TI Cycles: Corporate Strategy (C)

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Please use this identifier to cite or link to this item: http://hdl.handle.net/11718/7909

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DC Field	Value	Language
dc.contributor.author	Dixit, Mukund R.	-
dc.contributor.author	Jain, Abhinandan K.	-
dc.date.accessioned	2010-08-25T06:42:05Z	-
dc.date.available	2010-08-25T06:42:05Z	-
dc.date.copyright	2002	-
dc.date.issued	2010-08-25T06:42:05Z	-
dc.identifier.uri	http://hdl.handle.net/11718/7909	-
dc.description.abstract	This case describes the performance, competitive situation, and regulatory environment of TI Cycles in 2000-01. It presents the key initiatives of the management of TI Cycles between 1994-95 and 2000-01 in manufacturing, internationalization, new product development, organizational restructuring and new culture building. Mr. Hari, the new President of TI Cycles, is faced with the challenge of formulating and implementing a comprehensive and consistent strategy in the context of emerging competition from China and continued competition from Hero Cycles and Atlas Cycles. This case has been written for a group assignment in strategic management. It can be used as a capstone case to integrate the learning in strategy formulation and implementation.	en
dc.language.iso	en	en
dc.subject	Bicycles	en
dc.title	TI Cycles: Corporate Strategy (C)	en
dc.type	Cases and Notes	en
Appears in Collections:	Cases and Notes

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