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9-303-086REV:NOVEMBER6,2006________________________________________________________________________________________________________________SeniorResearchAssociatePerryL.FaganandProfessorMichaelY.Yoshinopreparedtheoriginalversionofthiscase,“SilvioNapoliatSchindlerIndia(A),”HBSNo.302-053(Boston:HarvardBusinessSchoolPublishing,2002).ThisversionwaspreparedbyProfessorChristopherA.Bartlett.HBScasesaredevelopedsolelyasthebasisforclassdiscussion.Casesarenotintendedtoserveasendorsements,sourcesofprimarydata,orillustrationsofeffectiveorineffectivemanagement.Copyright©2003PresidentandFellowsofHarvardCollege.Toordercopiesorrequestpermissiontoreproducematerials,call1-800-545-7685,writeHarvardBusinessSchoolPublishing,Boston,MA02163,orgoto—electronic,mechanical,photocopying,recording,orotherwise—withoutthepermissionofHarvardBusinessSchool.PERRYL.FAGANMICHAELY.YOSHINOCHRISTOPHERA.BARTLETTSilvioNapoliatSchindlerIndia(A)“MonsieurNapoli,sivousvousplantezicivousêtesfini!Maissivousréussissez,vousaurezunetrèsbonnecarrière.”(Translation:“Mr.Napoli,ifyoufallonyourfacehereyouarefinished!Butifyousucceed,youwillhaveaverynicecareer.”)ThewordsechoedoffthewallsofSilvioNapoli’semptylivingroomanddisappeareddownthedarkenedhallwaylikestartledghosts.TheparquetwasstillwetfromthefiveinchesofwaterthathadfloodedthefirstflooroftheNapolihomeinsuburbanNewDelhiseveraldaysbefore,duringoneofthesewersystem’speriodicbackups.StandingintheemptyroomwereNapoliandLucBonnard,vicechairman,boardofdirectorsofSchindlerHoldingsLtd.,therespectedSwiss-basedmanufacturerofelevatorsandescalators.ItwasNovember1998,andBonnardwasvisitingNewDelhiforthefirsttimetoreviewprogressonthestart-upofthecompany’sIndiansubsidiary,whichNapolihadbeendispatchedtoruneightmonthsearlier.Thingswerenotgoingaccordingtoplan.Napoli,a33-year-oldItalianformersemiprofessionalrugbyplayer,hadarrivedinMarchwithhispregnantwifeandtwoyoungchildrenandhadquicklysetaboutcreatinganentirelyneworganizationfromscratch.SinceMarch,hehadestablishedofficesinNewDelhiandMumbai,hiredfiveIndiantopmanagers,andbeguntoimplementtheaggressivebusinessplanhehadwrittenthepreviousyearwhileheadofcorporateplanninginSwitzerland.Theplancalledfora$10millioninvestmentandhingedonselling“core,standardizedproducts,”withnoallowanceforcustomization.TokeepcostsdownandavoidIndia’shighimporttariffs,theplanalsoproposedthatallmanufacturingandlogisticsactivitiesbeoutsourcedtolocalsuppliers.ShortlybeforeBonnard’svisit,however,Napoliwasconfrontedwiththreechallengestohisplan.First,helearnedthatforthesecondtimeintwomonths,hisIndianmanagershadsubmittedanorderforanonstandardproduct—callingforaglassrearwallinoneofthesupposedlystandardelevators.Atthesametime,hisbusinessplanhadcomeunderintensecostpressures,firstfromalargeincreaseincustomsdutiesonimportedelevatorcomponents,thenfromanunanticipatedriseintransferpricesforthe“low-cost”componentsandmaterialsimportedfromSchindler’sEuropeanfactories.Finally,asNapolibeganacceleratinghisstrategyofdevelopinglocalsourcesforelevatorcomponents,hefoundthathisrequestsforpartslists,designspecifications,andengineeringsupportwerenotforthcomingfromSchindler’sEuropeanplants.Astheimplementationofhisbusinessplanstalled,Napoliwonderedwhatheshoulddo.EightmonthsinIndiaandhestillhadnotinstalledasingleelevator,whilehisplanshowedfirst-yearsales303-086SilvioNapoliatSchindlerIndia(A)2of50units.AndnowBonnardwasvisiting.Shouldheseekhishelp,proposearevisedplan,ortrytosortoutthechallengeshimself?ThesewerethethoughtsrunningthroughNapoli’sheadasthevicechairmanaskedhim,“So,howarethingsgoingsofar,Mr.Napoli?”Schindler’sIndiaExplorationsSchindlerhadalongandratherdisjointedhistorywiththeIndianmarket.AlthoughitsfirstelevatorinIndiawasinstalledin1925,thecompanydidnothavealocalmarketpresenceuntilitappointedalocaldistributorinthelate1950s.Almost40yearslater,Schindlerdecideditwastimetotakeanevenbolderstepandenterthemarketthroughitsownwhollyownedsubsidiary.TheGrowingCommitmentEstablishedin1874inSwitzerlandbyRobertSchindler,thecompanybeganmanufacturingelevatorsin1889.Almostacenturylater,the37-year-oldAlfredN.Schindlerbecamethefourthgenerationofthefamilytoleadthecompany,in1987.Overthenextdecade,hesoughttotransformthecompany’sculturefromthatofanengineering-basedmanufacturingcompanytooneofacustomer-orientedservicecompany.By1998,Schindlerhadworldwiderevenuesof6.6billionSwissfrancs(US$4billion)andwaswidelyperceivedasatechnologyleaderinelevators.Itwasalsothenumberoneproducerofescalatorsintheworld.Thecompanyemployedover38,000peoplein97subsidiariesbutdidnotyethaveitsownoperationsinIndia,amarketAlfredSchindlerfelthadgreatpotential.AlthoughthefirstSchindlerelevatorinIndiawasinstalledin1925,itwasnotuntil1958thatthecompanyenteredintoalong-termdistributionagreementwithECE,anIndiancompany.In1985,SchindlerterminatedthatagreementandenteredintoatechnicalcollaborationwithMumbai-basedBharatBijleeLtd.(BBL)tomanufacture,market,a
本文标题:Silvio-Napoli-at-Schindler-India-(A)
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