by Mark Levy
- View article on one page
- Page 1 2
Case studies are like condensed action films—full of characters, plot, and conflict—in which, thanks to your help, the clients get what they want.
Part of a case study's persuasive power comes from its energy. It should be exciting to tell and hear. Many of us, though, bore with ours. The reason? We use the standard problem-solution-result formula—and fumble "the solution" part.
We talk at length about our solution's features, including the research we conducted, the groups we facilitated, the programs we devised, and the hardware we installed. Reciting heavy-duty detail about this kind of process-stuff is monotonous and makes us sound like a million other companies with comparable products and services.
If heaping attention on features brings yawns, what draws people in? Insight does.
Focus on the insight that solved your client's problem, and your audience will hang on your words.
Highlighting an Insight
When you have an insight, the problem you're studying becomes instantly transparent. Something clicks. You get it. From that unexpected understanding, the answer reveals itself.
By highlighting an insight in a case study, you're underscoring how you think, create, strategize, and fix problems.
You, then, become the meaning-maker. You are the differentiator. You're bringing your perspective—which cannot be fully duplicated by competitors—to the fore.
What Does an Insight-Based Case Study Sound Like?
Here's an example for a marketer.
The Problem: A four-person software startup didn't have money to outsource its marketing, so it did the execution in-house. The trouble was, those efforts weren't getting press and didn't result in many prospects. If it didn't straighten out, it'd fold in a matter of months.
The Insightful Solution: The firm hired me to create its marketing plan. To write it, I interviewed the staff. It was while sitting in the firm's office and waiting for those interviews that I noticed something interesting.
Time and again, the members of the staff let distractions get in the way of doing marketing. For instance, they'd start a whitepaper but then make coffee and answer frivolous emails.
I called them on it. They said I was right, they were getting sidetracked, but that was because the marketing initiatives they were tackling were too difficult.
- Page 1 2
- View article on one page
