen. Both qualitative and quantitative evidence should be considered. Put together (group) all information and data relevant to the evidence considered - objectivity must be retained With this information you should now be able to: o Determine the importance of sub-issues or problems linked to each alternative and be able to come to a decision on each issue o Bring together all decisions and weigh their relative importance to the defined Goals, Objectives, or KSFS. o Finally come to a conclusion on what the major case issue is As a result of this process you will know why you have chosen a particular alternative(s) or course(s) of action 6. Develop an Outline of the Case The job is now to organize the analysis results for presentation in the report. This outline should consist of and categorize all arguments for and against, evidence, and conclusions in a logicalorder under appropriate headings (categories). It is critical that the ideas are clear and logical to the reader. The job is to convince the reader. The outline can be structured as follows: A. `Note down the main problem/issue B. Note down the main relevant objectives and key success factors C. Note down the main recommendation(s) to solve the issue/problem These three points serve as a reminder of the ultimate goal and preface the outline D. Note all the topics/issues to be dealt with in the report E. Arrange/organize these topics/issues in the most logical presentation order possible F. Arrange/organize evidence/ arguments (pro and con), in a logical sequence, under the appropriate topic headings G. a conclusion for each topic area, show how each relates to the main problem 7. Rough Draft Now you are in the position to begin to draft the report. The first step in this stage is a rough draft, which looks as follows: A. Body of the Report This is the section contains the consolidated information from Section 6: D to G. The rough draft expands this information into sentence and paragraph form, topic headings for each will be needed. Evaluation of the relevance of specific points to the main problem is key. Completeness of coverage is also critical. B. Introduction and Conclusion Once the body of the report is done now the introduction and conclusion can be drafted. The introduction is a brief statement of the main problem, along with appropriate justification of the relevant objectives. The conclusion should tie together all the main topics and briefly summarize the conclusion for each one, and demonstrate the relationship to the main issue. 8. Revision The final stage involves the careful revision of the report to make sure all arguments, ideas, concepts, and plans have been logically, clearly, and concisely conveyed. The steps in a well carried out revision process include:A. The elimination of unnecessary material (repetition. Irrelevancies, vague generalizations, and the rehash of case information must be minimized) B. Try to substitute headings and subheadings for lengthy introductory and transitional statements C. use tables, charts, and graphs in place of long complicated calculations and explanations D. Test all statements of fact to make sure that they do not represent opinions or assumptions E. Check the conclusion to make sure no new facts have been introduced, and that a definite decision has been clearly stated and justified based on the information and evidence presented. F. Check the entire report for good English (Spelling, Grammar, Syntax, and Flow).

The Gondola Th e fi rst mention of the gondola was in 1094, but gondolas became popular during the 15th century and helped people better maneuver the canals of Venice. Gondolas are designed to navigate the shallow and narrow canals of Venice and are strictly bound by tradition. Th ey are 11 m long, 1.4 m wide, and weigh about 500 kg. Th e left side is higher than the right side by 24 cm, and the bottoms are fl at so that they can function in the very shallow water (sometimes much less than a meter deep). Th e gondolas are constructed of 280 pieces of 8 diff erent types of wood and only have metal in the head and stem. Th ey are traditionally black and take about 3-6 months to build at a cost of approximately 20,000 to 30,000.

Their numbers have dropped from several thousand in the 18th century to only 425 today. Gondoliers are usually male and must have been born in Venice. Traditionally, the profession of the gondolier was passed from one generation to the next. However, this has changed in recent years, because many young people have decided to take more lucrative and less physically demanding jobs. To become a gondolier, potential applicants must take a test that measures their boat-handling skills, their language ability, their knowledge of the city, and their ability to work with tourists. Gondoliers are divided into 10 traghetti (or ferry stations). Each traghetto elects barcali who represent the traghetto to the government. Gondola rides are available at about eight stazi (ferry stations) throughout the city. The Role of Gondolas in Tourism Gondolas were once the primary mode of transportation in Venice. However, with the advent of faster and cheaper motorboats and vaporetti (a form of water-based bus), gondolas have become more of a tourist activity than a mode of transportation.1 During the 1920s, it was thought that gondolas would disappear. A lively debate ensued, with even Mussolini chiming in that the gondola tradition needed to be preserved. Even in the late 19th century, Mark Twain commented that gondolas were little more than an anachronism. As mass tourism increased, the design and operation of gondolas were altered so that they could accommodate more tourists and generate additional revenue. The boats were lengthened and narrowed, and a more elaborate oar link was developed so that the gondola could be steered by one oarsman. These modifications, along with a few other design changes, provided more space for passengers. However, as the amount of motorized boat traffic increased, it became more difficult to maneuver the gondolas safely through the narrow canals. Pricing and Distribution. By 1930, tour guides such as Baedeker's listed gondola prices by the hour and by the trip. By 1945, the gondola trips were based more on the experience rather than actual transportation to a destination. 1 Much of the discussion on the next two pages is taken from Robert C. Davis and Garry R. Marvin, Venice: The Tourist Maze (Berkeley, California: University of California Press, 2004). Since World War II, the tourist demand for gondola rides has been extremely high, and the posted rates have increased accordingly. Whereas the posted rate was $0.42 for 50 minutes in 1930, it reached $1.00 by 1945, $5.00 by 1965, and $70 by 1999. The price of gondola rides is regulated by the city. Day rates are 80 for 40 minutes for a maximum of 6 passengers, while night rates (7 p.m.-8 a.m.) are 20 higher. Although the rates are regulated, they are not always followed, and many prices are set through negotiation. Due to the popularity of gondola rides, it is quite possible to share the gondola with strangers. Gondolas are typically booked in one of three ways: directly with the gondolier, through a hotel, or through a third-party travel agency. Hotels and travel agencies often package the gondola ride with other services (such as dinner or music) and take a sizable commission. About 80% of gondola business comes from tour operators. Typically, tour operators either package the gondola ride with other travel options (such as hotel rooms, bus tours, and transfers) or sell them separately. In the former case, customers do not even know the cost of the gondola ride, because it is included in the package price. Even when customers can see the price, it does not seem exorbitant as it is generally on a per-person basis. Th at being said, the rates are based on six people per gondola. Given that tour operator rates range from 35 to over 80 per person, the revenue associated with one 40-minute gondola ride is substantial. Th e tour operator passes on some of this revenue to the stazi, who in turn distribute it to the gondolas. However, the tour operator is able to maintain a very good profi t margin even after covering costs. Th e gondoliers seem to like working with the tour operators because of the guaranteed and steady stream of business. In addition, much of the tour operator business arrives en masse, which makes it easier and more effi cient to fi ll and dispatch gondolas. Nevertheless, the tour operator profi t margin is high, and there may be opportunities for the stazi to increase revenue. Carovane (caravans) of multiple gondolas (sometimes up to 30) are often used to keep groups together and to increase effi ciency. Sometimes an accordionist and singer are provided for the entire carovana (at a cost of about 150). Sending out a large carovana requires a great deal of coordination because of the need to quickly load and unload customers. Gondolas are not the most stable of boats for customers to board, and retired gondoliers are assigned to assist with loading and unloading. Th e carovane follow a set route and can easily return to the dock within 50 minutes for the next group of passengers. Each of the stazi has diff erent routes that are designed to ensure a smooth fl ow and to avoid traffi c tie-ups with vaparettos and other commercial boats. Demand and Revenue. Firm statistics on the number of gondola rides do not exist, but it is estimated that about a quarter of all tourists take a gondola ride. In 2004, it was estimated that there were at least 3 million gondola rides. Even with a rate of $20 per person, this is a sizable business. Gondolas generate income not only for the gondoliers, the ganzeri (usually retired gondoliers who help with the boats), and the group leaders of the stazi but also for the boat construction trade (including the boat yard, the oar makers, the smiths, and the gilders). In addition, they provide jobs and revenue for hat makers and tailors (who supply the traditional gondolier uniform) and generate a sizable amount of souvenir sales. The dilemma Although the demand for gondola rides is extremely high, capacity issues seem to be constraining the number of rides that can be off ered. Th is, combined with the pressure to maintain some of the traditions associated with the gondolas, makes it tricky to increase revenue. Nevertheless, the revenue provided by the gondola industry is substantial and plays an important role in the Venice economy. How should the business proceed?