SUBJECT: Managerial Economics and Business Strategy

INSTRUCTIONS: Read the case about Time Warner Cable using the link I provided below. Put yourself in the shoes of decision makers at the time of their decisionsJuly 2016 in this caserather than at the time you read the case.

Time Warner Cable is a timeless case that was written especially for Managerial Economics and Business Strategy. Regardless of whether you've covered a single chapter or every chapter in the text, the case provides an opportunity to apply tools from managerial economics to a real-world business situation. The case includes a plethora of issues and may be used in a variety of ways to hone your decision-making skills.

Then, DRAFT A CASE ANALYSIS following the outline below.

REMINDER: Please, NO PLAGIAR. And kindly, do not give too short answers. AT LEAST 2 paages will do, because this is a case study. Thank you so much.

PDF file of the Case: Time Warner Cable:https://drive.google.com/file/d/10pqMPIdX7isEreAblpCQh-SjC2SjAhaF/view?usp=sharing

CASE ANALYSIS OUTLINE BELOW:

SUMMARY OF THE CASE	Summary of the story. Background of thecompany, prominent person, circumstantial events that may eventually lead to the chosen problem.
I. TIME CONTEXT	Aperiod inthesituationswhentheviewpointisalarmedtotakeactions. Apoint intimeof the case when if the viewpoint did not make the necessary action may result to a disasterforthe company. The month and year when the problem was observed (if it is given or inscribed in the text material). The Prevailing PEST Condition (if ever there was no mention specific time of occurrence.) Examples: 1.It was a period of mergers and acquisitions (1990s) 2.During the time of privatization & economic Liberalization (1980s) 3.The golden age of Business ProcessOutsourcing (Present Time)
II. VIEWPOINT	The person with power or authority, or function who can act on the resolution of the problem that is consistent with the function of the chosen person. Choose only one person or one position, if the name of the person is not known. The person or group of individuals who would likely solve theorganization's problem.
III. CENTRAL PROBLEM	The Main problem of the Firm The most significant conflict in the case that the viewpoint needs to act on which he has the power to resolve. Examples: There is a need for a strategy in ... There is a need for a method in ... There is a need for a technique in ... There is a need for a partner in ...
IV. OBJECTIVES	A Specific result that a personor systemaimsto achievewithin a time frameand with available resources. In general, objectives are more specific and easier to measurethan goals. Objectives are basic toolsthat underlie allplanningand strategicactivities. They serve as the basisfor creating policyand evaluating performance. Some examples of business objectivesinclude minimizing expenses, expanding internationally, or makinga profit. Goals that the viewpoint hopes to achieve after taking the necessary actions. a. Must objective: immediate need, a mission, direct translation of the problem into objective form Example: If the problem is: There is a need for a strategy ... so the Must Objective: To find a strategy ... b. Want objective: Long-term vision, hopes that the action taken will bring in the longer existence of the company Example: To be a leader in the ... To be an authority in ...
V. AREAS OF CONSIDERATION	Preparation of SWOT Analysis a. Strength - internal attributes, can be utilized to resolve conflicts Example: The company has a set of loyal employees that can ... The company can ... b. Weaknesses - internal conflicts, can cause the problem Example: The company cannot operate their ... The employees are not ... c. Opportunities - external events, factors for the company to aim while existing and for the future Example: The demand for ... is growing by % every year and the company can ... The for is increasing/opening/... they can ... d. Threats - external obstacles, events, policy, environmental factors which when not satisfied will result to drastic failure of the company Example: The policy is very strict that the operation is negatively ... The unpredictability of the is causing the market
VI. ALTERNATIVE COURSES OF ACTION	Strategies that can be adopted by the firm. Actions within the power of the viewpoint. If any one of the ACA is taken, it can be a significant factor in resolving the problem. There must be at least 3 ACA which are all different from the current program, you may include the "status quo" as the 4th ACA. Indicate advantages and disadvantages for every ACA.
VII. RECOMMENDATION	The adoption of any of the alternative courses of action that would bring about the least negative impact to the firm or course of action that would result to a more positive outcome. ChoosethebestACA.ItcouldbetheACAwiththehighestratiobetweenadvantagesover disadvantages, it could be the alternative that gets the highest ratings or grades. It should explain the fulfillment of the objective when the needed action istaken.
VIII. PLAN OF ACTION	Schedule of activities or Gantt Chart - Bar chart which illustrates project schedule from start to finish Set of activities, steps, or procedures that are programmed and bounded to a specified amount of time. It could be independent, connected, included, or dependent from a previous step. An individual or an office should be indicated as the person or office in charge of the step that has to be taken. Every step along the plan, the expected outcome should develop one step closer to the fulfillment of the objective that resolves the undesirable event. These actions should surmount to the recommended course of action.