offer case study

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Offer and acceptance cases (10+case summary)

• 14 October, 2022

This is the comprehensive summary of all significant offer and acceptance cases in contract law.

Here you will find;

Invitations to Treat cases

Offer made to general public cases, counter-offer cases.

• Duration of the offer cases

Withdraw/ revocation of Offer cases

Acceptance of offer cases.

• Acceptance of offers by Post cases

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Pharmaceutical Society of Great Britain v Boots Cash Chemists (Southern) Ltd [1953] EWCA civ 6

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The following are the collections of invitations to treat cases

Gibson v Manchester City Council [1979] UKHL 6

Negotiations to enter into a contract may amount to an invitation to treat but not to an offer .

The city council decided to sell its houses to the tenants. Mr. Gibson applied for details of his house price and mortgage terms so he can buy it.

In February 1971 the council treasurer replied to Mr. Gibson via letter that, the council may sell the house to him at the purchase price of £ 2,180 it was further stated in the letter that

“…..This letter should not be regarded as an offer of a mortgage. If you would like to make a formal application to buy our Council house please complete the enclosed application form and return to me as soon as possible.”

In March 1971 Mr. Gibson filled out the application form and returned it to the Council.

In May 1971 council stopped the sale of houses consequently Mr. Gibson could not complete the purchase. Mr. Gibson sued the Council on the basis that the letter he had received stating the purchase price was an offer that he had accepted in March 1971

The Council had not made an offer; the letter giving the purchase price was merely one step in the negotiations for a contract and amounted only to an invitation to treat.

Read the full case here

Goods displayed in shops together with a price tag are merely an invitation to treat and not an offer.

Boot cash chemist is a medical store that sells medicines.

In their store, customers could pick drugs off the shelves by themselves and pay for them at the till.

The Pharmaceutical Society of Great Britain stated that practice is unlawful under the Pharmacy and poisons Act 1993. Society argued that the display of drugs was an offer.

The Court of Appeal decided the shelf display was like an advertisement for a bilateral contract and was therefore merely an invitation to treat.

The offer was made by the customer when medicines were placed in the basket and presented at the cash desk, and was only accepted by the shop at the cash desk. Since a pharmacist was supervising at that point no offense had been committed.

Fisher v Bell [1961] 1 QB 394

The defendant had displayed flick knives in his shop window contrary to section 1 of the Restriction of Offensive Weapons Act 1959 and was convicted of the criminal offense of offering such knives for sale.

On appeal, Lord Parker CJ stated that the display of an article with a price on it in a shop window was only an invitation to treat and not an offer, and the conviction was overturned.

The following are the offer Made to General Public cases

Louisa Elizabeth Carlill v Carbolic Smoke Ball Company [1893] 1QB 256

Offers can be made to the general public through advertisement.

The defendant is a manufacturer of “smoke balls” which were termed to be a cure for the flu during the flu pandemic.

The defendant advertised in several newspapers that he will provide a reward of £ 100 to any person who will use smoke balls three times daily for two weeks and contracted flu.

Mrs. Carlill saw the advertisement and bought the ball. After using it three times daily for months she contracted the flu. She claimed £ 100 from the defendant which he refused to pay on the ground that they had no contract with the plaintiff.

The court held that the defendant’s advertisement constitutes an offer to the world at large, which became a contract when it was accepted by Mrs. Carlill using the smoke ball and getting flu. The court ordered the defendant to pay £ 100 to the plaintiff.

The following are the Counter-offer cases

Hyde v Wrench [1840] 49 ER 132

The counteroffer terminates the original offer.

Hyde sued wrench for the breach of contracts because wrench offered to sell his farm to Hyde for £ 1,000, Hyde refused the offer and offered to buy it for £950 (counter-offer).

Wrench refused the counteroffer. After some time, Hyde accepts to buy the land for £1,000 as initially offered, but Wrench refused to sell to him.

It was held the counteroffer terminated the offer. Therefore the original offer was no longer available. Hyde lost the case.

Stevenson Jaques & Co v McLean [1880] 5 QBD 346

Request more information about the offer does not amount to a counter-offer

The plaintiffs were the merchants who bought iron and sold it to third parties. the defendant made an offer on a Saturday to sell iron to the plaintiffs at a cash-on-delivery price of 40 shillings and stated that the offer would remain available until the following Monday.

The plaintiffs replied by asking if they could buy the goods on credit.

They received no answer. On Monday afternoon they contacted the defendant to accept the offer, but the iron had already been sold to someone else. The plaintiffs sued for the breach of contract.

It was held that their reply to the offer had been merely a request for information, not a counter-offer, so the original offer still stood and there was a binding contract.

How Long Does an Offer Last? case law

The following are the cases that show How Long Should an Offer Last

Ramsgate Victoria Hotel v Montefiore (1866) LR 1 Ex 109

Where the offeror has not specified how long the offer will remain open, it will lapse after a reasonable length of time has passed.

Montefiore offered to buy shares from the Ramsgate Victoria Hotel Company at a certain price.

The company did not accept the offer until six months lapsed.

By that time the price of shares had decreased. Montefiore refused to pay for the shares.

The company sued Montefiore and prays for the specific performance of the contract because Montefiore did not withdraw his offer.

It was held that there was no contract between them. The offer has already lapsed. Based on the nature of the transaction six months was a reasonable time for an offer to lapse.

The following are Withdraw/ revocation of Offer cases

Payne v Cave (1789) 3 TR 148

An offer may be withdrawn at any time before acceptance.

Mr. Cave made the highest bid for goods sold in an auction. However, he withdraws his bid before the auctioneer’s hammer hits down.

Mr. Cave is not bound to purchase the goods. He was entitled to withdraw his bid (offer) at any time before the auctioneer’s hammer hit down (acceptance)

Byrne & Co v Leon Van Tienhoven [1880] 5 CPD 344

The revocation of an offer must be communicated to another party.

On 1 October Leon Van Tienhoven posted a letter from their office offering 1000 boxes of tinplates for sale to Byrne & Co. Byrne & Co received the letter on 11 October and accepts the offer on the same day via the telegraph. On 8 October Van Tienhoven sent another letter withdrawing the offer. The revocation letter reached Byrne & Co on 20 October.

The revocation of an offer could only be effective when communicated to the other party, while the acceptance of an offer by telegram is effective as soon as it was sent. Therefore there is a binding contract between parties.

The following are Acceptance of offer cases

Felthouse v Bindley (1862) 142 ER 1037

Silent cannot amount to acceptance.

Paul Felthouse wanted to buy a horse from his nephew John Felthouse. While they are discussing  the price Paul Felthouse wrote to John saying: “if I hear no more about him, I consider the horse mine at £ 30.15.” John did not reply, but he told Bindley, the auctioneer, not to sell the horse, unfortunately, Bindley sold the horse.

Acceptance must be communicated clearly and cannot be imposed due to the silence of one party.

Acceptance by Post cases

Generally, to be effective, acceptance must be communicated to another party.

That was stipulated by Lord Denning in the case of Entries Ltd v Miles Far East Corporation(1955) EWCA Civ 3 where Lord Denning stated inter alia that

the principal reason for this rule is that, without it, people might be bound by a contract without knowing that their offers had been accepted, which could obviously create difficulties in all kinds of situations.

The following case is an exception to that rule:

Adams v Lindsell (1818) 1 B & Ald 681

An acceptance by post takes effect when it is posted, rather than when it is communicated.

On 2 September the defendants wrote a letter to the Plaintiffs offering to sell wool. The letter required a reply to be made via post.

However, the Letter was incorrectly posted and delayed to reach Plaintiff. It was received by the Plaintiffs on 5 September.

Plaintiff posted their acceptance on the same day, but the acceptance reached the Defendants on 9 September.

The Defendants had sold the wool to another buyer on 8 September since they had not received an answer from the Plaintiffs on 7 September as expected.

The issue was whether a contract had been made before the sale to the third party on 8 September.

The court held that a contract was concluded as soon as the acceptance was posted so that the defendants were bound from the evening of 5 September and had, therefore, breached the contract by selling the wool to the third party.

• Hadley v Baxendale case summary
• How to write a case summary

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Contracts Cases Outline

Contract law concerns the creation and enforcement of binding agreements between parties. Generally, the elements of a legally enforceable contract are assent, a valid offer, acceptance, and consideration. Most contract law concepts stem from common law, but some come from other sources, such as the universally adopted Uniform Commercial Code (UCC). Below is an outline of key cases in contract law with links to the full text of virtually every case, provided free by Justia.

• 2 Mutual Misunderstanding
• 4 Destroying an Offer
• 5 Option Contracts
• 6 Acceptance
• 7 Imperfect Acceptances
• 8 Consideration
• 9 Reliance and Promissory Estoppel
• 10 Contract Terms
• 11 Integrated Agreements
• 12 Conditions Precedent
• 13 Definiteness
• 14 Unconscionability
• 16 The Statute of Frauds
• 17 Breach of Contract
• 18 Anticipatory Repudiation
• 19 Excusing Conditions
• 20 Remedies

Assent binds parties in a contract. Assent is measured by the outward manifestations of the parties, rather than the inner, private, or secret intentions of the parties. Assent may be found when a reasonable person in the situation would have believed that there was assent, even if one party lacked subjective intent to be bound.

Lucy v. Zehmer 一 A contract is enforceable if one party reasonably believes that the other party has sufficient intent to enter into the agreement, even if the other party actually does not.

Leonard v. Pepsico, Inc. 一 Generally, an advertisement is not an offer. In evaluating whether an advertisement was an offer, a court will not consider the subjective intents or views of the parties, but what an objective, reasonable person would have understood.

Gleason v. Freeman 一 Whether a binding contract exists depends on the objective expressions of intent to be bound and the definitiveness of the terms of the agreement. When a party’s words create doubt as to their intent to be bound, a court will consider the situation and conduct of the parties under the circumstances. Continuing to negotiate an agreement’s terms may be evidence that the parties did not intend to be bound.

Mutual Misunderstanding

There is no mutual assent if the parties attach materially different meanings to their manifestations. However, the meaning attached by one party may control if that party does not know or have reason to know of a different meaning attached by the other and the other knows or has reason to know of the meaning attached by the first.

Raffles v. Wichelhaus 一 A contract is invalid if there is no meeting of the minds, as is the case when there is a mutual mistake.

An offer is a manifestation of assent by an offeror to an offeree that the offeror commits to a deal on specific terms and gives the offeree the power to assent to the terms and make a contract. If the so-called offeree knows that the so-called offeror does not intend to give the offeree the power to make a contract by simply accepting, there is no offer.

Lonergan v. Scolnick 一 An invitation for offers is not by itself an offer to form an enforceable contract.

Maryland Supreme Corp. v. Blake Co. 一 A mere price quotation and an invitation to enter into negotiations is not an offer, but whether an offer was made depends on the intention of the parties and the facts and circumstances of the case.

Sateriale v. R.J. Reynolds Tobacco Co. 一 An offer to enter into a unilateral contract may exist when an advertiser, in clear and positive terms, promises performance in exchange for something requested by the advertiser, and the recipient of the advertisement reasonably may conclude that acting in accordance with the request would form a contract. Advertisements may be offers when they invite the performance of a specific act without further communication and leave nothing for negotiation. If the offeror retains some discretion in performance, this does not preclude the existence of an offer.

Destroying an Offer

There are four general ways to destroy an offer: rejection or counteroffer, revocation, lapse, or death or incapacity. An offer may be effectively revoked if the offeree learns that the offeror no longer intends to keep the offer open, even if the offer is not expressly revoked. An offer may lapse after a reasonable period of time, depending on the circumstances surrounding the offer.

Dickinson v. Dodds 一 A promise to keep an offer open for a certain period of time is not binding without the consideration and acceptance necessary to form a binding agreement. One cannot accept an offer when they have knowledge that the offeror’s mind is no longer in agreement, even if the offeror did not expressly retract the offer.

Minnesota Linseed Oil Co. v. Collier White Lead Co. 一 An acceptance must be made within a reasonable time after an offer is received, as defined by the circumstances of the case.

Option Contracts

An option contract is a promise that the offeror’s right to revoke their offer will be limited, usually by a period of time. An offer is generally binding as an option contract if it is in writing and signed by the offeror, includes purported consideration, and proposes an exchange on fair terms within a reasonable time. (An offer may also be binding as an option contract if it is made irrevocable by statute.)

Beall v. Beall 一 An option agreement must be supported by consideration to be binding. Otherwise, it is a mere offer to sell, which may be revoked at any time before acceptance. However, an option may be binding if it is accepted within the time limit and before the offer is withdrawn.

Board of Control of Eastern Michigan University v. Burgess 一 One dollar may be valid consideration for an option to purchase land, so long as the dollar is paid or tendered. Written acknowledgment of receipt of consideration merely creates a rebuttable presumption of consideration. If an option contract fails for lack of consideration, the underlying offer will not be affected. However, the underlying offer may then be revoked at any time.

An offeree exercises their power to create a contract by accepting an offer. An offeree usually has a reasonable period of time to accept an offer, unless the offer specifies a time limit. Conduct by both parties recognizing the existence of a contract may be sufficient to show an agreement, even if the moment when a sufficient agreement was formed cannot be determined.

La Salle National Bank v. Vega 一 There is no offer when the so-called offer is not intended to give the so-called offeree the power to make a contract. A contract may dictate certain requirements for acceptance and may specify the mode of acceptance required.

Ever-Tite Roofing Corp. v. Green 一 If the time limit to accept is not specified in the offer, it is within a reasonable period of time. What constitutes a reasonable period of time is determined by the nature of the proposed contract, usages of business, and other relevant circumstances that the offeree knows or has reason to know at the time of acceptance.

Maryland Supreme Corp. v. Blake Co. 一 Conduct by both parties recognizing the existence of a contract may be sufficient to show an agreement, even if the moment when a sufficient agreement was formed cannot be determined. In addition to any contractual language, usage of trade, course of dealing and performance, and general circumstances may be used to determine the terms of the parties’ agreement.

Hendricks v. Behee 一 A valid contract is only formed when acceptance of the offer is communicated to the offeror. Similarly, a revocation is only effective when it is communicated to the offeree before acceptance. Communication of acceptance of a contract to an agent of the offeree does not bind the offeror. However, when an agent of the offeree obtains notice that the offer was withdrawn, that notice is binding upon the offeree.

Adams v. Lindsell 一 Under the mailbox rule, an offer is accepted when the acceptance is put into the mail by the offeree.

Carlill v. Carbolic Smoke Ball Co. 一 An advertisement may be an express contractual promise to pay when evidence of the advertiser’s sincerity, such as a deposit of the reward in a bank, would lead a reasonable person to think that they had the power of acceptance. Acceptance of such an offer may be made by performance, and no prior notice of the acceptance is required.

Marchiondo v. Scheck 一 An offer that invites acceptance by performance, which does not also invite acceptance by promissory acceptance, may not be revoked after performance has begun. Beginning performance effectively creates an option contract conditional on completed performance in accordance with the offer’s terms.

Imperfect Acceptances

Imperfect acceptances (or implied rejections) may take the form of counteroffers, acceptances with conditions, or responses containing new terms. Under the mirror image rule, acceptance generally must be coextensive with the offer and may not include additional terms or conditions. The mirror image rule is different for transactions falling under Section 2-207 of the UCC.

Gresser v. Hotzler 一 Under the mirror image rule, acceptance must be coextensive with the offer and may not introduce additional terms or conditions. Immaterial variations included in an acceptance will not hinder contract formation. However, a material term or condition introduced in the acceptance may preclude contract formation.

Diamond Fruit Growers, Inc. v. Krack Corp. v. Metal-matic, Inc. 一 Under UCC Section 2-207, a common-law counteroffer containing different or additional terms operates as an acceptance if the responding form includes a definite and seasonable expression of acceptance. Between merchants, such terms become part of the contract unless the offer expressly limits acceptance to its terms, the terms materially alter the contract, or a party objects to the terms. If the definite and seasonable expression of acceptance is expressly conditioned on assent to the different or additional terms, a contract is not created unless the offeror assents to the new terms. If the conduct of the parties recognizes the existence of a contract, but the offeror does not assent to the new terms, only the terms on which the parties’ forms agree will remain, and any other terms may be replaced with UCC terms.

Klocek v. Gateway, Inc. 一 Additional terms included with a product do not become part of a contract if the purchaser is not a merchant, unless the purchaser expressly agrees to them.

Hancock v. American Telephone & Telegraph Co., Inc. 一 Clickwrap agreements, which require a computer user to consent to terms and conditions by clicking on a dialog box, are typically upheld when they were clearly presented to the consumer, and the consumer had an opportunity to read the agreement and unambiguously accepted the terms.

Consideration

Consideration may be virtually anything for which one would bargain in exchange for a promise. Consideration may be a return promise, some kind of property, an affirmative action, or the forbearance of a legal right. Usually, consideration is a return promise. A contract will be unenforceable if it lacks consideration or an adequate substitute.

Reed v. University of North Dakota 一 Surrender of a legal right by signing a release form in exchange for participation may constitute consideration.

McCormick v. Dresdale 一 The forbearance of a legal right may qualify as valid consideration for a settlement agreement, but claims forgone that were false and made in bad faith may not constitute valid consideration.

Kirksey v. Kirkse y 一 A mere gratuitous promise without consideration is not enforceable, even if the promisee reasonably relied upon the promise and incurred a detriment.

Hamer v. Sidway 一 The forbearance of a legal right may still be valid consideration even if such forbearance benefited the promisee and did not benefit the promisor.

Schnell v. Nell 一 Consideration of one cent, which is clearly nominal, cannot support an exchange of $600. Furthermore, a moral consideration cannot support a promise, nor will a compromise of a legally groundless claim. Past services, love, and affection cannot be legal consideration for the promise to pay money to a third person.

Hooters of America, Inc. v. Phillips 一 There is no consideration if a return promise is in fact illusory. An illusory promise is one that makes performance optional and is, therefore, no promise at all. A promise to arbitrate when one party retains the right to modify or terminate the agreement, thereby creating an imbalance of obligation, is an illusory and unenforceable promise.

Alaska Packers’ Ass’n v. Domenico 一 There is no consideration when a party refuses to perform that which they are already bound to perform until the other party agrees to increased compensation for that same performance.

Angel v. Murray 一 A contract modification is generally unenforceable without additional consideration, and a promise to perform a pre-existing duty is not valid consideration. However, if the parties voluntarily and in good faith agree to a modification, it may be enforced without additional consideration if it is made to fairly and equitably address unexpected or unanticipated circumstances that arise during performance.

Reliance and Promissory Estoppel

When a promisee reasonably and foreseeably relies on a promise to their detriment, the promise is enforced to avoid injustice. Similarly, when an offeror should reasonably expect to and does in fact induce the offeree’s substantial action or forbearance before acceptance, a binding option contract may be enforced to the extent necessary to avoid injustice.

Ricketts v. Scothorn 一 When a promisee alters their position for the worse in reliance on a promisor’s promise, and the promisor should have expected that alteration as a reasonable and probable consequence of their promise, the promise may be enforced under the doctrine of equitable estoppel.

Dixon v. Wells Fargo Bank, N.A. 一 It is not necessary that there be an intent to mislead or deceive for an otherwise unenforceable contract to be enforced under the doctrine of promissory estoppel. Instead, under the circumstances, it must be unjust to allow one party to walk away from the natural or reasonably anticipated detrimental consequences of their representations or conduct when they take advantage of or string along another party. In such cases, pre-contractual liability should be limited to reliance expenditures.

Salsbury v. Northwestern Bell Telephone Co. 一 For reasons of public policy, charitable subscriptions should be binding even if there is no consideration or detrimental reliance.

Contract Terms

Contracts may contain both express and implied terms. If a dispute arises because contract language is ambiguous, a court may consider evidence other than the language contained therein, such as the circumstances surrounding the contract. Courts sometimes infer contract terms by examining circumstances such as course of performance, course of dealing, and usage of trade.

Threadgill v. Peabody Coal Co. 一 A party may be bound by trade usage if they had actual knowledge of the trade usage, or if the trade usage was so well established as to suggest constructive knowledge. When a party has not expressly agreed to be bound by trade usage, it may only be binding if it is reasonable, generally meaning that the usage must not be illegal or violative of public policy.

Wood v. Lucy, Lady of Duff-Gordon 一 An implied promise may exist when a contract’s express terms lack mutuality of obligation.

Billman v. Hensel 一 Financing clauses impose an implied obligation to make a reasonable and good-faith effort to satisfy the condition. A promisor cannot be excused from performance because of a condition precedent when they prevented the performance of the condition themselves.

Locke v. Warner Bros., Inc. 一 A contract that gives one party discretion affecting the rights of the other party imposes a duty to exercise that discretion in good faith and in accordance with fair dealing. In cases of subjective satisfaction, so long as dissatisfaction is asserted in good faith, it does not matter whether such dissatisfaction is reasonable.

Traders Bank v. Dils 一 Generally, there is no fraud when a promise is not performed, but an exception exists when the device used to accomplish the fraud is the promise itself. Fraudulent inducement is based on a party’s fraudulent representation of their intention to perform, rather than a breach of the agreement to perform.

Frigaliment Importing Co. v. B.N.S. Int’l Sales Corp. 一 When a contract term is in dispute, a court will consider the language of the contract; definitions of the term from other sources, such as dictionaries and regulations; the circumstances surrounding the agreement, including preliminary negotiations; trade usage; and course of performance. A court will also consider whether one party knew or should have known how the other party interpreted the contract.

Random House, Inc. v. Rosetta Books LLC 一 Contract language is ambiguous if a reasonably intelligent person who has considered the context of the agreement and applicable customs, practices, usages, and terminology could objectively interpret the language in more than one way. If contract language is ambiguous, a court will consider extrinsic evidence to interpret it. If contract language can most reasonably be read to convey one certain meaning, the party wishing to deviate from that interpretation bears the burden of negotiating for language expressing that deviation.

Integrated Agreements

Only a binding, completely integrated agreement discharges prior agreements to the extent that they are within its scope. An agreement is not completely integrated if it omits a consistent, additional agreed term either agreed to for separate consideration or naturally omitted under the circumstances.

Trident Center v. Connecticut General Life Ins. Co. 一 There is no prohibition against the use of parol evidence in interpreting contracts under California state law, no matter how thoroughly they appear to be integrated.

Mitchill v. Lath 一 An oral agreement may alter a written contract if it is a collateral agreement, it does not contradict express or implied provisions of the written contract, and it is one that parties would not ordinarily include in the written contract. An oral agreement may not alter a written contract if it is closely related to the subject of the written agreement.

Masterson v. Sine 一 Parol evidence may not be used to add to or alter the terms of an integrated agreement. To determine whether a written contract was an integration, meaning a complete and final embodiment of the terms, a court will consider whether the parties intended their writing to serve as the exclusive embodiment of the agreement. If an agreement is only partially integrated, parol evidence can be used to prove elements of the agreement that are not reduced to writing.

Luther Williams, Jr., Inc. v. Johnson 一 The parol evidence rule does not prevent a court from admitting testimony concerning an oral condition precedent. Parol testimony concerning an oral condition precedent is admissible when the contract is silent on the matter, the testimony does not contradict the writing, and it may be inferred under the circumstances that the parties did not intend the writing to encompass their entire agreement.

In re Soper’s Estate 一 When contract language is ambiguous not on its face, but when practically applied, parol evidence is admissible to determine the parties’ intent.

Conditions Precedent

If parties include a condition precedent in their agreement, the performance obligations to which the condition precedent applies will not become due until the condition precedent is satisfied.

Luttinger v. Rosen 一 A contract is not binding if a condition precedent, meaning a fact or event that the parties intend must exist or take place before performance, is not met.

Dove v. Rose Acre Farms, Inc. 一 An employer may not be obligated to perform under a bonus contract until the employee has satisfied all required conditions, even if those conditions seem especially strict.

Evans, Mechwart, Hambleton & Tilton, Inc. v. Triad Architects, Ltd. 一 A pay-when-paid provision operates only as a timing mechanism, while a pay-if-paid provision operates as a condition precedent that may discharge the duty to pay if the parties clearly intended to create such a condition precedent.

Definiteness

A contract may be unenforceable if a material term of the agreement is too indefinite. A contract will not fail for indefiniteness if the parties intended to make a contract, and there is a reasonably certain basis for giving an appropriate remedy.

Varney v. Ditmars 一 The words “fair” and “reasonable” may be definite enough to be enforceable, depending on the circumstances of the case, especially when they are used synonymously with “market value.” However, such words may be too indefinite to be enforceable when their meaning cannot be determined with a reasonable degree of certainty under the circumstances.

Community Design Corp. v. Antonell 一 An uncertain contract may nevertheless be enforceable when one party benefits from another party’s performance. A jury may properly determine the exact terms of such a contract.

Walker v. Keith 一 An agreement to agree, even in a renewal option, is not enforceable. Only option contracts that specify all the material terms with substantial certainty and leave nothing to be agreed upon in the future are enforceable.

Moonlenaar v. Co-Build Companies, Inc. 一 If a renewal clause leaves rent to be determined by a subsequent agreement, it is implied that the new rent will be “reasonable” or the “fair market” value, and is thus specific enough to be enforceable. Parol evidence may be used to explain the implicit term and show what the parties intended. There may be additional reason to enforce a renewal option when a party has already paid valuable consideration, such as higher rent.

Unconscionability

A contract may be unenforceable for unconscionability in certain circumstances. A court may consider such factors as the relevant bargaining power between the parties, their relationship, the ability of the accepting party to review and understand the contract before signing, and whether the terms unreasonably favored one party.

Williams v. Walker-Thomas Furniture Co. 一 Unconscionability, including an absence of meaningful choice on the part of one of the parties together with contract terms unreasonably favorable to the other party, may be a valid defense to the enforcement of a contract.

Vernon v. Qwest Communications Int’l, Inc. 一 In Colorado, a contract is unconscionable if it is both substantively and procedurally unconscionable. Relevant factors include unequal bargaining power, lack of opportunity to read the document before signing it, use of fine print, an absence of evidence that the provision was commercially reasonable, the terms of the contract, the relationship of the parties, and the circumstances surrounding the formation of the contract.

A contract may be rescinded when a mistaken belief related to a basic assumption of both parties materially affects the agreed performance. However, rescission may not be appropriate when the party challenging the contract has assumed the risk of loss related to a mistake.

Estate of Nelson v. Rice 一 A party bears the risk of mistake when they are aware at the time of contracting that they have only limited knowledge of the facts to which the mistake relates but treat such knowledge as sufficient. One who is consciously ignorant may be said to have assumed the risks associated with that ignorance.

Grenall v. United of Omaha Life Ins. Co. 一 A decedent’s unilateral mistaken belief that they were in good health when purchasing an annuity is not a valid basis to rescind the contract. The burden of such a risk is reasonable because it is an inherent part of a life annuity contract.

The Statute of Frauds

The statute of frauds provides that certain agreements are not enforceable without a written document signed by the party against whom enforcement is sought. Agreements that fall under the statute of frauds include contracts not performed within one year of the making of the contract, contracts for the sale of goods worth $500 or more, and contracts involving an interest in land.

Radke v. Brenon 一 A letter written to offer land for sale is sufficient to satisfy the Minnesota statute of frauds. Under the statute, a note or memorandum may be sufficient evidence to enforce an oral contract so long as the writing expresses consideration, is signed by the selling party or their lawful agent authorized in writing, and states expressly or by necessary implication the parties to the contract, the land involved, and the general terms and conditions of the sale. When all the evidence clearly indicates that an oral contract was made, a court may overlook technical requirements that would otherwise lead to an outcome contrary to the statute's purpose.

DF Activities Corp. v. Brown 一 There is an exception to the UCC's statute of frauds when the party against whom enforcement is sought admits in court that an oral contract for sale was made. However, once one party has submitted a sworn statement denying the existence of a contract, the other party cannot continue a lawsuit under the exception, hoping that the first party will perjure themselves.

McIntosh v. Murphy 一 A court has discretion to ignore the statute of frauds to avoid injustice, especially considering the doctrines of part performance and equitable estoppel.

Breach of Contract

Once a party breaches a contract, the other party has the right to sue for damages. If the breach is material, the party may have the right to suspend their own performance while pursuing damages. A breach is not material if there was substantial performance of the contract.

Kingston v. Preston 一 If a condition precedent is not met by one party, the other has no duty to perform, since their obligation to perform does not arise until the condition is satisfied.

Jacob & Youngs, Inc. v. Kent 一 Parties are obligated to fully perform under their contracts, but a trivial and innocent omission may sometimes be excused to the extent that damages may be limited to the difference in value between the performance bargained for and the actual performance, rather than the cost of replacement.

Anticipatory Repudiation

Anticipatory repudiation occurs when one party unequivocally manifests their intention not to perform their contractual obligations before they become due. Generally, an aggrieved party may await performance for a reasonable period of time or pursue a remedy for the breach.

Hochster v. De La Tour 一 Once a party repudiates their contractual obligations, the other party has the right to sue under the contract, even if performance has not yet become due.

Norcon Power Partners, L.P. v. Niagara Mohawk Power Corp. 一 If one party reasonably believes that the other will commit a breach by non-performance, they have the right to demand adequate assurance of future performance. This UCC principle is equally applicable under New York common law.

Excusing Conditions

Certain conditions may excuse a party from performing their contractual obligations. Under the doctrine of impossibility, a party may generally be excused from performance if performance becomes impossible or impracticable due to no fault of their own. Under the doctrine of frustration of purpose, a party may be excused from performance if their principal purpose for contracting is substantially frustrated by no fault of their own.

Acme Markets, Inc. v. Federal Armored Express, Inc. 一 If the non-occurrence of a condition would cause a disproportionate forfeiture, a court may excuse the non-occurrence so long as the condition was an immaterial part of the agreement. To determine whether a forfeiture is disproportionate, a court must weigh the extent of the obligee’s forfeiture against the importance of the risk against which the obligor sought to protect and the degree to which that protection would be lost if the non-occurrence was excused.

Alderman v. Davidson 一 A party’s waiver of their right to enforce one provision of a contract may waive their right to enforce another provision if their waiver intended such a consequence as indicated by their conduct. Even if the party did not intend to waive their right, they may be estopped if their conduct induced the other party into reasonably believing that strict compliance was not necessary.

Zwick v. Lodewijk Corp. 一 A clause in a lease providing that a lessor’s failure to act on any default does not waive the right to declare a default is not effective. A non-waiver provision may be considered evidence of non-waiver, but it itself can be waived. Additionally, the statute of frauds does not bar an oral modification to extend the time for performance, including payment.

Taylor v. Caldwell 一 Impossibility may excuse a borrower or bailee from returning a bailed item if performance becomes impossible because the item has perished, so long as the impossibility is not due to the fault of the borrower or bailee.

Hewitt v. Biscaro 一 Only a governmental order or promulgation of a governmental regulation rises to the level of an event that may excuse performance based on impracticability. A verbal instruction is insufficient. A party may not assert that a condition excuses them from performance if the attempt to avoid performance is not made in good faith and in accordance with fair dealing.

Route 6 Outparcels, LLC v. Ruby Tuesday, Inc. 一 When parties define the contours of a force majeure provision, such contours dictate its application, effect, and scope. A party may not use a force majeure clause to excuse their non-performance when they expressly limited the clause to events beyond the control of the non-performing party. While a global economic downturn is not within a party’s control, their decisions regarding how to cope with the downturn are.

Krell v. Henry 一 When a party’s purpose for contracting is frustrated by the non-occurrence of a condition, the occurrence of which was a basic assumption of the contract, the party’s duties may be discharged so long as the non-occurrence was not their fault.

Remedies for breach of contract protect each party’s expectation interests, reliance interests, and restitution interests. Parties often include liquidated damages provisions in their contracts, under which they agree on damages in event of a breach ahead of time. Parties are also entitled to limit available remedies by including provisions such as damages caps.

Carr-Gottstein Properties v. Benedict 一 A liquidated damages provision is valid when actual damages would be difficult to calculate, so long as the agreed amount is a reasonable forecast of likely damages and not so disproportionate an amount as to be punitive in nature.

O’Brian v. Langley School 一 A party opposing a liquidated damages provision may be entitled to conduct discovery to prove that the provision is an unenforceable penalty.

Nohe v. Roblyn Development Corp. 一 A court has discretion to compare the damages fixed in a liquidated damages provision to actual damages and choose not to enforce the liquidated damages provision if the difference between the provision and actual damages is unreasonable.

Ash Park, LLC v. Alexander & Bishop, Ltd. 一 When a contract for the sale of land is breached, a court has discretion to order specific performance, regardless of whether it is demonstrated that a legal remedy would be inadequate.

Reed Foundation, Inc. v. Franklin D. Roosevelt Four Freedoms Park, LLC 一 A court may order specific performance even if this would offend aesthetic considerations.

i.Lan Systems, Inc. v. Netscout Service Level Corp. 一 Specific performance may be appropriate when goods are unique or irreplaceable as a practical matter, but specific performance may not be appropriate when it is the contract itself that is unique, rather than the goods.

Grossinger Motorcorp, Inc. v. American National Bank and Trust Co. 一 A liquidated damages provision is only enforceable if the parties intended to agree to settle monetary damages in advance. Therefore, an optional liquidated damages clause is unenforceable because it shows that the parties did not have the necessary intent.

Groves v. John Wunder Co. 一 When a construction contract is breached, the correct measure of damages is the cost of remedying the defect, rather than the difference in value between the land as it was before the contract was made and the land as it would have been had the contract been performed.

Peevyhouse v. Garland Coal & Mining Co. 一 A breach of contract claim cannot give rise to a damages award so substantial that it results in economic waste. If a breach is merely incidental to the main purpose of the contract, and the economic benefit that would result from full performance would be grossly disproportionate to the cost of performance, damages may be limited to the diminution in value to the premises due to the non-performance.

Parker v. Twentieth Century-Fox Film Corp. 一 The measure of damages for wrongful discharge is the salary that the employee would have earned, minus the amount that the employer affirmatively proves that the employee has earned or with reasonable effort might have earned from other employment. However, the employer must show that the other employment was comparable or substantially similar to the job from which the employee was discharged.

R.R. Donnelley & Sons Co. v. Vanguard Transp. Systems, Inc. 一 A non-breaching party’s duty to mitigate damages is suspended when they reasonably rely upon the breaching party’s assurances that they would correct the issue. When reliance is not reasonable, a non-breaching party retains their duty to mitigate, even though the breaching party could conceivably cure the breach.

Hadley v. Baxendale 一 Damages for breach of contract may be any damages naturally arising from the breach or any damages that the parties could have reasonably contemplated at the time when the contract was made.

Manouchehri v. Heim 一 The measure of direct damages for breach of warranty is the difference between the value of the goods as warranted and the value of the goods actually delivered. This value may reasonably be approximated by the cost to repair the goods. In instances in which goods are irreparable or non-replaceable, a court may use other proper grounds to approximate the value.

This outline has been compiled by the Justia team for solely educational purposes and should not be treated as an independent source of legal authority or a summary of the current state of the law. Students should use this outline as a supplement rather than a substitute for course-specific outlines.

Last reviewed August 2023

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Offer and Acceptance Problem Question Structure

Posted by Catherine Robinson on August 4, 2021

Offer and acceptance problem questions can be tricky to structure as there will often be multiple parties and multiple things going on at once. For this reason, it is advisable to separate out the parties and discuss them individually. For example, if you have one party who has made an offer and multiple other parties who have responded to the offer, your answer should discuss whether there has been a valid offer and acceptance between the original offeror and each offeree. This may not seem to make much sense as it would usually be impossible for the offeror to contract with all the parties as there will only be one product or service available. Despite that, you must discuss whether offer and acceptance is present for each and every individual in the problem question scenario.

In practice, the offeror would only be able to successfully perform the contract with one party. This means they would be in breach of contract with all the other parties. But that doesn't matter for your purposes - your task is to determine whether offer and acceptance can be established for each party. 

The steps you must follow when writing a first class offer and acceptance problem question essay are set out below.

Step 1 : Offer or invitation to treat?

The courts have an objective approach: would the reasonable man believe that the offeror intended to be bound by his words? If so, an offer has been made. If not, it is a mere invitation to treat: a statement inviting offers which can then be accepted or rejected.

Gibson v Manchester City Council – stating that the party ‘may be prepared to sell’ was insufficiently certain to be an offer.

C.f. Storer v Manchester City Council – all the terms of the contract of sale had been agreed.

Unilateral offer

Party A promises to do something for party B on the condition that party B does something first. Party B is not obliged to do the act, but if they do, A must fulfil their promise.

Carlill v Carbolic Smoke Ball – £1000 deposited in bank showing the sincerity of the unilateral offer.

Can be revoked up until the point of performance, per Errington v Errington and Woods .

Communication of revocation: Shuey v US – by same or more efficient means.

No need to communicate acceptance, per Carlill .

Advertisements

These are invitations to treat, not offers, per Partridge v Crittenden .

Exception 1: when a reward is offered for the performance of a specific act, per Carlill .

Exception 2: the wording of the advert suggests the party wishes to be bound, e.g. ‘first come, first served’ – Lefkowitz v Great Minneapolis Surplus Store .

Shop displays

Shop displays are invitations to treat, per Pharmaceutical Society of Great Britain v Boots Cash Chemists .

Shop windows

Shop window displays are invitations to treat, per Fisher v Bell .

Generally invitations to treat, not offers, per Spencer v Harding .

Exception: will be an offer if the party expressly undertakes to accept highest or lowest bid, per Harvela Investments Ltd v Royal Trust Co of Canada – also, referential bids are invalid.

Bingham LJ in Blackpool and Fylde Aero Club v Blackpool BC – bids that conform to the requirements of the tender must be ‘opened and considered’.

Statements of price

Mere statements of price that infer no intention to be bound by an acceptance will not be an offer, per Harvey v Facey – telegram stating ‘Lowest price for Bumper Hall Pen £900’ was not an offer.

Usually a request for bids is an invitation to treat, each bid constitutes an offer, and acceptance occurs when the hammer falls, per British Car Auctions v Wright ; s 57(2) of the Sale of Goods Act 1979.

Advertisement isn’t promise that auction will go ahead, per Harris v Nickerson .

An auction without reserve is a promise to sell to the highest bidder, per Barry v Davies .

Step 2 : Communication of offers

According to Taylor v Laird , an offer must have been communicated to the offeree in order to have a valid agreement. Can be done in one of three ways: (1) orally, (2) in writing, (3) by conduct.

Step 3 : Revocation of offers

Offers can be revoked up until the point of acceptance, per Routledge v Grant .

Revocation may take place by:

• lapse of time: Ramsgate Victoria Hotel v Montefiore ;
• failure of a condition subject to which the offer was made: Financings Ltd v Stimson ;
• lock out agreement: Pitt v PHH Asset Management ;
• death of offeror – can still be accepted unless the offeree knows about the death: Bradberry v Morgan . Death of offeree – personal representatives cannot accept: Reynolds v Atherton ; or
• counter offer: Hyde v Wrench , however mere requests for information are not counter offers, so the original offer will stand: Stevenson v McLean .

Step 4 : Acceptance

Acceptance must be mirror image of offer: Hyde v Wrench .

Two cross-offers do not constitute acceptance: Tinn v Hoffman .

Step 5 : Communication of acceptance

• Offeree must have objectively accepted the offer: Hartog v Shields .
• Silence cannot constitute acceptance: Felthouse v Bindley , but obiter in Re Selectmove indicates that offeree could say his silence is acceptance and that would be binding.
• Instantaneous communication sent out of office hours will be valid acceptance at the time sent if sent within office hours, or will be valid when office opens again if sent outside of office hours: Brinkibon v Stahag Stahl (telex case), obiter indications in Thomas v BPE Solicitors suggest that this would apply to email.
• Unilateral offers do not require acceptance to be communicated: Carlill v Carbolic Smoke Ball .
• Acceptance by post will occur at the time the letter is posted: Adams v Lindsell . Postal rule does not apply to offers: Henthorn v Fraser . Does not matter if letter never gets to offeror, still valid acceptance at the time the letter was posted: Holwell Securities v Hughes . If wrongly addressed, then acceptance is only valid when the letter arrives: Getreide v Contimar . Postal rule will not apply if offeror requires actual receipt of the acceptance: Holwell Securities v Hughes .
• If the offeror specifies the method of acceptance they want the offeree to use, then the offeree can only accept using that method OR an equally expeditious method: Manchester Diocesan Council for Education v Commercial & General Investments , however the offeree must only use the method specified (and no other) if the offeror states that method will be the only method accepted.
• If the offeror and offeree have conflicting standard form contracts, then usually each communication is considered a counter offer and the contract is only formed when the ‘last of the forms is sent and received without objection being taken to it’, per Lord Denning in Butler Machine Tool v Ex-Cell-O .

Hopefully this article cleared up any confusion you might have on writing essays for offer and acceptance problem questions. Please feel free to leave a comment if there's anything you'd like clarifying!

Disclaimer:

The information provided in this blog post is based on the research I carried out for my law degree which I completed in 2020. I accept no responsibility for errors or omissions. Legal principles and interpretations may change over time, and the content presented here may not reflect the most current developments in UK contract law. This information is intended for general informational purposes only and should not be considered as legal advice or relied upon as a substitute for professional legal counsel. For the most up-to-date and accurate legal information or advice, it is advisable to consult with a qualified legal professional who is knowledgeable about the latest legal developments and can provide guidance specific to your situation.

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OFFERS & INVITATIONS TO TREAT

HOME   /  CONTRACT LAW   /  FORMATION OF A CONTRACT   /  OFFERS & INVITATIONS TO TREAT

JUMP TO: BILATERAL & UNILATERAL OFFERS : Errington v Errington & Woods | Carlill v Carbolic Smoke Ball INVITATIONS TO TREAT : Gibson v MCC, Storer v MCC | Harvey v Facey | Partridge v Crittenden | Grainger v Gough | Bowerman v ABTA | Fisher v Bell | Pharmaceutical Society of GB v Boots | Spencer v Harding | Harvela v Royal Trust Co of Canada | Blackpool & Fylde Aero Club v Blackpool BC | Payne v Cave | Barry v Davies COMMUNICATION OF AN OFFER : Taylor v Laird REVISE | TEST

OFFERS AND INVITATIONS TO TREAT

An offer is ‘an expression of willingness to contract on certain terms, made with the intention that it shall become binding as soon as it is accepted by the person to whom it is addressed.’ Treitel

BILATERAL AND UNILATERAL OFFERS

All contractual offers are either bilateral or unilateral.

Another key distinction between a bilateral and unilateral contract is that in a bilateral contract the exchange of promises takes place simultaneously whereas in a unilateral contract the making of the promise and the performance of the act usually occur at different points.

An example of a unilateral offer made to one party is Errington v Errington & Woods (1952) (CoA) .

Mr. Errington paid the deposit on a house and offered to give it to his son and daughter-in-law if they paid the mortgage instalments. Once the act of paying all of the instalments had been completed then the house would belong to them. The couple split up but the daughter-in-law continued to make the repayments. Mr. Errington died and his widow tried to claim the house as her own but the court held that it would be unfair to revoke the offer. If the daughter-in-law finished making repayments she would own the house as originally offered. This case also arises in Revocation .

An example of a unilateral offer made to multiple parties is Carlill v Carbolic Smokeball Company (1893) (CoA) .

An advert for an anti-influenza smokeball offered £100 to anyone who used the ball but still caught the flu. Mrs Carlill, having read the advert, bought and used a smokeball but it didn’t work and she became ill. When she claimed the £100 the company refused to pay. The court held that the defendant had made a unilateral offer ‘to all the world’; their advert had offered £100 in return for a specified an act, buying and using a smokeball that didn’t work. They had also shown intention to be bound by stating that £1,000 was in an account ready for any claimants. Mrs Carlill had fulfilled the act and therefore they were bound to their offer and must pay Mrs Carlill £100.

See ‘Case Summary…the background to Carlill v Carbolic’ for more detail on this seminal case.

INVITATIONS TO TREAT

Sometimes what seems like an offer is in fact an invitation to treat.

An invitation to treat, instead of being an offer, is an invitation to the other party to make an offer. Unlike a party making an offer, a party communicating an invitation to treat does not intend to be bound by their statement.

There are 5 specific scenarios where we must distinguish between offers and invitations to treat…

UNCERTAIN OFFERS

If the wording of an offer is not CLEAR and CERTAIN then it cannot be a valid offer. Words such as ‘might’, ‘may’ or ‘perhaps’ could indicate that this is an invitation to treat and that the party did not intend to be bound.

Compare the two cases below…

To read an in-depth case summary and comparison of Gibson v MCC and Storer v MCC click here .

The case of Harvey v Facey (1893) (PC) is another good example. Mrs. Facey owned a piece of land called Bumper Hall Pen in Jamaica. Harvey asked Mr. Facey to send him a telegraph stating whether he was willing to sell Bumper Hall Pen and what the lowest price was that he would accept for the property. Facey replied stating £900. Harvey took this as an offer and accepted. When Harvey discovered that Facey was trying to sell the property to the city of Kingston he sued for breach of contract. However, the Privy Council found that Facey had made no clear offer to sell only an invitation to treat. Facey’s telegram had not stated any clear intention to be bound, he was simply responding to a request for information. Harvey’s telegram stating that he would buy for £900 was an offer that Facey rejected.

Most adverts are invitations to treat and not offers  (Partridge v Crittenden (1968) (HC)) .

The defendant had placed an advert for ‘live birds’ in a specialist journal. He was charged with ‘offering for sale’ live birds in contravention of s.6(1) Protection of Birds Act 1954 . However, the court ruled that he was not guilty because his advert was not an offer. Rather he had made an invitation to treat, the general public was being invited to make an offer.

In Grainger v Gough (1896) (HoL) this rule was explained. The defendant was a wine merchant who had sent out a wine catalogue and price list. When Grainger ordered some wine Gough refused to sell at the stated price. Grainger sued for breach of contract. The House of Lords found that the catalogue was an invitation to treat and not an offer. If all adverts, or catalogues, were offers then the seller would be legally bound to sell to anyone who had seen the advert. Bearing in mind that most sellers have limited stock this would be unreasonable. However, in obiter it was proposed that if the offeror was a manufacturer (who could make an unlimited amount) then this principle may not apply and their advert may constitute an offer.

This principle was also applied in Bowerman v Association of British Travel Agents Ltd (1996) (CoA) . Bowerman booked a holiday that was advertised as being covered by ABTA in case of cancellation. When the holiday was cancelled ABTA claimed that this was an advert and therefore not a binding offer. The Court of Appeal disagreed; the advert was making a unilateral offer…buy this holiday and we will cover you if it is cancelled. Any ordinary person on the street would have read the advert in this way, therefore ABTA were bound by their offer.

GOODS ON DISPLAY

The general rule is that goods on display in shops are invitations to treat  (Fisher v Bell (1961) (HC)) .

A shopkeeper was charged with the offence of offering to sell knives under the Restriction of Offensive Weapons Act 1959. However, he was not found guilty because the knives in the shop window were an invitation to treat and not an offer. The customer would have to make an offer to the shopkeeper if they wanted to buy one.

After this case the statute was amended by the Restriction of Offensive Weapons Act 1961 to close this loop hole. The wording was amended to include weapons that a seller exposes or has in his possession for the purpose of sale or hire. Under this law Bell would have been found guilty.

This is still the case if the goods are available in a self-service shop (Pharmaceutical Society of Great Britain v Boots Cash Chemists (1953) (CoA)) . The customer makes the offer to buy when they take the goods to the counter. It will then be for the shopkeeper to accept or decline the offer.

There is a good public policy reason behind this rule. Were goods on display to amount to ‘offers’ customers might be regarded as accepting them by merely selecting goods around the shop. If this were the case a valid contract would be formed and the customer would technically be in breach of contract if they changed their mind and wanted to return the items before arriving at the checkout.

Automatic machines represent a standing offer, acceptance is activation of the machine (i.e. issuing a ticket). This principle was established in  Thornton v Shoe Lane Parking (1971) (CoA) which involved a ticket machine at a car park barrier. For more on this case see the page on Exemption Clauses .

CALL FOR TENDERS

A call for tenders is not an offer but an invitation to treat. Instead, the submitted tender constitutes an offer (Spencer v Harding (1870) (Court of Common Pleas)) .

Harding distributed a circular stating; ‘we are instructed to offer…for sale by tender the stock in trade of Messrs G Eilbreck and Co’. Spencer submitted the highest tender but it was refused. He was unable to sue for breach of contract because the call for tenders was only an invitation to treat and not an offer. It invited other parties to make an offer by submitting a tender, and as the court stated, ‘there was a total absence of any words to intimate that the highest bidder is to be the purchaser’. Therefore Spencer had not entered into a contract but had merely made an offer which was not accepted.

EXCEPTIONS TO THE RULE – SPECIFIC BIDS

If a call for tenders states that a specific bid (e.g. the highest) will be chosen then it does constitute an offer (Harvela Investments Ltd v Royal Trust Co of Canada (1986) (HoL)) .

This is because the offeror has made a unilateral offer – a specific act (be the highest bidder) with intention to be bound – and the offeree has fulfilled the request.

EXCEPTION TO THE RULE – COLLATERAL OFFERS

A call for tenders is accompanied by a collateral offer to at least consider all tenders which are submitted correctly (Blackpool and Fylde Aero Club Ltd v Blackpool Borough Council (1990)(CoA)) .

A call for tenders was made by Blackpool BC. The deadline was 12pm on 17th March. BFAC submitted on 11am but their tender was never reviewed. The court said that while the Council was not obliged to accept BAFC’s specific tender they were duty bound to consider it.

Like other adverts, an advert for an auction is an invitation to treat, there is no offer to sell particular goods or to hold the auction at all (Harris v Nickerson (1873) (HC)) .

COMMUNICATING AN OFFER

A valid offer must be communicated to the offeree. They can then decide whether to accept or reject it  (Taylor v Laird (1856 (Court of Exchequer)).

The captain of a ship voluntarily demoted himself to crew member. When the ship returned home the owner refused to pay him any salary at all, not as the captain nor crew member. Even though he had demoted himself his offer to change position had not been communicated to the ship’s owners and they had therefore not been given the opportunity to accept or reject his offer.

Communication can be done in writing, orally or implied from conduct, or a combination of these. A unilateral offer (e.g. Carlill v Carbolic Smoke Company (1893) ) that is made to more than one person is instantly communicated to the whole world when it is made.

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McKinsey Case Interview & PEI - 6 Things You Need to Know

• Last Updated January, 2024

Rebecca Smith-Allen

Former McKinsey Engagement Manager

If you’re interested in a career in management consulting, McKinsey & Company is probably on your list of firms to apply to. It’s the oldest consulting firm, established in 1926 by James McKinsey, a University of Chicago professor and expert in management accounting.

Today, the firm employs 30 thousand professionals working in 130 cities around the world. McKinsey regularly ranks at the top of lists of strategy consulting firms and is hired by businesses, governments, and non-profit organizations to help solve their toughest problems.

It’s difficult to get a job offer from McKinsey.

Like its top management consulting competitors, Bain and BCG, McKinsey typically hires only 1% of candidates who apply. In particular, McKinsey case interviews are tough to crack…but not impossible.

If you’re interested in trying to beat the odds, this article will tell you what you need to know to succeed. We’ll tell you:

What’s different about McKinsey,

6 things candidates recruiting with McKinsey should know,

We’ll provide a mock McKinsey case interview video, and

Provide tips on acing your McKinsey interview.

Let’s get started!

What’s Different About McKinsey? 6 Things Candidates Should Know

1. consultants are hired for either the generalist track or a specialist track.

Generalists at McKinsey are consultants who could be staffed to help clients in any industry and dealing with any type of business problem. Specialists are consultants with a particular area of expertise.

Areas of specialization within McKinsey  include digital and advanced analytics, marketing and sales, business turn around, operations,  software development and design, and implementation.

2. Consultants Work On-Site At The Client 4 Days A Week.

Most consultants travel a lot and at McKinsey, this is definitely the case. Consider whether regular plane flights and hotel stays are right for you.

3. McKinsey Cases Are Interviewer-Led Rather Than Candidate-Led.

Candidates are still expected to identify key issues to be addressed to solve the business problem presented by their interviewer and outline a plan to explore these issues. After they do that, their McKinsey interviewer is likely to tell the candidate which issue they’d like to discuss first. Other management consulting firms, like Bain and BCG typically let candidates steer their case interview.

4. Interviewers Assess Fit As Part Of Every Interview With Personal Experience Interview (PEI) Questions.

While all strategy firms ask candidates Consulting Behavioral Interview Questions  to assess their fit with their firm, many have one interviewer focus entirely on fit while others focus entirely on a case study question. 

McKinsey interviewers split their interview time between the case and PEI in every interview.

5. McKinsey Looks For Personal Impact And Entrepreneurial Drive In Candidates.

This is in addition to the structured problem solving and leadership skills that McKinsey, as well as other top consulting firms, look for in candidates.

6. Mckinsey Recruiting Uses Solve - a Gamified Digital Assessment.

McKinsey’s Solve Game was launched to broaden the firm’s reach to find the best talent regardless of geography as well as provide deeper insight into candidates’ problem-solving skills.

Keep reading for a deeper dive into these topics.

Generalist versus Specialist Track Roles

When the management consulting industry was first founded, simply having an MBA and expertise in solving business problems was enough to set a consultant apart. Consultants hired by McKinsey could expect to be staffed on a case in any industry and solving any type of problem.

To help clients solve these types of business problems effectively, McKinsey hires people with years of experience in functional specialties. These include advanced analytics, marketing and sales, business turn around, operations, software development and design, and implementation.

Specialists work alongside generalists on projects to leverage their functional expertise across the work of the team. The specialist practices are growing faster than generalist roles and get fewer applications, so if you have the right kind of expertise and apply to the practice, you may have a better chance of landing an interview.

How McKinsey Interviews Differ from Bain and BC

There are two main ways that McKinsey’s interviews differ from those of other top management consulting firms. McKinsey uses interviewer-led case interviews while other firms use candidate-led case interviews.

In the “fit” portion of the interview, McKinsey uses the personal experience interview and each interviewer you meet with in all rounds will assess fit.

Interviewer-led Cases

At the start of any McKinsey case study, candidates need to go through 4 phases to solve the business problem the interviewer has given them in a structured manner: the opening, structure, analysis, and closing. 

In a candidate-led case interview, candidates will pick which part of the problem they want to dive into first and proceed with it. In McKinsey’s interviewer-led cases, the interviewer will pick the first part of the business problem they want the candidate to address.

Is the interviewer-led case interview easier or harder than the candidate-led one?

If you’ve structured the business problem well, breaking the problem down into the MECE  issues that require further analysis, it should not matter who picks which aspect of the problem to address first. What is helpful is knowing what to expect in your case interview so that you don’t start down one path just to be redirected by your McKinsey interviewer.  You don’t want anything to throw you in the middle of your case!

For more information on these 4 phases of answering a case interview question, see  Case Interview Prep .

Behavioral Interview Questions - The McKinsey PEI

As mentioned above, fit or personal experience interview (PEI) questions are part of every McKinsey interview. 

How else is the PEI different?

While other top management consulting firms focus on bringing the best creative problem-solving to their clients’ problems (BCG is notable here), McKinsey is interested in candidates’ personal impact and entrepreneurial spirit.

McKinsey interviewers look for these characteristics in answers to PEI questions. Because of this, it’s good to have some insight into why the firm thinks these characteristics are important.

Personal Impact

McKinsey says this about personal impact on its career website:

McKinsey does not want to create PowerPoint presentations with elegant solutions that sit on an executive’s shelf, not implemented.

Personal impact means that McKinsey consultants work shoulder-to-shoulder, on-site with client executives, developing solutions that don’t just solve a business problem in theory but also do it in practice. This can require facing resistance to change in the client’s organization head-on and persuading people to reassess long-held beliefs.

During the PEI, questions like the following will be asked to assess personal impact:

•   Tell me about a team you worked on when you needed to change someone’s mind on a topic that was important to them, or
•   Tell me about a time when you needed to rely on your communication skills to solve a difficult interpersonal situation.

This belief that personal impact is key to developing an implementable solution is what drives McKinsey consultants to spend 4 days a week on client site.

Entrepreneurial Drive

McKinsey says this about entrepreneurial drive on its career website:

McKinsey doesn’t hire consultants who can only implement solutions they’ve seen in previous businesses. They want people who are willing to try new things, take solutions to new industries or new types of problems.

The McKinsey problem solving approach treats each client problem as unique. Each solution should push thinking about best-practices.

In addition to personal impact and entrepreneurial drive, McKinsey also assesses leadership using the PEI. We won’t address this in detail because this is similar to other consulting firms, but you can find more about how McKinsey assesses leadership in our page on  McKinsey PEI Questions.

It also includes What McKinsey Is Looking For and provides a list of 11 Common PEI Questions.

Nail the case & fit interview with strategies from former MBB Interviewers that have helped 89.6% of our clients pass the case interview.

The McKinsey Interview Process - Traditional and Recent Changes

The traditional recruiting process.

For years, McKinsey focused on a group of core schools to find new analyst (undergraduate hires) and associate (MBA hires) candidates. 

While the firm now recruits from a broader set of schools as well as more diverse candidates, recruiting at these core schools still starts in much the same way. McKinsey consultants conduct on-campus presentations and coffee chats to talk to potential candidates about what it’s like to work in the management consulting industry and at McKinsey, in particular.

If the firm hosts an event at your campus, you should attend to make personal connections and to find out first-hand if a career at McKinsey is right for you. If there are no events at your school or if you’re already employed, check out the company’s career site for articles and videos that will tell you what it’s like to work at McKinsey and what it takes to get an offer.

Candidates submit their resumes (and optional cover letters) to the firm’s recruiting department via their school’s department of career services and on the firm website. Candidates who are invited to interview typically have their first round interviews on campus.

During first round interviews, candidates meet with 2 interviewers back-to-back. Candidates who pass first round interviews are invited to a McKinsey office for second round interviews.

In second round interviews, candidates meet with 3 interviewers. Unless a candidate’s interviewers are split in their decision, second round interviews are also final round interviews.

In each round of interviews, McKinsey interviewers walk candidates through a business problem and asks a series of  McKinsey PEI Questions , aimed at evaluating their potential fit with the organization. 

The Recruiting Process for Candidates at Non-core School and Experienced Hires

Candidates from non-core schools submit their resumes (and optional cover letters) directly to the recruiting department of the 3 offices they’d like to work in.

If they are invited to interview, candidates who live relatively close to a McKinsey office will be invited for in-person first round interviews. Others will be asked to do their first round McKinsey interviews via video conference.

Candidates already working in another industry or those working at another consulting firm submit their resumes (and optional cover letters) directly to the recruiting department of the three offices they’d like to work in. They will typically have a phone interview before the “first round” of in-person interviews.

In both cases, once candidates are passed to second round interviews the recruiting process is the same as for core school candidates.

Solve, The McKinsey Problem Solving Game

McKinsey is reaching out to more candidates outside of their traditional core schools to diversify its recruiting. As part of that, it’s launched  Solve , an online game  that assesses candidates’ problem-solving skills.  Solve is both more fun and gives candidates from non-core schools a better shot at getting a McKinsey interview than they’ve had in the past.

Example McKinsey Case Interview - Video

Below, we have 4 videos in which My Consulting Offer founder, Davis Nguyen, walks you  through each segment of a McKinsey case interview from beginning to end. 

Mock McKinsey Case Interview - Opening the Case

The key thing to do in the opening of a McKinsey case study is to repeat back the question so you’re sure you understand the problem you are solving. Then, ask questions to begin to get more information.

Mock McKinsey Case Interview - Structuring the Case

In the structure section of McKinsey Case Interviews, create a MECE list of important issues you will analyze to solve the client’s problem.

Mock McKinsey Case Interview - The Case Analysis

In the analysis section of a McKinsey case study, you’ll need to do analysis to evaluate the best option for your client. This may require interpreting data from charts or graphs provided by your interviewer or doing calculations based on numbers you’re given.

Mock McKinsey Case Interview - Concluding the Case

In the conclusion of McKinsey case interviews, you’ll need to pull your analysis together into a persuasive recommendation for the client. Restate the question you were asked to solve, lay out key findings from each section of your case structure, and show how your analysis points to the course of action the client should take.

Now that you’ve watched our sample McKinsey case interview, you should be ready to start practicing for your own interviews. 

Here are 5 tips on making the most of your preparation time:

5 Tips on Acing Your McKinsey Interview

• Practice casing with another person. Answering case interview questions does not come naturally and it is not enough to practice on your own since casing requires having a dialogue. Give yourself as much time to practice mock interviews as possible by starting early.
• Record yourself during mock interviews  using your computer or phone. Study these videos to see how you can improve your performance in each phase of the case interview. Aim to make your answers more fluent and conversational.
• Practice sample McKinsey interview-led case interviews. Use  McKinsey-specific case interview examples  below to make sure you’re not just familiar with cases, but with McKinsey cases. Make sure you are comfortable with being redirected at times. 
• Brainstorm several  stories to answer common personal experience interview questions. You can find a list of these common questions here .
• Find out more about the  McKinsey Solve Game  before you take it. 

After reading this article, you should have a good understanding of what McKinsey’s recruiting process looks like and how McKinsey case interviews are different from other management consulting firms. 

Still have questions?

If you have more questions about McKinsey case interviews, the PEI, or working at McKinsey, leave them in the comments below. One of My Consulting Offer’s case coaches will answer them.

People interested in this topic have also found the following pages helpful:

• Why McKinsey?
• McKinsey PEI Questions
• McKinsey Problem Solving Game
• Case Interview Examples

Help with Consulting Interview Prep

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My Consulting Offer has helped almost 89.6% of the people we’ve worked with get a job in management consulting.  

We want you to be successful in your consulting case interviews too.

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3 Top Strategies to Master the Case Interview in Under a Week

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How to write a case study — examples, templates, and tools

It’s a marketer’s job to communicate the effectiveness of a product or service to potential and current customers to convince them to buy and keep business moving. One of the best methods for doing this is to share success stories that are relatable to prospects and customers based on their pain points, experiences, and overall needs.

That’s where case studies come in. Case studies are an essential part of a content marketing plan. These in-depth stories of customer experiences are some of the most effective at demonstrating the value of a product or service. Yet many marketers don’t use them, whether because of their regimented formats or the process of customer involvement and approval.

A case study is a powerful tool for showcasing your hard work and the success your customer achieved. But writing a great case study can be difficult if you’ve never done it before or if it’s been a while. This guide will show you how to write an effective case study and provide real-world examples and templates that will keep readers engaged and support your business.

In this article, you’ll learn:

What is a case study?

How to write a case study, case study templates, case study examples, case study tools.

A case study is the detailed story of a customer’s experience with a product or service that demonstrates their success and often includes measurable outcomes. Case studies are used in a range of fields and for various reasons, from business to academic research. They’re especially impactful in marketing as brands work to convince and convert consumers with relatable, real-world stories of actual customer experiences.

The best case studies tell the story of a customer’s success, including the steps they took, the results they achieved, and the support they received from a brand along the way. To write a great case study, you need to:

• Celebrate the customer and make them — not a product or service — the star of the story.
• Craft the story with specific audiences or target segments in mind so that the story of one customer will be viewed as relatable and actionable for another customer.
• Write copy that is easy to read and engaging so that readers will gain the insights and messages intended.
• Follow a standardized format that includes all of the essentials a potential customer would find interesting and useful.
• Support all of the claims for success made in the story with data in the forms of hard numbers and customer statements.

Case studies are a type of review but more in depth, aiming to show — rather than just tell — the positive experiences that customers have with a brand. Notably, 89% of consumers read reviews before deciding to buy, and 79% view case study content as part of their purchasing process. When it comes to B2B sales, 52% of buyers rank case studies as an important part of their evaluation process.

Telling a brand story through the experience of a tried-and-true customer matters. The story is relatable to potential new customers as they imagine themselves in the shoes of the company or individual featured in the case study. Showcasing previous customers can help new ones see themselves engaging with your brand in the ways that are most meaningful to them.

Besides sharing the perspective of another customer, case studies stand out from other content marketing forms because they are based on evidence. Whether pulling from client testimonials or data-driven results, case studies tend to have more impact on new business because the story contains information that is both objective (data) and subjective (customer experience) — and the brand doesn’t sound too self-promotional.

Case studies are unique in that there’s a fairly standardized format for telling a customer’s story. But that doesn’t mean there isn’t room for creativity. It’s all about making sure that teams are clear on the goals for the case study — along with strategies for supporting content and channels — and understanding how the story fits within the framework of the company’s overall marketing goals.

Here are the basic steps to writing a good case study.

1. Identify your goal

Start by defining exactly who your case study will be designed to help. Case studies are about specific instances where a company works with a customer to achieve a goal. Identify which customers are likely to have these goals, as well as other needs the story should cover to appeal to them.

The answer is often found in one of the buyer personas that have been constructed as part of your larger marketing strategy. This can include anything from new leads generated by the marketing team to long-term customers that are being pressed for cross-sell opportunities. In all of these cases, demonstrating value through a relatable customer success story can be part of the solution to conversion.

2. Choose your client or subject

Who you highlight matters. Case studies tie brands together that might otherwise not cross paths. A writer will want to ensure that the highlighted customer aligns with their own company’s brand identity and offerings. Look for a customer with positive name recognition who has had great success with a product or service and is willing to be an advocate.

The client should also match up with the identified target audience. Whichever company or individual is selected should be a reflection of other potential customers who can see themselves in similar circumstances, having the same problems and possible solutions.

Some of the most compelling case studies feature customers who:

• Switch from one product or service to another while naming competitors that missed the mark.
• Experience measurable results that are relatable to others in a specific industry.
• Represent well-known brands and recognizable names that are likely to compel action.
• Advocate for a product or service as a champion and are well-versed in its advantages.

Whoever or whatever customer is selected, marketers must ensure they have the permission of the company involved before getting started. Some brands have strict review and approval procedures for any official marketing or promotional materials that include their name. Acquiring those approvals in advance will prevent any miscommunication or wasted effort if there is an issue with their legal or compliance teams.

3. Conduct research and compile data

Substantiating the claims made in a case study — either by the marketing team or customers themselves — adds validity to the story. To do this, include data and feedback from the client that defines what success looks like. This can be anything from demonstrating return on investment (ROI) to a specific metric the customer was striving to improve. Case studies should prove how an outcome was achieved and show tangible results that indicate to the customer that your solution is the right one.

This step could also include customer interviews. Make sure that the people being interviewed are key stakeholders in the purchase decision or deployment and use of the product or service that is being highlighted. Content writers should work off a set list of questions prepared in advance. It can be helpful to share these with the interviewees beforehand so they have time to consider and craft their responses. One of the best interview tactics to keep in mind is to ask questions where yes and no are not natural answers. This way, your subject will provide more open-ended responses that produce more meaningful content.

4. Choose the right format

There are a number of different ways to format a case study. Depending on what you hope to achieve, one style will be better than another. However, there are some common elements to include, such as:

• An engaging headline
• A subject and customer introduction
• The unique challenge or challenges the customer faced
• The solution the customer used to solve the problem
• The results achieved
• Data and statistics to back up claims of success
• A strong call to action (CTA) to engage with the vendor

It’s also important to note that while case studies are traditionally written as stories, they don’t have to be in a written format. Some companies choose to get more creative with their case studies and produce multimedia content, depending on their audience and objectives. Case study formats can include traditional print stories, interactive web or social content, data-heavy infographics, professionally shot videos, podcasts, and more.

5. Write your case study

We’ll go into more detail later about how exactly to write a case study, including templates and examples. Generally speaking, though, there are a few things to keep in mind when writing your case study.

• Be clear and concise. Readers want to get to the point of the story quickly and easily, and they’ll be looking to see themselves reflected in the story right from the start.
• Provide a big picture. Always make sure to explain who the client is, their goals, and how they achieved success in a short introduction to engage the reader.
• Construct a clear narrative. Stick to the story from the perspective of the customer and what they needed to solve instead of just listing product features or benefits.
• Leverage graphics. Incorporating infographics, charts, and sidebars can be a more engaging and eye-catching way to share key statistics and data in readable ways.
• Offer the right amount of detail. Most case studies are one or two pages with clear sections that a reader can skim to find the information most important to them.
• Include data to support claims. Show real results — both facts and figures and customer quotes — to demonstrate credibility and prove the solution works.

6. Promote your story

Marketers have a number of options for distribution of a freshly minted case study. Many brands choose to publish case studies on their website and post them on social media. This can help support SEO and organic content strategies while also boosting company credibility and trust as visitors see that other businesses have used the product or service.

Marketers are always looking for quality content they can use for lead generation. Consider offering a case study as gated content behind a form on a landing page or as an offer in an email message. One great way to do this is to summarize the content and tease the full story available for download after the user takes an action.

Sales teams can also leverage case studies, so be sure they are aware that the assets exist once they’re published. Especially when it comes to larger B2B sales, companies often ask for examples of similar customer challenges that have been solved.

Now that you’ve learned a bit about case studies and what they should include, you may be wondering how to start creating great customer story content. Here are a couple of templates you can use to structure your case study.

Template 1 — Challenge-solution-result format

• Start with an engaging title. This should be fewer than 70 characters long for SEO best practices. One of the best ways to approach the title is to include the customer’s name and a hint at the challenge they overcame in the end.
• Create an introduction. Lead with an explanation as to who the customer is, the need they had, and the opportunity they found with a specific product or solution. Writers can also suggest the success the customer experienced with the solution they chose.
• Present the challenge. This should be several paragraphs long and explain the problem the customer faced and the issues they were trying to solve. Details should tie into the company’s products and services naturally. This section needs to be the most relatable to the reader so they can picture themselves in a similar situation.
• Share the solution. Explain which product or service offered was the ideal fit for the customer and why. Feel free to delve into their experience setting up, purchasing, and onboarding the solution.
• Explain the results. Demonstrate the impact of the solution they chose by backing up their positive experience with data. Fill in with customer quotes and tangible, measurable results that show the effect of their choice.
• Ask for action. Include a CTA at the end of the case study that invites readers to reach out for more information, try a demo, or learn more — to nurture them further in the marketing pipeline. What you ask of the reader should tie directly into the goals that were established for the case study in the first place.

Template 2 — Data-driven format

• Start with an engaging title. Be sure to include a statistic or data point in the first 70 characters. Again, it’s best to include the customer’s name as part of the title.
• Create an overview. Share the customer’s background and a short version of the challenge they faced. Present the reason a particular product or service was chosen, and feel free to include quotes from the customer about their selection process.
• Present data point 1. Isolate the first metric that the customer used to define success and explain how the product or solution helped to achieve this goal. Provide data points and quotes to substantiate the claim that success was achieved.
• Present data point 2. Isolate the second metric that the customer used to define success and explain what the product or solution did to achieve this goal. Provide data points and quotes to substantiate the claim that success was achieved.
• Present data point 3. Isolate the final metric that the customer used to define success and explain what the product or solution did to achieve this goal. Provide data points and quotes to substantiate the claim that success was achieved.
• Summarize the results. Reiterate the fact that the customer was able to achieve success thanks to a specific product or service. Include quotes and statements that reflect customer satisfaction and suggest they plan to continue using the solution.
• Ask for action. Include a CTA at the end of the case study that asks readers to reach out for more information, try a demo, or learn more — to further nurture them in the marketing pipeline. Again, remember that this is where marketers can look to convert their content into action with the customer.

While templates are helpful, seeing a case study in action can also be a great way to learn. Here are some examples of how Adobe customers have experienced success.

Juniper Networks

One example is the Adobe and Juniper Networks case study , which puts the reader in the customer’s shoes. The beginning of the story quickly orients the reader so that they know exactly who the article is about and what they were trying to achieve. Solutions are outlined in a way that shows Adobe Experience Manager is the best choice and a natural fit for the customer. Along the way, quotes from the client are incorporated to help add validity to the statements. The results in the case study are conveyed with clear evidence of scale and volume using tangible data.

The story of Lenovo’s journey with Adobe is one that spans years of planning, implementation, and rollout. The Lenovo case study does a great job of consolidating all of this into a relatable journey that other enterprise organizations can see themselves taking, despite the project size. This case study also features descriptive headers and compelling visual elements that engage the reader and strengthen the content.

Tata Consulting

When it comes to using data to show customer results, this case study does an excellent job of conveying details and numbers in an easy-to-digest manner. Bullet points at the start break up the content while also helping the reader understand exactly what the case study will be about. Tata Consulting used Adobe to deliver elevated, engaging content experiences for a large telecommunications client of its own — an objective that’s relatable for a lot of companies.

Case studies are a vital tool for any marketing team as they enable you to demonstrate the value of your company’s products and services to others. They help marketers do their job and add credibility to a brand trying to promote its solutions by using the experiences and stories of real customers.

When you’re ready to get started with a case study:

• Think about a few goals you’d like to accomplish with your content.
• Make a list of successful clients that would be strong candidates for a case study.
• Reach out to the client to get their approval and conduct an interview.
• Gather the data to present an engaging and effective customer story.

Adobe can help

There are several Adobe products that can help you craft compelling case studies. Adobe Experience Platform helps you collect data and deliver great customer experiences across every channel. Once you’ve created your case studies, Experience Platform will help you deliver the right information to the right customer at the right time for maximum impact.

To learn more, watch the Adobe Experience Platform story .

Keep in mind that the best case studies are backed by data. That’s where Adobe Real-Time Customer Data Platform and Adobe Analytics come into play. With Real-Time CDP, you can gather the data you need to build a great case study and target specific customers to deliver the content to the right audience at the perfect moment.

Watch the Real-Time CDP overview video to learn more.

Finally, Adobe Analytics turns real-time data into real-time insights. It helps your business collect and synthesize data from multiple platforms to make more informed decisions and create the best case study possible.

Request a demo to learn more about Adobe Analytics.

https://business.adobe.com/blog/perspectives/b2b-ecommerce-10-case-studies-inspire-you

https://business.adobe.com/blog/basics/business-case

https://business.adobe.com/blog/basics/what-is-real-time-analytics

Top 7 case interview frameworks (and how to create your own)

Today we're going to cover the top case interview frameworks, as well as how you can create your own custom frameworks. 

Understanding frameworks has always been critical for the 8,000+ candidates who we've helped with consulting interview preparation. 

And one of the first things you'll want to know is that you should AVOID using pre-made frameworks, like those recommended in Case in Point and in Victor Cheng's LOMS programme. But more on that later. 

Let's start with the list of top frameworks.

Top 7 frameworks for case interviews

• 1. Profitability
• 3. Porter's 5-forces
• 5. Market entry
• 7. Merger and acquisition

Don't reuse pre-existing frameworks

How to create custom frameworks, click here to practise 1-on-1 with mbb ex-interviewers, 1. profitability framework.

The   profitability framework   is the most basic framework in business analysis. It simply breaks down profit into its basic revenue and cost components and is commonly used to identify the root cause of profitability issues.

• Revenue   can simply be broken down into the Number of Units Sold x Price Per Unit.
• Costs   can be broken down into Variable and Fixed Costs. And Variable Costs can be further broken down into the Number of Units Produced x Cost Per Unit.

2. The 4Ps framework

The   4Ps framework   is widely used by company executives to design their marketing strategy. There are different variations of this framework, which is also sometimes referred to as the “Marketing mix” framework, but the 4Ps is the most common one.

This framework is commonly used when launching a new product or when reviewing the positioning of an existing product.

• Product : What are the key characteristics of the product sold? Key elements of the product definition could include: customer need fulfilled by product, product usage (E.g. who, where, how, etc.), good vs. service, product lifecycle (new vs. established), competing products and substitutes, etc.
• Price : At what price should the product be sold? Different considerations need to be taken into account here: the customer perceived value of the product, the price of competitive products, the customer price sensitivity, the cost of producing the product, etc.
• Promotion : Which promotion strategies should be used to sell the product? Key elements to consider include: promotion messages, media type (E.g. TV, social media, radio, etc.), best time to promote, competitors’ strategies, etc.
• Place : Through which channels should the product be distributed? Key elements to consider include: possible channels to distribute the product (E.g. in store, web, mail-to-order, etc.), customer expectations in terms of channel, requirement of a sales team or not, competitors’ strategies, etc.

3. Porter's 5 forces

Porter’s 5 forces  is a framework commonly used by CEOs to explore the competitive dynamics of industries. Indeed not all industries are structured the same way.

Some industries are really hard to get into (E.g. banking) while others have very low barriers to entry (E.g. newspapers).

Suppliers have strong bargaining power in some industries (E.g. high-end medical equipment) but little power in others (E.g. small milk producer), etc.

Understanding these dynamics is extremely important when you're considering entering a new industry or when assessing the competitive dynamics of the industry a company is already in.

• Bargaining power of customers : How much bargaining power do customers have? If there is only one buyer but multiple suppliers, then that buyer will be at a strong advantage. Key elements to consider here include: customer concentration (percentage of industry revenues from Top 3 buyers), customer price sensitivity, customer information availability, etc.
• Bargaining power of suppliers : How much bargaining power do suppliers have? Similarly to the previous point, if there is only one supplier but multiple buyers, then that supplier will be at a strong advantage. Key elements to consider include: concentration of suppliers (percentage of industry revenues to Top 3 suppliers), difficulty of switching from one supplier to another, differentiation between suppliers, etc.
• Threat of substitutes : What are the substitutes for the product and are they increasingly popular? As a reminder, water is a substitute for Coke while Pepsi is a competitive product for Coke. Key elements to consider here include: potential new substitutes, ease of substitution, evolution of customer propensity to substitute, etc.
• Threat of new entrants : How difficult is it to enter the industry for potential new players? Key elements to consider here include: regulation authorisations, capital requirements, economies of scale, network effects, etc.
• Existing rivals : How competitive are existing rivals in the industry? Key elements to consider include: number of competitors and their market shares, similarity between their products and products of the firm analysed, financial health of competitors, etc.

4. 3Cs framework

The   3Cs framework   is also commonly used to put together strategies for companies. As you will notice below, a lot of its components overlap with the Porter’s 5 forces.

• Customers : Who is the customer? Key elements to consider include: customer demographics (E.g. age, sex, income, etc.), customer needs, customer segments' size and growth rates, customer willingness to pay and price sensitivity, etc.
• Competition : What are the competitive dynamics? Key elements to consider include: competitors’ value proposition and brand, competitors’ market share and growth, competitors’ financial health, etc.
• Company : What defines the company? Key elements to consider include: product offering, profitability, core competencies, unique selling point, financial performance and resources, etc.

5. Market entry framework

The   market entry framework   is commonly used to make decisions on whether a company should enter a new market or not.

For instance, you could use it to decide if Starbucks should enter the Chinese market, or if Nike should enter the sports broadcasting business.

• Market : What are the characteristics of the market we are trying to enter? Key elements to consider include:   market size  and profitability, products already available in the market, intensity of the competition, heaviness of the regulation, etc.
• Client capabilities : Does the client have the right capabilities to enter that new market? Key elements to consider include: differences between the client's current market and the new one they are now targeting, number of times client has entered new markets and achieved success, other companies already in the new market, etc.
• Financials : Does it make financial sense to enter the new market? Key elements to consider include: current financial situation of the client, cost to enter the new market, ongoing costs once the market is entered, expected revenues and return on investment, etc.
• Entry strategy : How should the client go about entering the new market? Key elements to consider include: timing of market entry (now vs. delay), speed of market entry (test region vs. whole country), opportunity to buy competitor or do a JV, management approach (control from HQ vs. decentralise), etc.

6. Pricing case framework

Companies always face a difficult issue when launching a new product or service. What should its price be? The   pricing framework   is extremely helpful for answering that question.

• Cost-based : What price do we need to set to cover all our costs? Key elements to consider include: fixed costs and their allocation across products, variable costs and number of units produced / sold, profitability targeted, etc.
• Value-based : How much are customers willing to pay for our product? Key elements to consider include: price of the next best alternative to our product, features that make our product better than the next best alternative, value of these features, etc.
• Competitor-based : What is the competition charging for similar products? Key elements to consider include: available substitute products from the competition, price of these substitute products, value of our product vs. substitutes, etc.
• Overall strategy : Given the elements above, what should our pricing strategy be? Key elements to consider include: objective of the pricing strategy (E.g. high profitability or high market share), opportunities for upsell / cross-sell that should be taken into account (E.g. Kindle and ebooks), possibility to sell different versions of the same product (E.g. iPhone 13 and iPhone 13 Pro), etc.

7. Merger and acquisition framework

Finally, the   merger and acquisition framework   is used when companies are looking to acquire or merge with competitors.

These situations are not very frequent in a CEO's life, but they are highly stressful, which is one reason why consultants are often asked to support such initiatives.

• The market : What are the characteristics of the target company's market? Key elements to consider include:   market size  and growth, market profitability and intensity of the competition, market regulation, etc.
• The target : How attractive is the target to be acquired? Key elements to consider include: current and future financial position of the target, important assets or capabilities owned by the target, quality of the target's management team, target / buyer culture fit, etc.
• The buyer : What's driving the buyer to make the acquisition? Key elements to consider include: acquisition rationale (E.g. target undervalued, etc.), acquisition financing, buyer's acquisition experience, acquisition timing, etc.
• Synergies and risks : What are the acquisition synergies and risks? Key elements to consider include: value of individual and combined entities, cost synergies, revenue synergies, biggest risks of failure, etc.

Once you are generally familiar with frameworks, the question becomes: how do you actually use frameworks in case interviews?

There are a lot of opinions about how you should do this on the Internet. But the two main schools of thought are   Marc Cosentino’s Case In Point   and   Victor Cheng’s LOMS .

But both of these methods share the same flaw: they try to force pre-defined frameworks onto cases. In our experience, this is bound to produce average results because all cases are unique.

Not convinced? Let's cover each of these two popular methods in more detail. 

Why NOT to use the Case In Point frameworks

In Case In Point, Marc Cosentino attempts to classify case interviews into 10+ categories and then suggests that candidates should memorise a specific framework for each of them.

This is an interesting exercise as it exposes you to a range of business problems and helps you think about them in different ways. However, in our experience, learning 10+ frameworks is difficult and time consuming.

More importantly, in live case interviews, trying to recognise one of the 10+ case categories and then remembering the associated framework is a real nightmare!

Instead of focusing on solving the problem at hand, you end up trying to remember a framework that will not even perfectly fit the case you are solving. In our experience, the best candidates avoid this strategy.

Why NOT to use Victor Cheng's LOMS frameworks

In his LOMS programme, Victor Cheng advocates for a much simpler method and suggests you should only learn two frameworks: the profit framework for profitability cases, and a general framework for all other cases (Product, Consumer, Company, Competition).

The benefit of this approach is its simplicity. It gives you a starting point that’s easy to remember when you are putting a framework together.

However, in our experience, this approach has a fatal drawback. In practice, there aren’t that many profitability cases, and you basically always end up using the general framework.

Even if you adapt this general framework, it won't be perfectly tailored to the case you are trying to solve. More importantly, your interviewer will quickly realise that you are using a pre-made framework and that will reflect negatively on you.

Why to create custom frameworks instead

A good framework is a bit like a tailor-made suit: it is adapted to the problem you are trying to solve, the company, the industry, and it is also as   MECE   as possible.

If you use pre-existing frameworks, you run the risk of missing important elements of the specific problem you are trying to solve. In real life, consultants rarely use pre-defined frameworks. They are familiar with them, but they do not directly re-use them as-is on projects.

Instead, they create a customised framework or   issue tree  that addresses the specific details of each case.  To do so, they rely on conversations with their client as well as past experiences.

This might sound intimidating, but the good news is that creating custom frameworks is actually much simpler than you might think. 

Now, let's turn our attention to HOW you can create your own custom frameworks during case interviews. 

Here's a brief summary of the steps you'll need to take:

Summary - IGotAnOffer method (framework development questions)

• Step 1: Ask for time to gather your thoughts
• Step 2: Create the framework
• Extract the main elements from the case question
• Break down the main elements into components
• Step 3: Communicate the framework

Spin your paper around

• Begin with an overview

Highlight 3-5 considerations for each branch

Summarise your points, prioritise next steps.

Now let's cover these steps in more detail. We'll also be digging into a real case example below, in order to illustrate the framework creation process.

1. Ask for time to gather your thoughts

Regardless of the case you get, you should always ask your interviewer for some time to gather your thoughts, before you begin to develop the framework. 

This is a normal part of the interview process. Your interviewers will expect you to ask, and they'll almost always give you this time. 

But don't get carried away! 

For reference, you should only take 30-60 seconds to quietly think-through your framework. We recommend that you also sketch out your framework on a piece of paper during this time, as that will help you to organise your thoughts more clearly. 

Without practise, it's really difficult to estimate how long 30-60 seconds actually is, so we highly recommend that you practice this process with a stopwatch. This exercise will help you get a clear idea of how much time you're actually using. 

2. Create the framework

During that 30-60 second time window, you'll need to do the real work of crafting your framework. 

The essence of framework creation is actually quite simple. A framework takes the business situation presented in the case, and breaks it into smaller "bite size" pieces. 

By isolating the various components of a case, you'll be able to better identify the root cause of an issue, or find the best opportunities for improving the underlying business. 

And the best way to develop your framework creation skills is with practice on realistic case problems, so let's walk through an example together. 

Star Production case example

In this case we need to analyse the short-term profitability of a movie production company. So, you would begin crafting your framework by thinking about the different factors that would contribute to the company's overall profits.

The first two components of this framework are fairly straightforward: revenues and costs. That's because the profitability of any company is determined by a combination of their revenues and costs.

Then, we can further deconstruct both revenues and costs based on our knowledge (or perhaps some assumptions) of the movie production business. And as you break down the components further, it's important to consider the concept of MECE, which stands for Mutually Exclusive Collectively Exhaustive.

In simple terms, MECE means that you should aim to have a framework where the branches do NOT overlap with each other, and where the framework is comprehensive (i.e. no branches are missing). You can learn more about this in our separate   MECE guide . 

Now here's an example of what your draft framework might look like for the Star Production case: 

As you can see in the example above, we've broken down the revenues and costs into specific components that would make sense for a movie production business.

And we've used bullet points to highlight the information we would need in order to determine how each individual item contributes to the overall revenues or costs of the business.

For example, we would need to know the expected ticket sales, the average ticket price, and the share of the ticket revenue that Star Production would be entitled to, in order to calculate the total ticket revenue. 

Once you've drawn out a rough framework like the above example, your next task will be to explain your framework to your interviewer. 

3. Communicate the framework

Even if you created the world's best framework, it won't get you an offer if you're not able to explain it in a clear and structured way. 

Here's how we'd recommend you communicate your framework during your interviews:

Start by showing your interviewer the framework that you've drawn on paper. Having this visual structure will make it much easier to explain (and understand). 

Start with an overview

Before jumping into the details of your framework, you should start with an overview of the framework.

In our example above, you could simply explain that the profitability of Star Production will be determined by the expected revenues and costs of the business, which can be broken down into more specific categories. 

You should also tell your interviewer the order in which you plan to walk through each individual branch, so they'll know what to expect.  

Next, go through each branch of your framework and mention several considerations that came to mind while you were drafting the framework. 

For example, for the "upfront costs" branch of the Star Production case, you could explain that you'd want to find out what costs the company would incur before it can start releasing movies, like filming equipment, studio space, and post production expenses. 

And throughout your explanation of the framework, you should pause periodically to summarise your key points, and to check in with your interviewer. 

You're likely going to be covering a lot of ground in your framework, and you want to make sure that your logic doesn't get foggy in the details. 

For example, you could summarise the most important considerations that impact the revenues of Star Production, after you've walked through each individual sub-branch under revenues. 

Finally, after walking through your full framework, you should tell your interviewer the 2-3 next steps you would recommend, in priority order. 

There's a variety of ways you could rank next steps, but three good options would be based on importance, ease, or speed. 

Returning to the Star Production example, you could recommend the following next steps in priority order:

• Identify the biggest cost drivers.   Star Production's business model is focused on producing a high volume of low cost movies, so controlling costs will be essential to the profitability of the company. 
• Develop a production process that minimises costs.  Once the primary cost drivers are identified, we should develop a production process that keeps those costs as low as possible. 
• Look for opportunities to increase the hit rate.   Star Production is counting on a few box office hits to drive revenues. As a result, increasing the percentage of movies that succeed could be a big win.

Get MBB offers by mastering frameworks

To succeed in case interviews, you MUST be able to create and apply frameworks effectively. And i f you really want the best possible preparation for your case interview, you'll want to practise doing this in an interview situation, ideally with an expert consultant giving you feedback.

The IGotAnOffer team

Photo: Roberto Taddeo / IM

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Blog Case Study

How to Present a Case Study like a Pro (With Examples)

By Danesh Ramuthi , Sep 07, 2023

Okay, let’s get real: case studies can be kinda snooze-worthy. But guess what? They don’t have to be!

In this article, I will cover every element that transforms a mere report into a compelling case study, from selecting the right metrics to using persuasive narrative techniques.

And if you’re feeling a little lost, don’t worry! There are cool tools like Venngage’s Case Study Creator to help you whip up something awesome, even if you’re short on time. Plus, the pre-designed case study templates are like instant polish because let’s be honest, everyone loves a shortcut.

Click to jump ahead: 

What is a case study presentation?

What is the purpose of presenting a case study, how to structure a case study presentation, how long should a case study presentation be, 5 case study presentation examples with templates, 6 tips for delivering an effective case study presentation, 5 common mistakes to avoid in a case study presentation, how to present a case study faqs.

A case study presentation involves a comprehensive examination of a specific subject, which could range from an individual, group, location, event, organization or phenomenon.

They’re like puzzles you get to solve with the audience, all while making you think outside the box.

Unlike a basic report or whitepaper, the purpose of a case study presentation is to stimulate critical thinking among the viewers. 

The primary objective of a case study is to provide an extensive and profound comprehension of the chosen topic. You don’t just throw numbers at your audience. You use examples and real-life cases to make you think and see things from different angles.

The primary purpose of presenting a case study is to offer a comprehensive, evidence-based argument that informs, persuades and engages your audience.

Here’s the juicy part: presenting that case study can be your secret weapon. Whether you’re pitching a groundbreaking idea to a room full of suits or trying to impress your professor with your A-game, a well-crafted case study can be the magic dust that sprinkles brilliance over your words.

Think of it like digging into a puzzle you can’t quite crack . A case study lets you explore every piece, turn it over and see how it fits together. This close-up look helps you understand the whole picture, not just a blurry snapshot.

It’s also your chance to showcase how you analyze things, step by step, until you reach a conclusion. It’s all about being open and honest about how you got there.

Besides, presenting a case study gives you an opportunity to connect data and real-world scenarios in a compelling narrative. It helps to make your argument more relatable and accessible, increasing its impact on your audience.

One of the contexts where case studies can be very helpful is during the job interview. In some job interviews, you as candidates may be asked to present a case study as part of the selection process.

Having a case study presentation prepared allows the candidate to demonstrate their ability to understand complex issues, formulate strategies and communicate their ideas effectively.

The way you present a case study can make all the difference in how it’s received. A well-structured presentation not only holds the attention of your audience but also ensures that your key points are communicated clearly and effectively.

In this section, let’s go through the key steps that’ll help you structure your case study presentation for maximum impact.

Let’s get into it. 

Open with an introductory overview 

Start by introducing the subject of your case study and its relevance. Explain why this case study is important and who would benefit from the insights gained. This is your opportunity to grab your audience’s attention.

Explain the problem in question

Dive into the problem or challenge that the case study focuses on. Provide enough background information for the audience to understand the issue. If possible, quantify the problem using data or metrics to show the magnitude or severity.

Detail the solutions to solve the problem

After outlining the problem, describe the steps taken to find a solution. This could include the methodology, any experiments or tests performed and the options that were considered. Make sure to elaborate on why the final solution was chosen over the others.

Key stakeholders Involved

Talk about the individuals, groups or organizations that were directly impacted by or involved in the problem and its solution. 

Stakeholders may experience a range of outcomes—some may benefit, while others could face setbacks.

For example, in a business transformation case study, employees could face job relocations or changes in work culture, while shareholders might be looking at potential gains or losses.

Discuss the key results & outcomes

Discuss the results of implementing the solution. Use data and metrics to back up your statements. Did the solution meet its objectives? What impact did it have on the stakeholders? Be honest about any setbacks or areas for improvement as well.

Include visuals to support your analysis

Visual aids can be incredibly effective in helping your audience grasp complex issues. Utilize charts, graphs, images or video clips to supplement your points. Make sure to explain each visual and how it contributes to your overall argument.

Pie charts illustrate the proportion of different components within a whole, useful for visualizing market share, budget allocation or user demographics.

This is particularly useful especially if you’re displaying survey results in your case study presentation.

Stacked charts on the other hand are perfect for visualizing composition and trends. This is great for analyzing things like customer demographics, product breakdowns or budget allocation in your case study.

Consider this example of a stacked bar chart template. It provides a straightforward summary of the top-selling cake flavors across various locations, offering a quick and comprehensive view of the data.

Not the chart you’re looking for? Browse Venngage’s gallery of chart templates to find the perfect one that’ll captivate your audience and level up your data storytelling.

Recommendations and next steps

Wrap up by providing recommendations based on the case study findings. Outline the next steps that stakeholders should take to either expand on the success of the project or address any remaining challenges.

Acknowledgments and references

Thank the people who contributed to the case study and helped in the problem-solving process. Cite any external resources, reports or data sets that contributed to your analysis.

Feedback & Q&A session

Open the floor for questions and feedback from your audience. This allows for further discussion and can provide additional insights that may not have been considered previously.

Closing remarks

Conclude the presentation by summarizing the key points and emphasizing the takeaways. Thank your audience for their time and participation and express your willingness to engage in further discussions or collaborations on the subject.

Well, the length of a case study presentation can vary depending on the complexity of the topic and the needs of your audience. However, a typical business or academic presentation often lasts between 15 to 30 minutes. 

This time frame usually allows for a thorough explanation of the case while maintaining audience engagement. However, always consider leaving a few minutes at the end for a Q&A session to address any questions or clarify points made during the presentation.

When it comes to presenting a compelling case study, having a well-structured template can be a game-changer. 

It helps you organize your thoughts, data and findings in a coherent and visually pleasing manner. 

Not all case studies are created equal and different scenarios require distinct approaches for maximum impact. 

To save you time and effort, I have curated a list of 5 versatile case study presentation templates, each designed for specific needs and audiences. 

Here are some best case study presentation examples that showcase effective strategies for engaging your audience and conveying complex information clearly.

1 . Lab report case study template

Ever feel like your research gets lost in a world of endless numbers and jargon? Lab case studies are your way out!

Think of it as building a bridge between your cool experiment and everyone else. It’s more than just reporting results – it’s explaining the “why” and “how” in a way that grabs attention and makes sense.

This lap report template acts as a blueprint for your report, guiding you through each essential section (introduction, methods, results, etc.) in a logical order.

Want to present your research like a pro? Browse our research presentation template gallery for creative inspiration!

2. Product case study template

It’s time you ditch those boring slideshows and bullet points because I’ve got a better way to win over clients: product case study templates.

Instead of just listing features and benefits, you get to create a clear and concise story that shows potential clients exactly what your product can do for them. It’s like painting a picture they can easily visualize, helping them understand the value your product brings to the table.

Grab the template below, fill in the details, and watch as your product’s impact comes to life!

3. Content marketing case study template

In digital marketing, showcasing your accomplishments is as vital as achieving them. 

A well-crafted case study not only acts as a testament to your successes but can also serve as an instructional tool for others. 

With this coral content marketing case study template—a perfect blend of vibrant design and structured documentation, you can narrate your marketing triumphs effectively.

4. Case study psychology template

Understanding how people tick is one of psychology’s biggest quests and case studies are like magnifying glasses for the mind. They offer in-depth looks at real-life behaviors, emotions and thought processes, revealing fascinating insights into what makes us human.

Writing a top-notch case study, though, can be a challenge. It requires careful organization, clear presentation and meticulous attention to detail. That’s where a good case study psychology template comes in handy.

Think of it as a helpful guide, taking care of formatting and structure while you focus on the juicy content. No more wrestling with layouts or margins – just pour your research magic into crafting a compelling narrative.

5. Lead generation case study template

Lead generation can be a real head-scratcher. But here’s a little help: a lead generation case study.

Think of it like a friendly handshake and a confident resume all rolled into one. It’s your chance to showcase your expertise, share real-world successes and offer valuable insights. Potential clients get to see your track record, understand your approach and decide if you’re the right fit.

No need to start from scratch, though. This lead generation case study template guides you step-by-step through crafting a clear, compelling narrative that highlights your wins and offers actionable tips for others. Fill in the gaps with your specific data and strategies, and voilà! You’ve got a powerful tool to attract new customers.

Related: 15+ Professional Case Study Examples [Design Tips + Templates]

So, you’ve spent hours crafting the perfect case study and are now tasked with presenting it. Crafting the case study is only half the battle; delivering it effectively is equally important. 

Whether you’re facing a room of executives, academics or potential clients, how you present your findings can make a significant difference in how your work is received. 

Forget boring reports and snooze-inducing presentations! Let’s make your case study sing. Here are some key pointers to turn information into an engaging and persuasive performance:

• Know your audience : Tailor your presentation to the knowledge level and interests of your audience. Remember to use language and examples that resonate with them.
• Rehearse : Rehearsing your case study presentation is the key to a smooth delivery and for ensuring that you stay within the allotted time. Practice helps you fine-tune your pacing, hone your speaking skills with good word pronunciations and become comfortable with the material, leading to a more confident, conversational and effective presentation.
• Start strong : Open with a compelling introduction that grabs your audience’s attention. You might want to use an interesting statistic, a provocative question or a brief story that sets the stage for your case study.
• Be clear and concise : Avoid jargon and overly complex sentences. Get to the point quickly and stay focused on your objectives.
• Use visual aids : Incorporate slides with graphics, charts or videos to supplement your verbal presentation. Make sure they are easy to read and understand.
• Tell a story : Use storytelling techniques to make the case study more engaging. A well-told narrative can help you make complex data more relatable and easier to digest.

Ditching the dry reports and slide decks? Venngage’s case study templates let you wow customers with your solutions and gain insights to improve your business plan. Pre-built templates, visual magic and customer captivation – all just a click away. Go tell your story and watch them say “wow!”

Nailed your case study, but want to make your presentation even stronger? Avoid these common mistakes to ensure your audience gets the most out of it:

Overloading with information

A case study is not an encyclopedia. Overloading your presentation with excessive data, text or jargon can make it cumbersome and difficult for the audience to digest the key points. Stick to what’s essential and impactful. Need help making your data clear and impactful? Our data presentation templates can help! Find clear and engaging visuals to showcase your findings.

Lack of structure

Jumping haphazardly between points or topics can confuse your audience. A well-structured presentation, with a logical flow from introduction to conclusion, is crucial for effective communication.

Ignoring the audience

Different audiences have different needs and levels of understanding. Failing to adapt your presentation to your audience can result in a disconnect and a less impactful presentation.

Poor visual elements

While content is king, poor design or lack of visual elements can make your case study dull or hard to follow. Make sure you use high-quality images, graphs and other visual aids to support your narrative.

Not focusing on results

A case study aims to showcase a problem and its solution, but what most people care about are the results. Failing to highlight or adequately explain the outcomes can make your presentation fall flat.

How to start a case study presentation?

Starting a case study presentation effectively involves a few key steps:

• Grab attention : Open with a hook—an intriguing statistic, a provocative question or a compelling visual—to engage your audience from the get-go.
• Set the stage : Briefly introduce the subject, context and relevance of the case study to give your audience an idea of what to expect.
• Outline objectives : Clearly state what the case study aims to achieve. Are you solving a problem, proving a point or showcasing a success?
• Agenda : Give a quick outline of the key sections or topics you’ll cover to help the audience follow along.
• Set expectations : Let your audience know what you want them to take away from the presentation, whether it’s knowledge, inspiration or a call to action.

How to present a case study on PowerPoint and on Google Slides?

Presenting a case study on PowerPoint and Google Slides involves a structured approach for clarity and impact using presentation slides :

• Title slide : Start with a title slide that includes the name of the case study, your name and any relevant institutional affiliations.
• Introduction : Follow with a slide that outlines the problem or situation your case study addresses. Include a hook to engage the audience.
• Objectives : Clearly state the goals of the case study in a dedicated slide.
• Findings : Use charts, graphs and bullet points to present your findings succinctly.
• Analysis : Discuss what the findings mean, drawing on supporting data or secondary research as necessary.
• Conclusion : Summarize key takeaways and results.
• Q&A : End with a slide inviting questions from the audience.

What’s the role of analysis in a case study presentation?

The role of analysis in a case study presentation is to interpret the data and findings, providing context and meaning to them. 

It helps your audience understand the implications of the case study, connects the dots between the problem and the solution and may offer recommendations for future action.

Is it important to include real data and results in the presentation?

Yes, including real data and results in a case study presentation is crucial to show experience,  credibility and impact. Authentic data lends weight to your findings and conclusions, enabling the audience to trust your analysis and take your recommendations more seriously

How do I conclude a case study presentation effectively?

To conclude a case study presentation effectively, summarize the key findings, insights and recommendations in a clear and concise manner. 

End with a strong call-to-action or a thought-provoking question to leave a lasting impression on your audience.

What’s the best way to showcase data in a case study presentation ?

The best way to showcase data in a case study presentation is through visual aids like charts, graphs and infographics which make complex information easily digestible, engaging and creative. 

Don’t just report results, visualize them! This template for example lets you transform your social media case study into a captivating infographic that sparks conversation.

Choose the type of visual that best represents the data you’re showing; for example, use bar charts for comparisons or pie charts for parts of a whole. 

Ensure that the visuals are high-quality and clearly labeled, so the audience can quickly grasp the key points. 

Keep the design consistent and simple, avoiding clutter or overly complex visuals that could distract from the message.

Choose a template that perfectly suits your case study where you can utilize different visual aids for maximum impact. 

Need more inspiration on how to turn numbers into impact with the help of infographics? Our ready-to-use infographic templates take the guesswork out of creating visual impact for your case studies with just a few clicks.

Related: 10+ Case Study Infographic Templates That Convert

Congrats on mastering the art of compelling case study presentations! This guide has equipped you with all the essentials, from structure and nuances to avoiding common pitfalls. You’re ready to impress any audience, whether in the boardroom, the classroom or beyond.

And remember, you’re not alone in this journey. Venngage’s Case Study Creator is your trusty companion, ready to elevate your presentations from ordinary to extraordinary. So, let your confidence shine, leverage your newly acquired skills and prepare to deliver presentations that truly resonate.

Go forth and make a lasting impact!

Business growth

Marketing tips

16 case study examples (+ 3 templates to make your own)

I like to think of case studies as a business's version of a resume. It highlights what the business can do, lends credibility to its offer, and contains only the positive bullet points that paint it in the best light possible.

Imagine if the guy running your favorite taco truck followed you home so that he could "really dig into how that burrito changed your life." I see the value in the practice. People naturally prefer a tried-and-true burrito just as they prefer tried-and-true products or services.

To help you showcase your success and flesh out your burrito questionnaire, I've put together some case study examples and key takeaways.

What is a case study?

A case study is an in-depth analysis of how your business, product, or service has helped past clients. It can be a document, a webpage, or a slide deck that showcases measurable, real-life results.

For example, if you're a SaaS company, you can analyze your customers' results after a few months of using your product to measure its effectiveness. You can then turn this analysis into a case study that further proves to potential customers what your product can do and how it can help them overcome their challenges.

It changes the narrative from "I promise that we can do X and Y for you" to "Here's what we've done for businesses like yours, and we can do it for you, too."

16 case study examples 

While most case studies follow the same structure, quite a few try to break the mold and create something unique. Some businesses lean heavily on design and presentation, while others pursue a detailed, stat-oriented approach. Some businesses try to mix both.

There's no set formula to follow, but I've found that the best case studies utilize impactful design to engage readers and leverage statistics and case details to drive the point home. A case study typically highlights the companies, the challenges, the solution, and the results. The examples below will help inspire you to do it, too.

1. .css-1l9i3yq-Link[class][class][class][class][class]{all:unset;box-sizing:border-box;-webkit-text-fill-color:currentColor;cursor:pointer;}.css-1l9i3yq-Link[class][class][class][class][class]{all:unset;box-sizing:border-box;-webkit-text-decoration:underline;text-decoration:underline;cursor:pointer;-webkit-transition:all 300ms ease-in-out;transition:all 300ms ease-in-out;outline-offset:1px;-webkit-text-fill-color:currentColor;outline:1px solid transparent;}.css-1l9i3yq-Link[class][class][class][class][class][data-color='ocean']{color:#3d4592;}.css-1l9i3yq-Link[class][class][class][class][class][data-color='ocean']:hover{color:#2b2358;}.css-1l9i3yq-Link[class][class][class][class][class][data-color='ocean']:focus{color:#3d4592;outline-color:#3d4592;}.css-1l9i3yq-Link[class][class][class][class][class][data-color='white']{color:#fffdf9;}.css-1l9i3yq-Link[class][class][class][class][class][data-color='white']:hover{color:#a8a5a0;}.css-1l9i3yq-Link[class][class][class][class][class][data-color='white']:focus{color:#fffdf9;outline-color:#fffdf9;}.css-1l9i3yq-Link[class][class][class][class][class][data-color='primary']{color:#3d4592;}.css-1l9i3yq-Link[class][class][class][class][class][data-color='primary']:hover{color:#2b2358;}.css-1l9i3yq-Link[class][class][class][class][class][data-color='primary']:focus{color:#3d4592;outline-color:#3d4592;}.css-1l9i3yq-Link[class][class][class][class][class][data-color='secondary']{color:#fffdf9;}.css-1l9i3yq-Link[class][class][class][class][class][data-color='secondary']:hover{color:#a8a5a0;}.css-1l9i3yq-Link[class][class][class][class][class][data-color='secondary']:focus{color:#fffdf9;outline-color:#fffdf9;}.css-1l9i3yq-Link[class][class][class][class][class][data-weight='inherit']{font-weight:inherit;}.css-1l9i3yq-Link[class][class][class][class][class][data-weight='normal']{font-weight:400;}.css-1l9i3yq-Link[class][class][class][class][class][data-weight='bold']{font-weight:700;} Volcanica Coffee and AdRoll

People love a good farm-to-table coffee story, and boy am I one of them. But I've shared this case study with you for more reasons than my love of coffee. I enjoyed this study because it was written as though it was a letter.

In this case study, the founder of Volcanica Coffee talks about the journey from founding the company to personally struggling with learning and applying digital marketing to finding and enlisting AdRoll's services.

It felt more authentic, less about AdRoll showcasing their worth and more like a testimonial from a grateful and appreciative client. After the story, the case study wraps up with successes, milestones, and achievements. Note that quite a few percentages are prominently displayed at the top, providing supporting evidence that backs up an inspiring story.

Takeaway: Highlight your goals and measurable results to draw the reader in and provide concise, easily digestible information.

2. Taylor Guitars and Airtable

This Airtable case study on Taylor Guitars comes as close as one can to an optimal structure. It features a video that represents the artistic nature of the client, highlighting key achievements and dissecting each element of Airtable's influence.

It also supplements each section with a testimonial or quote from the client, using their insights as a catalyst for the case study's narrative. For example, the case study quotes the social media manager and project manager's insights regarding team-wide communication and access before explaining in greater detail.

Takeaway: Highlight pain points your business solves for its client, and explore that influence in greater detail.

3. EndeavourX and Figma

My favorite part of Figma's case study is highlighting why EndeavourX chose its solution. You'll notice an entire section on what Figma does for teams and then specifically for EndeavourX.

It also places a heavy emphasis on numbers and stats. The study, as brief as it is, still manages to pack in a lot of compelling statistics about what's possible with Figma.

Takeaway: Showcase the "how" and "why" of your product's differentiators and how they benefit your customers.

4. ActiveCampaign and Zapier

Zapier's case study leans heavily on design, using graphics to present statistics and goals in a manner that not only remains consistent with the branding but also actively pushes it forward, drawing users' eyes to the information most important to them. 

The graphics, emphasis on branding elements, and cause/effect style tell the story without requiring long, drawn-out copy that risks boring readers. Instead, the cause and effect are concisely portrayed alongside the client company's information for a brief and easily scannable case study.

Takeaway: Lean on design to call attention to the most important elements of your case study, and make sure it stays consistent with your branding.

5. Ironclad and OpenAI

In true OpenAI fashion, this case study is a block of text. There's a distinct lack of imagery, but the study features a narrated video walking readers through the product.

The lack of imagery and color may not be the most inviting, but utilizing video format is commendable. It helps thoroughly communicate how OpenAI supported Ironclad in a way that allows the user to sit back, relax, listen, and be impressed. 

Takeaway: Get creative with the media you implement in your case study. Videos can be a very powerful addition when a case study requires more detailed storytelling.

6. Shopify and GitHub

GitHub's case study on Shopify is a light read. It addresses client pain points and discusses the different aspects its product considers and improves for clients. It touches on workflow issues, internal systems, automation, and security. It does a great job of representing what one company can do with GitHub.

To drive the point home, the case study features colorful quote callouts from the Shopify team, sharing their insights and perspectives on the partnership, the key issues, and how they were addressed.

Takeaway: Leverage quotes to boost the authoritativeness and trustworthiness of your case study. 

7 . Audible and Contentful

Contentful's case study on Audible features almost every element a case study should. It includes not one but two videos and clearly outlines the challenge, solution, and outcome before diving deeper into what Contentful did for Audible. The language is simple, and the writing is heavy with quotes and personal insights.

This case study is a uniquely original experience. The fact that the companies in question are perhaps two of the most creative brands out there may be the reason. I expected nothing short of a detailed analysis, a compelling story, and video content. 

Takeaway: Inject some brand voice into the case study, and create assets that tell the story for you.

8 . Zoom and Asana

Asana's case study on Zoom is longer than the average piece and features detailed data on Zoom's growth since 2020. Instead of relying on imagery and graphics, it features several quotes and testimonials. 

It's designed to be direct, informative, and promotional. At some point, the case study reads more like a feature list. There were a few sections that felt a tad too promotional for my liking, but to each their own burrito.

Takeaway: Maintain a balance between promotional and informative. You want to showcase the high-level goals your product helped achieve without losing the reader.

9 . Hickies and Mailchimp

I've always been a fan of Mailchimp's comic-like branding, and this case study does an excellent job of sticking to their tradition of making information easy to understand, casual, and inviting.

It features a short video that briefly covers Hickies as a company and Mailchimp's efforts to serve its needs for customer relationships and education processes. Overall, this case study is a concise overview of the partnership that manages to convey success data and tell a story at the same time. What sets it apart is that it does so in a uniquely colorful and brand-consistent manner.

Takeaway: Be concise to provide as much value in as little text as possible.

10. NVIDIA and Workday

The gaming industry is notoriously difficult to recruit for, as it requires a very specific set of skills and experience. This case study focuses on how Workday was able to help fill that recruitment gap for NVIDIA, one of the biggest names in the gaming world.

Though it doesn't feature videos or graphics, this case study stood out to me in how it structures information like "key products used" to give readers insight into which tools helped achieve these results.

Takeaway: If your company offers multiple products or services, outline exactly which ones were involved in your case study, so readers can assess each tool.

11. KFC and Contentful

I'm personally not a big KFC fan, but that's only because I refuse to eat out of a bucket. My aversion to the bucket format aside, Contentful follows its consistent case study format in this one, outlining challenges, solutions, and outcomes before diving into the nitty-gritty details of the project.

Say what you will about KFC, but their primary product (chicken) does present a unique opportunity for wordplay like "Continuing to march to the beat of a digital-first drum(stick)" or "Delivering deep-fried goodness to every channel."

Takeaway: Inject humor into your case study if there's room for it and if it fits your brand. 

12. Intuit and Twilio

Twilio does an excellent job of delivering achievements at the very beginning of the case study and going into detail in this two-minute read. While there aren't many graphics, the way quotes from the Intuit team are implemented adds a certain flair to the study and breaks up the sections nicely.

It's simple, concise, and manages to fit a lot of information in easily digestible sections.

Takeaway: Make sure each section is long enough to inform but brief enough to avoid boring readers. Break down information for each section, and don't go into so much detail that you lose the reader halfway through.

13. Spotify and Salesforce

Salesforce created a video that accurately summarizes the key points of the case study. Beyond that, the page itself is very light on content, and sections are as short as one paragraph.

I especially like how information is broken down into "What you need to know," "Why it matters," and "What the difference looks like." I'm not ashamed of being spoon-fed information. When it's structured so well and so simply, it makes for an entertaining read.

Takeaway: Invest in videos that capture and promote your partnership with your case study subject. Video content plays a promotional role that extends beyond the case study in social media and marketing initiatives .

14. Benchling and Airtable

Benchling is an impressive entity in its own right. Biotech R&D and health care nuances go right over my head. But the research and digging I've been doing in the name of these burritos (case studies) revealed that these products are immensely complex. 

And that's precisely why this case study deserves a read—it succeeds at explaining a complex project that readers outside the industry wouldn't know much about.

Takeaway: Simplify complex information, and walk readers through the company's operations and how your business helped streamline them.

15. Chipotle and Hubble

The concision of this case study is refreshing. It features two sections—the challenge and the solution—all in 316 words. This goes to show that your case study doesn't necessarily need to be a four-figure investment with video shoots and studio time. 

Sometimes, the message is simple and short enough to convey in a handful of paragraphs.

Takeaway: Consider what you should include instead of what you can include. Assess the time, resources, and effort you're able and willing to invest in a case study, and choose which elements you want to include from there.

16. Hudl and Zapier

I may be biased, but I'm a big fan of seeing metrics and achievements represented in branded graphics. It can be a jarring experience to navigate a website, then visit a case study page and feel as though you've gone to a completely different website.

The Zapier format provides nuggets of high-level insights, milestones, and achievements, as well as the challenge, solution, and results. My favorite part of this case study is how it's supplemented with a blog post detailing how Hudl uses Zapier automation to build a seamless user experience.

The case study is essentially the summary, and the blog article is the detailed analysis that provides context beyond X achievement or Y goal.

Takeaway: Keep your case study concise and informative. Create other resources to provide context under your blog, media or press, and product pages.

3 case study templates

Now that you've had your fill of case studies (if that's possible), I've got just what you need: an infinite number of case studies, which you can create yourself with these case study templates.

Case study template 1

If you've got a quick hit of stats you want to show off, try this template. The opening section gives space for a short summary and three visually appealing stats you can highlight, followed by a headline and body where you can break the case study down more thoroughly. This one's pretty simple, with only sections for solutions and results, but you can easily continue the formatting to add more sections as needed.

Case study template 2

For a case study template with a little more detail, use this one. Opening with a striking cover page for a quick overview, this one goes on to include context, stakeholders, challenges, multiple quote callouts, and quick-hit stats. 

Case study template 3

Whether you want a little structural variation or just like a nice dark green, this template has similar components to the last template but is designed to help tell a story. Move from the client overview through a description of your company before getting to the details of how you fixed said company's problems.

Tips for writing a case study

Examples are all well and good, but you don't learn how to make a burrito just by watching tutorials on YouTube without knowing what any of the ingredients are. You could , but it probably wouldn't be all that good.

Writing a good case study comes down to a mix of creativity, branding, and the capacity to invest in the project. With those details in mind, here are some case study tips to follow:

Have an objective: Define your objective by identifying the challenge, solution, and results. Assess your work with the client and focus on the most prominent wins. You're speaking to multiple businesses and industries through the case study, so make sure you know what you want to say to them.

Focus on persuasive data: Growth percentages and measurable results are your best friends. Extract your most compelling data and highlight it in your case study.

Use eye-grabbing graphics: Branded design goes a long way in accurately representing your brand and retaining readers as they review the study. Leverage unique and eye-catching graphics to keep readers engaged. 

Simplify data presentation: Some industries are more complex than others, and sometimes, data can be difficult to understand at a glance. Make sure you present your data in the simplest way possible. Make it concise, informative, and easy to understand.

Use automation to drive results for your case study

A case study example is a source of inspiration you can leverage to determine how to best position your brand's work. Find your unique angle, and refine it over time to help your business stand out. Ask anyone: the best burrito in town doesn't just appear at the number one spot. They find their angle (usually the house sauce) and leverage it to stand out.

In fact, with the right technology, it can be refined to work better . Explore how Zapier's automation features can help drive results for your case study by making your case study a part of a developed workflow that creates a user journey through your website, your case studies, and into the pipeline.

Case study FAQ

Got your case study template? Great—it's time to gather the team for an awkward semi-vague data collection task. While you do that, here are some case study quick answers for you to skim through while you contemplate what to call your team meeting.

What is an example of a case study?

An example of a case study is when a software company analyzes its results from a client project and creates a webpage, presentation, or document that focuses on high-level results, challenges, and solutions in an attempt to showcase effectiveness and promote the software.

How do you write a case study?

To write a good case study, you should have an objective, identify persuasive and compelling data, leverage graphics, and simplify data. Case studies typically include an analysis of the challenge, solution, and results of the partnership.

What is the format of a case study?

While case studies don't have a set format, they're often portrayed as reports or essays that inform readers about the partnership and its results. 

Related reading:

How Hudl uses automation to create a seamless user experience

How to make your case studies high-stakes—and why it matters

How experts write case studies that convert, not bore

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Hachem Ramki

Hachem is a writer and digital marketer from Montreal. After graduating with a degree in English, Hachem spent seven years traveling around the world before moving to Canada. When he's not writing, he enjoys Basketball, Dungeons and Dragons, and playing music for friends and family.

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Organizing Your Social Sciences Research Assignments

• Annotated Bibliography
• Analyzing a Scholarly Journal Article
• Group Presentations
• Dealing with Nervousness
• Using Visual Aids
• Grading Someone Else's Paper
• Types of Structured Group Activities
• Group Project Survival Skills
• Leading a Class Discussion
• Multiple Book Review Essay
• Reviewing Collected Works
• Writing a Case Analysis Paper
• Writing a Case Study
• About Informed Consent
• Writing Field Notes
• Writing a Policy Memo
• Writing a Reflective Paper
• Writing a Research Proposal
• Generative AI and Writing
• Acknowledgments

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

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

How to Approach Writing a Case Study Research Paper

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

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

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

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

Structure and Writing Style

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

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

I.  Introduction

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

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

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

II.  Literature Review

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

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

III.  Method

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

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

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

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

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

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

IV.  Discussion

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

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

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

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

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

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

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

V.  Conclusion

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

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

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

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

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

Problems to Avoid

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

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

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

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

Writing Tip

At Least Five Misconceptions about Case Study Research

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

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

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

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

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Case Studies Offer OCD Insights

by Denis Storey April 16, 2024 at 1:25 PM UTC

Clinical relevance: The Primary Care Companion for CNS Disorders has published several case studies that explore various aspects of OCD.

• One study looks at postictal behavioral changes in epilepsy that can include obsessive-compulsive phenomena, highlighting the importance of recognizing and treating these manifestations.
• Another case report discusses late-onset OCD with somatic obsessions and the diagnostic challenges it can present.
• Finally, a third paper reports on shared or induced OCD, such as olfactory reference syndrome (ORS), in a case involving two sisters.

Obsessive-compulsive disorder (OCD) is defined by persistent intrusive thoughts and repetitive behaviors, can seriously hamper a patient’s quality of life. And they affect anywhere between 1 percent and 1.5 percent of the population .

The Primary Care Companion for CNS Disorders recently published a trio of case studies that explore the different aspects of OCD and how it can interfere with patients’ lives. Here are summaries as well as links to these studies for further review.

Researchers Identify Obsessive-Compulsive Phenomena as Postictal Behavioral Change

Recognizing postictal behavioral changes (PBCs) remains vital for medical professionals trying to diagnose and treat both epilepsy and associated psychiatric morbidity. Common PBCs can include aggression, psychosis, confusion, and mood alterations.

In temporal lobe epilepsy, obsessive-compulsive phenomenon (OCP) normally manifests during the interictal phase. But it rarely crops up as a postictal manifestation.

This report examines the case of a 23-year-old man with focal epilepsy who exhibited obsessive-compulsive PBCs after multiple seizures. Symptoms included the patient muttering and smiling to himself, constant hand and face washing, low mood, anxiety, and restlessness.

Despite being well-adjusted premorbidly, the patient displayed these behaviors for four years. Seizure symptoms included abdominal heaviness, eyeball rolling, tonic-clonic movements, frothing, tongue biting, and urinary incontinence. A postictal phase soon followed, characterized by drowsiness and obsessive-compulsive behaviors such as repetitive cleaning.

The patient’s Yale-Brown Obsessive-Compulsive Scale scores fell significantly from 31 to zero between 24 hours and the fifth day postictal. Electroencephalography revealed bilateral temporal intermittent rhythmic delta activity (TIRDA), more pronounced on the right side, while neuroimaging didn’t reveal anything out of the ordinary. Carbamazepine treatment resulted in seizure relief throughout a one-month follow-up.

This case highlights the destructive power of PBCs on an epilepsy patient’s quality of life and the scarcity of obsessive-compulsive PBCs, as opposed to the more common incidence of anxiety disorders.

Further research into the association between obsessive-compulsive PBC patterns and seizure discharges could offer insights into behavioral changes in epilepsy and other psychiatric disorders. Neurobiological models like the striate-thalamic-orbitofrontal connectome and kindling might explain these phenomena but need more data about the context of obsessive-compulsive PBCs.

Is Late-Onset OCD with Somatic Obsessions an Overlooked Phenotypic Subtype?

Late-onset OCD often drives psychiatric professionals to dig deeper for secondary origins, even though so many cases can appear idiopathic. Some patients exhibit somatic obsessions, which present diagnostic challenges because of the frequent crossover with hypochondriasis.

This second case describes a 73-year-old man with religious obsessions that degenerated into mystical delusions. Eventually, those manifested into somatic obsessions of choking or dying. Rhinorrhea triggered these compulsions, which spawned extensive rituals and avoidance behaviors. Treatments with sertraline, mirtazapine, aripiprazole, and other medications proved effective.

Late-onset OCD typically follows extended subclinical phases and stressful events. Differential diagnosis between OCD and hypochondriasis can be complex since they both involve high anxiety, catastrophic thoughts, and repetitive behaviors.

But, somatic obsessions in OCD are ego-dystonic, which stand in stark contrast to hypochondriasis and its ego-syntonic beliefs. And ritualized neutralizing strategies and the presence of non-somatic obsessions helps caregivers diagnose OCD.

Poor insight can obscure this distinction, as observed in cases with reduced ego-dystonia.

Somatic obsessions might represent a distinct OCD phenotype influenced by both neurobiological and environmental factors – just like hypochondriasis. But the authors urge further research to clarify this relationship.

Shared or Induced Olfactory Reference Syndrome

There’s little documentation on shared or induced obsessive-compulsive disorder (OCD) compared to shared or induced delusional disorder.

Olfactory reference syndrome (ORS) remains a lesser-known condition distinguished by an intense fixation on body odor, leading to distress and impaired functioning. Many experts consider ORS an unconventional subtype of OCD, classifying it under “other specified obsessive-compulsive disorders” in the DSM-5.

In this third and final case, the authors discuss a pair of sisters with induced ORS – likely triggered by one of the sibling’s use of homeopathic COVID-19 prevention treatments.

The elder sister reported a persistent unpleasant sweat odor despite extensive hygiene measures, accompanied by a fear of repulsing others. She also admitted to an aversion to cooked food smells, especially from outside sources.

Clinical evaluation ruled out epilepsy, and psychiatric assessment revealed no prior obsessive behaviors or psychiatric history. Remarkably, the younger sister exhibited similar symptoms, possibly indicating shared or induced ORS.

Treatment involved oral sertraline for the elder sister, leading to significant symptom improvement after two months. The younger sister, who started taking oral fluoxetine, also saw the resolution of most symptoms within the same timeframe. The caregivers couldn’t separate the sisters, but it didn’t seem to hamper the treatment outcomes.

This case sheds light on a rare occurrence of shared ORS, which could have been influenced by genetic and environmental factors. It also underscores the effectiveness of selective serotonin reuptake inhibitors (SSRIs) in ORS treatment, suggesting a potential overlap between ORS and the obsessive-compulsive spectrum. Overall, this report highlights the challenges and successful management of shared ORS in two sisters.

Further Reading

Weekly Mind Reader: Treating OCD and Compulsive Sexual Behavior

How Brain Chemical Imbalances May Contribute to OCD

Obsessive-Compulsive Disorder Following COVID-19 Infection

Severity of Antipsychotic-Induced Cervical Dystonia Assessed by the Algorithm-Based Rating System

Rater consensus data were compared with deviation angle data using AI-based deviation angle measurement technology. With the range of tilt angles found in the study, the authors propose a global standard for evaluating abnormal deviation severity in cervical dystonia for future d...

Toshiya Inada and others

Moderating Effect of Trait Mindfulness in the Association Between Problematic Social Media Use and Anxiety Among Lebanese University Students

Use of trait mindfulness–based interventions may help reduce anxiety levels in students who present with severe problematic social media use.

Feten Fekih-Romdhane and others

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Case Study: How Aggressively Should a Bank Pursue AI?

• Thomas H. Davenport
• George Westerman

A Malaysia-based CEO weighs the risks and potential benefits of turning a traditional bank into an AI-first institution.

Siti Rahman, the CEO of Malaysia-based NVF Bank, faces a pivotal decision. Her head of AI innovation, a recent recruit from Google, has a bold plan. It requires a substantial investment but aims to transform the traditional bank into an AI-first institution, substantially reducing head count and the number of branches. The bank’s CFO worries they are chasing the next hype cycle and cautions against valuing efficiency above all else. Siti must weigh the bank’s mixed history with AI, the resistance to losing the human touch in banking services, and the risks of falling behind in technology against the need for a prudent, incremental approach to innovation.

Two experts offer advice: Noemie Ellezam-Danielo, the chief digital and AI strategy at Société Générale, and Sastry Durvasula, the chief information and client services officer at TIAA.

Siti Rahman, the CEO of Malaysia-headquartered NVF Bank, hurried through the corridors of the university’s computer engineering department. She had directed her driver to the wrong building—thinking of her usual talent-recruitment appearances in the finance department—and now she was running late. As she approached the room, she could hear her head of AI innovation, Michael Lim, who had joined NVF from Google 18 months earlier, breaking the ice with the students. “You know, NVF used to stand for Never Very Fast,” he said to a few giggles. “But the bank is crawling into the 21st century.”

• Thomas H. Davenport is the President’s Distinguished Professor of Information Technology and Management at Babson College, a visiting scholar at the MIT Initiative on the Digital Economy, and a senior adviser to Deloitte’s AI practice. He is a coauthor of All-in on AI: How Smart Companies Win Big with Artificial Intelligence (Harvard Business Review Press, 2023).
• George Westerman is a senior lecturer at MIT Sloan School of Management and a coauthor of Leading Digital (HBR Press, 2014).

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https://educationhub.blog.gov.uk/2024/04/09/primary-school-offer-day-2023-everything-you-need-to-know/

Primary school offer day 2024: Everything you need to know

Parents of three and four-year-olds will soon find out what primary school has offered their child a place for the next academic year.  

The majority of pupils will be offered a place at one of their preferred primary schools, while most will be offered their top choice.   

Here, we explain everything you need to know about primary school offer day, from when you can expect to find out, to how to appeal a decision.  

When is primary school offer day and what time are school places released?   

Parents will find out which primary school has offered their child a place for September 2024 on  Tuesday 16 April.

The decision will be sent by the local council by either letter or email. Some councils allow parents to view their results through the admissions portal or system. Exactly what time the offers will be released varies by council.

How likely am I to get my first-choice primary school?  

We want parents to feel reassured when it comes to getting one of their top choice primary schools.

In 2023, 92.5% of families received an offer from their first choice of primary school and 98.3% received an offer from one of their top three choices.

At the same time, over 1 million additional school places have been created between May 2010 and May 2023, with many more in the pipeline.

What happens after I receive an offer of a school place?  

A parent or carer must formally accept the offer by the given deadline. This is usually set through the local authority’s admissions portal or system. You’ll receive details of next steps with the offer.  

Can I appeal a primary school placement decision?  

If you’re not offered your first-choice school, you can appeal the decision . However, even if you're appealing a decision, we recommend accepting the offer your child did receive so that they have a school place if the appeal is unsuccessful. Accepting another offer won’t affect your appeal or limit other options available to you.  

Parents or carers who want to appeal a decision should first contact the school’s admission authority, which is responsible for organising the appeal panel. Parents and carers can find their school’s admission authority by visiting their local council website:  Find your local council - GOV.UK (www.gov.uk) .  

The panel is independent and will look at the case presented by both the admission authority and the parent before coming to a decision.  

The decision of the appeal panel is binding – if the appeal is upheld, the admission authority must offer your child a place at the school.  

Admission authorities and appeal panels must comply with the statutory School Admission Appeals Code, which is available  here . Guidance for parents on the admission appeals process can also be found  here .  

How are primary school places decided?  

All schools have admission criteria to decide which children get places. This criteria is set by the school or local council.  

While all state-funded schools must give top priority to admitting children who are in care or have been in care, admission criteria is  different for each school. They may choose to give priority to children:  

• who live close to the school  
• who have a brother or sister at the school already  
• from a particular religion (for faith schools)  
• who are eligible for the pupil premium   
• whose parent has worked at the school for two years or more  

Your  local council  can give you information about a school’s criteria.  

Why has my child not been offered a place at one of their preferred schools?  

Some schools will receive more applications than places it has available and unfortunately not every parent will be successful. Priority must be given to those who most closely meet the school’s specific admission arrangements.  

If the local authority is unable to offer a place at one of the parents’ preferred schools, it must offer a place at another school.  

In the unlikely event that a parent does not receive an offer of a place on 17 April, parents should contact their local authority for further advice.  

Can I join a waiting list for my top-choice primary school?  

You can add your child’s name to the waiting list for any school that you’ve applied for. You should still accept the offer you received and this won’t affect where you stand in the waiting list.  

Schools must keep a waiting list for at least one term. The waiting list will be ordered by the school’s oversubscription criteria.   

In some areas, your child will be automatically added to the waiting lists of the schools you ranked more highly. In others, you must ask to be put on the waiting list. Check the school admissions section of your local authority website to find out how it works in your area.  

You may also be interested in:

• Can I appeal a primary school offer
• How we are growing our 30 hours free childcare offer
• Everything you need to know about childcare support

Tags: free school places , National Offer Day , national offer day 2023 , primary school , primary school offer day , primary schools , school admissions , schools , when is primary school offer day

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