a

vi
ed
ar
sh
Silvio Napoli at Schindler

as
India

w
m e
co rc
o. ou
er res
eH y
rs ud t
ss
hi

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 a
vi
Pros

ed
 Silvio had done extensive research
on the Indian market
Was Silvio the

ar
 He was young and he had capacity

sh
to make bold decisions right choice for

as
 Very efficient with work
general manager

w
Cons
 No adequate knowledge on the of Schindler’s

m e
India

co rc
Indian market
 Organizational Cultural barriers
 He was unprepared to take up a o. ou operations?
er res
job in India and struggled in the
first few months
eH y
rs ud t
ss
hi

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  He hired the top management who
had the right mind set and who

a
aligned with organization’s goals.

vi
 Lacking cooperation from the As Luc Bonnard

ed
European market was a major how would you
downside

ar
 Unable to meet the set goals ( not evaluate Silvio’s

sh
even installing a single elevator first seven
when the target was for 50)

as
 Cost calculations have to be months as

w
updated constantly general manager

m e
 Major requirements would be that

co rc
Silvio understand the Indian of the Indian
market better and use more o. ou company? What
er res
flexible approaches like inside out
to build the products advice would you
 Use bottoms up approach in the offer?
eH y
rs ud

organization to constantly be
aware and updated
t
ss
hi

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 a
vi
 He needs to be constantly updated

ed
on the changing customer needs
and adapt to them quickly What advice

ar
 Provide customers with products
would you give to

sh
understanding the expectations
Silvio regarding his

as
and meeting them rather than
following the strict guidelines and decision on the

w
plans
nonstandard glass

m e
 Provide superior services to the

co rc
customers when compared to the wall elevator that
competitors o. ou has been ordered?
er res
eH y
rs ud t
ss
hi

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 a
vi
 Be more agile and receptive to the How should he
changes

ed
 Cut costs to maximize the profit deal with the

ar
margin challenges he is

sh
 Constantly remain in contact with
the European head office with the
facing over

as
developments and seek help, transfer prices

w
assistance as and when required
 Stick to the concept of outsourcing and limited

m e
co rc
as it reduces the transfer prices technical
 Keep the top management
updated
o. ou cooperation from
er res
the European
plants?
eH y
rs ud t
ss
hi

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