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to read pages 1-11 on the article called \"Silvio Napoli at Shindler India (A)\" Then answer the questions below in two paragraphs with 10 sentences in each paragraph:

1. Was Silvio the right choice for general manager of Schindler\'s India operations?

2. As Luc Bonnard how would you evaluate Silvio\'s first seven months as general manager of the Indian company? What advice would you offer?

Solution

1. Silvio was given the responsibility of managing Schindler\'s India operations in February 1998. Silvio had made an aggressive business plan, chalking a $10 million investment. He proposed sale of standardized products. Silvio was also right in proposing to get costs by outsourcing manufacturing to local suppliers. India is a cost sensitive market and Silvio was on the right path.

Silvio was the right choice for many reasons - he was young and dynamic, was aggressive with his business plans, he was highly knowledgeable about the company and its products, he was flexible and open to new ways. Silvio also had the will and the ability to handle the new Indian culture alongwith his family. Thus he was the right choice.

2. Silvio\'s business plan was spot on for India. He wanted to supply standardized products at low costs. The area where he fumbled is the implementation part and the execution part. If your plan is not going on track, you should have an alternate plan or a fall back pla. Silvio\'s plan to use local manufacturing to reduce costs failed due to increase in custom duties, parts not coming from Europe, salespeople taking orders for customized requirements.

As Luc Bonnard, i would evaluate Silvio\'s first seven months in India and say that he tried very hard to get Shindler a firm footing in India. His business plan was spot on. It\'s just a mix of bad luck and few poor implementaional aspects that caused the first seven months to be as bad as they turned out to be.

My advice to Silvi is that he should be flexible in his approach as this is a new country and a new market. Take orders for customized products as it will bring in higher margins for Shindler in India. Silvio tried to introduce several radical changes at once and this somewhat rattled the Indian managers. They still believed in taking orders for customized products. My advice to Silvio is to ease the changes for the employees and things will be smoother and less complicated.