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Silvio Napoli

In: Business and Management

Submitted By ninotev
Words 698
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თვალები სულის სარკეა ... თვალებში ყველაფერს წაიკითხავ ... თვალებმა გაგყიდა ... თვალები .... თვალები ... თვალები... ცხოვრებაში ბევრნაირი თვალები გხვდება: ღრმა, სევდიანი, კეთილი, ბოროტი, მორბენალი, ეშმაკური, ცბიერი, სუფთა, ამღვრეული, ცივი, შეყვარებული, სასოწარკვეთილი, პატიოსანი, თბილი ... მე რამდენიმე თვალები მახსოვს ჩემი ცხოვრებიდან: მოხუცი ბებიას თვალები: შეიძლება ითქვას, რომ ბებიამ გამზარდა. დედა და მამა პედაგოგები იყვნენ და დილით ადრე წასულები, საღამოს გვიან ბრუნდებოდნენ. ბებიას ხელში ვიზრდებოდი. თავადის ქალი იყო. თავადობა ამ შემთხვევაში არა სოციალური სტატუსით, არამედ აღზრდით იყო საინტერესო. ბევრი რამე მასწავლა ისე, რომ ახლა ვხვდები მის ფასსა და ღირებულებას. ბებია რომ გარდაიცვალა, უნივერსიტეტში ვსწავლობდი. უკვე ცუდად იყო და სანახავად ჩავედი, ლოგინად ჩავარდნილიყო, წამოსვლისას გამოსამშვიდობებლად შევედი მის ოთახში, ვაკოცე და მალე ჩამოვალთქო. შემომხედა - ამ თვალებში იყო ყველაფერი: სიყვარული, რომელსაც 20 წელი მჩუქნიდა, იმედი, რომ კიდევ მნახავდა და ეჭვი და განცდა, რომ ბოლოჯერ მხედავდა. რანდენიმე დღეში გარდაიცვალა, აღარ მინახავს. დღემდე მახსოვს ის თვალები... რომ მცოდნოდა რომ ბოლოჯერ ვხედავდი ...
შენით აღფრთოვანებული შვილის თვალები: შვილის თვალები ყველაფერია. თან ასაკთან ერთად იცვლება. პატარა, უკვე როცა გცნობს და იცის ვინც ხარ, უზომო სიხარულს გამოხატავს. მერე სიყვარული ემატება თვალებს, მერე იმედი. ცივდებაო შვილის თვალები ასაკთან ერთად, ამბობენ და თბებაო, როცა მშობელი უბერდებაო. მე მაინც ჩემით აღფრთოვანებული შვილის თვალები მახსოვს. მესამე კლასში იყო, მოვიდა და პარალელურ კლასს ვხვდებით ფეხბურთში და მშობლებიც უნდა შეეჯიბროთო, წამოხვალო მკითხა. არ ვიყავი კარგად, ფიზიკურადაც დიდი ხანი არ დავტვირთულვარ, მაგრამ უარი ვერ ვუთხარი. კითქო. გაეხარდა, შევატყვე. მეორე დღეს თამაშზე წავედით, შევიკრიბეთ მამები, კარში ჩავდგებითქო, ვითხოვე, ცხოვრებაში კარში არ ვმდგარვარ, მაგრამ თავის იმედი არ მქონდა, რომ ვირბენდი, დაიწყო თამაში. თვითონ ტრიბუნაზე იჯდა, შევატყვე მეტს ელოდა ჩემგან, ვთხოვე კარში სხვა ჩამდგარიყო. 5:0 მოვიგეთ ის თამაში. ოთხი გოლი გავიტანე, საუკეთესო მამა ფეხბურთელის პრიზი მან ჩაიბარა. დღემდე მახსოვს მისი თვალები ბედნიერი, ამაყი, მადლიერი, მისთვის ვიყავი ამირანიც, ბეტმენიც, მესიც და ჩაკ ნორისიც. მას არა მარტო ვუყვარდი ამაყობდა ჩემით. მე დღემდე არ ვიცი როგორ გადავრჩი იმ თამაშზე ფიზიკურად. ზუსტად ერთ წელიწადში ფეხბურთის თამაშისას ოღონდ ნავარჯიშევს და მომზადებულს გულის ისეთი შეტევა მომივიდა გადასარჩენი გავხდი. პატიმრის თვალები: ჩემი პროფესიის გამო პატიმრებთან ურთიერთობა მიწევს. ციხე ადამიანის მიერ მოგონილი ყველაზე დიდი ბოროტებაა, თავისუფლების დაკარგვა კიდევ ყველაზე დიდი სასჯელი. პატიმრის თვალები სხვადასხვანაირია, ზოგჯერ იმედიანი, ზოგჯერ სასოწარკვეთილი, ზოგჯერ აგრესიული, ზოგჯერ სევდიანი, მისთვის ყველაფერი ხარ, მოძღვარი, იმედი, აგრესიის ობიექტი, ახალი ამბების წყარო, ფოსტალიონი, მოკლედ გარე სამყაროსთან კომუნიკაციის ერთადერთი საშუალება და თვალებიც შესაბამისად სხვადასხვანაირია. მაგრამ მე ერთი თვალები მახსოვს: როცა მოსამართლე გამამართლებელ განაჩენს კითხულობს და პატიმარს გისოსებს უღებენ და ათავისუფლებენ. ეს არაა მარტო მადლიერების თვალები, ეს თავისუფლების თვალებია. ეს თვალები არ იცვლება, ყოველი მომდევნო შეხვედრისას ერთი, სამი, ხუთი, ათი წლის შემდეგ... ბერის თვალები:
ერთ ბერთან მოვხვდი სახლში, დღემდე არ ვიცი როგორ? რატომ? მორწმუნე ვარ, მაგრამ ეკლესიურობით არ გამოვირჩევი. მოკლედ გარეუბანში სამოთახიან ბინაში მოვხვდი. ხატები, მონაზვნები, მორჩილები ავადმყოფები, შეპყრობილები ცნობისმოყვარეები. მამა საბა, სახელი მახსოვს, არც ქართული იცოდა არც რუსული, არც ინგლისური, მგონი მხოლოდ ბერძნული. მოკლედ სიტყვიერი კომუნიკაცია გამოირიცხა. მოხუცი იყო ძალიან, პატარა და ასკეტურად გამხდარი, თეთრი სპეტაკი წვერით და ლურჯი ძალიან ლურჯი თვალებით. ნახევარი საათი ვიყავი ლოცვას კითხულობდა თავის ენაზე და თვალებში მიყურებდა. მე მისი თვალებში დავინახე სიმშვიდე, რომელიც არასდროს, არსად არ მინახავს და მიგრძვნია. თვალები სუფთა იყო ყველანაირი ამქვეყნიური საზრუნავისგან, სიკეთის და დადებითი ენერგიის წყარო და რაც ყველაზე მთავარია ეს არ იყო ზოგადად მშვიდი თვალები, ეს თვალები ჩემთვის იყო ის ნახევარი საათი. მიუხედავად ენობრივი ბარიერისა მე ამ თვალებმა აღსარებაც მათქმევინა, სინანულიც მომგვარა და მაზიარა კიდეც. შენზე შეყვარებილი ქალის თვალები: ამბობენ სიყვარული არ არსებობსო, ამბობენ ავადმყოფობააო და მსოფლიო ჯანდაცვის ორგანიზაციამ ფსიქიური აშლილობის კლასიფიკაცია მისცა და კოდიც მიანიჭა, აბობენ სამი ოთხი წელი გრძელდებაო ... ფაქტი ერთია სიყვარული ამოძრავებს ამ სამყაროს: ან სიყვარულის მტკიცება ან სიყვარულის უარყოფა. კაცი მოცემულობით პოლიგამიურია და ამიტომ მისი შეყვარებული თვალები, რაც არ უნდა გულლწრფელი იყოს, საუკუნებრივ ნდობას ვერ იმსახურებს, მით უმეტეს ჭკვიან ქალში, რადგან რეციდივის პერსპექტივით და ზოგჯერ ისტოროითაა დატვირთული. ქალი მოცემულობით მონოგამიურია, ამიტომ სხვაა შენზე შეყვარებული ქალის თვალები. ის აერთიანებს ყველა იმ თვალებში ნანახს რომელიც ცხოვრებაში დამამახსოვრდა: შენით აღფრთოვანებული შვილის სიამაყეს, ბერის სიმშვიდეს, პატიმრისთვის მინიჭებულ თავისუფლებას, მოხუცი ბებიის ზრუნვას, იმედს, რომ კიდეც გნახავს და ეჭვს, რომ შეიძლება ვეღარ გნახოს და კიდევ იმას, რომ ერთადერთი ხარ. ეს ერთადერთობა მხოლოდ ჩემზე შეყვარებული ქალის თვალებში ვნახე, რადგან ბერს სხვა მრევლიც ყავს და არათუ უფლება აქვს ვალდებულიცაა სხვასაც იგივე თვალებით უყუროს, ბებიასაც ყავდა სხვა შვილიშვილები და პატიმარსაც სხვა ადვოკატი, შვილიც დედასაც შეხედავს იგივე თვალით და ბოლოს და ბოლოს წამოიზრდება და მიხვდება რომ ფეხბურთს შენზე უკეთ სხვა თამაშობს... შენზე შეყვარებული ქალის თვალებში იმაზე კარგი ხარ, ვიდრე საერთოდ ხარ, უფრო მეტიც - გრძნობ, რომ საერთოდ ხარ . . .…...

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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......

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Silvio Napoli at Schindler India

...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......

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Silvio Napoli at Schindler India Case

...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......

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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: http://www.ukessays.com/...

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Silvio Napoli at Schindler

...based company to manufacture, market and sell Schindler elevators. Eventually, Schindler would acquire up to a 15% equity ownership of BBL; however, it would appear that Schindler did not leverage this equity stake by learning the intricacies of business ownership in India. The decision to create a 100% wholly owned subsidiary came at the behest of Silvio Napoli, Schindler’s Swiss head of corporate planning, based in no small part on an aggressive business plan Mr. Napoli developed specifically for the Indian market centered largely on selling “core, standardized products,” (models S001 and S300P) at low cost. Because of the highly economical cost of the sale of these models, no customization was allowed, and with the exception of some safety components, most of the manufacture and assembly would be completed in the Indian subsidiary. Mr. Napoli decided that the best course of action in India would be to improve the existing Swiss strategy of sales rather than re-inventing the strategy as a whole, and then ‘tweak’ their plans to make it more suitable for the Indian business environment. To implement this, Mr. Napoli employed 5 Indian nationals to act as leadership team, managers and department heads and assist with transitioning....

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...Napoli Case Study Schindler Holdings Ltd. is a Swiss-based company that designs and produces elevators and escalators. Silvio Napoli, who is Schindler Holdings’ head of corporate planning manager in Switzerland has been relocated to New Delhi and has been promoted to vice president. Napoli obtained his new position by creating a business plan that strived for “core standardized products,” which meant that the production of elevators in India would be simple and of minimal design. Napoli thought the plan of producing standardized elevators would be a great idea and create a competitive advantage over other companies that made customized elevators. This plan in actual fact turned out to be a failure due to certain factors. Due to high import costs, many foreign elevator companies were forced to manufacture locally. Since Napoli knew about this situation, he decided to do things a different way. To keep costs low, Napoli would have elevator parts outsourced by local suppliers in Europe. However, when Napoli looked over the transfer prices he noticed that they were 30 percent above the costs he had originally calculated. When he contacted the company to complain, it turned out that a new transfer system had been created, so raising costs were necessary. Also, while communicating to one of his leading managers in India, Napoli had discovered that the company had accepted an order for an expensive glass customized elevator, instead of the original standard elevator...

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...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 very professional * Regarding the language style, I consider that too long sentences sometimes lack of clarity and I think this is also the case with your report. It is very well written, but sometimes sentences are just too long and contain multiple important ideas – which might be hard to follow. * Impressive design Content level: * You do not really take into consideration that maybe the biggest problem is actually Silvio Napoli himself.......

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...1) I believe Silvio is a good choice for the manager since he was the one who developed the plan for the project for India, as he was in charge of creating the Indian subsidiary, thus he is experienced in the planning and detailed information about the plan. He also has extensive knowledge of the S001 project which he also worked on. India’s plan revolves around the S001 project, thus since he has experience with it, it would be beneficial for the general manager to have knowledge of that as well. He also seems dedicated to this task, is young, vibrant and strong-headed, where he can probably get things done in India, where delays and punctuality are taken lightly. 2) His evaluation should be done in a way that looks at the progress of the company Schindler India since it came under Silvio’s management. Quantitative measures such as sales target, as well as qualitative measures such as how he is managing the local employees and adjusting to and respecting the new culture should be analyzed. One of the main things to measure is to see whether his actions and work thus far is aligned with the original business plan for the Indian subsidiary. Although he got offices set up in Mumbai and Delhi, currently there were no sales, thus something must be done to see where the problem lies: diagnose it and come up with an adjusted strategy, especially with the new tax policies. 3) Silvio believes that installing the nonstandard glass wall elevator will be difficult for......

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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......

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...(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 • International and local staffing policy. 2. Was Silvio the right......

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...Brief Introduction Silvio Napoli has been charged with creating a new division of Schindler in India. In addition to creating a new subsidiary and new low-cost elevator strategy in India, Napoli also has the added challenges of incorporating essentially three cultures (Italian, Swiss, and Indian) (Bartlett, C., Fagan, P., Yoshino, M. 2006). It is difficult to know Napoli’s level of adaptation to Swiss culture, so I will consider him to be Italian, and thus discuss his interactions with both Swiss and Indian culture. In the below case study analysis I will analyze various cultural assumptions within Italian, Swiss, and Indian cultures and provide Napoli with a specific action plan to incorporate the cultures successfully, gain true consensus among managers, provide insight on strategy deployment and advise him on whether he should share the situation with Luc Bonnard. Cause and Problem Analysis In the below section, I will analyze key assumptions of the three national cultures and discuss strategy deployment. These assumptions include the relationship with nature, nature of truth and reality, controlling vs. adapting strategy, relationships with people, time, language and communication. Assumption 1: Relationship with Nature Italy’s relationship with nature is very different from that of Switzerland and India. Italian culture lends the idea that situations can be controlled by regulations and rules, whereas Switzerland and India have a culture that denotes fewer......

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