QUT BlueShift Business Case Competition

2017 Workbook
Contents
Welcome to BlueShift ............................................................................................................................. 3
About QUT Business School and international case competitions ..................................................... 3
How to use this workbook ...................................................................................................................... 3
People and Pace ...................................................................................................................................... 4
Preparation and Problem Solving ........................................................................................................... 7
5Cs framework .................................................................................................................................... 9
PESTEL analysis ................................................................................................................................. 13
Porter’s Five Forces ........................................................................................................................... 14
Brainstorming ideas: ..................................................................................................................... 14
SWOT analysis ................................................................................................................................... 15
The Plan................................................................................................................................................. 16
Presenting persuasively ........................................................................................................................ 17
Kate’s Top 5 tips for PowerPoint .......................................................................................................... 17
Kate’s Top 5 tips for for presenting ...................................................................................................... 18

2|Page

CRICOS No 00213J
Workbook

Welcome to BlueShift
BlueShift is an international business case competition for high school students, hosted by QUT
Business School. It gives students the opportunity to work on a real business problem, for a real
business, and present to industry experts. The BlueShift competition launched in 2014.

The term “blueshift” describes a decrease in wavelength, with corresponding increase in frequency
of an electromagnetic wave, shifting the colour from the red end to the blue end of the spectrum.
Inspired by this concept, the BlueShift case competition encourages high school students to shift
their thinking and approach to become emerging business leaders, thinking with business minds.

About QUT Business School and international case competitions

Since 2007, undergraduate students from QUT Business School have competed in international
business case competitions. Working in teams of four, the students compete against leading
business schools from around the world to develop and present solutions to complex business
problems. Students build international networks with other students, and leaders from business and
industry. QUT Business School international case competition team is one of the most successful in
the world.
Figure 1: QUT Business School Case Competition Students

How to use this workbook

This workbook is designed to support teams participating in BlueShift business case competition for
high school students. The BlueShift video featuring tips and advice from QUT Business School
international case competition students is another handy resource. Teams should draw on the
knowledge and skills developed through subjects at school, and range of resources available online.

Special thanks to the QUT Business School international case competition team for assistance in
developing this workbook. Special thanks to students Joel Adsett, Nicholas Di Savia, Isabelle Kalaja,
and Kate Morris who appear in the BlueShift video, which supports this workbook.

3|Page

CRICOS No 00213J
People and Pace
This section of the workbook focuses on how to work as a team (People) and how to make best use
of your time (Pace). In the accompanying section of the video, Joel shares some of his top tips and
insights.

Working effectively with other people as a team is the most fundamental skill to have in the
business world. Team work is also critically important to solving and presenting in case
competitions.
Outlined below are four suggested steps to understanding what’s involved in great
teamwork. Use these steps to start a discussion with your team about your common goals,
how you like to work, your diverse strengths and ways you can support each other. It’s
always good to document what you agree on.
Steps to great teamwork:
1. Establish common goals and a team focus. What does your team want to achieve?
How much time and energy can each of the team members commit to?
2. Agree on ways of working. How do you all like to work? How will schedule and spend
time working as a team, and working alone? Who in the team will keep us on track?
How do we deal with conflict and disagreements?
3. Leverage team strengths and abilities. What are the strengths and abilities of each team
member? What are the pressure points and areas to work on for each team member? What
can each team member contribute?
4. Build a supportive environment. Discuss how you will support and encourage one another.
Agree to an environment that is open for feedback and collaboration.

The most effective teams are often comprised of very different individuals, who share a focus on the
task and outcomes to be achieved. It can be useful to assign functional roles for some meetings to
make the meetings most effective and use time efficiently. In QUT Business School teams, we rotate
the roles, so that all team members get the opportunity to be responsible for each role and build
skills and experience. Some of the roles that your team can consider are:

Team leader – particularly in a new team, it is useful to assign one person who will be responsible for
leading the team and making sure the team completes all tasks to deadlines.

Team scribe – a team member who is responsible for documenting ideas and discussion from
brainstorming sessions and meetings.

Team creativity coach – while it is important to stay focused and on task, it’s also important to
generate ideas which are beyond the most obvious and immediate. The creativity coach can use

4|Page

CRICOS No 00213J
techniques to help reveal ‘out of the box’ ideas or be endorsed to throw the craziest ideas into the
mix.

Team Negative Nancy or Donny Downer – it’s important to identify the shortcomings or gaps in the
recommendations and solutions. Negative Nancy or Donny Downer have the task of being negative,
and putting doubt around your recommendations and solutions. This approach will help you address
any flaws, and in some cases, move to an alternative solution.

Team Time Keeper – in this role, the team member is responsible for keeping the team on track and
working to deadlines. This role is also useful to ensure all team members get the opportunity to
share their ideas, using a ‘pass the baton’ technique like a relay race. When a team member has the
baton, he or she has open and uninterrupted set period of time to share ideas.

Pacing and planning time over the period of the competition is one of the most important tools in
any case competition particpant’s toolbox. Teams from QUT Business School competing in
international case competitions adapt to the conditions of different competitions, with anywhere
between three and forty hours to read, analyse, and prepare a solution for the written case. For
BlueShift, teams have around six weeks to prepare the written submission, and if the team is
selected for finals, another two weeks to translate the written submission to a boardroom style
presentation for the finals round.

If you really want to experience some of the intensity of a case competition at university level, your
team could set aside a weekend to develop your written submission to the case, and then plan
blocks of time later on to review, check, and finalise your analysis and recommendations.

Regardless of the time allocated, a team should always carefully plan the time, and work to
deadlines. Your team will be juggling schoolwork and a range of other commitments, so planning
your time will help you keep a balance.

5|Page

CRICOS No 00213J
As a guide, in an international competition with 24 hours working time, a QUT Business School team
would start with allocating time as follows:
Table 1: 24 hour timeline

Activity Time Time

allocated elapsed

Read the case individually – quick scan read, and then closer read highlighting 1 hour 1 hour
interesting and useful points, making notes of questions, research and ideas

Analyse and discuss the case as a team – share ideas and thoughts from 2 hours 3 hours
individual reading, then using analysis tools and frameworks to track your
analysis. Note the specific questions asked in the case, and key issues that
you’ve identified.

Research and brainstorming solutions – during the reading, analysis and 3 hours 6 hours
discussion, you will have made notes of research you need to undertake. You
should look at the company, the industry, other case studies and examples
you might be able to adapt to the allocated case. Allocate areas of research
to individual team members. Come back together regularly as a team to
brainstorm and discuss ideas.

Discussion of research findings, analysis, potential strategies, and tactical 2 hours 8 hours
ideas – discuss potential solutions and constructively critique every idea. You
need to be constructive but brutal in your critique – just like the judges will
be. Agree on a solution, including strategy and key tactics.

Building the solution – work out the details of your solution. Find other case 4 hours 12 hours
studies and examples to back your solution, continue research to build
support. Start tracking information you’ll need to build budget and consider
finances.

Regroup and regenerate – 15 minutes for timeout (QUT teams often listen to 1 hour 13 hours
very loud music and dance, go for a run/walk, practice yoga poses. Come
back together to check in on how everyone is progressing and feeling,
address differences or conflict, revisit and adjust timeline if needed.
Storyboarding – work together to discuss how you will present your solution. 1 hour 14 hours
For a written submission, you can work to headings. For a PowerPoint
presentation you can ‘ghostpack’ your PowerPoint deck, planning the
purpose and layout of each slide.

Finances and building presentation – the finance specialist in your team can 4 hours 18 hours
work on budgets and financial implications of your team’s solution and
recommendations, while others in your team can build your presentation
(either drafting a written submission or building a PowerPoint deck). You
should be checking in regularly across the team.

Review to perfect the solution – review your presentation through the eyes 2 hours 20 hours
of the judging panel. Is everything clear? Does it tell a compelling and
persuasive story? Are all the ideas you’ve presented fully supported with data
and examples? Does your analysis link to your solution?

Final adjustments 1 hour 21 hours

Practise, practise, practise – have as many individual and team practices as 3 hours 24 hours
possible. Make sure your team is presenting a strong story, the transitions
between speakers are smooth, and the whole team understands all elements

6|Page

CRICOS No 00213J
 of the solution. Think about questions the judging panel may ask and how
you will respond as a team.

Reflect and celebrate – when the allocated time has passed, it’s good to 30 minutes
schedule time to reflect on what you have achieved as a team, including what
worked and what didn’t.

Preparation and Problem Solving

This section of the workbook focuses on getting ready and the first steps of cracking a case
(Preparation), along with analysis tools and frameworks you can use (Problem Solving). In the
accompanying section of the video, Isabella (Izzie) shares some of her top tips and insights.

Reading a case takes a planned and strategic approach. It’s best to individually read a case first. This
is generally a scan read, looking for key facts and starting to think about the key issues and
challenges in the case. Most cases will have specific questions your team will need to respond to, so
it’s often useful to find these questions as part of your initial read. Sometimes the questions will be
set out clearly at the end, while other times the questions are embedded within the case.

After reading individually, you should discuss the case as a team. This will help you to identify key
issues and challenges in more depth, and share questions and ideas you already have. You should
then return to the case, and read with more purpose and more closely. The approach you take to
the second reading will vary for each case. Sometimes, you might have each team member focus on
reading the case with the view to uncovering the information that can be used in one of the analysis
tools or frameworks. You might have another team member read with the purpose of identifying the
research your team will need to undertake.

Your team should also develop a plan for research after reading the case. Make sure you allocate
research across team members, to maximise the use of your time and draw on the skills of various
team members. When the research is completed, come back together as a team and share your
findings. It’s likely you’ll continue to research across the case solving period. Libraries are a great
place to start your research, and access information.

In the international case competitions that QUT Business School teams compete in, the cases will
vary in length from a few pages, to 50 or more pages, with accompanying links and digital files. Some
cases will have detailed financial data, while others will have very limited financial data. No two
cases are the same!

There are a range of analysis tools and frameworks your team can use to analyse a case, and
structure your thinking and discussion. The analysis tools and frameworks most commonly used
include:

7|Page

CRICOS No 00213J
 - 5Cs framework
- PESTEL analysis
- Porter’s 5 Forces
- SWOT
- Financial and data analysis tools

You may not use all the information you generate from these analysis tools and frameworks, and in
some cases there may be elements of the analysis tools that are less relevant. These analysis tools
and frameworks provide a structure for your team to sort information, research and ideas. The
analysis and research are the first steps - your solutions and recommendations must add insights
and creativity to show your team’s best business thinking.

8|Page

CRICOS No 00213J
5Cs framework
The 5Cs framework helps to structure the analysis of:

1. Context
2. Company
3. Collaborators
4. Customers
5. Competitors

Think about the case company and industry around the 5Cs, and use some of the questions and
ideas below to guide your discussion.
Table 2: Context questions and ideas

1. Context Factor – what is changing and/or significant for the case

company?
Demographic
Age, family structure, ethnicity,
social class, gender, income,
education, geographical location
Socio-cultural
Lifestyle trends, consumer attitudes
and opinions, media views, law
changes affecting social factors,
brand, company, technology image,
consumer buying patterns, fashion
and role models, major events and
influences, buying access and trends,
advertising and publicity, ethical
issues
Economic
Home economy situation, home
economy trends, overseas economies
and trends, general taxation issues,
taxation specific to product/services,
seasonality/weather issues, market
and trade cycles, specific industry
factors, market routes and
distribution trends, customer/end-
user drivers, interest and exchange
rates, international trade/monetary
issues
Technological
Competing technology development,
research funding,
associated/dependent technologies,
replacement technology/solutions,
maturity of technology,
manufacturing maturity and
capacity, information and
communications, consumer buying
mechanisms/technology, technology

9|Page

CRICOS No 00213J
 legislation, innovation potential,
technology access, licencing,
patents, intellectual property issues,
global communications
Political and Regulatory
Current legislation home market,
future legislation, international
legislation, regulatory bodies,
government policies, government
change, trading policies, funding,
grants and initiatives, home market
lobbying/pressure groups, wars and
conflicts
Natural Environment
Ecological issues, regulation,
technology to save energy, green
friendly products

Table 3: Company analysis

2. Company
Product or service offering
What is the key value of product or
service offered by the case company
Image in the market
How is the case company positioned
in the market?
Technology and experience
Are there any technological or
experiential factors which provide
the case company with an
advantage?
Culture
What is the organisational culture of
the case company?
Goals
Where does the case company see
itself in the future?

For each potential collaborator, consider:

Table 4: Collaborators

3. Collaborators Suppliers, Distributors, Alliances, Key Influencers

What is their product/service and Strengths Weaknesses
when do case company use them?

How could case company and this collaborator work

together?

10 | P a g e

CRICOS No 00213J
Plot the insights and understanding about consumers:
Table 5: Consumers

4. Consumers Understanding the case company consumer

WHO is buying and consuming?
WHAT are their choice criteria?
WHEN do they buy/use case
company product?
WHY do they buy/use case company
product?
WHERE do they buy?

HOW do they use case company

product?

Remember, there are direct competitors and indirect competitors, so think broadly. For each
competitor, consider:
Table 6: Competitors

5. Competitors Understanding case company competitors

Competitor Is this business an actual or a potential competitor?

Is this business a direct or indirect competitor?

What products does this business offer?

How is this business positioned in the market?

What are the strengths of this business?

What are the weaknesses of this business?

11 | P a g e

CRICOS No 00213J
Decide the key factors and issues from the analysis, and summarise in a few sentences to complete
your team’s 5Cs analysis.
Table 7: Summarise

5Cs Summary statement

Context

Company

Collaborators

Consumers

Competitors

12 | P a g e

CRICOS No 00213J
PESTEL analysis
The PESTEL (sometimes listed as PESTLE) analysis considers broad factors that impact the case
company and the industry it operates in.
Table 8: PESTEL analysis factors

Factors How they influence case company

Political Factors
Government policy, political stability/instability
in overseas markets, foreign trade policy, tax
policy, trade restrictions
Economic Factors
Economic growth, interest rates, exchange
rates, inflation, disposable income, demand and
supply,
Social Factors
Population growth, age distribution, health
consciousness, cultural trends.
Technological Factors
New technologies, maturing technology, new
distribution methods, new production
technology, new communication technologies.
Environmental Factors
Sustainability, global changes in climate,
environmental offsets, geographical location,
environmental laws, consumer attitudes.
Legal Factors
Consumer laws, advertising laws, health and
safety laws, product labelling and product
safety.

13 | P a g e

CRICOS No 00213J
Porter’s Five Forces
Porter’s Five Forces is a framework that analyses the level of competition within an industry, and
supports business strategy development. The framework was developed by Professor Michael E
Porter at Harvard Business School.
Figure 2: Porter's Five Forces Framework

Threat of
new
entrants

Intensity of
Supplier Threat of
competitive
power substitutes
rivalry

Buyer
power

Brainstorming ideas:

Threat of new entrants – barriers to entry, economies of scale, brand equity, switching costs, capital
requirements, access to distribution, customer loyalty to established brands, absolute cost, industry
profitability.

Threat of Substitutes – buyer inclination to substitute, price performance of substitute, buyer

switching costs, perceived level of product differentiation, number of substitutes available, ease of
substitution.

Supplier Power – supplier switching costs, impact of inputs on cost or differentiation, presence of
substitute inputs, strength of distribution channel, supplier concentration, supplier competition.

Buyer Power – bargaining leverage, buyer volume, availability of existing substitute products, buyer
price sensitivity, product differentiation, brand identity, buyers’ incentives.

Competitive Rivalry – Industry concentration, sustainable competitive advantage through

innovation, industry growth, product differences, switching costs, diversity of rivals, corporate
stakes.

14 | P a g e

CRICOS No 00213J
SWOT analysis
A SWOT analysis considers the Strengths, Weaknesses, Opportunities, and Threats relevant to the
case company and the industry.
Figure 3: SWOT Analysis

Strengths Weaknesses
internal to the case company
internal to the case company
e.g. Absence of skills, Weak Brand, Poor
e.g. Technological Skills, Strong Brand, Distribution, Low Customer Retention,
Distribution Channel, Customer Loyalty, Unreliable Quality, Sub-scale, Poor
Quality, Scale, Management Management

SWOT
Opportunities Threats
external to the case company external to the case company
e.g. Changing Customer Tastes, e.g. Changing Customer Tastes,
Liberalisation of Geographical Markets, Liberalisation of Geographical Markets,
Technological Advances, Improvement of Technological Advances, Improvement of
Government Policies, Lower Tax, Change in Government Policies, Lower Tax, Change in
Demographics, New Distribution Channels Demographics, New Distribution Channels

15 | P a g e

CRICOS No 00213J
The Plan
This section of the workbook focuses on finalising your team’s solution, and presenting as a written
submission. In the accompanying section of the video, Nicholas (Nick) shares some of his top tips
and insights.

For the first stage of the BlueShift case competition, each team will prepare a written submission in
response to the provided case. In the international case competitions QUT Business School teams
compete in, there is generally no written submission. Rather, teams go straight to the presentation
stage, presenting their solution to a panel of judges. Many competitions have multiple cases across
the week of competition.

If your team has done a great job of Preparation and Problem Solving, pulling together the written
submission as The Plan should be relatively simple.

When you get to the stage of preparing your written submission, it’s good practice to do a final
check. Has your team identified the real issues of the case? Is your team answering all the questions
and challenges presented by the case? You may need to return to brainstorming and discussion to
refine the content of your written submission.

Has your team supported your recommendations and solutions with sufficient analysis and
research? You may need to find some other data and examples to bring support to your written
submission.

One of the biggest challenges for all teams in BlueShift is presenting the information clearly and
concisely. In business, being able to present your ideas and solutions in a compelling way, balancing
brevity with enough detail is essential. The page limits set for BlueShift written submission reflect
the length of a report you might see in a real world business setting. Think about how you might use
a table or diagram to present complex information in a simpler, and more easily understood way.

The written submission will contain tactics and a timeline, which are generally part of the team’s
response to questions within the case. Make sure your timeline gives a complete picture of activities
and milestones, and your team has considered how these are spread over the time allocated or
recommended. The written submission should also include a budget, and consider financial and
other benefits for the case company. The written submission should provide realistic budget figures
based on publicly accessible material. Sometimes, this information is not provided in the case and
may not be accessible through research. For these cases, your written submission should include the
budget items that would need to be considered, and indicate detailed budget would need to be
developed if your consulting team was appointed by the case company. Similarly, you may need to
use industry wide figures that are publicly accessible to build some financial forecasting and
benchmarks, particularly for private companies.

16 | P a g e

CRICOS No 00213J
Presenting persuasively
This section of the workbook focuses on presenting your team’s solution, both as written submission
and as live presentation with PowerPoint for those teams in finals. In the accompanying section of
the video, Kate shares some of her top tips and insights.

Become an expert in as many applications (including Word, PowerPoint, Excel and project
management tools) as possible. There are lots of great online tutorials, so make some time to refine
your skills if you’re not already a guru! Most people use these applications to very limited levels, so
unlock all the potential.

Kate’s Top 5 tips written reports

1. Draft, edit and proofread – your team must factor in time to do this.
2. Use Word to its full potential – this will help your team to make the written submission as
appealing as possible, and help with edits and updates.
3. Guide your reader – use headings and other tools to guide the reader through your written
submission.
4. Use a single style or voice – teams may delegate each member of a team with writing a
section of the written submission. Find out who is the strongest writer and editor in your
team, and set them the task of the final edit and proofread.
5. Visually appealing – mix text, images, and diagrams in the written submission. Make sure it’s
presented to a professional visual standard.

Kate’s Top 5 tips for PowerPoint

1. Don’t just cut and paste – think of your team’s PowerPoint deck as a very different tool than
your written submission.
2. Use PowerPoint to support, not dominate – people listen to people. Your team should be
telling the story and persuading the judges. The PowerPoint deck is a support.
3. Use colours, shapes, icons – minimise the text on PowerPoint slides, and think about other
approaches to present your ideas clearly
4. Keep it simple – your team will be very familiar with the content and ideas, but remember
the judges are hearing it for the first time. Keep it clear and simple, but bring enough depth
and detail to convince them.
5. Use features of PowerPoint – animations and transitions are good ways to build slide decks.
But don’t make it distracting by going overboard!

17 | P a g e

CRICOS No 00213J
Kate’s Top 5 tips for presenting
1. Don’t use palm cards – in a professional business setting, the team will know content in
detail, and won’t need notes or palm cards.
2. Know your content, don’t memorise – use PowerPoint to structure and set up your
presentation, and then talk to the key points and ideas. Don’t memorise or recite – it won’t
convince the judges.
3. Tell a story to engage your audience – people want to hear about people, so tell stories of
the customer, the company, your ideas.
4. Get feedback during practice by filming your presentation – this is a great technique for you
to reflect on your own presentation skills and style, and get feedback from others to
improve before finals day.
5. Practice and pre-empt questions from judges – always practice as a team, as well as
individuals. Think about the questions that judges might ask, and how you will respond to
them.

18 | P a g e

CRICOS No 00213J