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.
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