paper代寫范例：The appointment of Silvio Napoli at Schindler India
paper代寫范例-Silvio Napoli在印度辛德勒的任命。本文是一篇留學(xué)生paper寫作范文，主要內(nèi)容是講述辛德勒選擇Silvio Napoli擔(dān)任印度團(tuán)隊(duì)總經(jīng)理不是正確的選擇。Silvio Napoli的管理風(fēng)格并不適用于印度。他是一個(gè)相信人們必須聽從他的話的人，他發(fā)號(hào)施令。他一定是從Swtizerland等級(jí)制度非常明確的文化中發(fā)展出這種領(lǐng)導(dǎo)形式的。最好的總經(jīng)理必須是一個(gè)能夠根據(jù)情況在不同情況下改變行為的人。因此，公司最好讓一些經(jīng)理進(jìn)行某種心理測(cè)試，以確定最適合這個(gè)職位的人選。總經(jīng)理為公司做出非常重要的決定，因此應(yīng)該理解他的員工。良好的組織文化對(duì)任何公司來說都是非常重要的，總經(jīng)理應(yīng)該能夠在員工與領(lǐng)導(dǎo)層以及員工之間建立良好的關(guān)系，這就是那不勒斯完全錯(cuò)誤的地方。下面就一起來看一下這篇Paper代寫范例的具體內(nèi)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.
選擇Silvio Napoli擔(dān)任迅達(dá)印度公司總經(jīng)理的決定是不對(duì)的。就地位而言，他的性格和經(jīng)商方式使他習(xí)慣于發(fā)號(hào)施令。這種擔(dān)憂的性格對(duì)印度不利，因?yàn)槟抢锏娜嗣袼枷腴_放。他沒有任何國(guó)際經(jīng)驗(yàn)。在被分配到印度工作之前，那不勒斯應(yīng)該接受一些訓(xùn)練。辛德勒也有很高的期望，因?yàn)槟遣焕账瓜嘈殴緦⒃陬^五年以非常快的速度增長(zhǎng)。不幸的是，這并沒有發(fā)生。Schinder的目標(biāo)是在第一年賣出50套，五年后占據(jù)20%的市場(chǎng)份額。然而，在某些情況下，那不勒斯作為總經(jīng)理做出了合理的決定。選擇一個(gè)由經(jīng)驗(yàn)豐富的成員組成的團(tuán)隊(duì)就是這樣一個(gè)例子。在公司的商業(yè)模式中加入收購(gòu)也是明智的一步。然而，在他開始擔(dān)任總經(jīng)理的同時(shí)，他卻舉家搬遷，這是非常不明智的。如此多的時(shí)間被浪費(fèi)在處理個(gè)人問題上，使他缺乏急需的注意力。當(dāng)需要時(shí)拒絕修改商業(yè)計(jì)劃也是一個(gè)消極的決定。轉(zhuǎn)移率和進(jìn)口率從22%提高到56%對(duì)該公司來說是一個(gè)巨大的打擊，但轉(zhuǎn)向外包戰(zhàn)略是個(gè)好主意。歐洲工廠對(duì)印度工廠的需求缺乏緊迫性也令人沮喪。因此，那不勒斯本應(yīng)向辛德勒先生報(bào)告此事，以便他能夠利用自己的權(quán)力更快地制定計(jì)劃。
Did Schindler make the right choice in selecting Silvio Napoli as general manager for India?
Schindler選擇Silvio Napoli擔(dān)任印度隊(duì)總經(jīng)理是正確的選擇嗎？
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.
辛德勒選擇西爾維奧·那不勒斯擔(dān)任他們?cè)谟《鹊目偨?jīng)理，肯定是做了最糟糕的選擇。盡管他可能在瑞士取得了成功，但印度是一個(gè)有自己商業(yè)方式的新世界。毫無疑問，Napoli是哈佛商學(xué)院的MBA畢業(yè)生，但在商業(yè)領(lǐng)域，除了知識(shí)之外，還有更多的東西可以提供。除了領(lǐng)導(dǎo)這樣一家大公司，公司還應(yīng)該選擇一位在現(xiàn)實(shí)世界中具有國(guó)際經(jīng)驗(yàn)的人。他在瑞士取得成功是件好事，但辛德勒仍有許多方面需要考慮。
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，那不勒斯的管理風(fēng)格并不適用于印度。他是一個(gè)相信人們必須聽從他的話的人，他發(fā)號(hào)施令。他一定是從Swtizerland等級(jí)制度非常明確的文化中發(fā)展出這種領(lǐng)導(dǎo)形式的。例如，Napoli回憶說，當(dāng)他在瑞典開始他的第一份工作時(shí)，員工們對(duì)他提出的任何要求都非常響應(yīng)。這只是一個(gè)證實(shí)，領(lǐng)導(dǎo)人在瑞士非常害怕。其中一名員工甚至說：“他是辛德勒先生的助理，所以我知道我最好對(duì)他好一點(diǎn)。”這一定是瑞士的文化，謹(jǐn)慎對(duì)待領(lǐng)導(dǎo)層。不幸的是，那不勒斯將這種文化轉(zhuǎn)移到了印度，卻沒有真正理解這是一個(gè)有著不同傳統(tǒng)的不同國(guó)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”.
對(duì)于一個(gè)商人來說，面對(duì)一種新文化時(shí)，通常會(huì)認(rèn)為自己的方式是最好的方式。這正是那不勒斯所做的。根據(jù)這項(xiàng)研究，他說他不得不調(diào)整自己的管理方式，但沒有成功。辛德勒應(yīng)該先帶那不勒斯接受一些管理培訓(xùn)，然后再去另一個(gè)國(guó)家工作。需要培訓(xùn)的最重要領(lǐng)域是建立關(guān)系的問題。印度人做生意的方式非常不同，因?yàn)樗麄儼蚜己玫年P(guān)系看得比其他任何事情都重要。一個(gè)人要想在印度成功做生意，就必須明白信任對(duì)他們來說是一種非常重要的美德。這是一個(gè)那不勒斯絕對(duì)失敗的領(lǐng)域，因?yàn)樗粡?qiáng)加了自己的管理方式。此外，在印度，每個(gè)人都非常各自的立場(chǎng)和職責(zé)。例如，移動(dòng)辦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.
最好的總經(jīng)理必須是一個(gè)能夠根據(jù)情況在不同情況下改變行為的人。因此，公司最好讓一些經(jīng)理進(jìn)行某種心理測(cè)試，以確定最適合這個(gè)職位的人選。總經(jīng)理為公司做出非常重要的決定，因此應(yīng)該理解他的員工。良好的組織文化對(duì)任何公司來說都是非常重要的。因此，總經(jīng)理應(yīng)該能夠在員工與領(lǐng)導(dǎo)層以及員工之間建立良好的關(guān)系。這就是那不勒斯完全錯(cuò)誤的地方。他的同事們形容他不耐煩、沖動(dòng)，有時(shí)還會(huì)過度溝通。如果同事們能這樣評(píng)價(jià)他們的總經(jīng)理，那么肯定有一個(gè)很大的問題。
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.
對(duì)迅達(dá)的期望非常高，因?yàn)樗枰诙虝r(shí)間內(nèi)快速增長(zhǎng)。由于那不勒斯的性格：沖動(dòng)、不耐煩等等，印度分行很可能需要很長(zhǎng)時(shí)間才能穩(wěn)定下來并開始賺取所需的利潤(rùn)。迅達(dá)的預(yù)期是在開業(yè)的第一年銷售約50臺(tái)，并在前五年獲得20%的市場(chǎng)份額。對(duì)于一個(gè)在國(guó)際商業(yè)方面幾乎沒有經(jīng)驗(yàn)的人來說，這些肯定是很高的期望。公司應(yīng)該選擇一位在公司工作時(shí)間更長(zhǎng)、具有在不同國(guó)家或不同文化工作經(jīng)驗(yàn)的總經(jīng)理。就像在瑞士，那不勒斯對(duì)首席執(zhí)行官負(fù)責(zé)一樣，如果該公司在印度也這樣做會(huì)更好。甚至很明顯，那不勒斯不適合在印度擔(dān)任這項(xiàng)工作。在案例研究中，他的一位同事說：“他希望一切都在昨天完成，而在印度，事情不會(huì)在昨天完成。”這清楚地表明，那不勒斯的性格與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.
縱觀整個(gè)研究，主要問題似乎是領(lǐng)導(dǎo)不力。這足以證明那不勒斯不適合這份工作。有幾次，他被認(rèn)為低估了管理團(tuán)隊(duì)的潛力，但他還是雇傭他們來做同樣的工作，提供建議。例如，當(dāng)他意識(shí)到團(tuán)隊(duì)接受了定制玻璃吊艙電梯的訂單時(shí)，他拒絕了訂單，因?yàn)樗暦Q這違反了公司的戰(zhàn)略。請(qǐng)記住，這是他選擇的團(tuán)隊(duì)的決定，因?yàn)樗枰蓡T的幫助。還有一次，他拒絕了另一項(xiàng)為孟買政府大樓配備玻璃墻電梯的提議。團(tuán)隊(duì)成員堅(jiān)持認(rèn)為這只是他們S001型號(hào)的一個(gè)小改動(dòng)，但那不勒斯堅(jiān)持認(rèn)為，新團(tuán)隊(duì)很難安裝電梯。一個(gè)好的總經(jīng)理應(yīng)該是一個(gè)能夠接受挑戰(zhàn)并準(zhǔn)備好接受這份工作的人，只要這是為了公司的利益。同樣，他應(yīng)該能夠接受管理團(tuán)隊(duì)的觀點(diǎn)，因?yàn)檫@是他們的報(bào)酬。沒有必要讓一個(gè)團(tuán)隊(duì)的觀點(diǎn)在任何場(chǎng)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?
作為L(zhǎng)uc Bonnard，你會(huì)如何評(píng)價(jià)Silvio擔(dān)任這家印度公司總經(jīng)理的前七個(gè)月？你有什么建議？
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.
盡管西爾維奧的表現(xiàn)有負(fù)面影響，但值得一提的是，他在某些場(chǎng)合也表現(xiàn)出了非常積極的表現(xiàn)。例如，他在選擇管理團(tuán)隊(duì)時(shí)非常合乎邏輯。他的計(jì)劃是經(jīng)過深思熟慮的，因?yàn)樗私庾约汗ぷ鞯沫h(huán)境。因此，他明智的做法是從埃貢·曾德（Egon Zehnder）確定的經(jīng)驗(yàn)豐富的候選人庫(kù)中選擇自己的團(tuán)隊(duì)。從42歲的Kara Signh擔(dān)任董事總經(jīng)理開始，到33歲的Jujudan Jena被聘為首席財(cái)務(wù)官，他明智的做法是選擇一支經(jīng)驗(yàn)豐富的團(tuán)隊(duì)來幫助他，因?yàn)樗狈?jīng)驗(yàn)。這個(gè)團(tuán)隊(duì)將有助于展示公司應(yīng)該遵循的正確方式。考慮到被選中的團(tuán)隊(duì)來自印度，他們知道該期待什么，因此會(huì)提供最好的建議。
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 yoursa€|”(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，他挑選團(tuán)隊(duì)中的每一位成員都是有原因的。例如，在挑選首席財(cái)務(wù)官時(shí)，他說“你試著看看這個(gè)人的性格是否與你的性格相符”（Fagan，Yoshino&Bartlett 6）。這表明他并不是盲目選擇，而是著眼于非常重要的特征。他這樣做是有道理的，因?yàn)槿绻氵x擇了一個(gè)與你不兼容的人，可能很難做出決定。一個(gè)兼容的團(tuán)隊(duì)確保成員之間的信任，最重要的是良好的關(guān)系或凝聚力。如果沒有信任，所有成員都會(huì)產(chǎn)生分歧，而對(duì)于這樣一家期望值很高的公司來說，糟糕的工作關(guān)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.
對(duì)西爾維奧來說，這也是一個(gè)積極的舉措，他與隊(duì)友們舉行了一次會(huì)議，互相介紹他們，讓他們知道自己在與誰合作。會(huì)議還有助于在團(tuán)隊(duì)成員之間進(jìn)行一對(duì)一的溝通，從而發(fā)展成員之間的信任。正是通過這次會(huì)議，成員們還可以就如何經(jīng)營(yíng)企業(yè)分享意見。Silvio也希望從管理團(tuán)隊(duì)那里獲得意見，而不是僅僅依靠自己的想法。考慮到這些人將幫助管理公司，從一開始就將團(tuán)隊(duì)的收購(gòu)加入Silvio的商業(yè)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.
從消極的角度來看，他本應(yīng)在印度開始工作，卻舉家搬遷，這是錯(cuò)誤的。對(duì)他來說，最好的選擇是在他成立公司并開始運(yùn)營(yíng)后舉家搬遷，或者在開始工作前舉家搬遷。在處理家庭問題上浪費(fèi)了太多時(shí)間，比如他的孩子們獨(dú)自經(jīng)歷的事故，花了太多的時(shí)間尋找一個(gè)好的住處。這段時(shí)間可以用來在公司工作。由于他的家庭問題：他的孩子前額被割傷，他的妻子被食物中毒，他的兒子摔斷了腿，這讓他感到不安，因此他無法集中精力工作。沒有一個(gè)進(jìn)球執(zhí)行得很好，因?yàn)樗龥]有穩(wěn)定下來。
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.
當(dāng)市場(chǎng)要求商業(yè)計(jì)劃需要修改時(shí)，他也應(yīng)該接受修改。西爾維奧的問題是，他下定決心要執(zhí)行自己的商業(yè)計(jì)劃，即使很明顯，它不會(huì)奏效。例如，他的計(jì)劃表明不會(huì)對(duì)產(chǎn)品進(jìn)行定制。另一方面，客戶感到高興的是，迅達(dá)印度公司收到的最初訂單不可能接受標(biāo)準(zhǔn)產(chǎn)品線。
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.
我給該公司最好的建議是讓其管理層重新評(píng)估迅達(dá)印度的商業(yè)計(jì)劃。從那時(shí)起，Silvio必須獲得團(tuán)隊(duì)的尊重和支持，才能使業(yè)務(wù)順利運(yùn)行。瑞士的文化是你必須尊重你的領(lǐng)導(dǎo)人。這就是為什么Silvio無論多么強(qiáng)硬都能贏得公司員工的尊重的原因。然而，印度的情況有所不同；西爾維奧必須確保他受到管理團(tuán)隊(duì)的尊重。他那種“多愁善感”的管理風(fēng)格在印度對(duì)他沒有任何好處。也許是時(shí)候讓他學(xué)會(huì)“和尚”的特質(zhì)來贏得團(tuán)隊(duì)成員的尊重了。
What advice would you give to Silvio regarding his decision on the non-standard glass wall elevator that has been ordered?
關(guān)于Silvio對(duì)已訂購(gòu)的非標(biāo)準(zhǔn)玻璃墻電梯的決定，您會(huì)給他什么建議？
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.
盡管事實(shí)上，如果該公司接受訂單，它將虧損，但Silvio應(yīng)該繼續(xù)接受訂單。在這一點(diǎn)上，最重要的是公司滲透到市場(chǎng)中。不幸的是，有時(shí)一家企業(yè)不得不做出一些損失，才能以另一種方式從中受益。市場(chǎng)由強(qiáng)大的競(jìng)爭(zhēng)對(duì)手主導(dǎo)，這是向客戶展示迅達(dá)與其他競(jìng)爭(zhēng)對(duì)手區(qū)別的機(jī)會(huì)。如果Silvio能夠接受訂單，該公司很可能會(huì)被市場(chǎng)接受，因?yàn)樗峁┝丝蛻粜枰臇|西。如果Silvio表現(xiàn)出可靠性，完成安裝，最重要的是為客戶提供比競(jìng)爭(zhēng)對(duì)手更優(yōu)質(zhì)的服務(wù)，該公司最終仍有可能盈利。盡管管理層致力于公司的商業(yè)計(jì)劃總是有好處的，但有時(shí)也需要以這樣或那樣的方式進(jìn)行調(diào)整，以從市場(chǎng)份額中受益。在這一點(diǎn)上，該公司還沒有獲得太多進(jìn)入市場(chǎng)的機(jī)會(huì)。通過接受為政府大樓提供玻璃墻電梯的訂單，該公司將進(jìn)入市場(chǎng)的一個(gè)非常重要的部分。作為一個(gè)機(jī)構(gòu)，政府不時(shí)會(huì)增加新的建筑。為政府大樓提供最好的電梯，可能會(huì)在需要時(shí)為公司贏得更多訂單。
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.
客戶忠誠(chéng)度在商業(yè)中非常重要，因?yàn)樗茏尶蛻舨粩嗷仡^。它還開辟了更多的途徑，因?yàn)閷?duì)客戶來說，一份好的工作會(huì)讓他告訴他的朋友你做得好，這可能有助于公司擁有更大的市場(chǎng)份額。除了團(tuán)隊(duì)成員之外，一些電梯行業(yè)的專家也明白，玻璃墻電梯只是該公司標(biāo)準(zhǔn)產(chǎn)品的改進(jìn)。毫無疑問，這可能會(huì)讓公司付出更多的代價(jià)，但最重要的問題是，這仍然會(huì)給公司提供一個(gè)很好的機(jī)會(huì)來打入市場(chǎng)。
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.
西爾維奧還應(yīng)該主動(dòng)向辛德勒先生通報(bào)歐洲的計(jì)劃，這些計(jì)劃肯定沒有給他所需的支持。對(duì)于該公司來說，立即將S001車型外包給當(dāng)?shù)毓?yīng)商是非常重要的。任何細(xì)節(jié)都肯定對(duì)公司不利。Schindler先生需要了解情況，以便他能夠利用自己的權(quán)力和地位與歐洲工廠對(duì)話，迅速滿足印度工廠的需求。進(jìn)口稅稅率從22%提高到56%，對(duì)該公司實(shí)現(xiàn)收支平衡的目標(biāo)產(chǎn)生了非常嚴(yán)重的破壞性影響。該公司采取將電梯外包給當(dāng)?shù)毓?yīng)商的替代方案是非常明智的。在競(jìng)爭(zhēng)激烈的時(shí)刻，這就是一家成功公司的精神。加快S001供應(yīng)的計(jì)劃不能再拖延了，因?yàn)檫@是該公司成功的唯一機(jī)會(huì)。50個(gè)單位足以為公司賺大錢。將延誤告知首席執(zhí)行官可能會(huì)看到情況發(fā)生變化。
How should he deal with the challenge he is facing over transfer prices and limited technical cooperation from the Europe plants?
他應(yīng)該如何應(yīng)對(duì)歐洲工廠在轉(zhuǎn)讓價(jià)格和有限技術(shù)合作方面面臨的挑戰(zhàn)？
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.
轉(zhuǎn)讓價(jià)格和歐洲工廠有限的技術(shù)合作都是需要立即關(guān)注的嚴(yán)重問題，因?yàn)樗鼈冏璧K了該公司追求成功。根據(jù)該公司的商業(yè)計(jì)劃，該公司將把關(guān)鍵的物流和制造職能外包，以獲得急需的競(jìng)爭(zhēng)優(yōu)勢(shì)。這是該公司逃避印度征收的高進(jìn)口稅和高轉(zhuǎn)讓價(jià)格的最佳方式，最重要的是保持低管理成本。他的第一個(gè)選擇是堅(jiān)持這些計(jì)劃，因?yàn)檫@將降低成本。這樣一來，就沒有必要從國(guó)外進(jìn)口商品，因?yàn)樵摴緦⑻幚懋?dāng)?shù)乜捎玫纳唐贰?/p>
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，他應(yīng)該堅(jiān)持外包的概念，因?yàn)檫@是避免轉(zhuǎn)移率和高進(jìn)口率的最佳方式。然而，由于歐洲工廠似乎對(duì)迅達(dá)印度的需求反應(yīng)遲緩，Silvio最好將此事告知迅達(dá)先生。以他的地位和權(quán)力，他最有可能讓歐洲公司效仿。另一方面，如果他保持冷靜，所有的責(zé)任都將落在他身上，公司將失去擁有20%市場(chǎng)份額的愿望。總經(jīng)理的職責(zé)之一是與最高管理層討論公司的政策和戰(zhàn)略。最終批準(zhǔn)來自最高管理層。在這種情況下，Schindler先生應(yīng)該被告知延遲的情況，因?yàn)樗軌蚋玫嘏c歐洲工廠打交道。時(shí)間對(duì)公司來說至關(guān)重要，如果要在市場(chǎng)上保持競(jìng)爭(zhēng)力，就不能浪費(fèi)任何一分鐘。它的所有競(jìng)爭(zhēng)對(duì)手都必須尋找降低整體成本的方法。因此，最好的公司將是快速行動(dòng)并對(duì)客戶的需求做出反應(yīng)的公司。不幸的是，與提高轉(zhuǎn)讓率或進(jìn)口關(guān)稅有關(guān)的問題與客戶無關(guān)。對(duì)他們來說，最重要的是以合理的價(jià)格獲得最好的產(chǎn)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，辛德勒印度公司與該公司在歐洲的工廠保持良好的關(guān)系仍然很重要，因?yàn)檫@些工廠是一個(gè)家族的一部分。西爾維奧沒有必要讓歐洲工廠的經(jīng)理們看起來無能。重要的是，他向首席執(zhí)行官報(bào)告此事的方式不會(huì)讓歐洲工廠的管理層看起來無能。可能存在一些溝通錯(cuò)誤或超出工廠管理團(tuán)隊(duì)控制范圍的技術(shù)問題。在商業(yè)中，有時(shí)事情的發(fā)生超出了管理團(tuán)隊(duì)的控制范圍，但最重要的是團(tuán)隊(duì)如何處理。阿爾弗雷德·辛德勒（Alfred Schindler）明白在印度的商業(yè)經(jīng)歷類似于戰(zhàn)場(chǎng)，這很好。他也明白印度的環(huán)境非常惡劣，并呼吁管理團(tuán)隊(duì)要強(qiáng)硬。轉(zhuǎn)移率的突然上升就是敵對(duì)環(huán)境的一個(gè)例子。它呼吁西爾維奧保持冷靜，以正確的方式處理這個(gè)問題。與歐洲工廠總經(jīng)理的直接溝通也很重要。最好的溝通方式是直接給他打電話，而不是用郵件或與管理團(tuán)隊(duì)的其他成員交談。或者，他會(huì)去歐洲工廠看看問題到底是什么。一個(gè)好的總經(jīng)理應(yīng)該迅速行動(dòng)，在必要的時(shí)候做出改正。他留在印度并繼續(xù)等待歐洲的回應(yīng)對(duì)他沒有幫助。緊急問題需要緊急回應(yīng)，這是一個(gè)應(yīng)該立即解決的緊急問題。
What action should Luc Bonnard take with Napoli moving forward?
隨著那不勒斯的前進(jìn)，呂克·博納爾應(yīng)該采取什么行動(dòng)？
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.
從那不勒斯的個(gè)人資料來看，他似乎擁有經(jīng)營(yíng)企業(yè)所急需的知識(shí)。他需要明白，每個(gè)環(huán)境都有自己的經(jīng)營(yíng)方式。首先，那不勒斯需要接受一些關(guān)于如何在不同國(guó)家或文化中開展業(yè)務(wù)的嚴(yán)肅培訓(xùn)。僅僅將一個(gè)人的成功建立在他的教育背景、性格或在一個(gè)項(xiàng)目中的表現(xiàn)之上是不夠的。毫無疑問，那不勒斯在瑞士取得了成功。但這是印度，而不是瑞士。此外，在瑞士，他曾向首席執(zhí)行官報(bào)告，瑞士的文化使得員工在與高層管理人員打交道時(shí)非常謹(jǐn)慎。然而，文化卻完全不同。例如，與瑞士不同的是，一位年輕的退伍軍人說“他是辛德勒先生的助理，所以我知道我最好對(duì)他好一點(diǎn)”，英迪的情況完全不同（Fagan，Yoshino&Bartlett 3）。M.K問他的第一個(gè)問題是“你在公司里的朋友是誰？誰不喜歡你？”Fagan、Yoshino和Bartlett這意味著印度人非常勇敢，會(huì)說出自己的想法。除了訓(xùn)練之外，他還需要掩飾自己的憂慮性格，學(xué)會(huì)僧侶性格。
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，呂克·博納爾應(yīng)該確保那不勒斯重新審視他的商業(yè)計(jì)劃。那不勒斯應(yīng)該和他的管理團(tuán)隊(duì)一起重新評(píng)估公司的愿望，因?yàn)樯虡I(yè)模式似乎過于雄心勃勃。例如，該公司表示，該公司將在進(jìn)入市場(chǎng)的前五年結(jié)束時(shí)實(shí)現(xiàn)高水平增長(zhǎng)。他不明白的是，印度的市場(chǎng)環(huán)境是不可預(yù)測(cè)的，在制定最終計(jì)劃之前，你必須利用第一年的時(shí)間來學(xué)習(xí)。同樣，該公司追求的商業(yè)模式從未在印度嘗試過。盡管在商業(yè)中提出新想法是明智的，但在將想法付諸實(shí)踐之前，必須進(jìn)行研究。專注于標(biāo)準(zhǔn)化電梯并不是明智之舉，因?yàn)橐郧皬奈催@樣做過。如果一家公司要在競(jìng)爭(zhēng)激烈的市場(chǎng)中取得成功，就需要靈活的商業(yè)模式。這也是博納爾應(yīng)該確保那不勒斯重新調(diào)整其商業(yè)模式的一個(gè)領(lǐng)域。迅達(dá)印度成功的最大障礙是那不勒斯的商業(yè)模式。如果他必須繼續(xù)擔(dān)任總經(jīng)理，Bonnard還應(yīng)確保克服這一障礙，使公司實(shí)現(xiàn)任何增長(zhǎng)。
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.
博納爾也應(yīng)該要求那不勒斯重新評(píng)估他的管理團(tuán)隊(duì)。具體地說，首席財(cái)務(wù)官需要振作起來。首席財(cái)務(wù)官有責(zé)任評(píng)估市場(chǎng)狀況，并預(yù)測(cè)未來可能發(fā)生的任何變化。他似乎在這方面失敗了，因?yàn)樗胸?zé)任提前通知公司轉(zhuǎn)讓價(jià)格和出口的變化。將外包作為解決轉(zhuǎn)移和進(jìn)口率上升問題的戰(zhàn)略的想法似乎適得其反。有關(guān)資金問題的建議應(yīng)由首席財(cái)務(wù)官處理，因此他一定是這一戰(zhàn)略的來源。除了耶娜·朱朱丹，他似乎沒有足夠的經(jīng)驗(yàn)來控制一家面臨新市場(chǎng)壓力的國(guó)際公司的財(cái)務(wù)事務(wù)。
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.
盡管在這么短的時(shí)間內(nèi)任命總經(jīng)理可能不明智，但這對(duì)公司來說也是一個(gè)很好的解決方案。另一位經(jīng)驗(yàn)豐富的成員可能會(huì)被授權(quán)在印度經(jīng)營(yíng)工廠，而那不勒斯可能會(huì)回到瑞士，在那里他似乎很成功。作為副總裁，Bonnard還應(yīng)該考慮與當(dāng)?shù)氐碾娞莨竞献鳎驗(yàn)樵摴究赡芰私庥《仁袌?chǎng)的運(yùn)作方式。事實(shí)證明，在不與任何其他公司合并的情況下進(jìn)入新市場(chǎng)有點(diǎn)困難。盡管管理團(tuán)隊(duì)由在印度工作過的經(jīng)驗(yàn)豐富的成員組成，但這還不夠。他們都來自不同的公司，因此有不同的戰(zhàn)略。因此，Bonnard應(yīng)該考慮與當(dāng)?shù)毓竞喜ⅲ詮钠洳糠挚蛻糁蝎@益。
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