Please use this identifier to cite or link to this item: http://hdl.handle.net/11718/25298
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dc.contributor.authorSridharan A.
dc.contributor.authorRavichandran N.
dc.date.accessioned2022-02-11T10:14:51Z-
dc.date.available2022-02-11T10:14:51Z-
dc.date.issued2001
dc.identifier.citationSridharan, A., & Ravichandran, N. (2001). Amtrex hitachi appliances limited: Competing for the future. Vikalpa, 26(4). https://doi.org/10.1177/0256090920010407
dc.identifier.issn2560909
dc.identifier.urihttps://www.doi.org/10.1177/0256090920010407
dc.identifier.urihttp://hdl.handle.net/11718/25298-
dc.description.abstractThe case featured in this issue presents the history and managerial initiatives of a rapidly growing organization in the consumer durable industry. The industry is characterized by the presence of several competing (national/multinational) players, changing consumer need and preferences, and MNC's access to national market. The Organization needs to take stock of what it has achieved so far, what needs to be done, and how? Amtrex Hitachi Ap pliances Limited (AHAL) � the comparty which specialized in air-conditioners - kicked off the implementation of Oracle III ERF package on 6th December 2000. This was the latest in a series of measures that AHAL had initiated in the last few years to enhance its competitiveness in the fast changing Indian marketing environment The earlier efforts included an ERP implementation, Business Process Reengineering, and rapid new product development initiatives. While each of these efforts had resulted in operational improvements, it was unclear to the management whether they fitted into a single overai competitive strategy of AHAL. � 2001, SAGE Publications Ltd. All rights reserved.
dc.language.isoen_US
dc.publisherSAGE Publications Ltd
dc.relation.ispartofVikalpa
dc.titleAmtrex hitachi appliances limited: Competing for the future
dc.typeArticle
dc.rights.licenseCC BY-NC, CC BY
dc.contributor.affiliationIndian Institute of Management, Ahmedabad, India
dc.contributor.institutionauthorSridharan, A., Indian Institute of Management, Ahmedabad, India
dc.contributor.institutionauthorRavichandran, N., Indian Institute of Management, Ahmedabad, India
dc.description.scopusid57195109070
dc.description.scopusid57224772272
dc.identifier.doi10.1177/0256090920010407
dc.identifier.endpage89
dc.identifier.startpage67
dc.identifier.issue4
dc.identifier.volume26
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