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OTIS (Pacific asia Operations)
OTIS (Pacific asia Operations)
OTIS (Pacific asia Operations)
OTIS (Pacific asia Operations)
OTIS (Pacific asia Operations)
OTIS (Pacific asia Operations)
OTIS (Pacific asia Operations)
OTIS (Pacific asia Operations)
OTIS (Pacific asia Operations)
OTIS (Pacific asia Operations)
OTIS (Pacific asia Operations)
OTIS (Pacific asia Operations)
OTIS (Pacific asia Operations)
OTIS (Pacific asia Operations)
OTIS (Pacific asia Operations)
OTIS (Pacific asia Operations)
OTIS (Pacific asia Operations)
OTIS (Pacific asia Operations)
OTIS (Pacific asia Operations)
OTIS (Pacific asia Operations)
OTIS (Pacific asia Operations)
OTIS (Pacific asia Operations)
OTIS (Pacific asia Operations)
OTIS (Pacific asia Operations)
OTIS (Pacific asia Operations)
OTIS (Pacific asia Operations)
OTIS (Pacific asia Operations)
OTIS (Pacific asia Operations)
OTIS (Pacific asia Operations)
OTIS (Pacific asia Operations)
OTIS (Pacific asia Operations)
OTIS (Pacific asia Operations)
OTIS (Pacific asia Operations)
OTIS (Pacific asia Operations)
OTIS (Pacific asia Operations)
OTIS (Pacific asia Operations)
OTIS (Pacific asia Operations)
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OTIS (Pacific asia Operations)

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  • 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)

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