| dc.contributor.author | Ramnarayan, S. | |
| dc.date.accessioned | 2010-09-30T07:01:52Z | |
| dc.date.available | 2010-09-30T07:01:52Z | |
| dc.date.copyright | 1992 | |
| dc.date.issued | 1992-09-30T07:01:52Z | |
| dc.identifier.uri | http://hdl.handle.net/11718/9204 | |
| dc.description | Vikalpa, Vol. 17, No. 2, (April-June, 1992) | en |
| dc.description.abstract | The 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.iso | en | en |
| dc.subject | Carpet Manufacturing | en |
| dc.title | Carpets international Malaysia berhad | en |
| dc.type | Article | en |
