SILVIO NAPOLI AT

SCHINDLER INDIA (A)

GROUP 8
Aayushi Tanwani(DM21202)
Aman Bharuka(DM21211)
Divyansh Mishra(DM21224)
Nithin Joshua(DM21250)
Saurabh Mishra(DM21265)
Shaina Dewan(DM21267)
 INTRODUCTION
 Schlinder was established by Robert Schlinder in 1874 in
Switzerland.
 The company started manufacturing elevators in 1889.
 The first installed it’s first elevator in India in 1925, but
didn't have a local market till 1950.
 Schlinder took the company’s charge in 1987.
 He increased the revenue to $6.6 billion in 1998.
 He changed the company’s culture to a customer focused
company.
 Was Silvio the right choice for general
manager of Schindler’s India
operations?
YES.
 Silvio Napoli was youthful who knew the organization's items and
individuals.
 Silvio Napoli likewise has the cozy relationship with the corporate
official advisory group individuals at Schindler that makes an advantage
for him.
 He had a huge information on the Indian market as he went through
nine months so as to build up a point by point examination of the Indian
lift showcase.
 The challenge in the Indian lift advertise was high and solid that
necessary giving the obligation to make the Indian auxiliary to
somebody who had incredible information on economic situations.
 He was very much trained, vivacious just as having hazard taking
capacities. These characteristics were vital so as to fire up another
auxiliary in a nation having distinctive culture and workplace like India.
How should he deal with the
challenges he is facing over
transfer prices and limited
technical cooperation from the
European plants?
• In order to gain a much needed competitive advantage,and also avoid

the transfer rates and high import rates, the company should stick to
the plan of outsourcing key logistic and manufacturing function.
• The most important thing to do will be to keep the overhead cost
low. By doing outsourcing, there will be no need to import items
from abroad because the company will deal with what is locally
available.
• Since the European plant seems to be slow in responding to
Schindler India's needs, it would be better for Silvio to inform Mr.
Schindler about the issue. With his position and power, he is most
likely to make the European companies to hurry up
• A direct communication with the general manager of the
Europe plant could also have been of importance. The best
mode of communication would be to call him directly other
than using mails or talking to other members of the
management team.
What advice would you give to Silvio
regarding his decision on the non-
standard glass wall elevator that has
been ordered?
• Silvio should have been more welcoming to the idea of taking up the
non-standardized glass elevator because:

 His strategy of selling only standardized elevators at low cost aka

“The Swatch Project” successful in Switzerland, France, and Spain
was not suited for the Indian Market.
 The low cost segment was an unattractive industry since it was
characterized by intense competition from the local competitors;
however the middle and higher up segments, which required better
technology and product quality, were much more promising
 Silvio should have trusted his team much more since they
were seasoned professionals who knew the dynamics of the
Indian market better than he did.
 It was not feasible to operate on cost leadership because of
high import duties on elevators of 56% and transfer prices of
30%. Thus the high cost structure was not compatible with
providing non-customized elevators.