Schindler Ver 2
Silvio Napoli at Schindler India
劉依雯 陳曉帆 喬聖琳
鄭牧民 吳永隆 林鴻昌
黃敏偉 黃成翰 曾勁榕
開宗明義
“Mr. Napoli, if you fall on your face here you are finished! But if you succeed, you will have a very nice career.”
Luc Bonnard, Vice Chairman, Schindler Holding Ltd.
New Delhi, India
Nov. 1998
Schindler 的歷史
(37)
2014
Formal Swiss company, where the hierarchy was clear, politeness important, and first
6.6B CHF
38,000 employee
8.8B CHF
48,000 employee
Schindler Top Management
(1998)
• Head of Corporate Planning
(Strategic review, benchmarking, competitor analysis)
• Assistant of Mr. Schindler
• Staff to the Corporate Executive Committee, VRA
Swatch project
A major assignment initiated by VRA in 1995
Standardized ultra-low cost elevator, non-cust
omized
Sensitive discussions between Napoli and pla nts in Switzerland, France, & Spain
Outcome: S001
Increased out-source ratio
Incorporated processes never seen in Schindler
Redesigned supply chain and reduced industry
standard leadtime (20~30wks) to 50%
Indian entry project
Napoli, assigned by VRA, to work with BCG to i
dentify suitable local partners after BBL JV fail ed in 1996
No suitable candidates found, but 100% wholl y owned subsidiary was becoming legally feasi ble Napoli spent 9 months with market experts an d local consultants and submitted his BP to VR
A
BP approved in Oct 1997 and Napoli was offer ed the job to of creating Indian subsidiary
Why India?
In 1995, Mr. Schindler travelled to Asia during 6-months sa
bbatical period, to review long-term strategy
After 3,000 kms travel in 6 wks in a small Ford renta l car in India, Mr. Schindler saw India as a second China
.
“India will be our Formula One racing track.” In the aut o industry, 90% of all innovations are developed for and te sted on Formula One cars and then reproduced on a much larger scale and adapted for the mass market. We are test ing things in India— in isolation and on a fast track —t hat probably could not be done anywhere else in the
劉依雯 陳曉帆 喬聖琳
鄭牧民 吳永隆 林鴻昌
黃敏偉 黃成翰 曾勁榕
開宗明義
“Mr. Napoli, if you fall on your face here you are finished! But if you succeed, you will have a very nice career.”
Luc Bonnard, Vice Chairman, Schindler Holding Ltd.
New Delhi, India
Nov. 1998
Schindler 的歷史
(37)
2014
Formal Swiss company, where the hierarchy was clear, politeness important, and first
6.6B CHF
38,000 employee
8.8B CHF
48,000 employee
Schindler Top Management
(1998)
• Head of Corporate Planning
(Strategic review, benchmarking, competitor analysis)
• Assistant of Mr. Schindler
• Staff to the Corporate Executive Committee, VRA
Swatch project
A major assignment initiated by VRA in 1995
Standardized ultra-low cost elevator, non-cust
omized
Sensitive discussions between Napoli and pla nts in Switzerland, France, & Spain
Outcome: S001
Increased out-source ratio
Incorporated processes never seen in Schindler
Redesigned supply chain and reduced industry
standard leadtime (20~30wks) to 50%
Indian entry project
Napoli, assigned by VRA, to work with BCG to i
dentify suitable local partners after BBL JV fail ed in 1996
No suitable candidates found, but 100% wholl y owned subsidiary was becoming legally feasi ble Napoli spent 9 months with market experts an d local consultants and submitted his BP to VR
A
BP approved in Oct 1997 and Napoli was offer ed the job to of creating Indian subsidiary
Why India?
In 1995, Mr. Schindler travelled to Asia during 6-months sa
bbatical period, to review long-term strategy
After 3,000 kms travel in 6 wks in a small Ford renta l car in India, Mr. Schindler saw India as a second China
.
“India will be our Formula One racing track.” In the aut o industry, 90% of all innovations are developed for and te sted on Formula One cars and then reproduced on a much larger scale and adapted for the mass market. We are test ing things in India— in isolation and on a fast track —t hat probably could not be done anywhere else in the