Case Analysis. B. Draw a parallel between Norway and Russia to cover the points in the following chart

Case

B. Draw a parallel between Norway and Russia to cover the points in the following chart. Surf the official site of the Account Chamber of the Russian Federation for necessary information.

Point	Norway (Office of the Auditor General)	Russian Federation (Accounts Chamber)
What principle is the foundation of a country’s Constitution?
Whom does the Office of the Auditor General report to?
How is the public access to the work of the Office of the Auditor General ensured?
What is the organization structure of the Office of the Auditor General? What are three types of auditing carried our by the auditing departments?
What duties are ascribed to the Office of the Auditor General?

3.7. CASE STUDY& ROLE PLAY

At the beginning of 2001, particularly in January, Microcomtec Corporation, a small manufacturer of industrial microcomputers and application - specific software was having a difficult time competing in both the domestic and international markets. Actually, sales of its primary product, the Microcomtec 100 Microcomputer, were slow, and the company’s profit was practically nonexistent. It was obvious that Microcomtec was facing a serious financial crisis. In an attempt to save Microcomtec, its president, Mr. David Robinson, hired an outside consultant, Ms. Pauline Stanley, a seasoned professional with years of high-tech marketing experience. After scrutinizing the situation for a couple of weeks, Ms. Stanley made three recommendations. The first called for closing down the European sales office in Rotterdam and concentrating on the U.S. market. The second recommendation was for Microcomtec to shift from a hardware to software emphasis. Specifically, Ms. Stanley advised the company to begin manufacturing IBM-compatible software for general-purpose laboratory/technical uses. The third recommendation called for Microcomtec to shift its advertising and sales promotion from heavy reliance on journal advertising and press releases to direct mail advertising and trade show exhibits. All three conclusions, though not explicitly critical of the vice-president for sales and marketing, Mr. Henry Dixon, were implicitly so since Mr. Dixon had been instrumental in implementing the present marketing strategy. It was now up to the company to decide whether to risk its remaining capital on an entirely new direction or stay with the present course, namely, continuing Mr. Dixon's strategy of industry-specific hardware/software production.

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