...Silvio Napoli at Schindler India WHAT IS A KEY ISSUE IN THIS CASE? Silvio Napoli, a Harvard MBA graduate was hired by Schindler Elevator Company where he introduced a business plan that supports the company's goal to grow its international market share by acquiring a fully owned subsidiary in India. The primary goals were to achieve 50 orders in the first year, then break even after 4 years of operations. It was also planned that 20 percent off the market share will be gained one the inside of 5 years. Because Napoli had constructed the plan, and he has had success in the past with his award winning Swatch strategy in a rising market that had growth prospects. It was the mindset among his bosses that he would be the best candidate for the job. The two key elements of his business plan strategy are as follows: 1.) The introduction of a line of standardized and non-customizable S001 & S00 3 elevators. 2.) The local supply of materials and companies. It had been 8 months since Napoli took up office and there hasn't been a single sale. Things had gone wrong. The strategic implementation of the business plan was not as easy as anticipated and the lack of infrastructure and support from the European plants is causing the implementation the much harder. HOW SHOULD HE DEAL WITH THE CHALLENGES HE IS FACING OVER TRANSFER PRICES AND LIMITED TECHNICAL COOPERATION FROM THE EUROPEAN PLANTS? The transfer pricing and the lack of technical cooperation from the European...
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...SILVIO NAPOLI AT SCHINDLER INDIA (A) Schindler was established in 1874 in Switzerland by Robert Schindler. In 1889, the elevators has been started to manufacture by company. Then, Alfred N. Schindler, fourth generation the family, transformed the firm from manufacturing Company to customer-oriented service company. Schindler is the leader in supplying escalators and second largest Swiss based company which supplies elevator. CEO, Alfred Schindler decided to enter the India market since it is a growing market. Therefore, Silvio Napoli, who is a graduate of Harvard MBA and head of the corporate planning of the company, charged for developing a strategic plan in India. Since 1996, Schindler has not direct operations in India except distribution agreement with ECE. After terminating it, they had a technical collaboration with Bharat Bijlee LTD. (BBL).Then, the negotiations between BBL and Schindler resulted badly and that agreement was terminated as well. Afterwards, in order to understand the India market, they agreed with Boston Consulting Group. They narrowed 34 potential partners to 8 and it was understood that the candidates were not appropriate for the partnership. Thus, decisions changed to start a wholly owned company in India. Silvio Napoli was a young man with a family. These properties made Alfred Schindler’s mind to choose Napoli as a GM for Indian company. He thought that only a young person can adapt himself to a different culture and he relies on him for making strategic...
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...* the alternatives are relevant and the scoring model brings out the best and probably the “safest “ option. Still, according to your scoring model, there is no difference between Alternative one and three, even though they are completely different (they both achieve the same score) * Why do the possibilities for future growth decrease when building an in-house production plant? * You do not really take into consideration that maybe the biggest problem is actually Silvio Napoli himself. Even if he was the one preparing the entry strategy plan, it is still possible that he is not the best one at implementing it. After all, the first thing that he encountered was a high demand for customized products, which was not really expected. * I think part of the problem consists of a leadership malpractice, which is not really surprising considering the changes in cultural environment that Napoli has to face. * Human resources: Napoli was the one hiring the staff, but eventually he turned out to also be the one complaining. Maybe he did not hire the appropriate people from the beginning, which could be one of the main factors that lead to not selling any elevator during the first eight months. * You mentioned cultural training for Napoli, which is probably crucial for performing this job * Very good and comprehensive appendices - they really help going easily thorough the whole report Comments to group 3 (?!) Report level: * First of all, the report looks...
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...1. Was Silvio the right choice for general manager of Schindler's India operations? Silvio Napoli is the right candidate for the job of general manager of Schindler’s India operations. Mr. Napoli is a bright MBA scholar of Harvard University Graduate School of Business Administration. He also earned a degree in Material Science Engineering, from the Federal Institute of Technology (EPFL), in which he ranked top 20% of his class. Not only does he have several degrees, but also a lot of experience behind him. Since 1989 until now, Mr. Napoli had many job positions that have qualified him to become the General Manager of Schindler in the South Asia operations. Plus who could be a better candidate for that position then Mr. Silvio Napoli; that the person who designed the business plan and knows how to put into action. Mr. Alfred N. Schindler was looking for a candidate that has more strengths than weakness’s. He was looking to fill that position of general manager for the South Asia region with a dynamic individual. Plus he needed someone in whom he can trust and could get the job accomplished. Mr. Schindler was searching for someone that was young, energetic and flexible and will be willing to move to India. He was also seeking for a person that was enthusiastic, aggressive, and courageous and knew about the elevator business. Those characteristics that Mr. Alfred N. Schindler was looking for Mr. Silvio Napoli has. He was 33 years old and full of energy, aggressive, risk taker...
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...Silvio Napoli at Schindler India Analysis Name University Course Introduction When a company embarks on an international endeavor they are faced with many obstacles and adversities. The corporation’s keys elements are challenged, management tested, strategies examined, and decisions questioned. The purpose of this paper is to analyze the Silvio Napoli at Schindler India case study. This analysis will address Silvio Napoli’s actions while establishing an Schindler subsidiary in India. It will discuss the strategy, organizational structure, staffing, and Silvio’s progress. Also, this analysis will examine Schindler VRA’s decision of Mr. Napoli as General Manager and provide future recommendations for Schindler. Lastly, the paper will discuss lessons that may be applied to BG Group’s international endeavors. Analysis Schindler’s Indian Strategy Alfred Schindler, Schindler’s Chairman, recognized the huge market potential in India and decided to embark on establishing an Schindler subsidiary. The VRA appointed Silvio Napoli as General Manager to lead this endeavor. Silvio desired to differentiate Schindler from its competitors. Silvio developed a strategy of a narrow product line to serve low and mid to high markets, S001 and S300P respectively. Also, to gain a price advantage, Mr. Napoli planned to outsource the logistics and manufacturing sectors, with the exception of the safety-related components. This strategic plan had many shortcomings. Schindler was the first...
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...thought out. We can see that from the case that Silvio knew he was not in a comfortable environment. The selection of experienced managers with a background in India was extremely needed. Another positive attribute was his desire to get buy-in, from the management team, to his business model from the start. Meanwhile, from a negative standpoint, Silvio should have either have relocated his family prior to starting to develop the company infrastructure or done more upfront work prior to relocating his family to India. Silvio spent weeks trying to setting up the company infrastructure as well as juggle the relocation of his family. As a result of the juggling, neither goal was executed well. Silvio needs to become more accepting of alterations to his business plan. Silvio was determined to follow his business plan even if the market revealed better alternatives. A good example of this business plan was the decision to strictly offer a standard product line with no customization. Customers were clear that the standard product line would not be acceptable for the first two orders that Schindler India received. I would advise Silvio to sit down with his management team and reevaluate their business plan. After the re-evaluation, Silvio needs to obtain the respect of the team. In Sweden, Silvio was given respect due to his position. In India Silvio would need to earn the respect of his management team. The "warrior" management style that Silvio was familiar to did more harm than good at...
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...Silvio Napoli At Schindler India Management Essay Published: 23, March 2015 Schindler, a Swiss elevator company, had decided to develop and grow its international market share by planting a fully owned subsidiary in India. Its primary goals were to achieve 50 orders in its first year and break even after four years of trading. It also planned to win 20% of the market share inside of 5 years. Silvio Napoli, had been carefully selected as he was the author of the business plan which had documented this take-off. The mindset was that Silvio could replicate his winning Swatch strategy in a rising market that had strong growth prospects. The two key elements of his business plan strategy was (a) the introduction of a line of standardised and non-customised S001 and S003 elevators and (b) the local supply of materials and components. It had been eight months since he took up office and there hadn't been a single sale. Things had gone pear - shaped frustrating Silvio as they had hindered his attainment of the targets set for him. Firstly, selling non-standard elevators in India was myopic where customised elevators were critical to new entrant strategies. Secondly, his strategic expansion highlighted cost reduction instead of focusing on product customisation. Thirdly, communication problems and lack of vital support beleaguered the new low-cost subsidiary from its parent company. Finally, it appears personnel were not "listening". Read more:...
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...Business School case study Silvio at Schindler India summarizes the issues and problems associated with the elevator company’s entry into a new market global. Schindler Holdings Ltd. is a Swiss-based manufacturer of escalators and elevators pursued new entry into the India market. Key members of the executive committee believed that there was a significant growth potential in the industry. The goal of the company was to develop standardized elevators at a lower cost than the existing customized market. They turned to Silvio Napoli, Vice-President; Schindler in Asia to lead the new market entry. To enter the market, Silvio and company had many factors to contend with; including but not limited to (1) the strategic approach and mode of entry; (2) organizational structure; (3) marketing, sourcing and logistics strategies; and (4) international and local staffing policies. Simultaneously, the company had to consider the best international strategic approach applicable to the specific market environment; government guidelines; product development including targeting and positioning; chain supply management including logistics efficiency; and possible human resources management issues including cultural navigation and other differences. The following critical issues will be discussed in this analysis; (1) identify and discuss two major issues and management problems that challenge Schindler’s cultural adaption for its operations in India; (2) was Silvio the right choice for general...
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...Silvio Case Analysis Introduction The Silvio case reads as a classic case of a manager born far earlier than he should have been. The facts that will be analyzed paint a picture of a smart but untested manager that was set out with a noose already around his neck and tightened with little room for escape. The lack of analysis of feasibility of his original plan and a proper risk assessment led to a very difficult situation. Silvio made some key mistakes on his approach to starting up a new business in a country that already had key leaders and a culture he did not understand. This report will analyze some of those mistakes so that a clear picture can be gleaned of what not to do during a start-up in a new market. Analysis From the list below, identify and briefly discuss what you consider to be the two major issues and management problems challenging Schindler’s cultural adaptation for its operations in India. * Strategy, mode of entry The largest of the issues faced is the strategy and mode of entry that Silvio proceeded with to enter an already established market. The Swatch model of low cost standardization works because it is a simple design in a watch. This was implemented by many different production managers in the 90’s with varying levels of success depending on what they were manufacturing. This deviation may work in some situations, but in this case it is a very poor choice. The market was already flooded with low cost versions of elevators and the...
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... “Global HRM,” Course Content. Assignment: Individual Paper #2. Case Analysis. (15%) Read: “Silvio Napoli at Schindler India.” You purchase the cases directly from Harvard Business Press. Copy and paste this link directly into your browser: http://cb.hbsp.harvard.edu/cb/access/11520415 Deliverable: Submit an analysis of the operational and managerial challenges Schindler faces in India. Your report should clearly demonstrate your ability to apply, integrate, and cite relevant theories, concepts, frameworks and ideas from course readings into your analysis. Additional research is not required or desired. Use the data and information provided by the case study, course readings and conferences discussion. Format: The report is to be 7-to-8 pages, double-spaced with 1-inch margins, 10-to-12 point type, and posted as rtf or Word document. Use APA format for references. The cover page, references, and appendixes are not part of the page count. The organization of the report is to include: Introduction: A brief, one-to-two paragraph introduction that succinctly states the issues or problems you will discuss in the report. Do not restate the facts presented in the case. Analysis: 1. From the list below, identify and briefly discuss what you consider to be the two major issues and management problems challenging Schindler’s cultural adaptation for its operations in India. • Strategy, mode of entry • Organizational structure • Marketing, sourcing strategies, logistics...
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...Sciences Source: wallpapers.pixxp.com Case Study Silvio Napoli at Schindler India Was Silvio the right choice? hochschule hof University of Applied Sciences Univ ersityof Applied Sciences PROS: He developed the business plan Int. Experience CONS: Age and family situation Personality and cultural background (France & USA) Experience with Swatch Project Lack of adaptation to foreign cultures No similar post before Well educated No sales and technical experience in the elevator business 2 Was Silvio the right choice? hochschule hof University of Applied Sciences Univ ersityof Applied Sciences Blindly sticking to his business plan Lack of soft skills Failed to convince the team of his plan Harsh leadership style not suitable in India Probably not the right person for this particular position as general manager 3 How to evaluate the Silvio`s first seven moths as general manager? hochschule hof University of Applied Sciences Univ ersityof Applied Sciences “The first step is always the hardest!” Teething problems in establishing the business Still in the “learning process” Too ambitious plans Having build a reasonable management team Sold the first elevators (although customized) Having failed to meet the demand of the Indian market 4 How to advice Silvio? hochschule hof University of Applied Sciences Univ ersityof Applied Sciences Do you still want to work for Schindler in India? Better adapting to Indian values in terms of...
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...Silvio Napoli at Schindler India Problems: * Establishment of a unified top management team, which worked as a collective unit to implement his strategic ideas. This was instrumental in helping Silvio to beat the initial reluctance and resistance by Indians to take orders from a foreign individual. It also played an integral role in establishing an organizational culture that compatible with the culture of the Indians. * it is evident that perfect tactical strategies do not guarantee success in foreign markets. For instance, within 6 months, Mr. Silvio Napoli had established offices in Mumbai and New Delhi, recruited 5 skilled Indian managers, and embarked on an aggressive implementation of the business plan. However, he did not manage to win any new business. It can be seen that the tactical execution of the plan was perfect, but strategically, his swatch approach was not bringing any new deals on the table. * The initial business model adopted by Silvio stipulated high growth levels, even in the first year of operation. In addition, such a business plan had never been tried in the elevator market in India * Lastly, neither Silvio nor the business plan had room for flexibility, which is a key requirement for highly competitive markets. * He has set high targets for himself and knows he will be able to get his staff to emulate him. It could be that as a first time foreign manager he wants to set the boundaries for his new team but has clearly not communicated...
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...“CASO : SCHINDLER INDIA” I.- RESUMEN EJECUTIVO Schindler holding Ltda., unos de los mas prestigiosos fabricantes de escaleras mecánicas y ascensores del mundo, decide en el año 1998 expandir sus operaciones en la India apostando así un mercado en crecimiento y lleno de oportunidades que la compañía no dejara pasar. Buscando un modelo diferenciador para la llegada de la empresa a la India, Schindler Holding implantar un modelo de ascensores diferente a los ya existentes en el mercado local, apostando así a una reducción de costos de fabricación de ascensores estandarizados como la subcontratación de la totalidad de los componentes de proveedores locales y así poder establecer diferencia entre los competidores establecidos en el sector.- Para llevar a cabo dicho plan estratégico, Schindler brinda toda la confianza en la puesta en marcha del objetivo planteado a Silvio Nápoli, Ejecutivo joven de la compañía educado en la universidad Harvard, quien viaja junto a su familia a este nuevo desafío que la compañía a puesto sobre sus hombros.- Nápoli en la búsqueda de lograr implantar su plan de negocios, se vera expuesto a varios obstáculos en el desarrollo del plan de negocios establecidos con anterioridad para la empresa, estos provienen desde su misma compañía como también de factores externos que generan al final fuertes cambios en los diseños establecidos originalmente en los modelos de ascensores para la India.- Finalmente Nápoli tendrá que tomar decisiones...
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...WAL-MART STORES: “EVERY DAY LOW PRICES” IN CHINA Prepared by: Daniel Magen Report Distributed February 10, 2012 Prepared for Florida Atlantic University MAN 4602: Global Business Operations Spring 2012: F 9:30 - 12:30 Focus/Perspective Joe Hatfield, President and CEO of Wal-Mart Asia. Responsible for implement Wal-Mart’s business model Every Day Low Prices (EDLP) to China. Recommendation & Plan for Implementation Wal-Mart has to implement their business model EDLP and define a different strategy for Chinese market and culture. Internal & External Strategic Issues Wal-Mart faces several environmental, cultural, political, economical, social and legal issues and challenges that may act as obstacles for being successful in China. Several internal issues include: * Employees * Shoplifting Wal-Mart pays low salaries and does not offer any type of share for employees. As a result, high rate of managers turn over and unhappy workforce, makes very difficult reproduce domestic business model in China. Corruption and delinquency are very common in under developed countries. China is not the exception, having a high rate in corruption, is another obstacle for Wal-Mart to be efficient amd keep low prices. Several External issues include: * Chinese Consumer Behavior * Too Many Competitors * Diverse Population * Local Protectionism * Backward Infrastructure * Regulatory restrictions Chinese behavior in terms of consumption...
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...performed internationally? 2) What are the key elements and limitations of its emphasis on adaptation, in particular? 3) What changes would you suggest to Grolsch’s historical strategy? Mo 14.10.2013 | Case study: International alliance | UTV and Disney: A Strategic Alliance (A) Atanu Adhikari, Rama Deshmukh ------------------------------------------------- Top of Form DESCRIPTION The case describes the dilemma faced by the senior vice-president of business development and strategy when deciding in 2006 whether UTV Software Communications Ltd. (UTV) should go ahead with a joint venture with Walt Disney Company (Disney) even if it meant selling Hungama TV, the leading children's channel in India, to Disney. UTV was one of the large media companies in India and had diversified interests, including TV content, movies, animation and new media...
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