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The case was developed for a role playing exercise in conjunction with sessions on Crisis Management delivered on MBA courses. It describes a fictional Midlands-based manufacturer of traditional sports cars, in which the founder''s family retains a management role and a substantial shareholding. CMC has a strong engineering culture, and has a skilled and loyal - but ageing - workforce of just over 1,000. It has recently been investing heavily in IT. Its financial management is cautious, and it avoids borrowing. Information is provided relating to CMC''s strategic strengths and weaknesses and potential sources of opportunities and problems. It includes: the remits, skills, experience and attitudes of staff, particularly the Directors; product design; the customer base; scale of operations; procurement; the IT investment programme; capital structure and funding; Board consensus on policy issues; market development opportunities and the scope for increasing efficiency. Three years'' financial results are provided. The teaching note explains how the case can be used as a basis for strategic analysis and formulation of options, usually but not necessarily as a preliminary to the role playing exercise. It includes messages presenting information to the Board as the crisis unfolds, and notes on running the role playing sessions (which are designed to mimic the pressures that might occur in a real-life crisis).