No amount of process re-definition could have saved Schindler the pains associated with attempting to move into India with a low-cost strategy. Fundamental assumptions about India just wanting low-cost elevators where customization wasn't a requirement took the effort of creating a subsidiary to learn from.
For the last four years I've been teaching an international business course occasionally for a local MBA Program. My students are all working professionals who come to class for discussion and debate, not sermons. Case studies are the perfect teaching tool for this audience; there is plenty of room for debate and analysis. Layer in expansion into high-growth economies, and class …show more content…
Conclusion Current scenario
3. History of Schindler Robert Schindle established the company in 1874 in Switzerland Company began manufacturing elevators in 1889 Did not have a local market base in India until 1950s by appointing a local distributor Alfred N Schindler took over the company in 1987; becoming the 4 th generation in line 1998 : Schindler increased revenue worth $ 6.6 billion around the world Company has over 38,000 employees in 97 subsidiaries
4. Characters in the Case Study Schindler Top Management Staff: Alfred N 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)
5. Name : Silvio Napoli, 33 yrs Position : Vice President, Schindler South Asia Date of Birth : August 23, 1965 Education : 1992-1994 :: MBA, Harvard University , Graduate School of Business Administration Bostan, Massachusetts