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In the field of management the case study is the most common form of document consisting of justifications based on managerial calculations according to which the potential investors decide whether a business plan or project is viable and profitable or not. It mostly deals with evaluating the economic effects of managerial projects. The actual case study is the final output of an argumentative level of thinking of a solver. This is preceded by a phase in which a solver reaches his own judgment in his head – the mental level of thinking. Because of the existence of a possible cognitive distortion at this level, the subjective confidence in one’s own judgment (conclusion of a study) is not proof of its correctness. To build a credible case study (and thus a result of its solution) requires the observance of certain rules. Within them the case-based reasoning approach plays an important role. It is based on the thesis that the interesting and in practice important tasks for us often have features that allow substantial simplification and economization of the solution. This contribution is aimed at explaining the basic principles of this approach, its importance in addressing managerial issues and the identification of the basic rules following which the persuasiveness of a managerial solution could be increased.