Presented By : Shivani Bhatia Jitendra Jidewar Ankur Khosla Arpit Mahindru Rahul Panigrahi Chhavi Saluja Gaurav Singh

D014 D030 D033 D035 D045 D048 D058

COMPANY OVERVIEW

NAPOLIS BUSINESS PLAN: FOUR MAJOR PLAYERS

OTIS BBL KONE ECE

50% 8.6% 8.8% 8.4%

NAPOLIS BUSINESS PLAN: TWO BASIC ELEMENTS

The need to sell a focused line of standard products

Standardized product Differentiated sales and service Ability to outsource key manufacturing and distribution functions
No in-house manufacturing; No centralised assembly; No logistics Infrastructure

POSITIVE ATTRIBUTES
Proactive approach of identifying candidates for top management team even before government approval of starting a business Handled work pressure along with family issues pretty well He has a crisp and clear understanding of what does he want and why does he wants it Intelligently hired people who were their clients earlier (Mehar Karan Singh) Hired people who used to work in the same business (T.A.K. Matthews and Ronnie Dante rom OTIS India)

PROBABLE WEAKNESSES
Aiming for standardized products while overlooking the possibilities of getting custom orders Need to differentiate sales and service Feasibility of plan ? Increasing dependence on the outsourced products while ignoring the possibilities of increasing transfer prices of outsourced parts/services Inability to set up local sources

ORGANIZATION STRUCTURE

ORGANIZATION CHALLENGES
Field Operation under T.A.K. Matthews, who has only services sales experience which is different from new product sales

Team tend to lack depth in skills like sales and technical specialization There is a need to split the sales from new installation and services function Napolis management team was not convinced with his idea of thriving only on standard products and questioned the feasibility of his plan Schindlers inability to get assistance in setting up alternative local sources Lack of motivation amongst employees regarding the sales strategy and also the employees perceived Napoli to be a tough and rigid to his ideas

MAJOR OPERATIONAL POLICIES BY NAPOLI

Positioned S001 as the product for low end market with no customization Positioned S300P as the product for medium to high end market Outsource manufacturing to local industries

Commercial support form Global Schindler Strategic implementation of culture, process and structure

CHALLENGES IN OPERATIONAL POLICIES

Customization for S001 required for last two orders. No data regarding customization. Huge dependency for technical support from Global Schindler. No commitment from European plants. No local expertise. 30% increase in transfer prices was levied by the Schindler European Unit, No prior notification to the Indian unit. No commercial support as expected. Increase in import duty by Indian government from 22% to 56%. Impact on overall profitability and 5 years breakdown period. The order for non-standard product shows that the newly formed organization and its culture are not in sync with the organizations strategic intent

He wants everything done yesterday. And in India, things dont get done yesterday.

MEN WHO MATTERED

Silvio Napoli (Age 33) Started working with Schindler Strong headed and single minded manager Driving hard, impulsive, hard task master
MK Singh (Age 42) Experience in Hospitality Sector Patient yet could act tough Ronnie Dante Age 39 24 yr experience at Otis as an TAK Matthews(Ag e 35) 9 yr experience in Otis India

VALUES High ethical standards

Integrity Assiduou sness to work Drive

Pankaj Sinha Age 32 Employee oriented HR manager

Jujudhan Jena Age 33 CFO

CHALLENGES
Due to the varying backgrounds, discussions were directionless initially

Clash in working styles

New team needed to be brought up to speed and co-ordination needed to be established

Time clashes as senior management was not yet fully relieved of their previous job responsibilities Sales team was not trained effectively to get orders that met the company needs

LESSONS
Plan well and be prepared

Team dynamics matter

Strategy communication needs to be clear to all employees

CHALLENGES
Difference in expectations between the countries Lack of relevant experience at the helm Communication gap between the top management and salesperson Slower pace of work

High response time from parent company

Lack of alternatives

LESSONS

Provide proper guidance to salesmen

Have alternatives at hand

Seek regular updates from associates

SUGGESTIONS
Focus on maintenance contracts
Rigidity not the best option while entering new markets Ensure that company strategy reaches each employee