| 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 |
