Case Study

7151 Words29 Pages
Silvio Napoli at Schindler India (A)( "Monsieur Napoli, si vous vous plantez ici vous etes fini! Mais si vous reussissez, vous aurez une tres bonne carriere." (Translation: "Mr. Napoli, if you fall on your face here you are finished! But if you succeed, you will have a very nice career.") The words echoed off the walls of Silvio Napoli's empty living room and disappeared down the darkened hallway like startled ghosts. The parquet was still wet from the five inches of water that had flooded the first floor of the Napoli home in suburban New Delhi several days before, during one of the sewer system's periodic backups. Standing in the empty room were Napoli and Luc Bonnard, vice chairman, board of directors of Schindler Holdings Ltd., the respected Swiss-based manufacturer of elevators and escalators. It was November 1998, and Bonnard was visiting New Delhi for the first time to review progress on the start-up of the company's Indian subsidiary, which Napoli had been dispatched to run eight months earlier. Things were not going according to plan. Napoli, a 33-year-old Italian former semiprofessional rugby player, had arrived in March with his pregnant wife and two young children and had quickly set about creating an entirely new organization from scratch; Since March, he had established offices in New Delhi and Mumbai, hired five Indian top managers, and begun to implement the aggressive business plan he had written the previous year while head of corporate planning in Switzerland. The plan called for a $10 million investment and hinged on selling "core, standardized products," with no allowance for customization. To keep costs down and avoid India's high import tariffs, the plan also proposed that all manufacturing and logistics activities be outsourced to local suppliers. Shortly before Bonnard visit, however, Napoli was confronted with three

More about Case Study

Open Document