Presentation for mba students

The purpose of an MBA case presentation

Start an MBA case presentation by identifying the central decision in the case and the question you want discussed at the end. The goal is not to retell the case from beginning to end, but to compare options using the evidence available and present a reasoned recommendation. Also explain which assumptions your recommendation relies on and what new finding could change your decision.

Put a management decision at the center, not a summary of the topic. Your instructor’s evaluation criteria, time limit, team contributions, and citation format take priority; adapt the flow below accordingly. UNC’s description of its presentation course for leaders mentions skills such as structuring complex ideas and designing decision-focused visuals. This describes the scope of that course; it is not a mandatory rule for every MBA case presentation: Presentation Tools for Leaders – MBA@UNC.

Identify the decision, constraints, and evidence

First, read the case all the way through; on your second read, mark the decision point, stakeholders, constraints, and important dates. Then complete this sentence: “The company must decide whether to ___ under the constraint of ___.” If the sentence is too broad, the presentation may lose focus as well. For example, instead of “the company’s marketing strategy,” the question “Should the company prioritize acquiring new customers or retaining existing ones on a limited budget?” provides a more focused starting point.

Keep information in three groups: facts provided in the case, calculations you have made, and assumptions that have not yet been verified. For calculations, note the denominator, period, and unit. If you need to use external sources, follow the course guidelines and check how the source’s date relates to the period covered in the case. Do not present missing data as established fact.

Compare options using relevant criteria

Identify two or three feasible options. Then compare them using criteria relevant to the decision. Expected impact, cost, implementation time, operational capacity, and risk are possible criteria; you do not need to use the same list for every case.

You can prepare an options matrix. Add brief evidence or a rationale for each assessment. If data is unavailable, state the uncertainty rather than making up a score. If you give one criterion more weight than the others, explain why. Finally, check whether your preference changes when a key assumption changes. If it does, clearly state that condition among the limitations of your recommendation.

Turn the recommendation into a clear presentation flow

Try writing slide titles to convey the main takeaway of each slide, rather than just the topic. For example, you could use “The current channel is limiting growth” instead of “Market”—but only if the claim is supported by evidence in the case. Use a chart, short quotation, or a few bullet points on each slide to support a single main message. You can put detailed calculations and supporting evidence on backup slides for reference if needed.

An example eight-slide flow:

1. Decision question and brief recommendation.
2. The company’s situation and why the decision matters.
3. Key diagnosis from the case evidence.
4. Evaluation criteria and constraints.
5. Comparison of the options.
6. Recommendation and its underlying assumptions.
7. Implementation steps, owners, and main risks.
8. A discussion question for the class.

You can change this flow to match the analysis method required by the course. For example, if financial calculations are a particular focus of the assessment, present the relevant evidence earlier.

Fictional example: two growth options

The company and scenario below are entirely fictional; they do not make claims about a real business or case. Suppose a small coffee chain is asked to choose between opening a new location and offering subscriptions to existing customers. The team frames the question this way: “Which option will support repeat purchases over the next two quarters without exceeding current operational capacity?”

If customer feedback points to an issue with repeat visits, show this on the diagnosis slide using relevant case evidence. If the case contains no such data, do not present this finding as if it existed. In comparing the options, assess the new location’s need for initial capital and management time, and how the subscription relates to testing repeat purchases; support both points with information from the case. If the evidence supports it, you could recommend trying the subscription on a limited basis. Use figures such as trial duration, cost, or expected revenue only if they are provided in the case. If the recommendation depends on assumptions such as capacity and customer response, say so clearly; do not guarantee an outcome.

Review and rehearse the presentation

For each slide, first write a one-sentence main message and the evidence that supports it. Then transfer these to the slides. Cite sources beside the relevant slide or on a references slide, in the format required by the course. Check whether a teammate can explain the decision question, recommendation, and strongest rationale without seeing the presentation. If not, try making the main message more prominent.

Time the presentation; also account for the time set aside for questions and answers or discussion, in line with the course format. Harvard Business School’s page on employer presentations gives an example of a 45-minute event schedule that includes a student question-and-answer segment as well as the presentation. If your course format allows, this may help you consider setting aside time for discussion; the page is not an MBA case course guideline and does not replace course instructions: Presentations – Harvard Business School.

Common problems and fixes

The presentation remains a case summary: Put the decision question and recommendation up front; limit background to what is needed to understand the decision.

There is a chart, but no takeaway: Write the chart title to state the finding; include the unit of measurement, period, and data source. Do not claim a cause-and-effect relationship that the chart alone does not show.

The recommendation is firm, but the evidence is weak: Separate facts from assumptions. State the conditions under which the recommendation holds and what information could change the decision.

The slides are crowded or hard to read: Split up the content and remove repetition rather than shrinking the text. Review the entire presentation again after making changes.

Final checklist

• Is the decision question clear in one sentence?
• Has the recommendation been compared with a feasible alternative?
• Have facts, calculations, and assumptions been distinguished?
• Are the units, periods, and sources of the charts visible?
• Are the risks and limitations of the recommendation stated?
• Is there a specific question on the final slide to start the discussion?
• Does the presentation comply with the course rules for time, teams, and citations?

For broader work on choosing a topic, you can also read choosing presentation topics for college students, and if you are working on a technical topic, choosing a technical presentation topic for college.

Frequently asked questions

How many slides should I prepare?

Use the course duration and guidelines as your starting point; there is no single slide count that works for every presentation. First build the decision flow, then assess whether each slide is necessary.

How should I make a recommendation if data is missing?

Do not hide the gap. Explain which option seems more reasonable based on the evidence available, what assumption it relies on, and what information should be verified before making the decision.