Silvio Napoli At Schindler India Case Study

1519 Words 7 Pages
Register to read the introduction… To begin, Napoli’s approach to entering the marketing focused on standardization. Silvio decided to focus on simple and narrow products lines for rapid market entry based on market research; in-depth consultations with market experts, and studies by local consultants (Silvio Napoli at Schindler India, p. 3). This business strategy made no allowances for customization rather it focused standardization. Silvio presented his vision in a convincing business plan and was offered the job. Conversely it turned out that standardization was not the customer’s preference. Lack of local experience prevented Silvio from realizing this as potential disconnect. Potential benefits of standardization may have the short-term benefit of fast-tracking sales and promotion but cannot withstand the long-run of acquiring new business because standardization decreases potential opportunities for the company to do business with customers that may require customization or slight changes to the standardized product. This strategy imposes limitations almost immediately which are a huge disadvantage for a new market entrant, specifically unrealized revenue.
Marketing, sourcing strategies and logistics are other major issues and challenges. “Napoli felt that Schindler could not compete just matching
…show more content…
Overall, execution and approach to work are the defining factors that result in success and demonstrated ability to successfully complete projects with few interruptions. That said, if I was Mr. Bonnard, I would rate Silvio as exceeds expectations for effort and needs improvement in execution and implementation. There were major problems implementing the plan (1) the technical support he relied on from the European plant was limited. There is no evidence of having a back-up plan to deal with technical problems; (2) calculations used in the original business plan were outdated, so they were working with bad numbers; (3) no evidence of Silvio asking for in-depth training to prepare him for doing business in India; (4) ineffective communication and staffing problems; (5) lack of cultural sensitivity, and (5) failure to meet year one goals set in the business plan.
Mr. Bonnard should not immediately remove Silvio from the project but should bring in someone with a proven track and expertise working in India to work with him. The leadership share in Silvio’s performance shortcoming and should make the effort to help him succeed if they believe he has the knowledge and talent to

Related Documents