Please use this identifier to cite or link to this item: http://hdl.handle.net/11718/9896
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dc.contributor.authorMaheshwari, Sunil
dc.contributor.authorRavichandran, N.
dc.date.accessioned2010-10-22T06:04:57Z
dc.date.available2010-10-22T06:04:57Z
dc.date.copyright2003
dc.date.issued2003-10-22T06:04:57Z
dc.identifier.urihttp://hdl.handle.net/11718/9896
dc.descriptionAsian Case Research Journal, Vol. 7, No. 2, (2003), pp. 219-268en
dc.description.abstractDP Mehta, the Managing Director (MD) of Mangalore Chemicals and Fertilizers Limited (MCFL) gleaned over the half-yearly financial results for the year 2001–2002. He was pleased that MCFL, which was referred to the Board of Industrial and Financial Reconstruction (BIFR) in 1994, had been successfully piloted towards financial and operational recovery. However, he was concerned about the future of MCFL.
dc.language.isoenen
dc.subjectChemicalsen
dc.subjectFertilizeren
dc.subjectMangalore Chemicals and Fertilizers Limiteden
dc.titleMangalore chemicals and fertilizers limited: strategic renewalen
dc.typeArticleen
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