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Enviro-Can in India: A Solid Waste Management Proposal<br />Enviro-Can<br />Sarah Collins     <br />	Andy Fraser<br />		Ze...
Staffing Strategy<br />Polycentric & Ethnocentric Upper Management Approach<br />Management Style<br /><ul><li>Style adher...
 Formal Style & highly structured</li></ul>Organizational Structure<br />Global Geographic structure<br />Self-Contained S...
Enviro-Can’s Business Plan<br />Mission Statement<br />We strive to provide the urban residents of Mumbai with cost-effect...
Why is This A Viable Business Opportunity ?<br />Rate of migration from rural to urban areas is increasing<br />Land requi...
Our Vision<br />Company Profile<br />Expertise in solid waste management services <br />Infrastructure development – colle...
Our Vision (Continued)...<br />Entry Strategy<br />Acquisition strategy in purchasing a local waste management organizatio...
Solid Waste Collection Strategy<br />House to house and local businesses collection<br />Adapted from: (Rathi, 2007, p. 11...
Why Go International ?<br />Local market maturation – slowing growth<br />Obligation to shareholders to seek out risk adju...
Financial Information<br />Mumbai generates around 5,800 tons of waste per day<br />Solid municipal waste is comprised of:...
Financial Information (Continued)...<br />Initially, we will be targeting 10,000 – 15,000 households and will need a capit...
India: A Brief Country Profile<br /><ul><li>Largest democracy in the world
1.1B population residing mainly in rural areas
Exodus from rural to urban areas as economy expands
Remarkable economic activity
2008 GDP growth at 9.1%, second only to China
Growth driven by agriculture, services and industrial sectors
Middle class growing at rapid pace </li></ul>*Excellent opportunity for EnviroCan business model*<br />
India: Areas of Concern<br />High level of poverty, especially in rural areas<br />77% of population lives on less than $2...
Cross-Cultural Distinctions & Implications<br />In individualistic Western cultures, employees expect that there would som...
Organizations in India tend to have an autocratic leadership structure with numerous levels of hierarchy </li></ul> Uncert...
Individualism
Canadians tend to look out for themselves to a greater extent than do the Indians
Canadians like to make their own decisions whereas in India decision are made by the group</li></li></ul><li>Implications ...
Canadians value flexibility, need for variety, individualistic needs, and quick adaptation to the environment. </li></li><...
Organizational Structure<br />* We are proposing to develop a subsidiary in New Delhi once business operations have been e...
Control Systems<br />Indirect<br />Feedback mechanisms<br />Budgets<br />Quotas<br />Direct<br />Organizational Structure<...
Staffing<br />Regiocentric<br />Ragpickers<br />Acquired staff<br />VP International Operations<br />3-5yrs<br />$50,000/y...
Motivation<br />Traditional division of work and roles<br />Career development<br />Job security<br />Education<br />Chall...
Leadership<br />Subordinate-boss relationship<br />Perceived power<br />Respect<br />Face-saving<br />
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Presentation (Swm In India)

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  • A study by an outside management consulting team narrowed our choices to 4 countries from which India was the most favourable
  • Urbanization is likely to reach 36% around 2025 (“Country Profile India”, 2007, EIU.com, p. 23) This Represents a 212.5% increase from 40,000 metric tonnes in the present (“Waste management: The new buzz word”, 2008, para. 3) In this way, Mumbai will be targeted by Enviro-Can because it has the largest population and waste generation per capita – “6,256 tons of waste per day in 2001” (Rathi, 2007, p. 105)- This escalation could be accounted to India’s population explosion, change in consumption patterns among urban populations and relatively high spate of waste generation, which has a direct relationship with the amount of waste generated in a community. ” (Solid waste management at community level, 2008, para. 3)
  • - Transfer of core competencies- Global economies of scale and scope- Protect proprietary technology and skill baseAcquisition provides rapid entry into established market
  • - Capital investment will be used to finance labour costs, equipment, composting material, nets, and miscellaneous costs (trucks and recyclable equipment)- As our operations increase, we will target restaurants and other industries that produce waste that is biodegradable and recyclable.
  • - Where the project leader could discuss their performances through on-going appraisal systems, offer constructive criticism, and allow for decision-making initiatives.
  • Transcript of "Presentation (Swm In India)"

    1. 1. Enviro-Can in India: A Solid Waste Management Proposal<br />Enviro-Can<br />Sarah Collins <br /> Andy Fraser<br /> Zeeshan Jiwani<br /> Pernille Mørkeberg<br />MameSeydi<br />
    2. 2. Staffing Strategy<br />Polycentric & Ethnocentric Upper Management Approach<br />Management Style<br /><ul><li>Style adhering to high context culture of India
    3. 3. Formal Style & highly structured</li></ul>Organizational Structure<br />Global Geographic structure<br />Self-Contained Structure (Composed of Regional Units)<br />Control Systems<br /><ul><li>Local SBUs have autonomy, some bureaucratic controls in place</li></ul>Snapshot of Our Proposal<br />Overview of our Business Plan & Opportunity<br />Level Strategy<br />Globalization Strategy<br />Entry-Mode<br />Establishing a wholly owned subsidiary in Mumbai<br />Marketing Strategy<br />Local Responsiveness, Transfer of Core Competencies, Cost Leadership (Efficiency) & Product Differentiation<br />
    4. 4. Enviro-Can’s Business Plan<br />Mission Statement<br />We strive to provide the urban residents of Mumbai with cost-effective, efficient, eco-friendly waste management system<br />We aim to provide our expertise in developing waste-to-energy infrastructure, solid waste management principles, and to create a framework that rewards Mumbaities for their conservation practices <br />
    5. 5. Why is This A Viable Business Opportunity ?<br />Rate of migration from rural to urban areas is increasing<br />Land requirement needed for such a large disposal of “waste would be 169.6 sq. kms as compared to 20.2 sq. kms in 1997” (“Solid waste management at community level”, 2008, para. 4)<br />40% of the Indian population (400 million) living in the larger metropolitan cities, will generate around 125,000 metric tonnes of waste by 2030<br />
    6. 6. Our Vision<br />Company Profile<br />Expertise in solid waste management services <br />Infrastructure development – collection and disposal of waste, recycling and integrated waste management systems<br />Working with local municipalities to ensure efficient infrastructure development<br />Training and Development of local workers<br />
    7. 7. Our Vision (Continued)...<br />Entry Strategy<br />Acquisition strategy in purchasing a local waste management organization in Mumbai and then enter into contracts with local municipalities<br />Eventually set up our own subsidiary in Mumbai, before branching out to other metropolitan Indian cities (New Delhi, Kolkata, Chennai, and and surrounding agricultural areas)<br />This strategy will allow us to achieve significant advantages<br />
    8. 8. Solid Waste Collection Strategy<br />House to house and local businesses collection<br />Adapted from: (Rathi, 2007, p. 115)<br />Organic Waste<br />Non-Organic waste<br />Composting<br />Sorting done by local workers<br />Compost Material (Output)<br />Other Waste<br />Recyclable <br />Incinerated for fuel/energy<br />Sold to farmers<br />Sold to various agencies<br />
    9. 9. Why Go International ?<br />Local market maturation – slowing growth<br />Obligation to shareholders to seek out risk adjusted return<br />Strong business model capable of being implemented abroad<br />Capable management team well versed in IB trends and India specific developments<br />
    10. 10. Financial Information<br />Mumbai generates around 5,800 tons of waste per day<br />Solid municipal waste is comprised of: 60% organic waste, 25% recyclable material, and 15% is biodegradable and animal by-products<br />Solid municipal waste market size of 500 Crore rupees (approx. $12.72 million CAD) in India<br />Total Market size opportunity across the 3 major cities in India of 3.624 Crore rupees per year (approx. $92,213)<br />
    11. 11. Financial Information (Continued)...<br />Initially, we will be targeting 10,000 – 15,000 households and will need a capital investment of Rs. 200,000, and working capital of Rs. 100,000 (approx. $5,000 CAD for capital investment and $2,500 CAD required for working capital)<br />We will need 2-5 acres of land to sufficiently manage waste from households and land will be segregated into specific zones<br />We will need to setup composting bins which have sufficient moisture and earthworms which cost around Rs. 300 per kg. (bins will have to be covered with greenhouse nets to avoid direct sunlight)<br />
    12. 12. India: A Brief Country Profile<br /><ul><li>Largest democracy in the world
    13. 13. 1.1B population residing mainly in rural areas
    14. 14. Exodus from rural to urban areas as economy expands
    15. 15. Remarkable economic activity
    16. 16. 2008 GDP growth at 9.1%, second only to China
    17. 17. Growth driven by agriculture, services and industrial sectors
    18. 18. Middle class growing at rapid pace </li></ul>*Excellent opportunity for EnviroCan business model*<br />
    19. 19. India: Areas of Concern<br />High level of poverty, especially in rural areas<br />77% of population lives on less than $2 per day<br />Corruption still an issue<br />Religious tensions still exist<br />Global economic slowdown<br />Sub-par infrastructure<br />
    20. 20. Cross-Cultural Distinctions & Implications<br />In individualistic Western cultures, employees expect that there would some kind of feedback mechanisms in place<br /><ul><li> However, “in managing international projects involving partners from collectivist societies (such as India), one has to bear in mind that discussing a person’s performance or abilities openly with him or her is likely to clash head-on with the society’s harmony norm and may be felt by the subordinate as an unacceptable loss of face” (Anbari, Khilkhanova, Romanova, & Umpleby, 2003)</li></li></ul><li>Implications For Cross-Cultural Management<br />Power Distance<br /><ul><li>Canada has more equality between levels of society
    21. 21. Organizations in India tend to have an autocratic leadership structure with numerous levels of hierarchy </li></ul> Uncertainty Avoidance<br /><ul><li>India has more willingness compare to Canada to take risks and uncertain situations frequent
    22. 22. Individualism
    23. 23. Canadians tend to look out for themselves to a greater extent than do the Indians
    24. 24. Canadians like to make their own decisions whereas in India decision are made by the group</li></li></ul><li>Implications For Cross-Cultural Management (Continued)...<br />Masculinity<br /><ul><li>Canadians and Indians have quite a similar masculine cultural dimension, and prefer characteristics of assertiveness, competitiveness and materialism, and task-orientated behaviors</li></ul>Long-term Orientation<br /><ul><li>Indians associate themselves with thriftiness, perseverance, respect for tradition, fulfilling social obligations, and saving face
    25. 25. Canadians value flexibility, need for variety, individualistic needs, and quick adaptation to the environment. </li></li></ul><li>Brief Cultural Profile of Mumbai<br />The most liberal and cosmopolitan city of India<br />Dwellers more likely to mix irrespective of castes and religions<br />People are Greatly influenced of Western culture and lifestyle<br />
    26. 26. Organizational Structure<br />* We are proposing to develop a subsidiary in New Delhi once business operations have been established in Mumbai<br />
    27. 27. Control Systems<br />Indirect<br />Feedback mechanisms<br />Budgets<br />Quotas<br />Direct<br />Organizational Structure<br />Staffing structure<br />Visits from head office<br />Monitoring systems<br />
    28. 28. Staffing<br />Regiocentric<br />Ragpickers<br />Acquired staff<br />VP International Operations<br />3-5yrs<br />$50,000/yr<br />Appropriate Candidate<br />Affirmative Action Policies ?<br />
    29. 29. Motivation<br />Traditional division of work and roles<br />Career development<br />Job security<br />Education<br />Challenging work<br />Clear descriptions<br />Integrity<br />Greater freedom<br />Family-like atmosphere<br />
    30. 30. Leadership<br />Subordinate-boss relationship<br />Perceived power<br />Respect<br />Face-saving<br />
    31. 31. Communication Issues in India<br />Trust<br />Social organization in India<br />Religions and caste system affect business life<br />Hierarchy and roles in the organization<br />Responsibility and orders<br />Clear communication about expectations<br />Attitudes<br />External vs. Internal control<br />Goal-settings practices in organizations <br />
    32. 32. Communication Issues in India (Continued)...<br />Languages in Mumbai<br />Marathi: official language in Mumbai<br />Hindi<br />English (associated language)<br />Provide employees with minimum skills in Marathi and Hindi<br />Time<br />Different time perception<br />Short-term orientation versus long-term goals<br />
    33. 33. Context & Approaches to Work<br />Context<br />Indirect communication and avoid of criticism<br />Develop diplomatic skills<br />Approaches to work<br />Loyalty<br />Preferences<br />
    34. 34. Reflection<br />Reflection<br />Transformational process<br />New generation (less ideologically-driven, individualistic) <br />Middle Class (western oriented)<br />
    35. 35. SWOT Analysis of Doing Business In India<br />
    36. 36. SWOT Analysis of Doing Business In India (Continued)...<br />
    37. 37. Bibliography<br />Anbari, F.T., Khilkhanova, E.V., Romanova, M.V., & Umpleby, S.A. (2003). Cross Cultural <br /> Difference and Their Implication for Managing International Projects. Retrieved October 25, 2008, from: http://www.gwu.edu/~umpleby/recent_papers/2003_cross_cultural_differences_managin_international_p ojects_anbari_khilkhanova_romanova_umpleby.htm<br />Bajpai, Vimarsh (1 November 2007) Earn Rs 6,000 crore to clean this muck. Retrieved October <br /> 22, 2008 from http://www.dare.co.in/opportunities/energy-environment/earn-rs-6000-crore-to-clean-this-muck.htm <br />Business Intelligence Lowdown (2008). Retrieved from Business Intelligence Lowdown Web <br /> page on October 20, 2008: http://www.businessintelligencelowdown.com/2007/03/doing_business_.html<br />Business Standard. (2008, August 27). Retrieved October 12, 2008, from Business-Standard <br /> Web site: http://www.business-standard.com/india/storypage.php?autono=332669<br />CIA. (2008). CIA World Factbook. Retrieved October 19, 2008, from CIA Web page: <br />https://www.cia.gov/library/publications/the-world-factbook/geos/in.html#People<br />Datamonitor (May 2008). Global Environmental and Facilities Services: Industry Profile<br />Davis, J. H, Chatterjee J.R. and Heuer M. (2006). Management in India – Trends and Transition. New Delhi, Response Books<br />Deresky, H. (2008). International Management: Managing Across Borders and Cultures. Upper <br /> Saddle River, NJ: Pearson Prentice Hall<br /> <br />
    38. 38. Bibliography (Continued)...<br />Development Alternatives Group (2004). Solid Waste Management at Community Level. <br /> Retrieved October 24, 2008 from http://www.devalt.org/newsletter/jun04/lead.htm<br />Economist Intelligence Unit (2007). Country Profile India. Retrieved 10/20/2008, 2008, from <br />http://portal.eiu.com/index.asp?layout=displayIssueTOC&publication_id=1910000791<br /> <br />Gopalan S. & Stahl A. (2006) Application of the American Management Theories and Practices <br /> to the Indian Business Environment: Understanding the impact of culture In Davis, J. H, <br />Chatterjee J.R. and Heuer M. (pp. 376- 394). Management in India – Trends and Transition. New Delhi, Response Books<br />Chatterjee J.R. and Heuer M. (pp. 376- 394). Management in India – Trends and Transition. New Delhi, Response Books<br />Geert Hofstede Cultural Dimensions. (2008). Retrieved October 23, 2008, from www.geert-<br />hofstede.com/geert_hofstede_resources.shtml<br />Kwintessential (n.d.). Doing Business In India. Retrieved October <br /> 22, 2008 from http://www.kwintessential.co.uk/etiquette/doing-business-india.html<br />Mumbai Commercial Capital of India (n.d.) Mumbai Religions. Retrieved October <br /> 22, 2008 from http://www.mumbai.org.uk/travel-tips/religion.html<br />National Informatics Centre. Managing Human Resource: Trade Union. Retrieved October 19, <br /> 2008 from http://business.gov.in/manage_business/trade_unions.php<br />
    39. 39. Q & A<br />
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