Carlsberg Breweries A/S (Carlsberg) had developed from a local to a global player in the brewing industry, having focused on growth in emerging economies in Europe and Asia. This growth path was against the background of economic transition and political change in Russia—from optimism about opportunities in the new market economy in the 1990s, to increasing regulatory obstacles, political authoritarianism, and increasing local competition in the 2010s. .....more

A critical question facing a company's ability to grow its business internationally is where it should go next. One company facing that decision was GENICON, a U.S.-based firm that manufactured and distributed medical instruments for laparoscopic surgeries. Although the minimally invasive surgical market in the United States had long been the largest in the world, international markets were anticipated to grow at a much faster rate than the U.S. .....more

By January 2015, OJSC Transaero Airlines (Transaero) was the largest Russian open joint-stock airline and the second-largest airline carrier in Russia and Eastern Europe combined. Tracing its history back to 1990, Transaero was the safest airline in Russia and was ranked 17th in the world in 2015 in terms of safety. In September 2015, the public learned that Transaero had serious financial troubles, which could lead to bankruptcy for the firm. The .....more

In June 2015, Mobile TeleSystems (MTS) India was considering its future in the Indian telecom market. MTS India, a global telecommunications (telecom) brand, had been operating in the country since March 2009. It had gone through difficult phases marked by India’s regulatory regime and the global economic crisis. Although the Indian telecom market had immense potential, MTS India’s success was stifled by a lack of telecom resources and in the inability .....more

In 2006, Sophia Tannis, a 36-year-old professional with the U.S.-based multinational company CPA Solutions (CPA), who had worked internationally for many years, was asked by an influential leader at corporate headquarters in the United States to inject herself into a business-critical situation in Moscow. An established local competitor had been using various methods to damage CPA’s reputation in Moscow, and Tannis had to decide between employing .....more

Uralkali, the giant Russian potash producer, decided to stop export sales through the Belarusian Potash Company – an export cartel it had formed with Belaruskali. Uralkali planned to increase potash production and export it independently through its own trading company. This move threatened to reduce global potash prices by up to 25 per cent. Immediately, the stock prices of major potash producers around the world plummeted. This set of three cases .....more

Uralkali, the giant Russian potash producer, decided to stop export sales through the Belarusian Potash Company – an export cartel it had formed with Belaruskali. Uralkali planned to increase potash production and export it independently through its own trading company. This move threatened to reduce global potash prices by up to 25 per cent. Immediately, the stock prices of major potash producers around the world plummeted. This set of three cases .....more

Uralkali, the giant Russian potash producer, decided to stop export sales through the Belarusian Potash Company – an export cartel it had formed with Belaruskali. Uralkali planned to increase potash production and export it independently through its own trading company. This move threatened to reduce global potash prices by up to 25 per cent. Immediately, the stock prices of major potash producers around the world plummeted. This set of three cases .....more

In January 2013, the CEO of the Russian automotive company Gorky Automobile Plant (GAZ) was pleased with the results of the recently implemented changes to the company’s product-market strategy and the related organizational processes. He believed that this series of radical changes could help GAZ further cement its domestic market leadership position and at the same time allow it to complete a dramatic turnaround that had resulted in the company's .....more

Carborundum Universal Murugappa International (CUMI) was a leading abrasives manufacturing company based in India with global operations in Russia, South Africa and China. In the global abrasives business, China held 50 per cent of the raw materials for the industry. China was also the largest market for abrasives worldwide and was expected to contribute to one third of the global demand for abrasives. CUMI had the vision to become a global leader .....more