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Please comment on this post Silvio Napoli at Schindler India…
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Silvio Napoli at Schindler India (A)
By: Michael Y. Yoshino, Christopher A. Bartlett, Perry L. Fagan
Silvio Napoli was chosen to lead Schindler India operations because of his previous success in the China market, his expertise in operations, and his strategic mindset. He had extensive background in the elevator business, having worked for both Otis and Schindler, one of the world’s leading manufacturers. This boosted his resume and helped him get ahead. In addition, he was familiar with the Indian market because he had served as a consultant for an Indian firm in the years prior to joining Schindler. Finally, he was a strict and demanding manager, but that was what was required to fix Schindler’s operations in India.
However, there were both pros and cons to his appointment. On the positive side, Silvio had a proven track record in turning around struggling businesses and had the support of the Schindler Group’s senior management. He was also able to identify and implement operational improvements that resulted in significant cost savings. On the negative side, Silvio had no experience working in India or knowledge of the country’s culture and business practices. This lack of understanding led to difficulties in building relationships with local stakeholders and adapting to the unique challenges of doing business in India.
Schindler’s Indian operations improved greatly under Silvio’s leadership and eventually became profitable. Among these factors was Silvio’s knack for bringing in new business, along with his dedication to quality and cost-cutting initiatives, and the successful implementation of those initiatives.
In sum, it was a brilliant move on Schindler’s part to hire Silvio Napoli to lead its India operations. His years of experience, tenacity, and enthusiasm as a manager allowed him to turn the company’s operations around and make them profitable.
Schindler’s India strategy was to focus on the premium segment of the market, targeting high-end residential and commercial buildings. The company’s business model relied on offering high-quality, innovative products and providing excellent customer service to differentiate themselves from their competitors. Overall, this strategy seems to have been effective, as Schindler was able to achieve significant growth in the Indian market. However, some may argue that there was a missed opportunity in not pursuing the lower end of the market, which was experiencing rapid growth and could have provided a larger customer base.
Silvio should carefully evaluate the order for the glass-walled elevators and consider the potential risks and benefits of accepting or rejecting it. On one hand, fulfilling the order could potentially lead to increased sales and positive publicity. On the other hand, it may be difficult to ensure the safety and reliability of such a complex product in the Indian market, which could damage Schindler’s reputation if problems arise. Ultimately, Silvio should decide based on a thorough analysis of the situation and the company’s long-term goals.
Silvio should consider making some changes to the strategy for Schindler India that he developed while at the company’s headquarters. Specifically, he should focus on improving his understanding of the local market and building relationships with key stakeholders. This may involve investing in more local talent and resources to ensure that the company is better positioned to navigate the unique challenges of doing business in India. Additionally, Silvio should consider revising the company’s product offerings to better align with the needs and preferences of Indian customers. Overall, the key to success for Schindler India will be to strike the right balance between global best practices and local customization.
