India’s largest car manufacturer Maruti Suzuki India Limited is contemplating on establishing an integrated servicing cum warehousing hub at Panagarh in the East Indian state of West Bengal with an envisaged investment of Rs 100 crore. Maruti Suzuki is at present scouting for a 60 acre land at Panagarh region for this purpose and when the hub comes up‚ it will have a capacity to accommodate an estimated 15‚000 cars. According to a senior official of the company‚ the purpose of setting up such a hub
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consumer preference shifing from scooters to bikes. Bajaj had no presence in bikes and had to forge an alliance with Japanese major Kawasaki to get a jumpstart in the motorcycle business in 1986. That was not good enough to fight the new rivals - the Munjals with the Hero Honda joint venture. As a result of the Kawasaki partnerships‚ Bajaj succeeded where LML and Kinetic had failed. That success called for a crucial makeover time for the Bajaj management. The next generation Rajiv Bajaj and Sanjiv
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Sergio Toro Story of Success One day Jack an immigrant from the country of Colombia decided to go the park for a walk‚ when he found somebody who spoke his native language. They clicked right away and spoke for hours about their past and how they ended up in another country. Saumet told Jack his ultimate goal was to become rich and famous and‚ was willing to do anything to get there. But Jack told him it was almost impossible because he barely spoke English and it was not easy to get rich during
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Strategic Alliances; Choose Your Partners Keith D. Brouthers‚ Lance Eliot Brouthers and Timothy J. Wilkinson Strategic alliances are known to be risky. Potential partners may be a lot better (or worse) than the company at the strategic alliance ’game ’. Unless there is a real resources shortage‚ be it skills‚ technology‚ finance‚ strategic alliances should be avoided. If shortages exist then the company should look for complementary skills‚ cooperative cultures‚ compatible goals and commensurate
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Strategic Alliance between Nokia and Microsoft Business Administration knowledge assists the implementation of the strategic alliance between Nokia and Microsoft from several aspects. To begin with‚ decisions about leadership are one of the most disturbing problems in the strategic alliance; interim leaders are appropriate solutions to the issue (Werther‚ 1998). Interim leaders are those haired from a third party‚ not belonging to the alliance partners. Compared to selecting a leader from one
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KNOWLEDGE TRANSFER METHODS IN STRATEGIC ALLIANCES Knowledge Transfer Methods in Strategic Alliances Achieving sustainable competitive advantage through knowledge transfer‚ culture‚ and trust in foreign parent and international joint venture (IJV) partnerships International Business Research KNOWLEDGE TRANSFER METHODS IN STRATEGIC ALLIANCES 2 Abstract: Trust‚ cultural and relational embeddedness‚ along with control synergies‚ comprise relational capital‚ representing an area of considerable
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Customer Relationship Management at Maruti Suzuki Submitted on 20-Feb-2012 Group#08 (Section B) Basu Agarwal Bikram Satapathy Saloni Goel Shruti Mishra Srinivas Dhenuvukonda Great Lakes Institute of Management‚ Chennai (FT12416) (FT12417) (FT12455) (FT12462) (FT12467) 1 Index Page 1.0 Introduction 3 2.0 Various Technologies at Maruti Suzuki 4 Level of CRM 3.0 5 3.1 Data base 5 3.2. Direct marketing-Data analysis 6 3.3 Cross-selling
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Cynthia E. Garza MGMT 4317 Mr. E. Adames‚ MPA October 21‚ 2014 Explain the advantages of Strategic Alliances and Joint Ventures A strategic alliance is a cooperative relationship among two or more firms to pursue a specific endeavor or set of objectives while remaining separate entities. These alliances may be either formal or informal which may involve a written contract. A joint venture is cooperative endeavor entered into by two or more business entities contributing equal equity to form
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AICTE Plot No. 7‚ Phase-II‚ Institutional Area‚ Behind the Grand Hotel‚ Vasant Kunj‚ New Delhi – 110070 Tel.: 2612409090 / 91; Fax: 26124092 E-mail: administration@srisim.org; Website: www.srisim.org DEVELOPMENT DAY PROJECT REPORT STRATEGIC ALLIANCE IN INDIAN PHARMACEUTICAL INDUSTRY Submitted by: | Name: Jagriti Singh (20090123) Amardeep Tomar(20090106) Shilpa Jaiswal(20090155) Anil Chauhan(20090108) | Batch: | 2009 – 2011. | MANAGING THROUGH
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The 2009 Chrysler-Fiat Strategic Alliance Christopher McCarthy 3/11/13 Table of Contents Introduction.............................................................................................................................3 Summary of the Strategic Alliance................................................................................ .........4 Positives/Negatives........................................................
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