Questions: X Evaluate the logic of Silvio Napoli ’s strategy for selling standardized elevators in India. X What should Silvio do about the order for non-standard elevators? To understand Silvio Napoli ’s strategy for selling standardized elevators in India‚ let us first take a look at the Indian markets using the CAGE framework: Culture Economic - Sensitivity of Indian employees to organizational power and relationships - Different management styles of Indian managers ¡V "friendly
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RSM 462 Managing people Globally Case: Silvio Napoli Silvio Napoli‚ as head of Schindler Company’s corporate planning‚ is the best choice for the company’s India operations‚ given the facts of his adaptability of culture difference‚ his personality‚ background in Schindler‚ and his involvement of the Indian operation project‚ as well as his human resource management skills. First of all‚ Napoli is an Italian‚ who graduated from Harvard Business School. With solid education background
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1. Was Silvio the right choice for general manager of Schindler’s India operations? In order to determine if Silvio Napoli was the right choice for general manager at Schindler India his abilities and weaknesses have to be taken into consideration. In the table below those are summarized in order to facilitate a judgment of the decision whether he was the right person to be general manager or not: Strengths + | Weaknesses - | Took part in creating business plan; Good knowledge of goals and
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Silvio Napoli Silvio Napoli‚ a Harvard Business School graduate joined Schindler in 1994 as Head of corporate planning‚ reporting directly to CEO. Silvio had a chance to prove his worth to the company in 1995 with The Swatch Project. He was successfully able to develop a standardized elevator at considerably lower cost. He did this by sourcing many parts from outside suppliers and redesigning the supply chain which enabled them to cut industry’s standard cycle time in half. India Plan Some of
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Silvio Napoli at Schindler India Case Analysis Silvio Napoli was a young an eager executive that had a bold and aggressive business plan for entering the Indian elevator market for his company‚ Schindler. Having developed the business plan for entering the Indian elevator market‚ Silvio was selected by his company to lead the development of Schindler India‚ a wholly owned subsidiary of the Swiss based company. His plan was to differentiate by selling “core‚ standardized products‚” in a market
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COMM 374 - International Business Strategy Date: March 4‚ 2007 To: Silvio Napoli‚ and Schindler Holding Ltd. From: Chia–Jung Chang 5549039 Re: Silvio Napoli at Schindler India - Harvard Businees Case Napoli‚ an ambitious vice president who is responsible for Schindler’s India division‚ is confronted with difficulties to implement his business plan. Schindler‚ a prestigious Swiss company‚ discovered the huge growth potential of the construction industry in Asia. Accompanied with the fortune
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1. Did Schindler make the right choice in assigning Silvio as general manager of India? I do not believe Schindler made the right choice in assigning Silvio as the general manager of India. Silvio had little to no "real world" international experience. Silvio had much success in Sweden but there are several factors that limited his success in India. Silvio had high "warrior" and low "monk" attributes. Silvio was a task oriented individual. This management style is not well received in India
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Mistakes from the Beginning I believe that Silvio was the wrong choice as general manager of Schindler’s Indian subsidiary from the beginning. When we look at the Hofstede comparison model between Silvio’s culture (Italy) and India’s culture we do see a bit of differences. (Exhibit 1) Italians are much more focused on themselves vs. a team and when compared to Indian culture this is a drastic difference‚ also focusing on uncertainty avoidance Italians are very hesitant in jumping in the unknown
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Was Silvio the right choice to head the India operation? In my opinion‚ I do not think that was the right choice. Even though India’s growth potential was significant‚ there are several reasons why I think so. First of all‚ Exchange rates and unforeseen duties further frustrated market development efforts. When it comes to international business those risks always would be cause of challenge. For example Japanese lumber company in Canada decreased their sales from last year because of change of
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Silvio Napoli at Schindler India (A) Background * Schindler plans to open a company’s subsidiary in India. * Investment Plan - $ 10 million. * Products – Core‚ standardized with no allowance for Customization. * 3 challenges * 2nd time in 2 months‚ Napoli’s Indian Managers submitted an order for a non standard product. * Cost pressure – 1) large increase in custom duties on imported elevator components‚ 2) unanticipated rise in transfer prices for the ‘low-cost’
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