| Maruti Suzuki India Limited: Leveraging the Changed Economy (Simplified Chinese Version) |
| 作者姓名：Prateeksha Parihar; Jagrook Dawra; Vinita Sahay; |
| 商品類型：Case (Field) | 商品編號：9B17AC059 |
| 出版日期：2018/10/02 | 內容長度：18 頁 |
Although Maruti Suzuki India Limited (MSIL) was the leader in passenger vehicle sales in India in May 2015, it was having difficulties breaking into the high-end car segment. There were multiple strategies that MSIL could have used to deal with this problem, such as; changing its brand image from small automaker to high-end automaker; staying in the small car market; penetrating the market further by introducing new models and their variants in the .....more
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| Maruti Suzuki India Limited: Leveraging the Changed Economy |
| 作者姓名：Prateeksha Parihar; Jagrook Dawra; Vinita Sahay; |
| 商品類型：Case (Field) | 商品編號：9B17A059 |
| 出版日期：2017/11/10 | 內容長度：18 頁 |
Although Maruti Suzuki India Limited (MSIL) was the leader in passenger vehicle sales in India in May 2015, it was having difficulties breaking into the high-end car segment. There were multiple strategies that MSIL could have used to deal with this problem, such as; changing its brand image from small automaker to high-end automaker; staying in the small car market; penetrating the market further by introducing new models and their variants in the .....more
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| Maruti Suzuki India Limited: Leveraging the Changed Economy - Teaching Note |
| 作者姓名：Prateeksha Parihar; Jagrook Dawra; Vinita Sahay |
| 商品類型： | 商品編號：8B17A059 |
| 出版日期：2017/10/11 | 內容長度：13 頁 |
Teaching note for product 9B17A059.
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| GACL: Balancing Employee Satisfaction and Productivity - Teaching Note |
| 作者姓名：Kanupriya Katyal; Jagrook Dawra; |
| | 商品編號：8B17C007 |
| 出版日期：2017/03/01 | 內容長度：10 頁 |
Teaching note for product 9B17C007.
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| GACL: Balancing Employee Satisfaction and Productivity |
| 作者姓名：Kanupriya Katyal; Jagrook Dawra; |
| 商品類型：Case (Field) | 商品編號：9B17C007 |
| 出版日期：2017/03/01 | 內容長度：13 頁 |
Gujarat Automotive Corporation Limited (GACL) was an Indian manufacturing company that made bus bodies. The firm was a subsidiary of Tata Motors Limited, from which it received most of its orders. Under the leadership of its latest managing director, GACL had emerged from tumultuous times, and became profitable again by focusing on productivity and cost-cutting measures. However, the company’s board felt that these improvements came at the cost of .....more
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