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DC Field | Value | Language |
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dc.contributor.author | Varkkey, Biju | |
dc.date.accessioned | 2010-10-28T09:35:06Z | |
dc.date.available | 2010-10-28T09:35:06Z | |
dc.date.copyright | 2005 | |
dc.date.issued | 2005-10-28T09:35:06Z | |
dc.identifier.uri | http://hdl.handle.net/11718/10064 | |
dc.description | Vision the Journal of Business Perspective, Vol. 9, No. 4, (October-December, 2005), pp. 85-87 | en |
dc.description.abstract | The president of Honda Motorcycles and Scooters India Limited (HMSI), who was also its CEO, had recently chalked out an aggressive expansion plan, which involved making the production capacity of the company's plant (at Manesar, Gurgaon, Haryana, India) triple by the end of 2007-08. Post-expansion, the company would produce 0.6 million motorcycles compared to 0.2 million in 2005; and its total two-wheeler capacity would increase to 1.2 million units from eight lakh· in 2005. | |
dc.language.iso | en | en |
dc.subject | Honda Motorcycle & Scooter India Pvt. Ltd | en |
dc.title | Honda motorcycles and scooter India limited (HMSI): case diagnosis | en |
dc.type | Article | en |
Appears in Collections: | Journal Articles |
Files in This Item:
File | Description | Size | Format | |
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Honda.pdf Restricted Access | 1.33 MB | Adobe PDF | View/Open Request a copy |
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