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Silvio Napoli at Schindler India Analysis

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Silvio Napoli at Schindler India Analysis

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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 company to launch a standard product in the elevator industry. With the accomplishment more effort is required to ensure this approach is understood and implemented. The up rise of non-standard product orders exemplified the discord between the newly formed culture and the organization’s strategic intent. In addition, the Indian team relied heavy upon the European manufacturing plants with

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