Strategies for Schindler to Raise Market Share

This presentation discusses the strategies that Schindler can apply to raise their market share in the elevator industry. It covers the importance of differentiation, quality, and maintaining customer services. The presentation emphasizes the need for research and development, delivering high-quality products, and providing after-sales services to maintain a strong customer base.

Case study based
group
presentation
Company : Schindler

INTRODUCTION
The rate of competition in elevation industry is high, there are
about 300 elevation firms that have come up just in China in
the year 2006. In order to be competitive, firms made use of
strategies like low pricing so that they are able to develop
strong customer base. The presentation is based on other
related strategies that have to be applied by Schindler so that
they are able to raise their market share in the future.

Opinions to be competitive
There are many strategies that can be applied by Schindler
with the help of which they can raise their market share in
the future. Below low given are the strategies that can be
followed:
• Differentiating
• Quality
• Maintaining customer services

Differentiating
There are changes in technology that take place and it is favourable
enough to deliver high quality services to customers. Taste and
preference of service user’s changes frequently and it is important
for the firm to understand them and deliver them accordingly. The
rate of competition is high but when the products are different in
which customers are able to get better services, then the preference
will increase. For this purpose, it is important that cited firm focus on
their research and development so that they are able to make use of
the opportunities that prevail in the market. Differentiating will
develop positive perception within the mind of customers.

Quality
People prefer to make use of the services that are of low cost and in
elevator industry all have focused on providing low cost approach.
However, the preference is also make by customers in which they are
able to get longer durability. It is important for customers to maintain
the elevators time to time. When the type of products delivered by
the firm is of high quality and the durability is also for long time,
then customer’s preferences will increase towards the firm. Mainly
customers prefer to get their products or services at low cost but
with high quality. When they will find that these requirements are
fulfilled, then Schindler will be able to raise their market share.

Maintaining customer services
When services are delivered, then it is also important that
firm consider after sale services. In elevators, it is important
to have proper steps to be taken for maintaining them.
These type of services can be delivered free for first three.
It will be favourable enough for the firm to maintain healthy
relationship with their customers and they will be develop
positive perception within their mind for the products and
services.

CONCLSUION
For firm to attain competitive advantage, it is important that
they understand the requirement of customers. For this
purpose, proper research should be conducted to identify
the opportunities through which improvement can be made
and strong customer’s base is formed. Further, use of new
or updated technology should be done so that they are able
to deliver better quality of services to customers. Moreover,
focus should be made on increasing the quality of products
and services.

REFERENCES
• Bhatt, G. D., Wang, Z. and Rodger, J. A., 2017. Information Systems
Capabilities and Their Effects on Competitive Advantages: A Study of Chinese
Companies. Information Resources Management Journal (IRMJ), 30(3), pp.41-
57.
• Hu, Y., Zhang, S. and Sørensen, O. J., 2015. Gaining relational competitive
advantages: a conceptual framework on rent generation and
appropriation. European Journal of International Management, 9(5), pp.566-
592.
• Riasi, A., 2015. Competitive advantages of shadow banking industry: An
analysis using Porter diamond model. Business Management and
Strategy, 6(2), pp.15-27.

Thank you