When India opened up in the 1990s, it had to become less jumbled and to shape up, says AdiGodrej, the chairman.
当印度在20世纪90年代经济对外开放的时候,高德瑞治必须减少混乱的营运方式并进行改进,就像安迪?高德瑞治主席所说:
We put our thinking caps on.
我们戴上了思想者的帽子。
After a false start experimenting with joint ventures with foreign firms, the group hassettled on having clearly defined divisions,typically fully controlled.
继一次与外国公司错误的合资计划,该集团已经在有分歧的部分达成了一致,是典型的完全控制。
Together they have sales of $3.3 billion, with the largest being Godrej Consumer Products, asort of mini-Unilever that cranks out soap, detergent, hair products and weapons for wagingwar on creepy-crawlies.
将最大的高德瑞治消费产品,例如大量制造的肥皂、洗衣服、护发产品以及杀虫剂这种类似小型联合利华的产品,总共算下来公司有33亿美元的市值。这一部分已经在海外进行了短暂的尝试。
This unit has led the foray overseas, with deals in Nigeria, Indonesia, Argentina, Britain andSouth Africa since late 2005.
从2005年末算起,该公司就与尼日利亚、印度尼西亚、阿根廷、英国及南非有贸易往来。
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