1. Presented By:
MUHAMMAD RIZWAN KHAN
MUHAMMAD ATHAR JAMIL

2. SEGMENT
1
(INTRODUCTION)

3. INTRODUCTION
► OTIS
► United States
► Elevators
► New York
► 1960
► Expanding across the world
► Resulted
► Operation Expansion
► Aggressive local management

4. 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

5. SEGMENT
2
(CLASS PARTICIPATION)

6. CLASS PARTICIPATION
What was the division and expansion
pattern followed by OTIS’s management?
Which are the main markets in Asia?

7. CLASS PARTICIPATION
What were the reasons of frequent changes
of Head quarters?
? What were the consequences of frequent
changes of Head quarters?

8. CLASS PARTICIPATION
II. What were the reasons to appoint?
1. Vern Stait
2. Pier Luigi Foschi
III. What do you think about their
management and communication style?

9. CLASS PARTICIPATION
What is the core competency of OTIS?
Is time a liability or an asset?

10. CLASS PARTICIPATION
IX. What is the vision and strategy of OTIS?
IV. Do you find any broken link between
vision and strategy of OTIS?

11. CLASS PARTICIPATION
II. Give some negatives and positives views
on OTIS’s management’s approach?
IV. What are the main issues of OTIS?

12. CLASS PARTICIPATION
What is the structure of market of
following countries?
► Hong Kong
► Malaysia
► India
► Japan

13. CLASS PARTICIPATION
► In PAO markets, what is Otis’s competitive
position, with that of its Japanese
competitors?
► How should OTIS improve product and
service offerings to each market, in the
most effective and least cost manner?

14. CLASS PARTICIPATION
► Was this a good decision to allow the
marketing department to decide more of
its issues?
► Do you agree with idea of Contingent
work force for long term perspective?

15. CLASS PARTICIPATION
XVIII. Can you justify the role of Nippon OTIS?
XIX. Can you justify the role of World
headquarter?

16. CLASS PARTICIPATION
What kind of structure is of OTIS?
u Is Structure always a main problem?

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

18. SEGMENT
3
(GROUP’S VEIW)

19. MARKET ISSUES
► Taiwan’s Market
► Modern, open minded
► Family based
► Decision making
► Centralized
► Target
► Strong relationships
► Trust & Confidence

20. MARKET ISSUES
► Hong Kong’s Market
► Capitalist
► Family based
► Decision making
► Centralized
► Target
► Strong relationships
► Money

21. MARKET ISSUES
► Chinese Market
► Political environment
► Consumer based
► Decision making
► Centralized
► Target
► Relationships
► On-going operations

22. MARKET ISSUES
► Korean Market
► Dedicated, hard working
► Care
► Loyalty
► Target
► Strong relationships
► Trust & Confidence

23. OPERATIONAL ISSUES
► Self centering
► Beginning
► All employees
► Own interest
► Cultural difference
► Stait’s strategy
► Collection of employees
► All over the world

24. OPERATIONAL ISSUES
► Dependency
► Lack of technology
► Experience
► Joint ventures
► Technology
► Lack of factories
► Product lagging
► Technology transfer

25. OPERATIONAL ISSUES
► Cost issue
► Manufacture
► Transferred
► Shipping cost
► Capacity issue
► Capacity shortage
► 1980-1990
► Business growth

26. OPERATIONAL ISSUES
► Lagging
► Development
► Selling
► Transferring
► Delay
► Engineering
► Each country
► Area of specialization
► Focus on strength

27. OPERATIONAL ISSUES
► Dual reporting
► Need of expand
► World Headquarters
► Regional headquarters
► Two Bosses
► Rates issue
► Price comparison
► With cost
► Maximum profit

28. OPERATIONAL ISSUES
► Headquarters' tendency
► World wide objectives
► Different market conditions
► Demoralizing
► Team work
► Lack of cooperation
► See things locally
► Individual practices

29. OPERATIONAL ISSUES
► Coordination
► Communication gap
► Different departments
► Individual functioning
► Attitude issue
► Boss in his own
► Helping others
► Regionally
► Act as facilitator

30. OPERATIONAL ISSUES
► Nippon OTIS
► Major support
► Responsible
► Demands for payment
► Financial objectives
► Competitor
► Well financed
► Aggressive
► Technology and cost leader
► Japanese

31. MANAGEMENT ISSUES
► Decentralization
► Decision
making
► Number of distinct ideas
► Dependency on lower level employees
► Parochialism
► Analyzing
► Situation/issue
► Eachwith own view
► Own perspective

32. MANAGEMENT ISSUES
► Work force diversification
► Difference
► Backgrounds
► Organization members
► Cultural issues
► Out sourcing
► Use of outside firms
► Provision of services/products
► Lowers flexibility

33. MANAGEMENT ISSUES
► Chain of command
► The flow of authority
► Top level to lower level
► Due to lack of communication
► Highly disturbed
► Unity of command
► Principleof management
► No one should report
► More than one boss
► Engineering unit

34. 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

35. Outsourcing Unity of command
Chain of command Parochialism
Span of control Work force diversity
Organic
organization

36. Outsourcing Unity of command
Chain of command Parochialism
DECENTRALIZATION
Span of control Work force diversity
Organic
organization

37. SEGMENT
4
(PUSHBACK SESSION)