Thematische Bibliographien / MARUTI SUZUKI

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Auswahl der wissenschaftlichen Literatur zum Thema „MARUTI SUZUKI“

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Veröffentlicht am 26. Oktober 2023

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Zeitschriftenartikel zum Thema "MARUTI SUZUKI"

Siddiqui, S. Y. „Organizational Change-Maruti Suzuki“. NHRD Network Journal 1, Nr. 5_Special_Issue (November 2007): 117–21. http://dx.doi.org/10.1177/0974173920070525s.

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Kumar, Santosh, und Arunaditya Sahay. „Maruti Suzuki India Limited: toward cleaner mobility“. Emerald Emerging Markets Case Studies 12, Nr. 2 (28.07.2022): 1–36. http://dx.doi.org/10.1108/eemcs-01-2022-0015.

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Learning outcomes The case study “Maruti Suzuki – toward cleaner mobility” has been written keeping in view the requirements in the field of strategic management. The key learning objectives are as follows:• Analysis of business environment.• Product development strategy – creating market segment to gain competitive advantage by leveraging available organizational capabilities.• Strategic decision-making – understanding strategic decision-making process in a complex and highly competitive business scenario. Case overview/synopsis Maruti Suzuki, a leader in Indian automotive market with around 50% market share in passenger cars, was likely to face intense competition because of disruption by electric vehicles. As electric vehicles adoption was increasing globally in developed countries, automotive companies shaped their strategy accordingly to stay relevant. Maruti Suzuki was yet to be ready with electric vehicles and approached this space differently than other competitors. However, with Indian Government pushing toward cleaner mobility, it was yet to be seen how the company would manage to comply with legislations and compete effectively in marketplace. Indian Auto major, Maruti Suzuki, was on the edge to decide future strategy on electric vehicles to sustain its leadership position. The Indian automotive sector was going through the transformation where auto original equipment manufacturers were bringing electric vehicles and supporting policies from government likely to accelerate its adoption. Maruti Suzuki was striving to counter the competition with available resources to create competitive advantage in changing environment and continue to remain profitable with leadership position in Indian automotive market. The company had successfully maintained its leading position over three decades and transformed the automotive space with its strategies ahead of the curve. Now the company was standing at crossroads with regard to future technology on cleaner mobility. Mr Bhargava had to decide whether to throw the hat in EV ring or wait for other alternate technology disruption. Complexity academic level Management studies and executive development programs. Supplementary materials Teaching notes are available for educators only. Subject code CSS 11: Strategy

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Kumar, Vinod, und Vivek Gautam. „Maruti Suzuki India Limited: the Celerio“. Emerald Emerging Markets Case Studies 5, Nr. 1 (03.03.2015): 1–13. http://dx.doi.org/10.1108/eemcs-03-2014-0058.

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Subject area Marketing, new product launch and innovations. Study level/applicability Postgraduate students. Case overview Maruti Suzuki India Ltd. (MSIL), established in February 1981, formerly known as MarutiUdyog Limited, is a subsidiary of Japanese automobile Manufacturer Suzuki. It has a market share of 37 per cent in passenger car segment in India. Its product portfolio ranges from entry-level Alto to hatchbacks like A-Star, Zen Estilo, etc. to sedans like SX 4 to sports utility vehicles like Grand Vitara. MSIL is always known for delivering value on these lines – low cost of acquisition, high fuel economy, less maintenance hassles and wide service network. MSIL is planning to launch its much awaited hatchback Celerio with revolutionary auto gear shift technology for the first time in India at an affordable price. Promotional campaign is yet to be completed. Online trends reflect the consumer trends of any country. During the Auto Expo Week, Maruti Suzuki Celerio became the most searched hatchback on Google in the subcontinent according to a report published by the Indian Express citing the Google Trends Report. One of the key success factor is communicating the right message to the customers so as to attract them. So, MSIL's challenge is to plan a product launch so as to spread awareness. Expected learning outcomes To discuss the ways in which the product may be differentiated, to acquaint students with the process of developing a slogan for the introduction of Celerio to the existing market, to explain the concept of segmentation to the students, to familiarize students with communication mix and to give the students an idea about need of digital communication to promote the product. Supplementary materials Teaching Notes are available for educators only. Please contact your library to gain login details or email support@emeraldinsight.com to request teaching notes.

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Satia, J. K., und P. S. Thomas. „Maruti Udyog Limited“. Vikalpa: The Journal for Decision Makers 14, Nr. 3 (Juli 1989): 57–68. http://dx.doi.org/10.1177/0256090919890307.

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Maruti Udyog Ltd. (MUL) was set up in 1980 by the government to produce automobiles. By collaborating with Suzuki Motor Company in 1982, it was hoped that the famed Japanese style of management would catalyze the small and backward car industry and some of the others to which it was linked. Maruti got off to an excellent start by public sector standards. However, by 1985, fiscal, balance of payments, and technology transfer problems began to surface. With current order books winding down by 1990, questions arise as to MUL's mission, its product-market strategies, its pricing policy, and the value of Japanese participation. Questions also arise regarding the coherence, long term stability, and developmental aims of government's policy towards the automobile industry.

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Ramanuj, Jaydeep, und Salina Memon. „LIQUIDITY AND PROFITABILITY ANALYSIS OF THE SELECTED AUTOMOBILE COMPANIES OF INDIA“. VIDYA - A JOURNAL OF GUJARAT UNIVERSITY 2, Nr. 2 (28.09.2023): 209–14. http://dx.doi.org/10.47413/vidya.v2i2.256.

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Liquidity and profitability ratios are very vital indicators of the company’s performance for the short- and long-term view. Continuing profit help for the future growth of the company and liquidity proves the smooth running of the business on a short-term basis. In this study selected Automobile companies of India are used for the analysis. The purpose of the study is to find out the liquidity and profitability performance of companies. And to check relationship between liquidity and profitability of selected companies. For the purpose of the study three companies are selected from the Automobile sector which are Maruti Suzuki India Ltd., Tata Motors and Mahindra and Mahindra Ltd. The data is collected from annual report of selected companies. The study period is for 10 years. From 2013-14 to 2022-23. For the analysis two statistical techniques arithmetic mean and regression analysis are used. From the analysis it has been observed that in liquidity ratio, Mahindra and Mahindra Ltd. Performed better than Maruti Suzuki India Ltd and Tata Motors Ltd. while in profitability ratio Maruti Suzuki India Ltd. Performed better than Mahindra and Mahindra Ltd and Tata Motors Ltd. The study concludes that there is no statistically significant relationship between the liquidity ratio and profitability ratio.

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Paulose, Daly Meppurath. „Maruti Suzuki: reinventing for the big league“. International Journal of Teaching and Case Studies 8, Nr. 4 (2017): 303. http://dx.doi.org/10.1504/ijtcs.2017.088934.

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Paulose, Daly Meppurath. „Maruti Suzuki: reinventing for the big league“. International Journal of Teaching and Case Studies 8, Nr. 4 (2017): 303. http://dx.doi.org/10.1504/ijtcs.2017.10009875.

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Rath, Badal B. „Maruti Ertiga launch in India by new category creation“. Emerald Emerging Markets Case Studies 3, Nr. 6 (14.11.2013): 1–8. http://dx.doi.org/10.1108/eemcs-08-2012-0147.

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Subject area Marketing. Sub subjects: customer segmentation, targeting, positioning and new product launch strategies. Study level/applicability This case can be taught at degree and master level management programmes including distance education mode in business schools having marketing management as one of the subjects. Case overview Maruti Suzuki a leading global Japanese car manufacturer recently launched a new multi utility passenger car with the brand name Ertiga. Ertiga was launched by Maruti Suzuki as life utility vehicle (LUV) using lifestyle categorization instead of using car categorization to position Ertiga using LUV theme. This new category created called LUV is in car categorization between high end hatchbacks and multi utility vehicles/sedans. This case highlights how Maruti Suzuki through effective market research was able to identify a new category and also create and offer a car to the Indian market. This case covers some of the innovative promotional strategies like in film promotions and brand placements which was used to promote Ertiga in India. Expected learning outcomes The case is designed to enable students to understand the concept of segmentation, targeting, and positioning about the various products launch strategies companies adopt in the emerging markets. Also this case covers the marketing mix concepts and how it was adopted during the Ertiga launch in India. Supplementary materials Teaching notes are available for educators only. Please contact your library to gain login details or email: support@emeraldinsight.com to request teaching notes.

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Rathod, Kishankumar M., und Abhishek D. Pandya. „An Analytical Study of Liquidity and Assets Management Ratio of Selected Automobile Company in India“. Journal of Social Commerce 1, Nr. 1 (26.01.2022): 13–20. http://dx.doi.org/10.56209/jommerce.v1i1.5.

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The primary objective of this research is to assess the liquidity and asset management positions of selected vehicle manufacturers and to give recommendations for improving their liquidity and asset management positions. The current research spans five years, from 2015-2016 to 2019-2020. Three organizations were chosen for this research, and five ratios were calculated: the current ratio, the liquidity ratio, the working capital turnover ratio, the total asset turnover ratio, and the fixed asset turnover ratio. ANOVA was employed to test the hypothesis. The research's principal results reveal that there is no statistically significant variation in the different asset management and liquidity ratios of chosen vehicle businesses during the study period. According to data interpretation, the comparison of all the selected three automobile industry's ratios indicates that Maruti Suzuki Ltd. is in a better position than the other selected automobile companies, as its average of the selected ratios is 12.85, which is higher than the other selected automobile companies. Thus, Maruti Suzuki Ltd. outperforms the other automotive manufacturers.

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Dissertationen zum Thema "MARUTI SUZUKI"

SEHRAWAT, SHIVANGI. „ANALYSING CONSUMER BEHAVIOUR IN INDIAN HATCHBACK MARKET“. Thesis, DELHI TECHNOLOGICAL UNIVERSITY, 2021. http://dspace.dtu.ac.in:8080/jspui/handle/repository/18341.

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Maruti Suzuki India Limited, formerly known as Maruti Udyog Limited, India’s largest passenger car company is a subsidiary of the Japanese automotive manufacturer Suzuki accounting for over 50% of the domestic car market. The company was formed as a government company in 1981 and was sold to Suzuki Motor Corporation in 2003. Consumer behaviour, on the other hand is the study of when, why, how, and where people do or do not buy a product. It typically blends elements from psychology, sociology, social anthropology and economics. It basically attempts to analyse the trends behind the buyer decision making process, both individually and in groups. Customer behaviour study is based on consumer buying behaviour including the demographics and behavioural variables, with the customer playing the three distinct roles of user, payer and buyer. The main purpose of this study is to analyse and understand the consumer behaviour in the Indian Hatchback Automobile Industry majorly dominated by Maruti Suzuki India ltd., with a neck-to-neck competition between Maruti Suzuki WagonR and Maruti Suzuki Swift. The methodology used for completion of this project is basically using the secondary that is the data is available in the public domain like from the reports, articles, newspaper and the data that was made available by the company itself. Also, apart from this, primary data was collected using a questionnaire to know why Maruti Suzuki is the dominant player in the Indian Automobile Industry and to analyse the trends and patterns for buying Maruti Suzuki hatchback cars. The strategy utilized for fulfilment of this task is fundamentally utilizing the auxiliary that is the information is accessible in the public space like from the reports, articles, paper and the information that was made accessible by the actual organization. Likewise separated from this essential information was additionally gathered utilizing a Google structure so as to better understand the consumer’s perspective in the Indian Hatchback Market and to back up the research.

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Nicolau, Reis David Emanuel. „A PROBLEMÁTICA DOS PREÇOS DE TRANSFERÊNCIA NOS INTANGÍVEIS – ESTUDO DO CASO MARUTI SUZUKI INDIA LTD“. Master's thesis, 2015. http://hdl.handle.net/10400.26/11111.

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As transações de ativos intangíveis de complexa avaliação e que beneficiam de “patent box regimes”, integram desde 2013 uma das mais importantes ações de combate à evasão fiscal por parte da OCDE. Este crescendo e a sua indispensabilidade nas cadeias de valor das multinacionais, justificam a elaboração desta dissertação. A dissertação subordinada ao tema “A problemática dos preços de transferência nos intangíveis – estudo do caso Maruti Suzuki India Ltd.” analisa os intangíveis comerciais e de marketing nos preços de transferência, e coloca a seguinte questão de investigação: “É arbitrário segregar-se o valor do royalty contratualmente estabelecido entre duas entidades relacionadas entre a parte correspondente ao royalty comercial e a parte correspondente ao royalty de marketing?” A metodologia de investigação consistiu no estudo de caso desenvolvido à luz das orientações da OCDE sobre os preços de transferência. A investigação do caso MSIL permite constatar que é arbitrário a segregação do valor do royalty pago, quando essa divisão não apresenta relevância nem legitimidade, pois a intenção primária é a transferência de tecnologia (know-how) e não o uso da trademark. Caso se efetue a segregação, estabelece-se artificialmente termos e condições não previamente contratualizados, contrariando-se os princípios dos preços de transferência.

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Bücher zum Thema "MARUTI SUZUKI"

Venkataramani, Raja. Japan enters Indian industry: The Maruti-Suzuki joint venture. New Delhi: Radiant Publishers, 1990.

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Venkataramani, Raja. Japan enters Indian industry: The Maruti-Suzuki joint venture. London: Sangam, 1990.

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Limited, Maruti Udyog, Hrsg. The Golden Quadrilateral: India's first modern highway network : explored with Maruti Suzuki. Mumbai: Rupani Media, 2016.

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Venkataramani, Raja. Japan Enters Indian Industry: The Maruti-Suzuki Joint Venture. Stosius Inc/Advent Books Division, 1989.

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Majumdar, Sumit K. Organization Type and Productive Efficiency. Oxford University Press, 2018. http://dx.doi.org/10.1093/oso/9780199641994.003.0008.

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The chapter highlights the structure of India’s industry and the performance of its constitutive components. The Molecular sector has employed a third of all people in industry. The Private sector has always been dominant in output and employment. The State sector has never commanded the heights. After liberalization, the boundaries of the State sector reduced. The shrinkage of the State sector has been achieved without privatization. Molecular sector efficiency had been highest before liberalization, but has declined over time. The Private sector’s high efficiency score after liberalization has come at the cost of wasting substantial capital. The State sector has had a spectacular post-liberalization efficiency catch-up. Once grossly inefficient, the State sector recorded the best comparative performance, helped by efficiency enhancements, among the three organization types driving India’s capitalism experiments. Finally, ownership does not matter but organizational processes do, as the case of Maruti Suzuki shows.

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Parab, Varsha, Ramesh Mahadik und Diksha Tripathi. Indian Business Case Studies Volume VII. Oxford University PressOxford, 2022. http://dx.doi.org/10.1093/oso/9780192869432.001.0001.

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Abstract Volume VII of Indian Business Case Studies book is divided into three interesting sections, which is designed to give greater exposure to the reader in the field of human resource, finance, strategic management, operations, etc. This volume comprises case studies of repute industries like Tata Group, Maruti Suzuki Ltd., Nestle, Nokia, and many others. The Case Volume includes business case studies designed and developed based on current business and economic scenarios in India, both based on published data and field search live case Studies. These case studies enable effective adoption of Case Methodology of teaching for UG and PG Studies in Business Management as also best suited for management development programs in Business and Industry. These case studies offer the best of opportunities and tools to be used in offline and online Teaching and Learning methodology especially help developing analytical skills and problem resolution techniques in the students of business management studies and young and aspiring business executives globally. The cases included in this volume are designed by the authors keeping in mind the requirements of the users and are relevant for current and future industry requirements. It does justice in the field of different specializations and explores multi-dimensional views of users, a perfect volume for users from education and industry. The basic premise of the cases will help the user to develop strong critical thinking abilities and will expedite their learning.

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Majumdar, Sumit K. Lost Glory. Oxford University Press, 2018. http://dx.doi.org/10.1093/oso/9780199641994.001.0001.

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Lost Glory: India’s Capitalism Story describes India’s industrialization experiences. Questions about long-term industry and productivity evolution, and their impact on economic growth, lie at the heart of discourses of capitalism. The book is based on detailed empirical analyses of India’s industrialization over a period of almost seven decades, and a case study of Maruti Suzuki, India’s largest automobile manufacturer. The deeply nuanced depiction of the historical political economy that has affected India’s industrialization is a unique feature. This history will enlighten everyone interested in India. The presentation takes readers on a definitive evidence-based survey of India’s industrial landscape. It includes a detailed historical description of the intellectual origins of India’s modern industrialization, anchored in a privileged view of economic policymaking. Grounded in historical and political analyses, the facts derived on India’s long-term economic performance are used to set the record straight. It is unsparing in its assessments where the evidence warrants such conclusions. Its findings will transform debate, and set the agenda for thoughtfully assessing the future course of India’s prosperity. The author overturns the assumptions that India’s much-vaunted private sector firms only engender positive outcomes, finding State-sector firms to have become efficient, and the molecular sector to be as effective overall, while also challenging the notion that privatization is necessary for progress. Conversely, it is found that competition policy innovations to have had positive impact. Practical suggestions are provided and three fundamental reforms, one administrative, one structural, and one behavioral, necessary to regenerate high output, are advocated.

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Buchteile zum Thema "MARUTI SUZUKI"

Becker-Ritterspach, Florian A. A. „The Case of Maruti—Suzuki India“. In Hybridization of MNE Subsidiaries, 99–135. London: Palgrave Macmillan UK, 2009. http://dx.doi.org/10.1057/9780230233492_5.

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Pradhan, M. K., Jai Kumar Verma, Suyash Kumar Jain, Kunal, Himal Pariyar und Raja Das. „Comparative Aerodynamics Analysis of Maruti Suzuki Alto Models“. In Advances in Fluid Dynamics, 589–604. Singapore: Springer Singapore, 2020. http://dx.doi.org/10.1007/978-981-15-4308-1_46.

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Varghese, Lijo, und Pushpdant Jain. „Identification of Reliability for an Automobile Sub-system Maruti Suzuki Alto“. In Lecture Notes in Mechanical Engineering, 105–18. Singapore: Springer Nature Singapore, 2023. http://dx.doi.org/10.1007/978-981-99-2349-6_10.

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Becker-Ritterspach, Florian. „Maruti-Suzuki’s Trajectory: From a National Champion to a Japanese-owned Subsidiary“. In The Second Automobile Revolution, 404–18. London: Palgrave Macmillan UK, 2009. http://dx.doi.org/10.1057/9780230236912_21.

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Janaki P. und Mounaarthi K. „Impact of COVID-19 on Capital Structure Towards Maruti Suzuki India Limited“. In Advances in Finance, Accounting, and Economics, 224–37. IGI Global, 2022. http://dx.doi.org/10.4018/978-1-6684-5342-1.ch012.

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The purpose of the study is to analyse the change in capital structure of Maruti Suzuki India Limited during the time of COVID-19. The main objective of the study is to analyse the key determinants of capital structure of a company before and during pandemic period. In order to analyse the capital structure of Maruti Suzuki India Limited, the ratio analysis has been used. The ratio includes capital gearing ratio, leverage, debt equity ratio, total investment to long-term liabilities, ratio of fixed assets to funded debt, ratio of current liabilities to proprietors' funds, ratio of reserve to equity capital, and interest coverage ratio. The study covers the period of five years, and it is based on secondary data obtained from the published annual report of Maruti Suzuki India Limited. From the analysis, it shows that the overall capital structure of the company is satisfactory during the study period. However, the company performance in the pandemic period is good.

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Mathur, SB, Sudhakar Bokephode und DD Balsaraf. „‘Maruti’s—Lanka’“. In Indian Business Case Studies Volume VI, 13–24. Oxford University PressOxford, 2022. http://dx.doi.org/10.1093/oso/9780192869425.003.0002.

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Abstract Maruti Suzuki is a subsidiary company of Japanese automaker Suzuki Motor Corporation. It has a market share of 44.9% of the Indian passenger car market as of March 2011. In February 2012, the company sold its 10th million vehicle in India. It is India and Nepal’s leading automobile manufacturer and the market leader in the car segment, in terms of both volume of vehicles sold and revenue earned. Until recently, 18.28% of the company was owned by the Indian government, and 54.2% by Suzuki of Japan. The government of India held an initial public offering of 25% of the company in June 2003. As of 10 May 2007, the government of India sold its complete share to Indian financial institutions and no longer has any stake in Maruti Udyog.

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Parab, Varsha, Ramesh Mahadik und Diksha Tripathi. „The Agni Pariksha“. In Indian Business Case Studies Volume VII, 85–94. Oxford University PressOxford, 2022. http://dx.doi.org/10.1093/oso/9780192869432.003.0011.

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Abstract Maruti Suzuki company has faced violent and disturbing labour unions, which have ransacked the running company, damaging property, and intimidating senior management executives through violent activities including causing physical harm. The Case Study deals with detailing out what really caused the initial breakdown of IR relations and consequent dangerous development of violent strikes by labour unions and the resolutory steps taken by the management.

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Pachpande, Priti, und Sham Bachhav. „Maruti’s ‘Sanjeevani’“. In Indian Business Case Studies Volume IV, 9—C2.P20. Oxford University PressOxford, 2022. http://dx.doi.org/10.1093/oso/9780192869401.003.0002.

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Abstract Maruti Suzuki, a leader in car production in India, has often faced troubles with agitation of workers. It has two plants, one in Gurgaon and another in Manesar both located in Haryana. The protest by workers at Maruti Manesar plant turned violent on 18 July 2012. Some 300 workers entered the premises, used rods, tools, and anything which they could grab to attack supervisors and managers. They bet them mercilessly and put the premises on fire. About 100 employees were severely injured and one senior HR manager Mr Awanish Kumar Dev was literally crippled and charred to death. The attack by workers was the worst of its kind and that too it happened in a place which is barely 45 km from NCR region. The incident shocked the whole nation and it is difficult to understand that the agitation can turn so violent in this century where host of mechanisms are available to amicably solve the issues between management and workers.

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Colopy, Cheryl. „Belji of Dhulikhel“. In Dirty, Sacred Rivers. Oxford University Press, 2012. http://dx.doi.org/10.1093/oso/9780199845019.003.0016.

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I first heard of Bel Prasad Shrestha five years before I met him. An article in the Nepali Times lauded his efforts to establish a water system in the town of Dhulikhel while he was its mayor. I clipped it and set it aside. Fifteen miles from Kathmandu was a municipal utility that put Kathmandu’s to shame. I wanted to know more. Perhaps I saved Bel Prasad for last, expecting the visit to Dhulikhel to be a pleasant excursion—a hopeful encounter that would show me that the break down of urban management I saw every day in Kathmandu was not an inevitable part of development in Nepal. After all those discouraging discussions about Melamchi and about Kathmandu sewage and water supply problems, perhaps I was going to meet a Newar who had a gift for water like his ancient forebears. I went to Dhulikhel the day before May Day, 2010, when Nepal’s Maoists were planning to outdo their usual May Day celebrations with protests all over the city. They were massing their cadres in Kathmandu, ostensibly to pressure the prime minister of another party to resign. On a Friday morning I set out with my friend Ram, a Kathmandu taxi driver who was always available when I needed to venture out on a longer excursion. The shocks on his little white Maruti Suzuki were shot, as they were on most taxis in Kathmandu, but Ram was a good driver who knew all the roads and backroads. Aside from worries about being able to return to the city in the face of demonstrations and roadblocks—or perhaps the complete countrywide shutdown that the Maoists were threatening—Dhulikhel was a green and quiet escape, a fine place to wait out urban riots if any were to materialize. And I found a charming host in Bel Prasad, a unique and now elderly gentleman who had straddled the wide gulf between the rural Nepal of his childhood and the world he had seen in visits to Europe, America, and Japan.

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Taber, Douglass. „Preparation of Benzene Derivatives“. In Organic Synthesis. Oxford University Press, 2011. http://dx.doi.org/10.1093/oso/9780199764549.003.0063.

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Several new methods have been put forward for the functionalization of benzene derivatives. J. S. Yadav of the Indian Institute of Chemical Technology, Hyderabad has devised (Chem. Lett. 2008, 37, 652) a procedure for direct thiocyanation, converting 1 into 2. Sukbok Chang of KAIST has established (Chem. Commun. 2008, 3052) that both NH4Cl and aqueous NH3 could be used to directly aminate an aryl iodide such as 3. John F. Hartwig of the University of Illinois has developed (J. Am. Chem. Soc. 2008, 130, 7534) a protocol for the directed borylation of anilines such as 5 and of phenols, based on a transient silylation. Karsten Menzel of Merck West Point (Tetrahedron Lett. 2008, 49, 415) has observed selective exchange of tribromobenzene derivatives such as 7, with the direction of the selectivity being controlled by the fourth substituent on the benzene. Gary A. Molander of the University of Pennsylvania has extensively developed the stable, readily prepared trifluoroborates, exemplified by 10 (J. Org. Chem. 2008, 73, 2052) and 14 (Organic Lett. 2008, 10, 1795) as partners for Suzuki-Miyaura coupling. The conversion of 9 to 10 is complementary to aminocarbonylation, exemplified by the conversion of 12 to 13 reported (Tetrahedron Lett. 2008, 49, 2221) by Bhalchandra M. Bhanage of the Institute of Chemical Technology, University of Mumbai. The coupling of 9 with 14 is complementary to the long-known Heck coupling of an aryl halide such as 16 with an allylic alcohol, as illustrated by the preparation of 18 described (Tetrahedron Lett. 2008, 49, 3279) by Martin E. Maier of the Universität Tübingen. Professor Hartwig has also (Organic Lett. 2008, 10, 1545, 1549) optimized conditions for the Pd-catalyzed arylation of ester enolates such as 19. Gang Zhou of Schering-Plough, Kenilworth, NJ has developed (Organic Lett. 2008, 10, 2517) a related transformation, the arylation of deprotonated sulfonamides. Peter Somfai of the Royal Institute of Technology, Stockholm has established (Angew. Chem. Int. Ed. 2008, 47, 1907) a complementary procedure, base-mediated elimination of t -butoxide from 24, followed by 1,2-addition of an aryl or heteroaryl Grignard reagent.

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Konferenzberichte zum Thema "MARUTI SUZUKI"

Kumar, Ashit, Amarjeet Singh, Dinesh S Dhankhar und Felix Regin. „Aerodynamic Development of Maruti Suzuki Vitara Brezza using CFD Simulations“. In Symposium on International Automotive Technology 2017. 400 Commonwealth Drive, Warrendale, PA, United States: SAE International, 2017. http://dx.doi.org/10.4271/2017-26-0268.

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Sharma, Rashmi. „A Study of Social Media Monitoring in Maruti Suzuki India Ltd.“ In Annual International Conference on Human Resource Management and Professional Development for the Digital Age. Global Science & Technology Forum (GSTF), 2014. http://dx.doi.org/10.5176/2251-2349_hrmpd14.21.

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