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1 – 5 of 5Nataliya A. Kravchenko and Svetlana A. Kuznetsova
Strategic decision making, strategic alternatives.
Abstract
Subject area
Strategic decision making, strategic alternatives.
Study level/applicability
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.
Case overview
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.
Expected learning outcomes
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.
Supplementary materials
Teaching notes are available – consult your librarian for access.
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Keywords
Abstract
Subject area
Crisis management.
Study level/applicability
Graduate and MBA.
Case overview
This case analyzes the event of disappearing flight MH370 belonging to Malaysia Airlines which attracted worldwide attention from a third-party perspective. This case describes clearly the entire process of the crisis, mainly focusing on the decisions made and action taken by the Malaysian Government, and then illustrates the assessment and diagnosis of the crisis.
Expected learning outcomes
This case not only provides a sample for the teaching of strategic and crisis management but also supplies effective guidance for the measures a nation can take regarding a huge crisis.
Supplementary materials
Teaching notes are available for educators only. Please contact your library to gain login details or email support@emeraldinsight.com to request teaching notes.
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Galina Shirokova and Vega Gina
In December 2007, Sergey Nikolaev, founder and CEO of the Untsiya company, a tea shop chain in St. Petersburg, Russia, was facing a major decision about the future of his company…
Abstract
In December 2007, Sergey Nikolaev, founder and CEO of the Untsiya company, a tea shop chain in St. Petersburg, Russia, was facing a major decision about the future of his company: should he diversify the business or focus solely on tea sales via exclusive shops? Founded in 2002, the Untsiya Company had enjoyed dramatic growth and great success in the St. Petersburg market. By 2007, having directed the successful roll-out of his tea shop chain, Nikolaev wanted to grow to the next level and was prepared to revise his corporate strategy, even to the extent of changing his existing, stable organizational structure. Students are challenged to select a growth strategy and related organizational changes to implement that strategy.
Denis Hübner, Bublu Thakur-Weigold and Stephan M. Wagner
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…
Abstract
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.
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Saravana Jaikumar, Smriti Agarwalla and Rishabh Dara
Susan, a dog lover and an entrepreneur, wanted to start a franchise of Dog Shop in Ahmedabad. She had the data regarding the demand and costs incurred by Dog Shop on various…
Abstract
Susan, a dog lover and an entrepreneur, wanted to start a franchise of Dog Shop in Ahmedabad. She had the data regarding the demand and costs incurred by Dog Shop on various verticals in its first year of operations. Based on this data and using an appropriate investment appraisal technique, Susan had to evaluate the three franchisee options offered by the company. The case can be used in any program and course which includes investment appraisal as part of its syllabus.
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