Case Analysis Sheet

Instructions:
1. This Sheet is to be submitted by all groups electronically in MS-Word format prior to
the class. Kindly submit it to satish.kajjer@sbm.nmims.edu with a cc to
Sushma.louis@sbm.nmimms.edu
2. Submissions will be checked for commonality and plagiarism. Submissions with high
degree of similarity/ plagiarism will not be graded.
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Group Details

Name SAP ID Roll No

Akash Gupta 80101180217 I018
Aditya Khattar 80101180351 I033
Shivansh Pandey 80101180500 I047
Vrusha Patel 80101180516 I049
Ayushi Srivastava 80101180672 I061
Hemanth Vagicharala 80101180703 I065

Case Name

Silvio Napoli at Schindler India

Case Questions

Part A

(Will be circulated by faculty 1 week prior to discussion in class. Students to

use template to submit their analysis)

1. Was Silvio the right choice for general manager of Schindler India’s
operations?

Ans. Silvio Napoli was the right choice of general manager of Schindler India
due to the following reasons:
1. He was up for new challenges. Schindler had tried entering the Indian
market a multiple time but it hadn’t worked in their favour, which made
it essential to put a task master to the job of setting up the subsidiary.

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 2. He was flexible to change and different cultures. This was essential as
a prior Schindler employee was necessary to lead the subsidiary.
3. He was trustworthy and courageous.
4. He was a generalist who had made the business plan. This added to
his drive of executing the plan successfully.

2. As Luc Bonnard how would you evaluate Silvio’s first eight months as
general manager of the Indian Company? What advice would you
offer?

Ans. These were the major points of evaluation about Napoli:

1. Successfully launched Swatch project for standardised elevator product
range in India while outsourcing many parts. This helped them half the
industry supply chain cycle.
2. Assembled a team of top positions in the company – Managing Director,
Field Operations, GM for engineering, HR head and Chief Financial
Officer. This team comprised of common set of values such as high
ethical standards, integrity, assiduousness to work and drive.
3. Singh complimented Napoli’s style of management. Napoli was a strong
headed single-minded manager whereas Singh was friendly and easy
going. This would help the firm’s survival in India- half monk and half
warrior.
4. Focusing on line of standard products and outsourcing key
manufacturing functions worked against the business model of their
competitors. Since customised products aren’t offered, the market share
is limited and the clientele isn’t expanded.
5. Offer differentiated sales and service as the product is standardised.
They employed the strategy of keeping the maintenance contracts
resulting from new sales as it brought 80% of profits.

Part B

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1. Which conceptual element of the pre-reading can be identified in the case
and how was it helpful/ relevant in analysing the case?

Ans: Napoli could have considered implementing diagnostic control systems

for ensuring meeting the targets. DCS is the formal information systems
that managers use to monitor organizational outcome and correct
deviations from pre-set standards of performance. Napoli had set the goal
in advance but the follow-up wasn’t performed. These are the steps which
need to be employed: measure outputs, compute performance variances
and use the variance information as feedback to alter inputs to bring
performance in-line with goals.

2. What were the missing elements in the case which could have aided
better/ further analysis?

Ans: Job description of each top management personnel could have

provided us clarity with respect to duplication of work. It would have also
given us an idea if Napoli and Singh were involved in ground-level work
which could be carried out by other people in senior management.

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