Presented By:MUHAMMAD RIZWAN KHAN

MUHAMMAD ATHAR JAMIL

SEGMENT 1

(INTRODUCTION)

INTRODUCTION

► OTIS► United States► Elevators► New York► 1960 ► Expanding across the world

► Resulted► Operation Expansion► Aggressive local management

INTRODUCTION

► Pacific Asia Operations► Independent region► Regional Head Quarter► Vern Stait► Pier Luigi Foschi

► Regional Head Quarters► 1976-California► 1982-Singapore► 1985-Farmington► 1987-Singapore

SEGMENT 2

(CLASS PARTICIPATION)

CLASS PARTICIPATION

I. What was the division and expansion pattern followed by OTIS’s management?

II. Which are the main markets in Asia?

CLASS PARTICIPATION

III. What were the reasons of frequent changes of Head quarters?

IV. What were the consequences of frequent changes of Head quarters?

CLASS PARTICIPATION

V. What were the reasons to appoint? 1. Vern Stait 2. Pier Luigi Foschi

VI. What do you think about their management and communication style?

CLASS PARTICIPATION

VII. What is the core competency of OTIS?

VIII. Is time a liability or an asset?

CLASS PARTICIPATION

IX. What is the vision and strategy of OTIS?

X. Do you find any broken link between vision and strategy of OTIS?

CLASS PARTICIPATION

XI. Give some negatives and positives views on OTIS’s management’s approach?

XII. What are the main issues of OTIS?

CLASS PARTICIPATION

XIII. What is the structure of market of following countries?

► Hong Kong► Malaysia► India► Japan

CLASS PARTICIPATION

XIV. In PAO markets, what is Otis’s competitive position, with that of its Japanese competitors?

XV. How should OTIS improve product and service offerings to each market, in the most effective and least cost manner?

CLASS PARTICIPATION

XVI. Was this a good decision to allow the marketing department to decide more of its issues?

XVII. Do you agree with idea of Contingent work force for long term perspective?

CLASS PARTICIPATION

XVIII. Can you justify the role of Nippon OTIS?

XIX. Can you justify the role of World headquarter?

CLASS PARTICIPATION

XX. What kind of structure is of OTIS?

XXI. Is Structure always a main problem?

CLASS PARTICIPATION

XXII. Give one line concept of this case? ► (Hint: Conclude, Infer)

SEGMENT 3

(GROUP’S VEIW)

MARKET ISSUES

► Taiwan’s Market► Modern, open minded► Family based► Decision making► Centralized

► Target► Strong relationships► Trust & Confidence

MARKET ISSUES

► Hong Kong’s Market► Capitalist► Family based► Decision making► Centralized

► Target► Strong relationships► Money

MARKET ISSUES

► Chinese Market► Political environment► Consumer based► Decision making► Centralized

► Target► Relationships► On-going operations

MARKET ISSUES

► Korean Market► Dedicated, hard

working► Care► Loyalty

► Target► Strong relationships► Trust & Confidence

OPERATIONAL ISSUES

► Self centering► Beginning► All employees► Own interest

► Cultural difference► Stait’s strategy► Collection of employees► All over the world

OPERATIONAL ISSUES

► Dependency► Lack of technology► Experience► Joint ventures

► Technology► Lack of factories► Product lagging► Technology transfer

OPERATIONAL ISSUES

► Cost issue► Manufacture► Transferred► Shipping cost

► Capacity issue► Capacity shortage► 1980-1990► Business growth

OPERATIONAL ISSUES

► Lagging ► Development► Selling► Transferring► Delay

► Engineering► Each country► Area of specialization► Focus on strength

OPERATIONAL ISSUES

► Dual reporting► Need of expand► World Headquarters► Regional headquarters► Two Bosses

► Rates issue► Price comparison► With cost► Maximum profit

OPERATIONAL ISSUES

► Headquarters' tendency► World wide objectives► Different market conditions► Demoralizing

► Team work► Lack of cooperation► See things locally► Individual practices

OPERATIONAL ISSUES

► Coordination► Communication gap► Different departments► Individual functioning

► Attitude issue► Boss in his own► Helping others► Regionally► Act as facilitator

OPERATIONAL ISSUES

► Nippon OTIS ► Major support► Responsible► Demands for payment► Financial objectives

► Competitor► Well financed► Aggressive► Technology and cost leader► Japanese

MANAGEMENT ISSUES

► Decentralization► Decision making► Number of distinct ideas► Dependency on lower level employees

► Parochialism► Analyzing► Situation/issue► Each with own view► Own perspective

MANAGEMENT ISSUES

► Work force diversification► Difference► Backgrounds► Organization members► Cultural issues

► Out sourcing► Use of outside firms► Provision of services/products► Lowers flexibility

MANAGEMENT ISSUES

► Chain of command► The flow of authority► Top level to lower level► Due to lack of communication► Highly disturbed

► Unity of command► Principle of management► No one should report► More than one boss► Engineering unit

MANAGEMENT ISSUES

► Span of control► Number of subordinates► Manager can direct efficiently► Low in case of OTIS

► Organic organization► Low in specialization► Low in formalization► Low in centralization

Unity of command

ParochialismChain of command

Work force diversity

Organicorganization

Span of control

Outsourcing

Unity of command

ParochialismChain of command

Work force diversity

Organicorganization

Span of control

Outsourcing

DECENTRALIZATION

SEGMENT4

(PUSHBACK SESSION)