Please use this identifier to cite or link to this item: http://cdr.uum.edu.my/jspui/handle/123456789/147
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dc.contributor.authorMat Zin, Rosliza-
dc.contributor.authorOthman, Siti Norezam-
dc.contributor.authorMd Salleh, Salniza-
dc.date.accessioned2021-12-28T03:53:16Z-
dc.date.available2021-12-28T03:53:16Z-
dc.date.issued2011-
dc.identifier.urihttp://cdr.uum.edu.my/jspui/handle/123456789/147-
dc.description.abstractThe case starts with the immediate pressure made by the founder, Puan Noraini on the management team, leads by her son Dr Helmi, the CEO as they need to decide the appropriate strategic choices in achieving the revenue growth strategy. Given strong competition in the food industry which is conquered by large companies, such as Hwa Thong, Julie’s, Danone, Noraini’s had been struggling in maintaining their profitability. To boost their local sales and to penetrate the international market, Noraini’s had invested nearly RM1million to buy an automatic machine and also had move in into a new building in 2008. Noraini’s Cookies has only managed to grow between 20-30% annually and is determined to grow their revenue by 50% before the end of 2011.en_US
dc.subjectfinancial managementen_US
dc.subjectaccountingen_US
dc.subjectbusiness studiesen_US
dc.subjectStrategic managementen_US
dc.subjectmanagement accountingen_US
dc.subjectproduction planningen_US
dc.subjectManagement control issuesen_US
dc.titleNoraini's Cookies: Strategezing for Growth and Sustainabilityen_US
dc.typeCase Studyen_US
dc.epay.urlhttp://epay.uum.edu.my/go.php?billcode=CDRCASE&productid=TC007-1-
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