knowledge or for attitude? If you were Silvio‚ would you accept this assignment? If yes‚ why or if no‚ why not? 3. Imagine you are Mr. Luc Bonnard. How would you evaluate Silvio’s first 8 months as general manager of the Indian company? How effective has Silvio been in developing the organizational capabilities of Schindler India? What action do you think Bonnard should take in regards to Silvio: Should he leave Silvio alone or coach him to make specific changes? Or is it time to remove him? Conclusions
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Schindler (Chairman & CEO) Luc Bonnard (Vice Chairman of the Board & Member of Executive Committee) Alfred Spoerri (Member of the Board of Directors & Executive Committee) Schindler India key Manager Profiles: Silvio Napoli (VP‚ Schindler South Asia) Meher Karan Singh (MD) T.A.K Mathews (VP-Field Operations) Ronnie Dante (GM- Engineering) Jujudhan Jena (CFO) Characters in the Case Study Schindler Top Management Staff: Alfred N Schindler (Chairman & CEO) Luc Bonnard (Vice Chairman of the Board
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For Luc Bonnard‚ the vice chairman‚ board of directors of Schindler Holdings Ltd‚ the decision to make was to allow Silvio Napoli‚ the Indian country manager to continue managing after 8 months of operations without installing a single elevator. More importantly Silvio needs to decide whether to stick with his business plan that he wrote in Switzerland or come up with a new business plan that will improve his performance in India. 2. What is Your Recommendation(s)? As for Luc‚ I recommend
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Silvio Napoli at Schindler India 劉依雯 陳曉帆 喬聖琳 鄭牧民 吳永隆 林鴻昌 黃敏偉 黃成翰 曾勁榕 開宗明義 “Mr. Napoli‚ if you fall on your face here you are finished! But if you succeed‚ you will have a very nice career.” Luc Bonnard‚ Vice Chairman‚ Schindler Holding Ltd. New Delhi‚ India Nov. 1998 Schindler 的歷史 (37) 2014 Formal Swiss company‚ where the hierarchy was clear‚ politeness important‚ and first 6.6B CHF 38‚000 employee 8.8B CHF 48‚000 employee Schindler Top Management (1998) • Head of Corporate Planning
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MGT 554: International Business and Law Silvio Napoli at Schindler India (A) – A Case Analysis ____________________________________________________________ __________________ CASE ANALYSIS – SCHINDLER INDIA Schindler Holding Ltd‚ a respected Swiss elevator company‚ was established in 1874 by Robert Schindler and the first Schindler elevator was installed in India in 1925. After technical and sales collaborations with Indian companies‚ ECE and Bharat Bijlee Ltd.(BBL) in 1958 and 1985‚ Schindler
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short period of time (sell 50 units in first year and have 20% of the market share within 5 years)‚ they should have hired a General Manager that was more experienced with business in India and had Silvio report directly to that person. 2. As Luc. Bonnard‚ how would you evaluate Silvio’s first seven months on the job? Silvio’s performance has both positive and negative attributes. Silvio’s method for selecting the management team was extremely positive. His choices of a management team seemed
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Laundry Girl) by Pierre Bonnard Pierre Bonnard‚ a French artist‚ born in 1867 and died in 1947‚ belonged to a group of French Post-Impressionist artists called Nabis; a Hebrew word meaning prophet. The group “broke away from academic tradition to embrace an approach that emphasized decorative unity and a more personal‚ abstract style.” (Schneider) Mister Bonnard was strongly influenced by the Japanese art of woodcut; a print made from a design cut in a block of wood. Pierre Bonnard justly earned his
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Case Brief Silvio Napoli‚ a Harvard-educated MBA was selected as head of India expansion project from Schindler Holding Ltd. Napoli was involved in the planning of the Indian subsidiary and had worked closely with key Schindler executives on other strategic initiatives. Schindler Holding Ltd‚ a Swiss based organization headed by Alfred Schindler‚ was technology leader in elevator and escalator manufacturing. Worldwide it had revenues of $4 billion and employee strength of over 38‚000 in 97 subsidiaries
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level leadership team – so all is not lost. Bonnard won’t accept any excuses on Silvio’s family matter because let’s face it this is “Corporate Switzerland” and at that level the bar is set extraordinarily high. When sitting down and reviewing the events that have taking place I think Bonnard should assess Silvio’s team‚ review the sales strategy‚ and understand the contributing factors that are causing Silvio to not reach that bar. I would hope that Bonnard will have Silvio take a step back and first
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Was Silvio the right choice to head the India operation? In my opinion‚ I do not think that was the right choice. Even though India’s growth potential was significant‚ there are several reasons why I think so. First of all‚ Exchange rates and unforeseen duties further frustrated market development efforts. When it comes to international business those risks always would be cause of challenge. For example Japanese lumber company in Canada decreased their sales from last year because of change of
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