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Exercise: Motivational Case Studies

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Motivational Theory: Case Study Example

Motivation is often best explained by reference to real examples. The 'Hellespont Swim' is a true story of unusual and remarkable personal achievement which demonstrates several aspects of motivational theory, plus various other principles of effective management and performance. 

• What motivational forces and factors can you see in this case study? What motivational theories and concepts are illustrated in the account - for example, Maslow's Hierarchy of Needs , McGregor's X-Y Theory , McClelland's motivational theory  and the ideas of Adams , Bloom, Handy  and  Herzberg
• Also, what can you say about the story from the perspectives of teamwork, team-building, communications, planning and preparation, capability and potential, targets and goals, inspiration and role-models, skills/knowledge/attitude factors, humour and fun, project management, encouragement and coaching, project support, achievement and recognition, evaluation and measurement? 
• What aspects of the experience could have been improved or done differently and why? 
• What other aspects of personal motivation and achievement can you see in the story? 
• How might lessons and examples within this story be transferred to yourself, to employees and organisations?

The contribution of this article by writer and adventurer Charles Foster is gratefully acknowledged.

The Hellespont Swim

With a shout and a prayer and a curse, we leapt at dawn from a boat into the water of the Dardanelles and started to swim from Europe to Asia.

It had all started in London over the umpteenth bottle of Bulgarian red. For a long time, I said, I had wanted to swim the Hellespont - the narrow channel between the sea of Marmara and the Aegean. The Hellespont hit the mythological headlines a long time ago. Leander, who lived on the Asian side, had the misfortune to fall in love with Hero, who lived in Europe. The course of true love did not run smoothly. Geography was not on their side. The Hellespont has a nasty current ripping down the middle of it and a reputation for chewing up ships. And religion didn't help, either. Hero was a priestess of Aphrodite, and sworn to perpetual celibacy. So their meetings had to be covert and at night. Just as in most relationships, ancient and modern, the bloke did all the travelling. She held out a lantern, and he swam each night towards it. They copulated all night, and he then swam back. One night the wind blew out the lantern and that current took Leander out into the Aegean. He never returned. The heartbroken Hero had the decency to hurl herself into the Hellespont and the myth was born.

The Hellespont was assumed to be swimmable only by gods. But then, after one failed attempt, Byron did it, and it has been done from time to time since. We should have a go, I said to Steve and David (fat, pale, thirty-something pie-eaters like me). If a club-footed syphilitic like Byron could do it, so could we. The Bulgarian red spoke, and it said yes, and before it could withdraw I had put a deposit down and committed us to the swim.

The paperwork is nightmarish. The European shore, at Abydos, is inside a restricted military zone, and rumoured to be mined. The Hellespont itself is a marine motorway, carrying a huge volume of traffic between the Mediterranean and Istanbul and the Black Sea. The Turkish authorities don't like the idea of Englishmen's bodies choking the propellers of container ships, and insist on lots of permits. The man to sort all this out is Huseyin, whose long, white wispy hair makes him look like a mammalian anemone. He has organised most of the successful attempts on the Hellespont in recent years.

So we trained a bit. We lumbered over to municipal pools and floundered up and down. We never seemed to get faster or less tired, but we did seem to get a bit thinner. It was difficult to motivate ourselves because there really didn't seem to be much connection between the heated human soup of the public baths and the swimming of a major shipping lane. But the calendar ticked on, and we got on the plane, still a bit bemused, and found ourselves somehow in Cannakale.

Huseyin met us, mapped out the route (head-on into the current for a mile, and then a gentle swim home), made us eat moussaka and vitamin pills, told the barman not to serve us any beer, and booked our early morning calls for us so that we had no excuses.

With the dawn came renewed incredulity at our stupidity. It was cold, there were some vast tankers plying up and down, and the rip current at the centre of the channel was throwing up white horses that looked like Grand National winners. Also, Huseyin had told the press about the attempt. A launch full of photographers was following us, and failure would not be private.

As the sun came up our clothes came off. The lads on the boat rubbed us down with axle grease and with a great scream we committed our bodies to the deep. An underwater gust rolled me over, and from then on, the channel churned me emetically around.

As soon as I hit the sea I was on my own. Yes, somewhere behind me was the grumbling of the escort boat's engine, and somewhere way ahead Steve was burrowing efficiently towards fame, and somewhere to one side David was grunting and swallowing water, but I was in my own tiny world, hedged in by waves and the sides of my goggles, vaguely conscious that stretching down and down below was the vertiginous green of the channel. It was a lonely and disoriented business. If I stretched my neck up I could sometimes see the hills of Asia, but there was never any sense of movement. From the boat there were occasional shouted hints and words of encouragement like: "Sewage slick ahead: keep your mouth shut", and "This is where blood started to pour from the Ukrainian's ears."

Steve had set purposefully off with a front crawl of the sort he'd only ever used before to part crowds to get to the bar. I had thought that the waves would prevent really effective crawl, and had trained mostly using breaststroke. This was a stupid mistake. Breaststroke has a phase when there is little forward motion. When you are swimming into the current this means that you lose half of whatever distance the stroke has won you. It took me fifty minutes to realise this and change to a continuously propulsive front crawl, by which time Steve was almost in the arms of his very own Hero.

Rhythm is everything, the good swimmers say, and rhythm is hard when the sea which surges around you has no sense of it. You seem to make no progress at all. There was a vague sense of pressure against my chest as I ploughed into that current, but there was no visible fixed point against which I could measure any progress. Failure, though, was unthinkable. Too many people knew about this venture. If I didn't reach Sestos I could never return home. So I kept striking metronomically away and then, suddenly, the current eased. A shout from the boat told me to turn up the strait. That was the indication I had been waiting for. It meant that the back of the Hellespont was broken. I began to realise that there was no need to keep a lot in reserve any more.

From then it all happened quickly. There was a wisp of green weed at the bottom, and a stone appearing out of the gloom. Looking up, I could see the crenellations of Sestos castle on the gorse covered hills of Asia. A thousand miles away there was some cheering as the press men hauled Steve out of the shallows and asked him what on earth he had done this for. And then suddenly we were there too, stumbling out into towels and a posse of television camera men. They asked us for comment. David, mentally enfeebled by the effort, gave them an elaborate and deeply embarrassing pun about Leander's libido based on 'breaststroke' and 'breast stroking' which, laboriously translated into Turkish, started as gibberish and ended as filth. We ate nuts and pulled our bellies in for prime-time silly-season Turkish TV, and drank brandy to the memory of that great hard man, Leander, who had done this every night and back, for love, not glory.

Greek deity, it seems, is a reasonably accessible career. This is a classic swim, but not a particularly difficult one. David and I, who both used that pathetically inefficient breaststroke over the two miles, did it in about eighty minutes. Steve, who is a regular ten pints and three bags of chips man, wallowed home in under an hour. The rumours we had heard about hammerhead sharks, giant squid and solid rafts of jellyfish were unfounded. The rumours about diarrhoea and vomiting, however, are completely true. Those denizens of the deep strait between Europe and Asia are of truly mythological proportions. But that's another story. And who cares? According to the best authorities on Olympus, we were officially gods.

- Charles Foster 

Apex Computers: Problems of Motivation Among Subordinates Case Study

Key concepts, works cited.

The given case study illustrates how highly enthusiastic employees can lose motivation under management that does not praise creativity. Rohit, after joining Apex Computers found himself in a situation where his boss Aparna does not show any interest in the opinions of her subordinates. Initially, Rohit was working for Suresh, who would reward every attempt and innovative solution. He would also allow mistakes to occur without severe punishment. In the end, Rohit loses all of his motivation due to the lack of self-expression.

The case study demonstrates a motivation loss of Rohit who used to be highly enthusiastic and energetic. The absence of positive reinforcement led to his discouragement and decreased performance (Giancola 30). Suresh was highly positive in terms of letting the subordinates come up with their ideas and solutions for the problems. Although both Suresh and Aparna were completely disengaged from their employees’ activities, they possessed different attitudes towards giving feedback. Suresh gave constant input in terms of appraisals and recognition, whereas Aparna was simply disinterested in her subordinates. She did not provide them a creative playground, but only correct answers to the issues.

In the process of using intangible incentives, it is necessary to use, first of all, recognition of the merits of employees. It stimulates everyone and always aids the management when no resources are available for material rewards (Chlpeková et al. 26). Therefore, companies, such as Zen, often have the practice of awarding the best workers of labor. However, it must be remembered that this practice should apply to all levels, and the excellent work of a department employee should not go unnoticed (Chlpeková et al. 41). Another approach that effectively motivates employees is the introduction of a floating ward-to-office schedule to and from the office or flexible working hours. In addition, advanced training courses can develop personal and business skills and strengthen motivation (Chlpeková et al. 38). This is made to directly satisfy Maslow’s self-actualization need, which is located at the top of the pyramid of necessities.

Furthermore, people with the need for self-development, such as Rohit, must be prepared in advance for taking managerial positions. The requirement for success is satisfied by the process of bringing work to a fulfilling conclusion (Chlpeková et al. 35). Such people risk moderately, like to take personal responsibility for finding a solution to a problem. Therefore, it is necessary to motivate these people by giving them tasks with a moderate degree of risk or the possibility of failure. The bosses can also delegate to them sufficient powers, and encourage them regularly and specifically by the results achieved.

The key terms of the given case study are team motivation and achievement recognition. Team motivation and environment play an essential role in determining the overall team effectiveness. However, achievement recognition is important for individual motivation because a person cannot be constantly energetic and enthusiastic for an activity without regular rewards in the form of appraisals (Giancola 29). In addition, the case study shows how the most engaged employees can lose interest in their jobs due to the incorrect management style. It is critical to allow the subordinates to learn through their mistakes and creativity.

The main reason for Rohit’s disillusionment was his expectation that his new boss would be similar to the previous one. According to Maslow’s Hierarchy of Needs, Suresh was providing Rohit with basic needs, psychological needs, and self-fulfillment needs (Bland and DeRobertis 4). The entire pyramid of human motivational requirements was met under the management of Suresh. However, Rohit under the governance of Aparna could not satisfy his needs for esteem and self-actualization. He was highly unmotivated, although the payment was significantly higher and working conditions were far better. In addition, the case study does not inform on Rohit’s family and friends, but it is clear that his needs for belongingness and love at the workplace are not satisfied too. The main reason is that all of the subordinates were unmotivated and disinterested in their jobs due to Aparna’s management style.

To solve the lack of motivation problem, Rohit should satisfy his needs in other available ways. For instance, he can self-actualize himself by setting long-term goals for international projects, where he can get an opportunity to travel to the USA. It can result in the relocation within the company, which will change Rohit’s current team and boss. A team leader can motivate subordinates by offering them autonomy at the job and allowing them to learn from their mistakes (Giancola 27). According to Two-Factor Theory, the motivators are achievement, recognition, work, responsibility, advancement, and growth (Bland and DeRobertis 5). Although Rohit cannot derive his motivation from success and recognition, there are still available sources for enthusiastic behavior, such as advancement and growth. According to Alderfer’s ERG Theory, Maslow’s Pyramid can be divided into existence, relatedness, and growth needs (Bland and DeRobertis 7). A team leader can also satisfy the growth needs of his/her subordinates by showing them the methods of the correct solutions and allowing them to test these ideas.

When solving the problems of effective stimulation of young workers, it is necessary to take into account certain features. Usually, young people do not imagine the development of their careers, with rare exceptions, they are energetic and often do not think about any motivational issues (Chlpeková et al. 45). The opportunities in various fields and the system of rotation within the company are examples of outstanding solutions for Rohit’s case. To preserve the young employee’s enthusiasm and motivation, the incentive for personal growth must be provided. The main reason is that it is the highest and most essential Maslow’s need of any person.

For young professionals, it should be noted that this category of people is ambitious and aimed primarily at moving up the career ladder. They have a great deal of need for independence, the desire to try their strength, and to manage projects with full responsibility for the result (Chlpeková et al. 17). Therefore, the delegation of serious tasks, involvement in decision making, responsibility for a whole block of functions, recognition of the result obtained at the management level will serve as a significant motivating factor for further activities.

It is important to note that the given case study represents the problems of motivation among subordinates, which is highly important for both managers and employees. The organization’s motivation system must be constantly improved since changes in the external environment lead to intra-organizational changes. In turn, intra-organizational alterations, in combination with shifts in the external environment, can cause an improvement in the motivation of employees. In addition, with time and with age, the needs of people tend to change, which is why Rohit is more ambitious and energetic. The content of the motivation system in a particular organization depends on its leader, who must skillfully combine material and non-material incentive methods. He/she also needs to take into account the motivation theories, such as Maslow’s Hierarchy of Needs and Two-Factor Theory.

Bland, Andrew M., and Eugene M. DeRobertis. “Maslow’s Unacknowledged Contributions to Developmental Psychology.” Journal of Humanistic Psychology , vol. 1, no. 1, 2017, pp. 2-8.

Chlpeková, Andrea, et al. “Enhancing the Effectiveness of Problem-Solving Processes Through Employee Motivation and Involvement.” International Journal of Engineering Business Management , vol. 2, no. 5, 2014, pp. 13-47.

Giancola, Frank L. “Should HR Professionals Devote More Time to Intrinsic Rewards?” Compensation & Benefits Review , vol. 46, no. 1, 2014, pp. 25-31.

• Chicago (A-D)
• Chicago (N-B)

IvyPanda. (2024, February 29). Apex Computers: Problems of Motivation Among Subordinates. https://ivypanda.com/essays/apex-computers-employee-motivation-case-analysis/

"Apex Computers: Problems of Motivation Among Subordinates." IvyPanda , 29 Feb. 2024, ivypanda.com/essays/apex-computers-employee-motivation-case-analysis/.

IvyPanda . (2024) 'Apex Computers: Problems of Motivation Among Subordinates'. 29 February.

IvyPanda . 2024. "Apex Computers: Problems of Motivation Among Subordinates." February 29, 2024. https://ivypanda.com/essays/apex-computers-employee-motivation-case-analysis/.

1. IvyPanda . "Apex Computers: Problems of Motivation Among Subordinates." February 29, 2024. https://ivypanda.com/essays/apex-computers-employee-motivation-case-analysis/.

Bibliography

IvyPanda . "Apex Computers: Problems of Motivation Among Subordinates." February 29, 2024. https://ivypanda.com/essays/apex-computers-employee-motivation-case-analysis/.

• Employee Motivation and Individual Differences
• Power Abuse in Rohit Chopra's Case
• Employee Motivation: Theories in Practice
• Cultural Diversity & Communication in the Workplace
• Apex Company Compared to Its Competitors
• Marriage Life in the Film "The World of Apu"
• Apex Furnishers: Organizational Development
• Code of Ethics: Apex Inc.
• Fire and Community Evacuation in Apex, NC
• Natural Apex- Defining a National Energy Policy for the Next Decade
• XYZ Airlines' Quality Improvement
• A. Dwayne “The Rock” Johnson as a Brand
• Southern Company's Enterprise Change Management
• The Sony Breach and Implemented Critical Controls
• Empire Communications Products Eliminates Excess Cost

• About the Project
• Introduction to the ICF
• Introduction to the ICF Core Sets
• Introduction to ICF-based Documentation Tools and Rehab-Cycle
• 01 | Goal-Setting
• 02 | Independence
• 04 | Health Behaviour
• 05 | SCI in Older Persons
• 06 | Recovery After Traumatic SCI
• 07 | Return-to-Work
• 08 | Community Reintegration
• 09 | Sports in Rehabilitation
• 10 | Walking Recovery
• 11 | Care in Low and Middle-Resource Countries
• 12 | SCI and Environmental Accessibility
• 13 | SCI in Adolescence and Peer Relationships
• 14 | Bowel and Bladder Management
• 15 | Psychological Issues And SCI
• 16 | Time-Related Aspects
• 17 | Motivation And Rehabilitation
• 18 | Social Service Support In SCI Rehabilitation
• 19 | SCI And Chronic Pain Management
• 20 | Rights For Persons With Disability
• Questions and Answers

Q1. Describe the contemporary theories of motivation. (Refer to BITTE ANKER AUF BOX 1 for the answer.) Q2. Explain how the concept of motivation can be integrated into rehabilitation practice based on the self-determination theory. (Refer to BITTE ANKER AUF General Introduction unter dem Heading "Motivation and Rehabilitation" for the answer.) Q3. List the practices that Maclean and Pound have suggested for fostering motivation in rehabilitation. (Refer to BITTE ANKER AUF BOX 2 for the answer.) Q4. What role did the concept of motivation play in Jason's rehabilitation? (Refer to BITTE ANKER AUF Jason's Story unter Heading "Role of Motivation in Jason's Rehabilitation for the answer.) Q5. Explain how Jason's case reflects the individualistic-social approach of motivation proposed by Maclean and Pound. (Refer to BITTE ANKER DISCUSSION, 5. Absatz der mit " Jason's case seems to reflect the combined individualistic-social approaches... "anfängt for the answer.)

Motivation And Rehabilitation

• General Introduction
• Jason's story
• Goal-setting/Determination of Intervention Targets
• Assignment and Intervention
• PDF Download

Motivation in Online Education pp 77–113 Cite as

What Do the Case Studies Tell Us About Motivation?

• Maggie Hartnett 2  
• First Online: 09 March 2016

3003 Accesses

This chapter discusses and synthesises the key findings across the two cases reported in chapter three both in terms of the motivation of learners and the ways in which certain social and contextual influences supported or hindered the expression of different types of motivation. The concepts of autonomy, competence and relatedness, from self-determination theory, are used as lenses to show how the identified social and contextual influences either supported or undermined learners’ psychological needs and, consequently, their motivation. Important commonalities as well as differences, between the two cases, are explored and discussed. Attention is also drawn to how these findings extend and build on the existing body of research on motivation in online education.

• Autonomy-supportive
• Competence-supportive
• Relatedness-supportive
• Autonomy-undermining
• Competence-undermining
• Relatedness-undermining

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20 Key Questions on Motivation and Habits, Answered

“Habits are at first cobwebs, then cables.” – Spanish Proverb

Post written by Leo Babauta .

It’s that time of year — the end part — when people start thinking about their lives, their goals, their habits, and how to change everything for the better.

As always, I’m here to help if I can.

Today I’ve answered 20 questions from your fellow readers, who submitted them via the Zen Habits Twitter stream . I don’t claim to be perfect, but have learned a lot about habits and motivation in the last four or five years of habit changes (see My Story for more). I share some of what I’ve learned with the caveat, of course, that what works for me might not work for you. I hope it helps nevertheless.

1. How do you motivate yourself to get work done after trying many things and failing over and over again? (via @ankit_patel ) Motivation is first just about taking that first step — just getting excited about something enough to get started. Then it’s about focusing on enjoying what you’re doing, right now, instead of worrying about how you’re going to get to a destination.

You also need to forget about your failures, or at least the part of them that gets you discouraged. Take away from your failures a lesson about what obstacles stand in your way, and leave behind any bad feelings. Those are in the past. Focus on right now, and how fun the activity is, right now. 2. What moved you to first start the change into the Leo we know today? What was your very first step? (combined question from @hchybinski & @XIIIzen ) We’re the sum of all we’ve done in the past, from childhood on, so there’s no one thing that led me to the person I am or the life I’m living. However, I can definitely say that quitting smoking was a turning point for me, for a couple of reasons:

* It showed me that I could successfully change a habit, which I had no confidence in before that, after failing a number of times. * I learned a lot of successful habit change principles from quitting smoking, which I applied to all future habit changes. See my book, The Power of Less , for details.

3. Why do we willfully and consciously engage in self-destructive habits while ignoring our better judgment? (via @ajdigitalfocus ) I don’t think this has been fully answered, but in my view it’s that we don’t rationally weigh the risks vs. costs.

When we smoke, we think it’s too hard to quit, too painful over the few weeks it takes to quit (cost), but it’s not properly weighed against the risks of not quitting (major illnesses, suffering for years, early death, incredible expenses for cigarettes and hospitalization, etc.).

The same is true of unhealthy eating — not eating the junk food is too hard, but the risk of eating it is obesity, health problems, self-esteem issues, high medical bills, gym costs if we want to get back into shape, years of suffering, etc.

The pain of quitting is now, while the pain of continuing is much later, and so it doesn’t seem too bad. So the answer is to replace the bad habit with a good habit that you enjoy immensely, and focus on that enjoyment, right now, rather than the pain.

4. What is your favorite low tech and high tech way to track progress on your habits? (via @jalbright ) I’ve tried lots of high-tech trackers — from Joe’s Goals to The Daily Plate to the Daily Mile to Fit Day — but my current favorite is Daytum . It’s really easy to enter data, and you can display it publicly in many useful ways. People can look at my Daytum and see how I’m doing, and that motivates me to keep going.

As for low-tech solutions, my favorite is a Moleskine notebook. Easy to carry around, nice to use.

5. How can I become a “Morning Person”? I feel it’s a key to success. (via @DonSchenck ) While I intentionally became an early riser, and I love it, it’s not really a key to success. It’s one way to find the time to pursue your dreams, and it’s the way I chose, but I know night owls (famously, Tim Ferriss) who find they’re much more productive in the middle of the night. Find what works best for you.

But to answer your question: do it slowly, five minutes earlier each morning, and do something enjoyable with your extra time. Focus on how wonderful the time of day is, how enjoyable the activity, and not how much you’re suffering because it’s too damn early. You’ll learn to love it, and you’ll adjust over time.

6. If for a moment you start to feel overwhelmed by the complexities of life, how do you simplify to get where you want to be? (via @TroyAustria ) Take a deep breath, and let all the chaos and frustration flow out of you. Focus not all all the things you need to do, or that are coming up, or that have happened, but on what you’re doing right now. And just focus on doing one thing, right now.

I would take a walk, get some fresh air, and get some perspective. Try to think about what’s most important to you, what your perfect life would be like, what your perfect day would look like.

Then, one small step at a time, start making it happen. What’s standing in the way? What can you change right now? What can you change tomorrow? What long-term changes can you start making?

Declutter the area around you, a little at a time (or all at once, if you can find the free time and energy). Cut back on how much you’re doing, which will mean telling people who expect things of you that you just can’t do those things, because you have too much on your plate.

7. What’s the habit requiring the least effort that makes the greatest difference? (via @kofisarfo ) This will sound trite, but I’d say positive thinking. It’s not the easiest habit, as it requires that you start listening to your self-talk, and start telling yourself positive things instead of negative ones.

But it’s the one thing that will make the greatest difference, because it will enable all other habit changes. It has really made a huge difference in my life, and I think it’s a vital component to any plan to change your life.

8. What would be the 10 most motivating words I could say to myself every morning to get myself to exercise? (via @AmidPrivilege ) I would say these 10 words:

“Just lace up and get out the door. And smile.”

Once you get started, take that first step, the rest is easy. And smiling makes it enjoyable.

9. My hubby lacks interest in anything except boating. How can I motivate him to get off the sofa? (via @organizedsandra ) I don’t think you can motivate others — if they want to do something, they’ll do it. If they don’t, then don’t make them.

However, you can influence others in positive ways. I’d recommend setting an example by doing, and sharing how great it is, without judgment for what he’s doing. If he’s happy doing what he’s doing, then that’s great. If he’d like to do more, then be there for support — but don’t push.

You can ask for his help, as well, in your efforts. Sometimes spouses love to help, and that can rub off on them and get them thinking about trying it themselves. Or maybe not.

In the end, worry more about what you’re doing and less about what he’s doing — he’s living his life and you’re living yours. People don’t like to be pushed or judged or badgered, but like to be loved and accepted.

10. How to minimize tension/frustration with others who are less organized than you are! (via @originalmuggle ) It’s a matter of only worrying about what you can control, and accepting that which you can’t. You can’t control others or their organization level, so don’t even try to.

This is actually a deeper issue of control for many organized people — they want to control everything in the world around them (and for a long time I was one of them), but it’s impossible, and it only leads to stress and frustration and conflicts. Instead, learn to embrace a degree of chaos, accept that the world is out of your control, and love it. The world is a wonderfully unpredictable, wild, and beautiful place.

To learn to let go, every time you find yourself frustrated, stop, and breathe. Let the frustration flow out of you, and let peace come in. Remind yourself that you don’t have to control, and love others for their humanness. It takes time, but you can learn.

11. What is your best advice on keeping focused on the important when the distractions in our lives are constant? (via @gamesizing ) Figure out what’s distracting you, and how to minimize them, or at least put them in a certain place. Engineer your environment so the distractions are minimal. For example, shut off the Internet except for times when you really need it (predetermined times). At the very least, shut off email notifications and anything else that pops up and tells you there’s a new message or tweet or whatever. Close those programs and only have what you need for the task in front of you.

Learn to focus for short amounts of time — say 10 or 15 minutes. Then lengthen that time gradually, by 5 minutes, until you can focus for 45-60 minutes at a time — or more. And enjoy that time of focus — it’s fantastic.

12. How do you stay motivated in business when you have never done something before & the results won’t show up until down the road? (via @darinpersinger ) Learn to love the process, and don’t let your happiness be so dependent on the outcome. Be passionate about the actual things you do, do them because you love it, and you’ll stick with it. The great things that result will be a natural by-product.

13. Thoughts on getting unstuck? (via @coulter520 ) If you’re stuck on a project or task, give your brain a breather or a jolt. A breather could be going outside to take a walk, doing a little bit of easy meditation (focus on your breath as it comes in, then goes out, for a minute or two), or doing something fun like a game for a few minutes (like 5-20 minutes). A jolt could be some kind of inspiration — read blogs or books you find inspiring, look for something others are doing that inspire you to do something creative.

If you’re stuck in life, that requires a bit more work, but think of it as an opportunity to re-invent yourself and your life. Take a break from work if possible — even if it’s just for an hour or two, but a day or two is even better. Think of it as a necessary work session, because it will help you get unstuck. Take this break as a breather from your normal routine, but use it not just to veg out but to think, to get some perspective, to take a wider look at your life. What are you doing that you love doing? What can you eliminate that’s both unnecessary and unexciting? If you hate what you’re doing, can you change it to something you love, or can you change jobs? Can you automate or outsource things that you don’t enjoy, or eliminate them, so you can focus on creating, on things you do enjoy? Make a list of things you’d like to do, in the short-term and long-term, and then start implementing them, one little thing at a time.

14. How do you stay away from distractions? Do you do just one thing at a time or multitask in a planned way? (via @manshu ) I’m a big proponent of single-tasking. Multi-tasking can work in some cases but most of the time it gets in the way of focusing on what’s really important. Multi-tasking can work for little tasks, like checking email and your bank account and Facebook and things like that. But you should set aside time for the important tasks — earlier rather than later, when things might get too busy.

When you’re going to work on an important task, clear away all distractions and focus just on that one task. Close programs you don’t need, clear away clutter on your desk, turn off any notifications, turn off your mobile devices, and preferably shut off the Internet and close your browser.

15. How do you determine when you’ve reached a minimalist lifestyle? (via @clabbur ) It’s not a destination, it’s a mindset. You’re a minimalist once you decide to have less and do less, when you decided to stick with enough and not go for more. I consider myself a minimalist, but I know there’s much more I could do if I wanted to. I could go live in a cabin in the woods, in Alaska, and be off the grid. I could use or eat nothing I didn’t make myself. But that’s not realistic, for my life, so I just reduce what I own and use and do, and slowly change over time.

Any lasting change should be done slowly and gradually anyway. So think of it not so much as a destination but a long-term process, and you’ll improve over time. You’re never there, at that “minimalist lifestyle” exactly, but at the same time you’re always there, if your mind is in the right place.

16. If you could offer only one piece of advice about beginning … changing habits, starting fresh … what would it be? (via @andsarah2 ) Start with one little step at a time. That’s obvious, but you might be surprised at how many people try to change 5-10 habits at once, to start afresh. It’s too hard to make drastic changes like that.

Changes made gradually don’t seem hard at all. For example, instead of giving up meat altogether to become vegetarian, you could just eat some vegetarian dishes on different nights of the week. That will soon become normal, as you learn new recipes and adjust your taste buds. Then add more meatless meals, and so on, and each step along the way, you’ll adjust and that will become the new “normal” for you. Over time, you’ll have made great changes, but each step along the way is a small one and not difficult at all.

17. How do you sustain self-motivation when you suffer a setback toward your goals? (via @liveaudaciously ) I always try to enjoy what I’m doing. If there’s a setback, that’s not a problem, because the progress I’m making isn’t as important as doing the activity (running, reading, writing, cycling, whatever). And because I enjoy the activity, I’ll keep doing it, even if there’s a setback.

Just realize that setbacks are not the ending points, unless you let them become so. They’re just a little stone on the road — kick it aside, go over it, walk around it, but just keep walking. And enjoy the journey.

19. What do you do when you used to love your work, but passion has been killed by work/life balance issues? (via @RobinLP ) There are two approaches I’ve tried and recommend. The first is to try to reinvigorate your work, to find new appreciation and passion for your work. This is the easiest method, from one point of view, but at the same time isn’t always possible if you truly hate your job. To do it, you have to look at the things you enjoy about your job, to appreciate things about your job that you take for granted, and to try to change your job so that it’s something you love doing. You can do that by creating projects and work for yourself, with buy-in from your boss or team, that you’re excited about.

The second approach is more drastic but for me has been so much more rewarding — changing jobs to something you really love doing. This takes a little more time, and more courage. I suggest you start doing the job you want to do on the side — even for free at first, until you get good at it or spread your reputation enough that you can charge. Eventually, as you gain confidence and skills, you’ll want to take the plunge and quit your regular job.

Either way, you’ll need to address the root problem: you need to find balance in your life and time for things other than work. Workaholism is a problem when work becomes a problem — meaning if it’s sapping you of passion, you need to make a change. Set limits — stop working after a certain time, and schedule some non-work things that you enjoy. Exercise, hobbies, doing things with friends or family, creating in some way, reading, anything other than work. Find the balance that works for you — it takes time and experimenting, but most of all it takes a consciousness that you want to change your life.

20. How have the types of habits you have cultivated evolved over time? (via @rosshill ) Great question. As with anyone, my habits have changed since I started Zen Habits — I didn’t just cultivate some fundamental habits and then stop, living a static life. I’m always trying new things out, and my philosophy is always evolving as I learn. So some of the things you might’ve read when I started Zen Habits back in early 2007 don’t quite apply to what I’m doing today.

A good example is back in those days I was all about productivity in the traditional sense — knocking out tasks as quickly as possible, Getting Things Done , cranking widgets, making the most of every minute. But as I’ve evolved, that has become less important to me. I’ve simplified, and now I focus on what’s important, on enjoying what I do, on creating, rather than on getting so much done. It’s a more human approach to work, rather than an industrial drone type of approach.

In fact, I think I’ve become simpler over time. I don’t stress out about my running as much, and instead just go out to enjoy the run. I don’t worry about waking early so much, although I definitely enjoy the early morning and try to wake early so I can read and work in the quiet before dawn. I don’t keep track of all my tasks as much as I used to, so that at any given moment I might not have an up-to-date task list but I know what I want to focus on right now.

“We are what we repeatedly do. Excellence, then, is not an act, but a habit.” – Aristotle

Posted: 12.07.2009

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Module 6: Designing a Motivating Work Environment

6.7 optional case study: motivation at xerox.

Figure 6.11 Anne Mulcahy, Former Xerox Chairman of the Board (left), and Ursula Burns, Xerox CEO (right) Source: Photo courtesy of Xerox Corporation.

As of 2010, Xerox Corporation (NYSE: XRX) is a $22 billion, multinational company founded in 1906 and operating in 160 countries. Xerox is headquartered in Norwalk, Connecticut, and employs 130,000 people. How does a company of such size and magnitude effectively manage and motivate employees from diverse backgrounds and experiences? Such companies depend on the productivity and performance of their employees. The journey over the last 100 years has withstood many successes and failures. In 2000, Xerox was facing bankruptcy after years of mismanagement, piles of debt, and mounting questions about its accounting practices.

Anne Mulcahy turned Xerox around. Mulcahy joined Xerox as an employee in 1976 and moved up the corporate ladder, holding several management positions until she became CEO in 2001. In 2005, Mulcahy was named by Fortune magazine as the second most powerful woman in business. Based on a lifetime of experience with Xerox, she knew that the company had powerful employees who were not motivated when she took over. Mulcahy believed that among other key businesses changes, motivating employees at Xerox was a key way to pull the company back from the brink of failure. One of her guiding principles was a belief that in order to achieve customer satisfaction, employees must be interested and motivated in their work. Mulcahy not only successfully saw the company through this difficult time but also was able to create a stronger and more focused company.

In 2009, Mulcahy became the chairman of Xerox’s board of directors and passed the torch to Ursula Burns, who became the new CEO of Xerox. Burns became not only the first African American woman CEO to head a Standard & Poor’s (S&P) company but also the first woman to succeed another woman as the head of an S&P 100 company. Burns is also a lifetime Xerox employee who has been with the company for over 30 years. She began as a graduate intern and was hired full time after graduation. Because of her tenure with Xerox, she has close relationships with many of the employees, which provides a level of comfort and teamwork. She describes Xerox as a nice family. She maintains that Mulcahy created a strong and successful business but encouraged individuals to speak their mind, to not worry about hurting one another’s feelings, and to be more critical.

Burns explains that she learned early on in her career, from her mentors at Xerox, the importance of managing individuals in different ways and not intentionally intimidating people but rather relating to them and their individual perspectives. As CEO, she wants to encourage people to get things done, take risks, and not be afraid of those risks. She motivates her teams by letting them know what her intentions and priorities are. The correlation between a manager’s leadership style and the productivity and motivation of employees is apparent at Xerox, where employees feel a sense of importance and a part of the process necessary to maintain a successful and profitable business. In 2010, Anne Mulcahy retired from her position on the board of directors to pursue new projects.

Discussion Questions

• How do you think Xerox was able to motivate its employees through the crisis it faced in 2000?
• How does a CEO with such a large number of employees communicate priorities to a worldwide workforce?
• How might Ursula Burns motivate employees to take calculated risks?
• Both Anne Mulcahy and Ursula Burns were lifetime employees of Xerox. How does an organization attract and keep individuals for such a long period of time?
• An Introduction to Organizational Behavior. Authored by : Anonymous. Provided by : Anonymous. Located at : http://2012books.lardbucket.org/books/an-introduction-to-organizational-behavior-v1.1/ . License : CC BY-NC-SA: Attribution-NonCommercial-ShareAlike

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100 Best Case Study Questions for Your Next Customer Spotlight

Published: November 29, 2022

Case studies and testimonials are helpful to have in your arsenal. But to build an effective library, you need to ask the right case study questions. You also need to know how to write a case study .

Case studies are customers' stories that your sales team can use to share relevant content with prospects . Not only that, but case studies help you earn a prospect's trust, show them what life would be like as your customer, and validate that your product or service works for your clients.

Before you start building your library of case studies, check out our list of 100 case study questions to ask your clients. With this helpful guide, you'll have the know-how to build your narrative using the " Problem-Agitate-Solve " Method.

What makes a good case study questionnaire?

The ultimate list of case study questions, how to ask your customer for a case study, creating an effective case study.

Certain key elements make up a good case study questionnaire.

A questionnaire should never feel like an interrogation. Instead, aim to structure your case study questions like a conversation. Some of the essential things that your questionnaire should cover include:

• The problem faced by the client before choosing your organization.
• Why they chose your company.
• How your product solved the problem clients faced.
• The measurable results of the service provided.
• Data and metrics that prove the success of your service or product, if possible.

You can adapt these considerations based on how your customers use your product and the specific answers or quotes that you want to receive.

What makes a good case study question?

A good case study question delivers a powerful message to leads in the decision stage of your prospective buyer's journey.

Since your client has agreed to participate in a case study, they're likely enthusiastic about the service you provide. Thus, a good case study question hands the reins over to the client and opens a conversation.

Try asking open-ended questions to encourage your client to talk about the excellent service or product you provide.

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Categories for the Best Case Study Questions

• Case study questions about the customer's business
• Case study questions about the environment before the purchase
• Case study questions about the decision process
• Case study questions about the customer's business case
• Case study questions about the buying team and internal advocates
• Case study questions about customer success
• Case study questions about product feedback
• Case study questions about willingness to make referrals
• Case study question to prompt quote-worthy feedback
• Case study questions about the customers' future goals

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• Product-Specific Case Study Template
• General Case Study Template

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Case Study Interview Questions About the Customer's Business

Knowing the customer's business is an excellent way of setting the tone for a case study.

Use these questions to get some background information about the company and its business goals. This information can be used to introduce the business at the beginning of the case study — plus, future prospects might resonate with their stories and become leads for you.

• Would you give me a quick overview of [company]? This is an opportunity for the client to describe their business in their own words. You'll get useful background information and it's an easy prompt to get the client talking.
• Can you describe your role? This will give you a better idea of the responsibilities they are subject to.
• How do your role and team fit into the company and its goals? Knowing how the team functions to achieve company goals will help you formulate how your solution involves all stakeholders.
• How long has your company been in business? Getting this information will help the reader gauge if pain points are specific to a startup or new company vs. a veteran company.
• How many employees do you have? Another great descriptor for readers to have. They can compare the featured company size with their own.
• Is your company revenue available? If so, what is it? This will give your readers background information on the featured company's gross sales.
• Who is your target customer? Knowing who the target audience is will help you provide a better overview of their market for your case study readers.
• How does our product help your team or company achieve its objectives? This is one of the most important questions because it is the basis of the case study. Get specifics on how your product provided a solution for your client. You want to be able to say "X company implemented our solution and achieved Y. "
• How are our companies aligned (mission, strategy, culture, etc.)? If any attributes of your company's mission or culture appealed to the client, call it out.

How many people are on your team? What are their roles? This will help describe key players within the organization and their impact on the implementation of your solution.

Case Study Interview Questions About the Environment Before the Purchase

A good case study is designed to build trust. Ask clients to describe the tools and processes they used before your product or service. These kinds of case study questions will highlight the business' need they had to fulfill and appeal to future clients.

• What was your team's process prior to using our product? This will give the reader a baseline to compare the results for your company's product.
• Were there any costs associated with the process prior to using our product? Was it more expensive? Was it worth the cost? How did the product affect the client's bottom line? This will be a useful metric to disclose if your company saved the client money or was more cost-efficient.
• What were the major pain points of your process prior to using our product? Describe these obstacles in detail. You want the reader to get as much information on the problem as possible as it sets up the reasoning for why your company's solution was implemented.
• Did our product replace a similar tool or is this the first time your team is using a product like this? Were they using a similar product? If so, having this information may give readers a reason to choose your brand over the competition.
• What other challenges were you and your team experiencing prior to using our product? The more details you can give readers regarding the client's struggles, the better. You want to paint a full picture of the challenges the client faced and how your company resolved them.
• Were there any concerns about how your customers would be impacted by using our product? Getting answers to this question will illustrate to readers the client's concerns about switching to your service. Your readers may have similar concerns and reading how your client worked through this process will be helpful.
• Why didn't you buy our product or a similar product earlier? Have the client describe any hesitations they had using your product. Their concerns may be relatable to potential leads.
• Were there any "dealbreakers" involved in your decision to become a customer? Describing how your company was able to provide a solution that worked within those parameters demonstrates how accommodating your brand is and how you put the customer first. It's also great to illustrate any unique challenges the client had. This better explains their situation to the reader.
• Did you have to make any changes you weren't anticipating once you became a customer? Readers of your case study can learn how switching to your product came with some unexpected changes (good or bad) and how they navigated them. If you helped your client with troubleshooting, ask them to explain that here.

How has your perception of the product changed since you've become a customer? Get the interviewee to describe how your product changed how they do business. This includes how your product accomplished what they previously thought was impossible.

Case Study Interview Questions About the Decision Process

Readers of the case study will be interested in which factors influenced the decision-making process for the client. If they can relate to that process, there's a bigger chance they'll buy your product.

The answers to these questions will help potential customers through their decision-making process.

• How did you hear about our product? If the client chose to work with you based on a recommendation or another positive case study, include that. It will demonstrate that you are a trusted brand with an established reputation for delivering results.
• How long had you been looking for a solution to this problem? This will add to the reader's understanding of how these particular challenges impacted the company before choosing your product.
• Were you comparing alternative solutions? Which ones? This will demonstrate to readers that the client explored other options before choosing your company.
• Would you describe a few of the reasons you decided to buy our product? Ask the interviewee to describe why they chose your product over the competition and any benefits your company offered that made you stand out.
• What were the criteria you used when deciding to buy our product? This will give readers more background insight into the factors that impacted their decision-making process.
• Were there any high-level initiatives or goals that prompted the decision to buy? For example, was this decision motivated by a company-wide vision? Prompt your clients to discuss what lead to the decision to work with you and how you're the obvious choice.
• What was the buying process like? Did you notice anything exceptional or any points of friction? This is an opportunity for the client to comment on how seamless and easy you make the buying process. Get them to describe what went well from start to finish.
• How would you have changed the buying process, if at all? This is an opportunity for you to fine-tune your process to accommodate future buyers.
• Who on your team was involved in the buying process? This will give readers more background on the key players involved from executives to project managers. With this information, readers can see who they may potentially need to involve in the decision-making process on their teams.

Case Study Interview Questions About the Customer's Business Case

Your case study questions should ask about your product or solution's impact on the customer's employees, teams, metrics, and goals. These questions allow the client to praise the value of your service and tell others exactly what benefits they derived from it.

When readers review your product or service's impact on the client, it enforces the belief that the case study is credible.

• How long have you been using our product? This will help readers gauge how long it took to see results and your overall satisfaction with the product or service.
• How many different people at your company use our product? This will help readers gauge how they can adapt the product to their teams if similar in size.
• Are there multiple departments or teams using our product? This will demonstrate how great of an impact your product has made across departments.
• How do you and your team currently use the product? What types of goals or tasks are you using the product to accomplish? Get specifics on how the product actively helps the client achieve their goals.
• If other teams or departments are using our product, do you know how they're using it? With this information, leads can picture how they can use your product across their teams and how it may improve their workflow and metrics.
• What was the most obvious advantage you felt our product offered during the sales process? The interviewee should explain the benefits they've gained from using your product or service. This is important for convincing other leads you are better than the competition.
• Were there any other advantages you discovered after using the product more regularly? Your interviewee may have experienced some additional benefits from using your product. Have them describe in detail what these advantages are and how they've helped the company improve.
• Are there any metrics or KPIs you track with our product? What are they? The more numbers and data the client can provide, the better.
• Were you tracking any metrics prior to using our product? What were they? This will allow readers to get a clear, before-and-after comparison of using your product.
• How has our product impacted your core metrics? This is an opportunity for your clients to drive home how your product assisted them in hitting their metrics and goals.

Case Study Interview Questions About the Buying Team and Internal Advocates

See if there are any individuals at the customer's company who are advocates for your product.

• Are there any additional team members you consider to be advocates for our product? For example, does anyone stick out as a "power user" or product expert on your team? You may want to interview and include these power users in your case study as well. Consider asking them for tips on using your service or product.
• Is there anyone else on your team you think we should talk to? Again, the more people can share their experience using your product, the better.
• Are there any team members who you think might not be the biggest fans of our product or who might need more training? Providing extra support to those struggling with your product may improve their user experience and turn into an opportunity to not only learn about their obstacles but turn them into a product fan
• Would you share some details about how your team implemented our product? Get as much information as possible about the rollout. Hopefully, they'll gush about how seamless the process was.
• Who from your company was involved in implementing our product? This will give readers more insight into who needs to be involved for a successful rollout of their own.
• Were there any internal risks or additional costs involved with implementing our product? If so, how did you address them? This will give insight into the client's process and rollout and this case study question will likely provide tips on what potential leads should be on the lookout for.
• Is there a training process in place for your team's use of our product? If so, what does it look like? If your company provided support and training to the client, have them describe that experience.
• About how long does it take a new team member to get up to speed with our product? This will help leads determine how much time it will take to onboard an employee to your using your product. If a new user can quickly get started seamlessly, it bodes well for you.
• What was your main concern about rolling this product out to your company? Describing their challenges in detail will provide readers with useful insight.

Case Study Interview Questions About Customer Success

Has the customer found success with your product? Ask these questions to learn more.

• By using our product can you measure any reduced costs? If it has, you'll want to emphasize those savings in your case study.
• By using our product can you measure any improvements in productivity or time savings? Any metrics or specific stories your interviewee can provide will help demonstrate the value of your product.
• By using our product can you measure any increases in revenue or growth? Again, say it with numbers and data whenever possible.
• Are you likely to recommend our product to a friend or colleague? Recommendations from existing customers are some of the best marketing you can get.
• How has our product impacted your success? Your team's success? Getting the interviewee to describe how your product played an integral role in solving their challenges will show leads that they can also have success using your product.
• In the beginning, you had XYZ concerns; how do you feel about them now? Let them explain how working with your company eliminated those concerns.
• I noticed your team is currently doing XYZ with our product. Tell me more about how that helps your business. Illustrate to your readers how current customers are using your product to solve additional challenges. It will convey how versatile your product is.
• Have you thought about using our product for a new use case with your team or at your company? The more examples of use cases the client can provide, the better.
• How do you measure the value our product provides? Have the interviewee illustrate what metrics they use to gauge the product's success and how. Data is helpful, but you should go beyond the numbers. Maybe your product improved company morale and how teams work together.

Case Study Interview Questions About Product Feedback

Ask the customer if they'd recommend your product to others. A strong recommendation will help potential clients be more open to purchasing your product.

• How do other companies in this industry solve the problems you had before you purchased our product? This will give you insight into how other companies may be functioning without your product and how you can assist them.
• Have you ever talked about our product to any of your clients or peers? What did you say? This can provide you with more leads and a chance to get a referral.
• Why would you recommend our product to a friend or client? Be sure they pinpoint which features they would highlight in a recommendation.
• Can you think of any use cases your customers might have for our product? Similar industries may have similar issues that need solutions. Your interviewee may be able to provide a use case you haven't come up with.
• What is your advice for other teams or companies who are tackling problems similar to those you had before you purchased our product? This is another opportunity for your client to talk up your product or service.
• Do you know someone in X industry who has similar problems to the ones you had prior to using our product? The client can make an introduction so you can interview them about their experience as well.
• I noticed you work with Company Y. Do you know if they are having any pain points with these processes? This will help you learn how your product has impacted your client's customers and gain insight into what can be improved.
• Does your company participate in any partner or referral programs? Having a strong referral program will help you increase leads and improve customer retention.
• Can I send you a referral kit as a thank-you for making a referral and give you the tools to refer someone to us? This is a great strategy to request a referral while rewarding your existing customers.
• Are you interested in working with us to produce additional marketing content? The more opportunities you can showcase happy customers, the better.

Case Study Interview Questions About Willingness to Make Referrals

• How likely are you to recommend our product to a friend or client? Ideally, they would definitely refer your product to someone they know.
• Can you think of any use cases your customers might have for our product? Again, your interviewee is a great source for more leads. Similar industries may have similar issues that need solutions. They may be able to provide a use case you haven't come up with.
• I noticed you work with Company Y; do you know if they are having any pain points with these processes? This will help you learn how your product has impacted your client's customers and gain insight into what can be improved.

Case Study Interview Questions to Prompt Quote-Worthy Feedback

Enhance your case study with quotable soundbites from the customer. By asking these questions, prospects have more insight into other clients and their success with your product — which helps build trust.

• How would you describe your process in one sentence prior to using our product? Ideally, this sentence would quickly and descriptively sum up the most prominent pain point or challenge with the previous process.
• What is your advice to others who might be considering our product? Readers can learn from your customer's experience.
• What would your team's workflow or process be like without our product? This will drive home the value your product provides and how essential it is to their business.
• Do you think the investment in our product was worthwhile? Why? Have your customer make the case for the value you provide.
• What would you say if we told you our product would soon be unavailable? What would this mean to you? Again, this illustrates how integral your product is to their business.
• How would you describe our product if you were explaining it to a friend? Your customers can often distill the value of your product to their friends better than you can.
• What do you love about your job? Your company? This gives the reader more background on your customer and their industry.
• What was the worst part of your process before you started using our product? Ideally, they'd reiterate how your product helped solve this challenge.
• What do you love about our product? Another great way to get the customer's opinion about what makes your product worth it.
• Why do you do business with us? Hopefully, your interviewee will share how wonderful your business relationship is.

Case Study Interview Questions About the Customers' Future Goals

Ask the customer about their goals, challenges, and plans for the future. This will provide insight into how a business can grow with your product.

• What are the biggest challenges on the horizon for your industry? Chances are potential leads within the same industry will have similar challenges.
• What are your goals for the next three months? Knowing their short-term goals will enable your company to get some quick wins for the client.
• How would you like to use our product to meet those challenges and goals? This will help potential leads understand that your product can help their business as they scale and grow.
• Is there anything we can do to help you and your team meet your goals? If you haven't covered it already, this will allow your interviewee to express how you can better assist them.
• Do you think you will buy more, less, or about the same amount of our product next year? This can help you gauge how your product is used and why.
• What are the growth plans for your company this year? Your team? This will help you gain insight into how your product can help them achieve future goals.
• How can we help you meet your long-term goals? Getting specifics on the needs of your clients will help you create a unique solution designed for their needs.
• What is the long-term impact of using our product? Get their feedback on how your product has created a lasting impact.
• Are there any initiatives that you personally would like to achieve that our product or team can help with? Again, you want to continue to provide products that help your customers excel.
• What will you need from us in the future? This will help you anticipate the customer's business needs.
• Is there anything we can do to improve our product or process for working together in the future? The more feedback you can get about what is and isn't working, the better.

Before you can start putting together your case study, you need to ask your customer's permission.

If you have a customer who's seen success with your product, reach out to them. Use this template to get started:

Thank you & quick request

Hi [customer name],

Thanks again for your business — working with you to [solve X, launch Y, take advantage of Z opportunity] has been extremely rewarding, and I'm looking forward to more collaboration in the future.

[Name of your company] is building a library of case studies to include on our site. We're looking for successful companies using [product] to solve interesting challenges, and your team immediately came to mind. Are you open to [customer company name] being featured?

It should be a lightweight process — [I, a product marketer] will ask you roughly [10, 15, 20] questions via email or phone about your experience and results. This case study will include a blurb about your company and a link to your homepage (which hopefully will make your SEO team happy!)

In any case, thank you again for the chance to work with you, and I hope you have a great week.

[Your name]

If one of your customers has recently passed along some praise (to you, their account manager, your boss; on an online forum; to another potential customer; etc.), then send them a version of this email:

Hey [customer name],

Thanks for the great feedback — I'm really glad to hear [product] is working well for you and that [customer company name] is getting the results you're looking for.

My team is actually in the process of building out our library of case studies, and I'd love to include your story. Happy to provide more details if you're potentially interested.

Either way, thank you again, and I look forward to getting more updates on your progress.

You can also find potential case study customers by usage or product data. For instance, maybe you see a company you sold to 10 months ago just bought eight more seats or upgraded to a new tier. Clearly, they're happy with the solution. Try this template:

I saw you just [invested in our X product; added Y more users; achieved Z product milestone]. Congratulations! I'd love to share your story using [product] with the world -- I think it's a great example of how our product + a dedicated team and a good strategy can achieve awesome results.

Are you open to being featured? If so, I'll send along more details.

Case Study Benefits

• Case studies are a form of customer advocacy.
• Case studies provide a joint-promotion opportunity.
• Case studies are easily sharable.
• Case studies build rapport with your customers.
• Case studies are less opinionated than customer reviews.

1. Case studies are a form of customer advocacy.

If you haven't noticed, customers aren't always quick to trust a brand's advertisements and sales strategies.

With every other brand claiming to be the best in the business, it's hard to sort exaggeration from reality.

This is the most important reason why case studies are effective. They are testimonials from your customers of your service. If someone is considering your business, a case study is a much more convincing piece of marketing or sales material than traditional advertising.

2. Case studies provide a joint-promotion opportunity.

Your business isn't the only one that benefits from a case study. Customers participating in case studies benefit, too.

Think about it. Case studies are free advertisements for your customers, not to mention the SEO factor, too. While they're not promoting their products or services, they're still getting the word out about their business. And, the case study highlights how successful their business is — showing interested leads that they're on the up and up.

3. Case studies are easily sharable.

No matter your role on the sales team, case studies are great to have on hand. You can easily share them with leads, prospects, and clients.

Whether you embed them on your website or save them as a PDF, you can simply send a link to share your case study with others. They can share that link with their peers and colleagues, and so on.

Case studies can also be useful during a sales pitch. In sales, timing is everything. If a customer is explaining a problem that was solved and discussed in your case study, you can quickly find the document and share it with them.

4. Case studies build rapport with your customers.

While case studies are very useful, they do require some back and forth with your customers to obtain the exact feedback you're looking for.

Even though time is involved, the good news is this builds rapport with your most loyal customers. You get to know them on a personal level, and they'll become more than just your most valuable clients.

And, the better the rapport you have with them, the more likely they'll be to recommend your business, products, or services to others.

5. Case studies are less opinionated than customer reviews.

Data is the difference between a case study and a review. Customer reviews are typically based on the customer's opinion of your brand. While they might write a glowing review, it's completely subjective and there's rarely empirical evidence supporting their claim.

Case studies, on the other hand, are more data-driven. While they'll still talk about how great your brand is, they support this claim with quantitative data that's relevant to the reader. It's hard to argue with data.

An effective case study must be genuine and credible. Your case study should explain why certain customers are the right fit for your business and how your company can help meet their specific needs. That way, someone in a similar situation can use your case study as a testimonial for why they should choose your business.

Use the case study questions above to create an ideal customer case study questionnaire. By asking your customers the right questions, you can obtain valuable feedback that can be shared with potential leads and convert them into loyal customers.

Editor’s Note: This article was originally published in June 2021 and has been updated for comprehensiveness.

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MBA Case Studies - Solved Examples

Need of MBA Case Studies

Case i: chemco case.

• ChemCo is a quality leader in the U.K. car batteries market.
• Customer battery purchases in the automobile market are highly seasonal.
• The fork-lift business was added to utilize idle capacity during periods of inactivity.
• This is a low-growth industry (1% annual growth over the last two years)
• Large customers are sophisticated and buy based on price and quality. Smaller customers buy solely on price.
• There is a Spanish competitor in the market who offers low priced batteries of inferior quality.

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• Established player in car batteries
• Losing heavily in fork-lift truck batteries
• Old fashioned owner resistance to change
• Low priced competitors
• Foreign competitors gaining market share
• Decisive Interview, GD & Essay prep
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• Solved Case Studies
• High quality product, but low end customers care more about price than quality
• Mismanaged product diversification in a price sensitive market
• Alternative 1: Establish an Off-Brand for the fork-lift business
• Alternative 2: Educate the customer market about product quality
• Alternative 3: Exit the fork-lift battery business
• Establishing the firm's quality image
• Increase in market share
• Increase in sales
• Cost of the product
• Protect firm's quality image in the automobile industry
• Redesigned product to reduce the cost of manufacture
• Low price to enable it to compete with Spanish producer
• Make use of the quality leadership in car batteries market
• Offer reliability testing, extended warranties etc. to promote quality image
• Set higher prices to extract surplus from these advantages
• A passive strategy, not proactive
• Recommendations: Alternative 1 is recommended in this case. Since the firm operates in an industry which has low growth, hence it can expand market share and sales only by taking the customers from other players. Hence, it needs to tackle the Spanish competitor head-on by aggressively pricing its product. At the same time, launching a low-priced product under the same brand name erodes the high quality image in the car batteries market. Hence, the best option is to go for an off-brand to target the fork-lift customers who are increasingly becoming price sensitive. This will enable the company to ward off the threat in short-term and build its position strongly in the long-term.

Case II: NAKAMURA LACQUER COMPANY

• The Nakamura Lacquer Company: The Nakamura Lacquer Company based in Kyoto, Japan was one of the many small handicraft shops making lacquerware for the daily table use of the Japanese people.
• Mr. Nakamura- the personality: In 1948, a young Mr. Nakamura took over his family business. He saw an opportunity to cater to a new market of America, i.e. GI's of the Occupation Army who had begun to buy lacquer ware as souvenirs. However, he realized that the traditional handicraft methods were inadequate. He was an innovator and introduced simple methods of processing and inspection using machines. Four years later, when the Occupation Army left in 1952, Nakamura employed several thousand men, and produced 500,000 pieces of lacquers tableware each year for the Japanese mass consumer market. The profit from operations was $250,000.
• The Brand: Nakamura named his brand “Chrysanthemum” after the national flower of Japan, which showed his patriotic fervor. The brand became Japan's best known and best selling brand, being synonymous with good quality, middle class and dependability.
• The Market: The market for lacquerware in Japan seems to have matured, with the production steady at 500,000 pieces a year. Nakamura did practically no business outside of Japan. However, early in 1960, when the American interest in Japanese products began to grow, Nakamura received two offers
• The Rose and Crown offer: The first offer was from Mr. Phil Rose, V.P Marketing at the National China Company. They were the largest manufacturer of good quality dinnerware in the U.S., with their “Rose and Crown” brand accounting for almost 30% of total sales. They were willing to give a firm order for three eyes for annual purchases of 400,000 sets of lacquer dinnerware, delivered in Japan and at 5% more than what the Japanese jobbers paid. However, Nakamura would have to forego the Chrysanthemum trademark to “Rose and Crown” and also undertaken to sell lacquer ware to anyone else the U.S. The offer promised returns of $720,000 over three years (with net returns of $83,000), but with little potential for the U.S. market on the Chrysanthemum brand beyond that period.
• The Semmelback offer: The second offer was from Mr. Walter Sammelback of Sammelback, Sammelback and Whittacker, Chicago, the largest supplier of hotel and restaurant supplies in the U.S. They perceived a U.S. market of 600,000 sets a year, expecting it to go up to 2 million in around 5 years. Since the Japanese government did not allow overseas investment, Sammelback was willing to budget $1.5 million. Although the offer implied negative returns of $467,000 over the first five years, the offer had the potential to give a $1 million profit if sales picked up as anticipated.
• Meeting the order: To meet the numbers requirement of the orders, Nakamura would either have to expand capacity or cut down on the domestic market. If he chose to expand capacity, the danger was of idle capacity in case the U.S. market did not respond. If he cut down on the domestic market, the danger was of losing out on a well-established market. Nakamura could also source part of the supply from other vendors. However, this option would not find favor with either of the American buyers since they had approached only Nakamura, realizing that he was the best person to meet the order.
• Decision problem: Whether to accept any of the two offers and if yes, which one of the two and under what terms of conditions?
• To expand into the U.S. market.
• To maintain and build upon their reputation of the “Chrysanthemum” brand
• To increase profit volumes by tapping the U.S. market and as a result, increasing scale of operations.
• To increase its share in the U.S. lacquerware market.
• Profit Maximization criterion: The most important criterion in the long run is profit maximization.
• Risk criterion: Since the demand in the U.S. market is not as much as in Japan.
• Brand identity criterion: Nakamura has painstakingly built up a brand name in Japan. It is desirable for him to compete in the U.S. market under the same brand name
• Flexibility criterion: The chosen option should offer Nakamura flexibility in maneuvering the terms and conditions to his advantage. Additionally, Nakamura should have bargaining power at the time of renewal of the contract.
• Short term returns: Nakamura should receive some returns on the investment he makes on the new offers. However, this criterion may be compromised in favor of profit maximization in the long run.?
• Reject both: React both the offers and concentrate on the domestic market
• Accept RC offer: Accept the Rose and Crown offer and supply the offer by cutting down on supplies to the domestic market or through capacity expansion or both
• Accept SSW: offer; accept the SSW offer and meet it through cutting down on supply to the domestic market or through capacity expansion or both. Negotiate term of supply.
• Reject both: This option would not meet the primary criterion of profit maximization. Further, the objective of growth would also not be met. Hence, this option is rejected.
• Accept RC offer: The RC offer would assure net returns of $283,000 over the next three yeas. It also assures regular returns of $240,000 per year. However, Nakamura would have no presence in the U.S. with its Chrysanthemum brand name The RC offer would entail capacity expansion, as it would not be possible to siphon of 275,000 pieces from the domestic market over three years without adversely affecting operations there. At the end of three years, Nakamura would have little bargaining power with RC as it would have an excess capacity of 275,000 pieces and excess labor which it would want to utilize. In this sense the offer is risky. Further, the offer is not flexible. Long-term profit maximization is uncertain in this case a condition that can be controlled in the SSW offer. Hence, this offer is rejected.
• Accept SSW offer: The SSW offer does not assure a firm order or any returns for the period of contract. Although, in its present form the offer is risky if the market in the U.S. does not pick up as expected, the offer is flexible. If Nakamura were to exhibit caution initially by supplying only 300,000 instead of the anticipated 600,000 pieces, it could siphon off the 175,000 required from the domestic market. If demand exists in the U.S., the capacity can be expanded. With this offer, risk is minimized. Further, it would be competing on its own brand name. Distribution would be taken care of and long-term profit maximization criterion would be satisfied as this option has the potential of $1 million in profits per year. At the time of renewal of the contract, Nakamura would have immense bargaining power.
• Negotiate terms of offer with SSW: The terms would be that NLC would supply 300,000 pieces in the first year. If market demand exists, NLC should expand capacity to provide the expected demand.
• Action Plan: In the first phase, NLC would supply SSW with 300,000 pieces. 125,000 of these would be obtained by utilizing excess capacity, while the remaining would be obtained from the domestic market. If the expected demand for lacquer ware exists in the U.S., NLC would expand capacity to meet the expected demand. The debt incurred would be paid off by the fifth year.
• Contingency Plan:  In case the demand is not as expected in the first year, NLC should not service the U.S. market and instead concentrate on increasing penetration in the domestic market.

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10 Best Answers to “What Motivates You” Interview Question

Asking you what motivates you is a very common job interview question and is asked to understand your intrinsic motivation. The hiring manager needs to know that you will be a good fit for the company culture and that you will be motivated to do your best work for the company and that you are committed for the long run.

Here are 10 of the best answers that are sure to make a positive impression at your next interview.

5 Tips for Your Answer

• The best way to have a great answer is to target your job search for a job you want in the first place.
• Where possible, provide specific examples from a previous job.
• Customize your answer based on the job description to show you are the best fit.
• Talk about your long-term goals and how this is a great job for working towards them.
• Say that you get a sense of accomplishment when you have done a good job for the company.

5 Mistakes to Avoid

• Do not be too personal, for example, “I am motivated by having fun.”
• Do not say that you are motivated by money.
• Do not provide short-term goals that, once fulfilled, will cause you to leave.
• Do not say “I don’t know” or be too general, e.g., “I like doing a good job.”
• Do not lie. Always give an honest answer. If you lie to get a new job, you will be dissatisfied and leave quickly.

10 Best Example Answers to “What motivates you?”

Example #1: motivated by hard work and providing for my family.

My three sources of primary motivation are meeting deadlines, learning new things, and providing for my family. To expand on these, firstly, no matter the type of work, I get a great sense of job satisfaction when I have worked hard to complete tasks successfully. Second, I know from my past work experiences that when I work on creative projects where I can learn new skills, I feel energized and excited to be at work each day.

Finally, I have a lot of goals in my personal life and things I want to do for my family, and I know that the best way for me to do this is to be successful at my job.

Key Takeaways:  This is a good answer because it lists multiple sources of motivation, both work-related and personal, which ensures you will be committed to doing the job well consistently.

Example #2: Motivated by Professional Growth and Working as a Team

I have several sources of motivation that drive me to achieve at work. I know from my previous role that I am highly motivated by opportunities to learn or grow professionally because I know that this means I am providing value for my employer. I also get a great deal of motivation from completing meaningful work as part of a team and helping my team members to achieve their best.

Another key driver for me personally is training or helping colleagues to grow and improve. I welcome opportunities to train others and constantly seek informal opportunities to share my knowledge with colleagues.

Key Takeaways:  This example answer is particularly good if applying for a highly team-oriented role. It covers working in a team, sharing knowledge with your team, and clearly states that you know your motivations from experience.

Example #3: Motivated by Providing Excellent Customer Service

There are a lot of things that motivate me at work. One of my biggest motivations at work is providing excellent customer service. It makes me feel proud to know that I have genuinely helped a customer with their problem. I am also motivated by achieving great results at work. This ties into my customer service work but also applies to non-customer-facing duties. In all my job responsibilities never shy away from hard work. In everything I do, I try to take the best approach because I take pride in my work, and this is demonstrated through my history of past successes.

Key Takeaways:  This is a strong answer when applying for customer service roles as it directly addresses being motivated by providing customers with a good experience. It is also a good example answer for including more than one motivation, in this case achieving quality results, which all employers will like.

Example #4: Motivated by Ambitious Goals and Creativity

I am jointly motivated by opportunities for learning new skills and finding creative ways to achieve ambitious goals. As a software engineer, I am always looking to improve my knowledge and professional skills. I welcome projects at work that challenge my existing skillset and require further learning and development, and I frequently study at home to meet these challenges.

I also find one of my most valuable assets is creativity, and I am excited by opportunities to approach specific goals from new angles. It is incredibly rewarding when you know you contributed to the completion of important projects for the company using ingenuity and skill.

Key Takeaways:  Answers like this discuss creative problem solving and ambitious goals. This answer is designed for technical roles, interchange ‘software engineer’ with your professional title. This can apply to most professional skills which seek to solve complex problems for a business.

Example #5: Motivated by Extending Comfort Zones

One of my biggest work-related motivators is pushing my comfort zone. The reason for this is that I know that if I am not learning something new, or trying a new idea, then I am staying still, and in fast-paced work environments staying still is the same as going backward. Trying new things does mean finding the occasional wrong answer, but mistakes are an opportunity to gain a better understanding, and I find this to be a great motivator. In the end, being part of a successful project is a deeply rewarding experience that gives me a lot of pride and satisfaction.

Key Takeaways: One of the good things about this answer is that it is not a “normal” answer. It shows that you welcome being outside of your comfort zone and recognize the need to constantly learn and develop your skills to stay ahead of the game.

Example #6: Motivated by Getting the Most Out of Others

As a manager, I am motivated in several ways. First, I am motivated by success stories, and I look for opportunities to make everything my team does a new success. To help make sure everything my team is responsible for is successful, I am motivated to study and attempt to emulate great leaders and apply everything I have learned from my previous experience.

I also encourage members of my team to continually learn and develop because if my team is learning, then our value to the company is growing. I also find being given a challenging workload to be motivating. When I have slight pressure and competing deadlines, I am motivated to keep my time and space organized and plan ahead to get all the important things I am responsible for completed successfully.

Key Takeaways: This answer is designed for management and team leader positions. It is focused on getting results from your team and accepting a challenging workload, both of which are common in leadership roles.

Example #7: Motivated by Solving Problems

Given my highly technical mindset, one of the things that motivate me the most is data analysis. I enjoy analyzing data and getting as much information as I can, and applying this to address problems for the company. My ideal work environment is one where I am given challenging and complex problems for the company and can use data and logic to come up with new or creative solutions.

I am also motivated by responsibility. This means that the more important the task or duties given to me, the easier I find it to work hard to resolve them as I get a sense of personal satisfaction from achieving success.

Key Takeaways: For analytical or data-oriented roles, such as accounting, law, statistics, and engineering, this can be a very strong answer. It is important to understand the company and the open position as this is not for roles in time-sensitive or fast-paced environments.

Example #8: Motivated by Goals and Targets

As a high-performing, professional salesperson, I am deeply motivated by ambitious targets. I take company goals, team targets, and personal KPIs very seriously. I also have a healthy level of competitiveness which drives me to always try to beat my own best performance and lead my team in productive results. In addition, I also have several personal goals that are very important to me. I recognize the best way for me to realize these personal goals is to be a top performer at work and deliver value for the company.

Key Takeaways: For any sales roles or highly results-driven roles, an answer similar to this is ideal. In many roles, competitiveness can be considered not ideal, but for sales roles, a healthy level of competition is generally positive.

Example #9: Motivated by Completing Tasks and Achieving Goals

I am motivated most by goals and achievements. I like to always have something to work towards, and I get a sense of value when I accomplish something I have set my mind to. I am constantly setting goals, objectives, and to-do lists for myself so that I am energized to work toward the next important thing on my list. An additional motivator is my drive to have things completed. I cannot enjoy my weekends or evenings if I know that I have not completed my work duties to the very best of my ability and squared off my current tasks.

Key Takeaways:  This answer is a perfect answer if you are unsure exactly what the company is looking for. Very few companies will be disappointed by a candidate who likes to accomplish goals.

Example #10: Motivated by Learning and Development and Delivering Quality Results

I am motivated jointly by continuous learning and improvement and doing things to a high standard on time. This means that any time I face a task that challenges me, I am excited to improve my skills and knowledge to best address the task and deliver results for the company. Because I am motivated to do things to a high standard, it also means that I will never cut corners or find shortcuts.

I will always find the best information or resources available and work hard to become an expert at each thing I am responsible for so that I can consistently deliver quality results.

Key Takeaways:  This is another good answer that can apply to almost any position. Learning and development are critical in all modern business, and quality results provide your company with a competitive advantage and reduce the likelihood of errors or delays in your work.

5 Other Ways This Question May Be Asked

You can use the example answers provided to answer almost any question that asks about your motivations, e.g. “What motivates you to get up in the morning?” But an employer will not always use such direct questions when they want to know about your motivations.

Here are some different open-ended questions that they may ask instead.

1. Provide an example of a time when you needed to motivate a team. How did you approach it? This question is a behavioral question and should be addressed with the STAR technique. It will normally be asked in management or leadership roles. But it can be asked in senior team member roles as the way you motivate others will reflect what motivates yourself.

2. What are you looking for in a job? This is a version of “What motivates you?” that is trying to make sure that the job you are applying for will be a match for you. It is a common type of wording for jobs that are likely to be mundane or boring as they require a specific type of person to remain at them long-term.

3. How do you motivate others to do their best? This is a trick question. It is based on the fact that we usually think others feel and act the same as ourselves. You should always try to answer this question in relation to the job title and job description.

4. Describe a time you worked your hardest and why? This is another behavioral question and should be addressed with the STAR technique. This is an indirect way to ask what will make you do your hardest work in the new role.

5. Why do you want this job? / Why do you think you would be a good fit for this job? These two questions are basically asking the same thing as each other. They are asking you to explain why you are the best candidate for the position.

While these questions explore more than just your motivation, the best answer should explain not only why you are a good fit, but why you are motivated to excel in the position well into the future.

One of the main reasons for this and similar common interview questions is to make sure new people that are hired will remain with the company and fit with the company’s culture. A good way to increase your success is to apply for jobs where the company’s goals are a close fit to your own. Also, anticipate common questions like this and have a detailed answer prepared that shows a strong desire to work for the company long-term.