DON’T:1. Make the memo out to me.You have a role in the case, and I don’t.2. Be casual in your writing. A memo doesn’t require a salutation (Dear Mr./Ms. <last name<) but it cannot open with <first name< as if this were an email to your buddy.3. Rehash basic case facts, such as the background of the company, industry or competitors.Your boss (the person to whom you are writing the memo)already knows them and you have precious little space on that one page to waste on informing them of what they already know. Only state things that are necessary to support your analysis and conclusion.4. Copy and paste from Excel a bunch of numbers without headings or ways to know what are subtotalsand think you've given me "exhibits".(Hint: hidegridlinesbefore finalizing your exhibits). You don't need your exhibits to look as polished as what you see in the Harvard orIveycase studies (though I will give extra credit if they do), but as a minimum they should have a clear purpose, title, headings, subtotals (if needed), definitions (if needed, particularly for ratios), and a professional look to them. If your boss just wanted the Excel file, he/she would just ask for it.5. Create Word tables that take up a good portion of a page and are mostly blank space. Theygive the appearance thatyou don't care about what you show your boss.6. Criticize or otherwise use negative or positive adjectives to pass judgmenton operations or results of operations. Even the most experienced among you hasn't worked a day in the business of that client (who might also be your boss, or your lending institution's client), and you'd be embarrassed or get fired or both, if you said to their face their business decisions were "unwise," "poorly run," or any other adjectives you have used in your case memos so far. It's hard to win back clients after you insult them. Even if your memo is internal to your boss at a bank, it's discoverable and you don't want your client getting wind of your criticisms - particularly as they are not necessary to complete your work. (Try it: go back and cut out the adjectives and re-read your memos.For the most part, you'll find the adjectives did not affect your conclusion, only the analysis did.)DO:1. Use spell-check with the grammar option enabled.2. Make your point early and then back it up with your analysis, and reiterate your conclusion at the end.3. Only summarizein the memo the results you present in your exhibits as the support for your analysis, instead of restating in the memo a series of results that can easily be found in the exhibits.4. Make brief and concise (i.e., to-the-point) assessments of the merits of the case using whatever analytical framework you are asked to apply. For example, "leverage decreased from <high #< in 20## to <low #< in 20##, which <supports the proposed expansion financing<", rather than (the DON'T): "their leverage ratios are good" (what do you mean "they're good"?how does your boss make sense of that?)5. Make exhibits that are self-contained: no additional informationshould be needed to understand each one. Therefore, the title of each exhibit indicates its purpose. Any figures, whether dollars or ratios, are clearly identified including the relevant accounting dates or periods. Any amounts adding to a total or subtotal are presented so that the relationships are clear.6. For any ratios where the underlying values were not already in the case (e.g., ratios based on pro-formaamounts you had to estimatebefore the ratio analysis), present BOTH the underlying values and the resulting ratios in your exhibits. Otherwise, I will take off points by marking "where did you get this #?"7. Remember, there is no reasonable limit to the number or level of detail you include in exhibits, so make sure they are clear and include all that is necessary to use them and to understand your conclusion and analyses, even if you need additional pages for exhibits.