paper代写范例：The appointment of Silvio Napoli at Schindler India
paper代写范例-Silvio Napoli在印度辛德勒的任命。本文是一篇留学生paper写作范文，主要内容是讲述辛德勒选择Silvio Napoli担任印度团队总经理不是正确的选择。Silvio Napoli的管理风格并不适用于印度。他是一个相信人们必须听从他的话的人，他发号施令。他一定是从Swtizerland等级制度非常明确的文化中发展出这种领导形式的。最好的总经理必须是一个能够根据情况在不同情况下改变行为的人。因此，公司最好让一些经理进行某种心理测试，以确定最适合这个职位的人选。总经理为公司做出非常重要的决定，因此应该理解他的员工。良好的组织文化对任何公司来说都是非常重要的，总经理应该能够在员工与领导层以及员工之间建立良好的关系，这就是那不勒斯完全错误的地方。下面就一起来看一下这篇Paper代写范例的具体内容。
The decision to choose Silvio Napoli as the general manager for Schindler India was not right. For status, his character and way of doing business was such that he used to dictate what to be done. The worrier character was not good for India where people are open minded. He did not have any international experience. Napoli ought to have been taken through some training before being assigned the job in India. Schindler also had very high expectation because Napoli believed that the company was to grow at a very fast rate in the first five years. Unfortunately this did not happen. Schinder’s target was to sell 50 units in the first year and occupy 20% of the market share after five years.There are however instances when Napoli made reasonable decisions in his role as general manager. Selecting a team of experienced members was one such instance. Adding buy-ins onto the company’s business model was also a wise step. It was however very unwise of him to relocate his family at the same time when he was to begin his work as a general manager. So much time was wasted dealing with personal issues making him lack the much needed concentration. Rejecting to make alterations in the business plan when need arose was also a negative decision. The increase in transfer rates and imports rates from 22% to 56% was a big blow to the company but it was a good idea to turn to outsourcing strategy. The lack of urgency by the Europe plant to the needs of the India plant was also discouraging. Napoli should therefore have reported the matter to Mr. Schindler so that he could use his power to make the plans work out faster.
选择Silvio Napoli担任迅达印度公司总经理的决定是不对的。就地位而言，他的性格和经商方式使他习惯于发号施令。这种担忧的性格对印度不利，因为那里的人民思想开放。他没有任何国际经验。在被分配到印度工作之前，那不勒斯应该接受一些训练。辛德勒也有很高的期望，因为那不勒斯相信公司将在头五年以非常快的速度增长。不幸的是，这并没有发生。Schinder的目标是在第一年卖出50套，五年后占据20%的市场份额。然而，在某些情况下，那不勒斯作为总经理做出了合理的决定。选择一个由经验丰富的成员组成的团队就是这样一个例子。在公司的商业模式中加入收购也是明智的一步。然而，在他开始担任总经理的同时，他却举家搬迁，这是非常不明智的。如此多的时间被浪费在处理个人问题上，使他缺乏急需的注意力。当需要时拒绝修改商业计划也是一个消极的决定。转移率和进口率从22%提高到56%对该公司来说是一个巨大的打击，但转向外包战略是个好主意。欧洲工厂对印度工厂的需求缺乏紧迫性也令人沮丧。因此，那不勒斯本应向辛德勒先生报告此事，以便他能够利用自己的权力更快地制定计划。
Did Schindler make the right choice in selecting Silvio Napoli as general manager for India?
Schindler选择Silvio Napoli担任印度队总经理是正确的选择吗？
Schindler must have made the worst choice in selecting Silvio Napoli to be their general manager in India. As much as he might have had success in Switzerland, India was a new world that had its own way of doing business. It’s no doubt that Napoli was an MBA graduate from Harvard Business School but in business there is more to offer than the mere knowledge. Besides heading such a huge firm, the company ought to have selected an individual with international experience in the real world. It’s a nice thing that he was successful in Switzerland but there were still many aspects that Schindler had to consider.
辛德勒选择西尔维奥·那不勒斯担任他们在印度的总经理，肯定是做了最糟糕的选择。尽管他可能在瑞士取得了成功，但印度是一个有自己商业方式的新世界。毫无疑问，Napoli是哈佛商学院的MBA毕业生，但在商业领域，除了知识之外，还有更多的东西可以提供。除了领导这样一家大公司，公司还应该选择一位在现实世界中具有国际经验的人。他在瑞士取得成功是件好事，但辛德勒仍有许多方面需要考虑。
To begin with, Napoli’s management style was not applicable in India. He is one person who believes that people have to follow what he says and he calls all the shots. He must have developed this form of leadership from the culture in Swtizerland where hierarchy was very clear. For instance Napoli recalls that when he began his first job in Sweden, the employees were very responsive to anything he requested. This is just a confirmation that the leaders were very much feared in Switzerland. One of the employees even says “He was the assistant to Mr. Schindler, so I knew I’d better be nice to him.” It must have been the culture in Switzerland to tread carefully with those in leadership. Unfortunately Napoli transferred this culture to India without really understanding that this was a different country with different traditions.
首先，那不勒斯的管理风格并不适用于印度。他是一个相信人们必须听从他的话的人，他发号施令。他一定是从Swtizerland等级制度非常明确的文化中发展出这种领导形式的。例如，Napoli回忆说，当他在瑞典开始他的第一份工作时，员工们对他提出的任何要求都非常响应。这只是一个证实，领导人在瑞士非常害怕。其中一名员工甚至说：“他是辛德勒先生的助理，所以我知道我最好对他好一点。”这一定是瑞士的文化，谨慎对待领导层。不幸的是，那不勒斯将这种文化转移到了印度，却没有真正理解这是一个有着不同传统的不同国家。
It is common for a businessman to confront a new culture by thinking that his way was the best way. This is exactly what Napoli did. From the study, he says he had to adapt his way of management which did not succeed. Schindler ought to have taken Napoli through some management training before giving him a job in a different country. The most important area that needed training was the issue of building relationships. Indians have a very different way of doing business since they value good relationships before anything else. For one to succeed in doing business in India, he has to understand that trust is a very important virtue for them. This is an area where Napoli definitely failed since be imposed his own way of management. Moreover, in India everybody is very respective of his position and duties. For instance moving a desk in the office can not be done by anyone else other than the “peon”.
对于一个商人来说，面对一种新文化时，通常会认为自己的方式是最好的方式。这正是那不勒斯所做的。根据这项研究，他说他不得不调整自己的管理方式，但没有成功。辛德勒应该先带那不勒斯接受一些管理培训，然后再去另一个国家工作。需要培训的最重要领域是建立关系的问题。印度人做生意的方式非常不同，因为他们把良好的关系看得比其他任何事情都重要。一个人要想在印度成功做生意，就必须明白信任对他们来说是一种非常重要的美德。这是一个那不勒斯绝对失败的领域，因为他被强加了自己的管理方式。此外，在印度，每个人都非常各自的立场和职责。例如，移动办公室里的桌子不能由“peon”以外的任何人完成。
The best general manager had to be an individual who could change his behavior under different circumstances depending on the situation. It would therefore been a good idea for the company to take some of its managers through some kind of mentality test so as to determine the best man for the position. The general manager makes very important decisions for the company and therefore should understand his employees. A good organizational culture is also very important for any company. The general manager should therefore be capable of creating good relationship between employees and the leadership as well as amongst the employees. This is where Napoli went totally wrong. His colleagues describe him as impatient, impulsive and over-communicative on some occasions. If fellow workmates can say this about their general manager then there must be a very big problem.
最好的总经理必须是一个能够根据情况在不同情况下改变行为的人。因此，公司最好让一些经理进行某种心理测试，以确定最适合这个职位的人选。总经理为公司做出非常重要的决定，因此应该理解他的员工。良好的组织文化对任何公司来说都是非常重要的。因此，总经理应该能够在员工与领导层以及员工之间建立良好的关系。这就是那不勒斯完全错误的地方。他的同事们形容他不耐烦、冲动，有时还会过度沟通。如果同事们能这样评价他们的总经理，那么肯定有一个很大的问题。
The expectations of Schindler were very high since it needed to grow very fast within a short period of time. With Napoli’s character: impulsive, impatient and so on, it would most probably take a very long time before the Indian branch stabilized and began making the required profits. Schindler’s expectations were to make sales of about 50 units during the first year of business and acquire 20% market share in the first five years. These are definitely high expectations for an individual who had very little experience in international business. The company should have chosen a general manager who had worked for the company for a longer time and had the experience of working in various countries or various cultures. Just like in Switzerland where Napoli was answerable to the CEO, it would have been better if the company had done the same in India. It even appears that it was obvious that Napoli was not fit for the job in India. In the case study, one of his colleagues says “He wants everything done yesterday and in India things don’t get done yesterday.” This is a clear indication that Napoli’s character was not compatible with the culture in India.
对迅达的期望非常高，因为它需要在短时间内快速增长。由于那不勒斯的性格：冲动、不耐烦等等，印度分行很可能需要很长时间才能稳定下来并开始赚取所需的利润。迅达的预期是在开业的第一年销售约50台，并在前五年获得20%的市场份额。对于一个在国际商业方面几乎没有经验的人来说，这些肯定是很高的期望。公司应该选择一位在公司工作时间更长、具有在不同国家或不同文化工作经验的总经理。就像在瑞士，那不勒斯对首席执行官负责一样，如果该公司在印度也这样做会更好。甚至很明显，那不勒斯不适合在印度担任这项工作。在案例研究中，他的一位同事说：“他希望一切都在昨天完成，而在印度，事情不会在昨天完成。”这清楚地表明，那不勒斯的性格与印度的文化格格不入。
Looking at the whole study, the main problem seemed to be on poor leadership. This is enough proof that Napoli was not fit for the job. On several occasions he was seen to underestimate the potential of his management team and yet he had hired them for the same job of providing advice. For instance when he realized that the team had taken an order for custom glass pod elevators, he rejected the order because he claimed that it was a violation of the company’s strategy. Remember this was a decision from a team he had picked because he needed assistance from the members. On another occasion he rejected another offer to equip a government building in Mumbai with glass walled elevators. Team members insisted that it was only a minor modification of their S001 model but Napoli insisted that it would be difficult for a new team to install the elevators. A good general manager should be one who can accept challenges and be ready to take up the job as long as it is for the good of the company. Similarly he should be able to accept the views of his management team because this is what they are paid for. There is no need in having a team whose views do not count on any occasion. He dictated all that was to be done.
纵观整个研究，主要问题似乎是领导不力。这足以证明那不勒斯不适合这份工作。有几次，他被认为低估了管理团队的潜力，但他还是雇佣他们来做同样的工作，提供建议。例如，当他意识到团队接受了定制玻璃吊舱电梯的订单时，他拒绝了订单，因为他声称这违反了公司的战略。请记住，这是他选择的团队的决定，因为他需要成员的帮助。还有一次，他拒绝了另一项为孟买政府大楼配备玻璃墙电梯的提议。团队成员坚持认为这只是他们S001型号的一个小改动，但那不勒斯坚持认为，新团队很难安装电梯。一个好的总经理应该是一个能够接受挑战并准备好接受这份工作的人，只要这是为了公司的利益。同样，他应该能够接受管理团队的观点，因为这是他们的报酬。没有必要让一个团队的观点在任何场合都不重要。他口述了要做的一切。
As Luc Bonnard, how would you evaluate Silvio’s first seven months as general manager of the Indian company? What advice would you offer?
作为Luc Bonnard，你会如何评价Silvio担任这家印度公司总经理的前七个月？你有什么建议？
Even though there were negative attributes with Silvio’s performance, it is worth saying that he also showed very positive performance on some occasions. For instance he was very logical in selecting his management team. His plan was well thought since he understood the kind of environment he was working in. It was therefore wise for him to select his team from a pool of experienced candidates identified by Egon Zehnder. Starting with 42 year old Kara Signh as the managing director, to 33 year old Jujudan Jena who was recruited for the position of chief financial officer, it was wise of him to pick a team of experienced individuals to help him since he lacked the experience. This team would help show the right way by which the company was to follow. Considering the fact that the selected team was from India, they had a clue on what to expect and would therefore provide the best advice.
尽管西尔维奥的表现有负面影响，但值得一提的是，他在某些场合也表现出了非常积极的表现。例如，他在选择管理团队时非常合乎逻辑。他的计划是经过深思熟虑的，因为他了解自己工作的环境。因此，他明智的做法是从埃贡·曾德（Egon Zehnder）确定的经验丰富的候选人库中选择自己的团队。从42岁的Kara Signh担任董事总经理开始，到33岁的Jujudan Jena被聘为首席财务官，他明智的做法是选择一支经验丰富的团队来帮助他，因为他缺乏经验。这个团队将有助于展示公司应该遵循的正确方式。考虑到被选中的团队来自印度，他们知道该期待什么，因此会提供最好的建议。
Most importantly, he had a reason for the selection of every member of the team. For instance when picking the chief financial officer, he said “You try to see whether the character of the person is compatible with yours…”(Fagan, Yoshino & Bartlett 6). This is an indication that he did not just choose blindly but was looking at very important characteristics. He is justified to do so because if you choose someone that you are not compatible with, it might be difficult to make decisions. A compatible team ensures that there is trust amongst the members and most importantly good relationship or cohesion. Without trust, members will all be in differences and poor working relationships is the last thing one would need for such a company with high expectations.
最重要的是，他挑选团队中的每一位成员都是有原因的。例如，在挑选首席财务官时，他说“你试着看看这个人的性格是否与你的性格相符”（Fagan，Yoshino&Bartlett 6）。这表明他并不是盲目选择，而是着眼于非常重要的特征。他这样做是有道理的，因为如果你选择了一个与你不兼容的人，可能很难做出决定。一个兼容的团队确保成员之间的信任，最重要的是良好的关系或凝聚力。如果没有信任，所有成员都会产生分歧，而对于这样一家期望值很高的公司来说，糟糕的工作关系是最不需要的。
It was also a positive initiative for Silvio to hold a meeting with his teammates to introduce them to one another so that they could know who they were working with. Meeting also helps bring about one on one communication among team members and thereby developing trust among the members. It is through this meeting that members could also share views on how to run the business. Silvio also had the desire to get views from the management team rather than solely relying on his own ideas. Considering that these were people who were to help run the company, it was important that buy-ins from the team were added to Silvio’s business model right from the word go.
对西尔维奥来说，这也是一个积极的举措，他与队友们举行了一次会议，互相介绍他们，让他们知道自己在与谁合作。会议还有助于在团队成员之间进行一对一的沟通，从而发展成员之间的信任。正是通过这次会议，成员们还可以就如何经营企业分享意见。Silvio也希望从管理团队那里获得意见，而不是仅仅依靠自己的想法。考虑到这些人将帮助管理公司，从一开始就将团队的收购加入Silvio的商业模式是很重要的。
On a negative point of view, it was wrong for him to relocate his family when he was supposed to start his work in India. The best option would be for him to either move the family after he had established the company and it had started running or he would have moved the family prior to his commencement of work. There was so much time lost dealing with family issues like the accidents his children had gone through leave alone spending so much time looking for a good place to live. This time could be dedicated to working at the company. Because of his family problems: his child getting cut on the forehead, his wife suffering from food poison and his son breaking his leg made him unsettled and therefore he could not concentrate on his work. There was no single goal that was well executed because her was not settled.
从消极的角度来看，他本应在印度开始工作，却举家搬迁，这是错误的。对他来说，最好的选择是在他成立公司并开始运营后举家搬迁，或者在开始工作前举家搬迁。在处理家庭问题上浪费了太多时间，比如他的孩子们独自经历的事故，花了太多的时间寻找一个好的住处。这段时间可以用来在公司工作。由于他的家庭问题：他的孩子前额被割伤，他的妻子被食物中毒，他的儿子摔断了腿，这让他感到不安，因此他无法集中精力工作。没有一个进球执行得很好，因为她没有稳定下来。
He also ought to have accepted to make alterations when the market required that the business plan needed to be altered. The problem with Silvio was that he was so determined to go by his business plan even when it was so obvious that it won’t work. For instance his plan suggested that there would be no customization of products. On the other hand, customers reveled that there was no way the standard product line was going to be accepted for the initial orders received by Schindler India.
当市场要求商业计划需要修改时，他也应该接受修改。西尔维奥的问题是，他下定决心要执行自己的商业计划，即使很明显，它不会奏效。例如，他的计划表明不会对产品进行定制。另一方面，客户感到高兴的是，迅达印度公司收到的最初订单不可能接受标准产品线。
The best advice I would give the company is for its management to reevaluate Schindler India’s business plan. From there, Silvio will have to gain the teams respect and support for the business to run smoothly. The culture back in Switzerland was that you had to respect your leader. This is the reason as to why Silvio earned respect from the company’s employees regardless of how tough he was. The situation in India is however different; Silvio has to make sure that he is respected by the management team. His “worrier” style of management was not doing him any good in India. Perhaps it was time that he learned the “monk” attributes for him to earn the respect of team members.
我给该公司最好的建议是让其管理层重新评估迅达印度的商业计划。从那时起，Silvio必须获得团队的尊重和支持，才能使业务顺利运行。瑞士的文化是你必须尊重你的领导人。这就是为什么Silvio无论多么强硬都能赢得公司员工的尊重的原因。然而，印度的情况有所不同；西尔维奥必须确保他受到管理团队的尊重。他那种“多愁善感”的管理风格在印度对他没有任何好处。也许是时候让他学会“和尚”的特质来赢得团队成员的尊重了。
What advice would you give to Silvio regarding his decision on the non-standard glass wall elevator that has been ordered?
关于Silvio对已订购的非标准玻璃墙电梯的决定，您会给他什么建议？
Despite the fact that the company was going to make a loss if it accepted the order, Silvio should just go ahead and accept it. The most important thing at this point is for the company to penetrate into the market. Unfortunately, sometimes a business just has to make some loss to benefit from it in another way. The market is dominated by strong competitors and this is the chance to show customers the difference between the Schindler and other competitors. If Silvio can accept the order, the company will most likely be accepted in the market because it provides what the customers need.The company could still end up making profits if Silvio demonstrate reliability, pulls off installation and most importantly provide the customers with superior services than its competitors. Even though it’s always good for the management to commit itself to the company’s business plan, sometimes it calls for adjustments in one way or the other to benefit from market share. At this point the company had not received much entry into the market. By accepting the order to supply a government building with elevators that had glass walls, it will give the company entry into a very important part of the market. The government as an institution adds new buildings every now and then. Supplying the government building with the best elevators, might earn the company more orders when need arise.
尽管事实上，如果该公司接受订单，它将亏损，但Silvio应该继续接受订单。在这一点上，最重要的是公司渗透到市场中。不幸的是，有时一家企业不得不做出一些损失，才能以另一种方式从中受益。市场由强大的竞争对手主导，这是向客户展示迅达与其他竞争对手区别的机会。如果Silvio能够接受订单，该公司很可能会被市场接受，因为它提供了客户需要的东西。如果Silvio表现出可靠性，完成安装，最重要的是为客户提供比竞争对手更优质的服务，该公司最终仍有可能盈利。尽管管理层致力于公司的商业计划总是有好处的，但有时也需要以这样或那样的方式进行调整，以从市场份额中受益。在这一点上，该公司还没有获得太多进入市场的机会。通过接受为政府大楼提供玻璃墙电梯的订单，该公司将进入市场的一个非常重要的部分。作为一个机构，政府不时会增加新的建筑。为政府大楼提供最好的电梯，可能会在需要时为公司赢得更多订单。
Customer loyalty is very important in business because it keeps the customers coming back. It also opens for more ways because a good job to a customer will make him inform his friends about the good job you did and this might help the company own a bigger market share. Besides the team’s members some of who are experts in the elevator industry understand that the glass-walled elevators was only a modification of the standard product the company had. There is no doubt that it might cost the company a little more but the most important issue is it will still give the company a very good opportunity to penetrate into the market.
客户忠诚度在商业中非常重要，因为它能让客户不断回头。它还开辟了更多的途径，因为对客户来说，一份好的工作会让他告诉他的朋友你做得好，这可能有助于公司拥有更大的市场份额。除了团队成员之外，一些电梯行业的专家也明白，玻璃墙电梯只是该公司标准产品的改进。毫无疑问，这可能会让公司付出更多的代价，但最重要的问题是，这仍然会给公司提供一个很好的机会来打入市场。
Silvio should also take up the initiative to inform Mr. Schindler about European plans which are definitely not giving him the support he needs. It was very important for the company to outsource the S001 model to local suppliers immediately. Any details will definitely be disadvantageous to the company. Mr. Schindler needs to be informed about the situation so that he might use his power and position to talk to the Europe plant to quickly respond to the needs of the Indian plant. The increase of rates of import duty from 22% to 56% has a very devastating effect to the company’s objective of breaking even. It was very wise for the company to take the alternative idea of outsourcing elevators to local suppliers. This is the spirit of a successful company at this point in time when competition is high. Plans to accelerate the supply of S001 could not be delayed any longer because this was the only available chance for the success of the company. 50 units are enough to make good money for the company. Informing the CEO about the delays might see things change.
西尔维奥还应该主动向辛德勒先生通报欧洲的计划，这些计划肯定没有给他所需的支持。对于该公司来说，立即将S001车型外包给当地供应商是非常重要的。任何细节都肯定对公司不利。Schindler先生需要了解情况，以便他能够利用自己的权力和地位与欧洲工厂对话，迅速满足印度工厂的需求。进口税税率从22%提高到56%，对该公司实现收支平衡的目标产生了非常严重的破坏性影响。该公司采取将电梯外包给当地供应商的替代方案是非常明智的。在竞争激烈的时刻，这就是一家成功公司的精神。加快S001供应的计划不能再拖延了，因为这是该公司成功的唯一机会。50个单位足以为公司赚大钱。将延误告知首席执行官可能会看到情况发生变化。
How should he deal with the challenge he is facing over transfer prices and limited technical cooperation from the Europe plants?
他应该如何应对欧洲工厂在转让价格和有限技术合作方面面临的挑战？
Both the transfer prices and limited technical cooperation from the Europe plants are serious issues that need immediate attention since they are crippling the company pursue for success. According to the company’s business plan, the company was to outsource key logistic and manufacturing function in order to gain the much needed competitive advantage. This is the best way for the company to evade the high import duties charged by India and high transfer prices and most importantly to keep the overhead cost low. The first option he has would be to stick to the plans because this will cut the cost. By doing so, there will be no need to import items from abroad because the company will deal with what is locally available.
转让价格和欧洲工厂有限的技术合作都是需要立即关注的严重问题，因为它们阻碍了该公司追求成功。根据该公司的商业计划，该公司将把关键的物流和制造职能外包，以获得急需的竞争优势。这是该公司逃避印度征收的高进口税和高转让价格的最佳方式，最重要的是保持低管理成本。他的第一个选择是坚持这些计划，因为这将降低成本。这样一来，就没有必要从国外进口商品，因为该公司将处理当地可用的商品。
He should therefore stick to the outsourcing concept because this is the best way to avoid the transfer rates and high import rates. However, since the European plant seems to be slow in responding to Schindler India’s needs, it would be better for Silvio to inform Mr. Schindler about the issue. With his position and power, he is most likely to make the European companies to harry up. On the other hand if he kept quite, all the blame will be upon him, and the compny will lose out on its desire to own 20 % of the market share. One of the responsibilities of a general manager is to discuss the company’s policies and strategies with the top management. The final approval comes from top management. In this situation, Mr. Schindler should be informed about the delays because he is in a better position to deal with the European plants. Time is of the essence for the company and it cannot afford to waste any single minute if it is to remain competitive in the market. All its competitors must be looking for ways to cut down on their overall costs. The best company will therefore be that which acts quickly and respond to the needs of the customers. Unfortunately, issues to do with increase in transfer rates or import duties do not concern the customers. For them, the most important thing is getting the best products at reasonable prices.
因此，他应该坚持外包的概念，因为这是避免转移率和高进口率的最佳方式。然而，由于欧洲工厂似乎对迅达印度的需求反应迟缓，Silvio最好将此事告知迅达先生。以他的地位和权力，他最有可能让欧洲公司效仿。另一方面，如果他保持冷静，所有的责任都将落在他身上，公司将失去拥有20%市场份额的愿望。总经理的职责之一是与最高管理层讨论公司的政策和战略。最终批准来自最高管理层。在这种情况下，Schindler先生应该被告知延迟的情况，因为他能够更好地与欧洲工厂打交道。时间对公司来说至关重要，如果要在市场上保持竞争力，就不能浪费任何一分钟。它的所有竞争对手都必须寻找降低整体成本的方法。因此，最好的公司将是快速行动并对客户的需求做出反应的公司。不幸的是，与提高转让率或进口关税有关的问题与客户无关。对他们来说，最重要的是以合理的价格获得最好的产品。
It is however, still important that Schindler India maintains good relationship with the company’s plant in Europe because these are parts of one family. There is no need Silvio to make the managers of the plant in Europe to look incompetent. It is important that he reports the matter to the CEO in a manner that would not make the management of the Europe plant look incompetent. There might be some miscommunication or some technical problem that was beyond the control of the management team of the plant. In business sometimes things happen beyond the control of the management team but the most important thing is how the team deals with it. Its good that Alfred Schindler understands that the business experience in India was similar to that of a battlefield. He also understands that the environment in India was very hostile and calls for the management team to be tough. The sudden increase in transfer rates is an example of the hostile environment. It calls for Silvio to remain calm and deal with the issue in the right way. A direct communication with the general manager of the Europe plant could also have been of importance. The best mode of communication would be to call him directly other than using mails or talking to other members of the management team. Alternatively he would have taken a fight to the Europe plant to find out what the issue really was. A good general manager should act fast to make corrections whenever necessary. It is of no help for him to remain in India and keep waiting for response from Europe. Urgent issues need urgent response and this was an urgent issue that ought to be solved immediately.
然而，辛德勒印度公司与该公司在欧洲的工厂保持良好的关系仍然很重要，因为这些工厂是一个家族的一部分。西尔维奥没有必要让欧洲工厂的经理们看起来无能。重要的是，他向首席执行官报告此事的方式不会让欧洲工厂的管理层看起来无能。可能存在一些沟通错误或超出工厂管理团队控制范围的技术问题。在商业中，有时事情的发生超出了管理团队的控制范围，但最重要的是团队如何处理。阿尔弗雷德·辛德勒（Alfred Schindler）明白在印度的商业经历类似于战场，这很好。他也明白印度的环境非常恶劣，并呼吁管理团队要强硬。转移率的突然上升就是敌对环境的一个例子。它呼吁西尔维奥保持冷静，以正确的方式处理这个问题。与欧洲工厂总经理的直接沟通也很重要。最好的沟通方式是直接给他打电话，而不是用邮件或与管理团队的其他成员交谈。或者，他会去欧洲工厂看看问题到底是什么。一个好的总经理应该迅速行动，在必要的时候做出改正。他留在印度并继续等待欧洲的回应对他没有帮助。紧急问题需要紧急回应，这是一个应该立即解决的紧急问题。
What action should Luc Bonnard take with Napoli moving forward?
随着那不勒斯的前进，吕克·博纳尔应该采取什么行动？
Looking at Napoli’s profile, he seems to posses the much needed knowledge to run a business. He needs to understand that every environment has its own way of doing business. To begin with Napoli needs to be taken for some serious training on how to conduct business in different countries or cultures. It is not just enough to base the success of an individual on his educational background, his character or his performance in one project. There is no doubt that Napoli was successful in Switzerland. But this is India and not Switzerland. Moreover, in Switzerland he used to report to the CEO and the Swiss culture was such that employees were very cautious when dealing with people in top management positions. However, the culture was totally different. For instance unlike in Switzerland where a young veteran said “He was the assistant to Mr. Schindler, so I knew I’d better be nice to him”, the situation totally different in Indi(Fagan, Yoshino & Bartlett 3). The first question he was asked by M.K was “who are your friends inside the company? Who doesn’t like you?”Fagan, Yoshino & Bartlett 5) This implies that Indians are much brave and would speak their minds out. Other than training he also needs to shade his worrier character and pick up the monk character.
从那不勒斯的个人资料来看，他似乎拥有经营企业所急需的知识。他需要明白，每个环境都有自己的经营方式。首先，那不勒斯需要接受一些关于如何在不同国家或文化中开展业务的严肃培训。仅仅将一个人的成功建立在他的教育背景、性格或在一个项目中的表现之上是不够的。毫无疑问，那不勒斯在瑞士取得了成功。但这是印度，而不是瑞士。此外，在瑞士，他曾向首席执行官报告，瑞士的文化使得员工在与高层管理人员打交道时非常谨慎。然而，文化却完全不同。例如，与瑞士不同的是，一位年轻的退伍军人说“他是辛德勒先生的助理，所以我知道我最好对他好一点”，英迪的情况完全不同（Fagan，Yoshino&Bartlett 3）。M.K问他的第一个问题是“你在公司里的朋友是谁？谁不喜欢你？”Fagan、Yoshino和Bartlett这意味着印度人非常勇敢，会说出自己的想法。除了训练之外，他还需要掩饰自己的忧虑性格，学会僧侣性格。
Luc Bonnard should therefore make sure that Napoli looks at his business plan afresh. Together with his management team, Napoli should re-evaluate the company’s aspirations since the business model seemed to be over ambitious. For instance it stated that the company was to make a high level growth by the end of its first five years in the market. What he did not understand was that the market environment in India was unpredictable and you have to use the first year to learn before making conclusive plans. Similarly, the business model the company went for had never been attempted in India. Even though it’s wise to come up with new ideas in business, a research has to be done before putting the idea to practice. Focusing on the standardized elevators was not a wise move because it had never been done before. There is a need for a business model to be flexible if a company is to succeed in any competitive market. This is also an area that Bonnard should ensure that Napoli readjusts in his business model. The biggest obstacle to Schindler India’ success has to be Napoli’s business model. If he has to continue as at general manager, Bonnard should also ensure that this obstacle is conquered for the company to register any growth.
因此，吕克·博纳尔应该确保那不勒斯重新审视他的商业计划。那不勒斯应该和他的管理团队一起重新评估公司的愿望，因为商业模式似乎过于雄心勃勃。例如，该公司表示，该公司将在进入市场的前五年结束时实现高水平增长。他不明白的是，印度的市场环境是不可预测的，在制定最终计划之前，你必须利用第一年的时间来学习。同样，该公司追求的商业模式从未在印度尝试过。尽管在商业中提出新想法是明智的，但在将想法付诸实践之前，必须进行研究。专注于标准化电梯并不是明智之举，因为以前从未这样做过。如果一家公司要在竞争激烈的市场中取得成功，就需要灵活的商业模式。这也是博纳尔应该确保那不勒斯重新调整其商业模式的一个领域。迅达印度成功的最大障碍是那不勒斯的商业模式。如果他必须继续担任总经理，Bonnard还应确保克服这一障碍，使公司实现任何增长。
Bonnard should also ask Napoli to reevaluate his management team. To be specific, the chief financial officer needs to pull up his socks. It is the responsibility of the chief financial officer to evaluate the market situations and predict any possible changes to come in future. He seems to have failed on this part because it was his responsibility to inform the company in advance about the changes in transfer prices and export. The idea of using outsourcing as a strategy to go past the problem of increased transfer and import rates seemed to have backfired. Advice on money matters should be addressed by the chief financial officer and therefore he must have been the source of this strategy. Apart from Jena Jujudhan, he does not seem to have enough experience to control financial matters of an international company under pressure of establishing itself in a new market.
博纳尔也应该要求那不勒斯重新评估他的管理团队。具体地说，首席财务官需要振作起来。首席财务官有责任评估市场状况，并预测未来可能发生的任何变化。他似乎在这方面失败了，因为他有责任提前通知公司转让价格和出口的变化。将外包作为解决转移和进口率上升问题的战略的想法似乎适得其反。有关资金问题的建议应由首席财务官处理，因此他一定是这一战略的来源。除了耶娜·朱朱丹，他似乎没有足够的经验来控制一家面临新市场压力的国际公司的财务事务。
Although it might not be wise to suck a general manager after such a short time, this might also be a good solution for the company. Another experienced member could be given the mandate to run the plant in India while Napoli could be returned to Switzerland where he seems to be successful. As the Vice President, Bonnard should also consider teaming up with a local elevator company because it might have an understanding of how the market in India works. By going into the new market without merging with any other company, it proved to be a little bit difficult. Even though the management team was made up of experienced members who had worked in India, this was not enough. All of them were from different companies and therefore had different strategies. Bonnard should therefore consider merging with a local company in order to benefit from some of its customers.
尽管在这么短的时间内任命总经理可能不明智，但这对公司来说也是一个很好的解决方案。另一位经验丰富的成员可能会被授权在印度经营工厂，而那不勒斯可能会回到瑞士，在那里他似乎很成功。作为副总裁，Bonnard还应该考虑与当地的电梯公司合作，因为该公司可能了解印度市场的运作方式。事实证明，在不与任何其他公司合并的情况下进入新市场有点困难。尽管管理团队由在印度工作过的经验丰富的成员组成，但这还不够。他们都来自不同的公司，因此有不同的战略。因此，Bonnard应该考虑与当地公司合并，以从其部分客户中获益。
本站提供各国各专业paper范文以及paper写作辅导等相关服务，如有需要可咨询本平台。
