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Page 40 of 47
3901. Mercedes Gamble in Crossover Vehicles cart
3902. De Beers : End of Monopoly? cart
3903. Digital Animation: India’s Competitive Advantage cart
3904. Bangalore: On the verge of being 'Bangalored' cart
3905. eBay’s Technology Management cart
3906. L’Oreal’s Business Strategy cart
3907. Matrix Laboratories – Road to Success cart
3908. Competitive Advantages of Japanese Automobile Manufacturers cart
3909. CIPLA: Generic Competence cart
3910. Taiwan as an R&D Hub cart
3911. The McDonald's Turnaround Story cart
3912. Home Depot's Strategy under Bob Nardelli cart
3913. Coca-Cola's Re-entry and Growth Strategies in China cart
3914. A Note on the US Airline Industry cart
3915. DHL's Business Strategy in China cart
3916. The Interbrew - Ambec Merger Story cart
3917. IBM: From Inventor to Innovator cart
3918. Problems at Delta Airlines cart
3919. Air Deccan: The First Low Cost Airline in India   cart
3920. The Acquisition Bid for UFJ Holdings cart
3921. State Bank of India: Competitive Strategies of a Market Leader cart
3922. Unilever's Strategies in China cart
3923. ONGC's Growth Strategy cart
3924. Gillette's Restructuring in India cart
3925. Ericsson in the New Millennium cart
3926. Ericsson in China cart
3927. Reviving Alitalia: Italy's Loss Making Airline cart
3928. Tata Consultancy Services Limited: The Pioneer in the Indian IT Industry cart
3929. The Air France - KLM Merger Story cart
3930. Telstra Corporation: Reorganizing Strategic Business Units cart
3931. Xerox Corp's Turnaround Strategy cart
3932. Small Industry Extension Training Institute cart
3933. Sony-Columbia Pictures: Lessons from a Cross Border Acquisition  cart
3934. Pepsico's 'Focus' Strategy cart
3935. The Exxon - Mobil Merger Controversy cart
3936. The Aventis-Sanofi Merger: Role of French Government? cart
3937. Charoen Pokphand: Thailand's Largest Agribusiness Conglomerate cart
3938. Genting Berhad: The Story of a Malaysian Conglomerate cart
3939. IBM's Turnaround and its New Business Model cart
3940. ISB: A Leading Business School in India cart
3941. The Turnaround of Indian Bank cart
3942. Sandy Weill and Citigroup cart
3943. Rupert Murdoch: The Media Mogul cart
3944. Revival of Matsushita cart
3945. Dr. V of Aravind Eye Hospital: A 'Level 5' Leader cart
3946. Dangdang.com: The Amazon.com of China cart
3947. Boeing under Phil Condit cart
3948. AAJ TAK's News Channel's Success Story cart
3949. Wal-Mart's Cost Leadership Strategy cart
3950. Restructuring Unilever: The 'Path To Growth' Strategy cart
3951. Toyota's Globalization Strategies cart
3952. Innovations at Harley Davidson cart
3953. Freeserve: The Pioneer in Free ISPs in Europe  cart
3954. Reengineering & Restructuring at Canon cart
3955. WebVan: A Disaster on the Web cart
3956. Omnicom: The World's Largest Advertising Conglomerate cart
3957. National Dairy Development Board: A Successful Indian Dairy Co-operative Movement cart
3958. Organizational Transformation at Hughes Electronics Corporation cart
3959. Germany's Henkel in the Indian FMCG Industry cart
3960. GE & Honeywell: A Failed Merger cart
3961. The Concorde Saga cart
3962. Cisco's Acquisition Strategy cart
3963. Wal-Mart's German Misadventure cart
3964. Motorola in China cart
3965. Samsung Electronics in 2004 cart
3966. Microsoft in 2004: Grappling with New Challenges  cart
3967. The New IBM in 2004 cart
3968. Sun Microsystems in the Twilight Zone cart
3969. Procter & Gamble in 2004: Managing Product Innovation cart
3970. Motorola in 2004: Zander's Challenge cart
3971. News Corp in 2004: The DirecTV Acquisition and Beyond cart
3972. PSA Peugeot Citroen SA: Integrating Risk into Corporate Strategy cart
3973. Adidas-Salomon: Incorporating Risk into Corporate Strategy cart
3974. Agilent Technologies: Incorporating Risk into Corporate Strategy cart
3975. AMD Taking on Intel cart
3976. Waste Management Inc. cart
3977. The Hindu: 125 Years in the Media Industry cart
3978. From Philip Morris to Altria cart
3979. Microsoft's Xbox: Taking on Sony Playstation cart
3980. American Express: Integrating Risk into Corporate Strategy cart
3981. Business Model Innovation at Dell cart
3982. Standard Chartered: Integrating Risk into Corporate Strategy cart
3983. Business School Surveys in India-2003 cart
3984. Bank of Scotia: Integrating Risk into Corporate Strategy cart
3985. Southwest Airlines in 2003 cart
3986. Toyota Motor Corporation in 2003 cart
3987. Apple Computer in 2004: Gearing up for Online Music cart
3988. Reuters in 2004: Fast Forward and Beyond cart
3989. KKR in 2004: Looking for the Second Act  cart
3990. Intel in 2004: Looking for Growth Strategies cart
3991. Business Model Innovation at Housing Development Finance Corporation cart
3992. Titan cart
3993. Infosys Technologies: Building a World Class Organization cart
3994. Wipro: Value Driven Leadership cart
3995. Unilever India in 2004 - In Search of a Growth Strategy  cart
3996. Nokia in 2004: Losing the Grip cart
3997. Nokia: Integrating Risk into Corporate Strategy cart
3998. Nokia: From N-Gage to QD cart
3999. The 3G Mobile Phone Industry in 2004 cart
4000. Tata Motors in 2004: Going Global cart

 

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