Please use this identifier to cite or link to this item: http://hdl.handle.net/11718/9204
Full metadata record
DC FieldValueLanguage
dc.contributor.authorRamnarayan, S.
dc.date.accessioned2010-09-30T07:01:52Z
dc.date.available2010-09-30T07:01:52Z
dc.date.copyright1992
dc.date.issued1992-09-30T07:01:52Z
dc.identifier.urihttp://hdl.handle.net/11718/9204
dc.descriptionVikalpa, Vol. 17, No. 2, (April-June, 1992)en
dc.description.abstractThe case presented in this issue discusses the functioning of a carpet manufacturing company — Carpets International Malaysia Berhad, a subsidiary of KPS, which has been incurring losses for the past five years. A new chief executive, Mr Wahid, has taken over and is entrusted the task of turning around the company. What strategies should Mr Wahid adopt for turning around the company? Readers are invited to send their comments on the same
dc.language.isoenen
dc.subjectCarpet Manufacturingen
dc.titleCarpets international Malaysia berhaden
dc.typeArticleen
Appears in Collections:Journal Articles

Files in This Item:
File Description SizeFormat 
CarpetsinternationalMalaysia.pdf
  Restricted Access
222.45 kBAdobe PDFView/Open Request a copy


Items in IIMA Institutional Repository are protected by copyright, with all rights reserved, unless otherwise indicated.