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Strategic decision making, strategic alternatives.

This case is suitable for undergraduate and postgraduate business and management, MBA programs; the case could be used in strategic management, strategic analysis methods, change management courses.

This case illustrates how Storm, a small innovation company located in the city of Novosibirsk, Russia, tackled the problem of future development. The company was set up in 1992 by young scientists to produce equipment for automatic process control systems in power engineering. All the engineering solutions were based on the developments of the company's founders. Currently Storm is the regional leader in creating engineering complexes for power generating companies. However, because of the drastic changes in the business environment and increased market competition, the company faced the challenge of further development. The company's management and owners saw the further development prospects and risks differently. Three strategic alternatives are available and the company is required to choose one of them, substantiating the choice made.

After completing the case study assignment, learners should be able to: state the strategic problems of small business development; identify the challenges of the external environment for company development; apply the tools of strategic analysis for evaluation of the company's market position; analyze the company's internal strengths and weaknesses; and elaborate and evaluate strategic alternatives for the company's growth.

Teaching notes are available – consult your librarian for access.

The Performance Management at IRD Corporation case series is designed to be an in-depth study of performance appraisal in the R&D context. The case series can be used as a platform for discussing the rationale of performance appraisal system, system design and implementation, the differences between R&D and other work contexts (manufacturing, services, etc.), and the challenges involved in R&D management. This case revolves around the Chairman of IRD Corp and his dilemmas, providing an insight to the participants into the challenges of performance management and also R&D management. The series highlights the complex dilemmas associated with managing performance and the necessity of having a new performance evaluation system.

This case deals with several types of uncertainties faced by project team in an oil company north east in India. These challenges and uncertainties are in the areas drawing approval, supply chain, critical equipment availability, soll type, control room, soil type, employee availability, environmental clearances, safety and wildlife clearances. This project demonstrates the ownership issues, why it is difficult to complete a project on time in the Northeast of India or why public sector project gets delayed.

When established markets in the West are stagnating or in crisis, companies increasingly look to emerging markets, especially the so-called BRICs, for growth potential. However, these new markets also pose unique challenges, for which the best practices and assumptions of Western managers are not automatically suited. Setting up supply chains in new regions confronts firms with multiple challenges in terms of regulation, resources, culture, and infrastructure. In this case study, students will accompany a successful German FMCG manager as he plans his company’s expansion into Russia, and is forced to look at the opportunities and challenges from a new perspective.