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 plants are crippling the organization. Both of these problems need Napoli's immediate attention. The businesses plan main objective was to develop a unique competitive advantage by outsourcing manufacturing to local companies. This would allow Schindler India to avoid the excessively high import duties and transfer pricing while keeping overhead costs extremely low. It is my opinion that Napoli needs to take this lack of support of the pricing transfer, and the supplying of technical