Delhi

Delhi Metro Rail Corporation (A): Delivering Customer Satisfaction Case Solution

Case Solution & Analysis for Delhi Metro Rail Corporation (A): Delivering Customer Satisfaction by Somnath Chakrabarti, B. S. Kiran.

Complete Case details are given below :

Case Name :      Delhi Metro Rail Corporation (A): Delivering Customer Satisfaction
Authors :           Somnath Chakrabarti, B. S. Kiran
Source :              Ivey Publishing
Case ID :           9B16A049 / W16649
Discipline :        Marketing
Case Length :    12 pages
Plagiarism : NO (100% Original work)
Description for case is given below :
Delhi Metro Rail Corporation Ltd. (DMRC), a government-owned enterprise in India, was responsible for building, operating, and managing the metro rail network in the National Capital Region of India. Delhi’s reliable, punctual, clean, and green metro services began operation in 2002. By 2016, DMRC had transformed peoples’ lives and become an essential form of transit for an average of 2.5 million commuters per day. In terms of customer satisfaction, DMRC was ranked in a global online survey as the second-best metro system in the world. But management at DMRC knew that to maintain that level of customer satisfaction, it had to be conscious of the gap between performance and customer expectations, which were increasing with demands from DMRC’s assertive and ambitious millennial commuters. In addition, the government was embarking on strategies to induce commuters to switch from private to public transit. DMRC needed to evaluate its strategic service priorities while continuing to deliver value to its stakeholders. Should DMRC focus on enhancing customer experience with augmented services or invest in measures to reduce operational costs? Was DMRC’s culture of customer delight sustainable?
 
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Case Solution for GMR Airport Concession: Mumbai Versus Delhi

Case Solution & Analysis for GMR Airport Concession: Mumbai Versus Delhi by Abhilash Nair, Rajesh Srinivas Upadhyayula.

Complete Case details are given below :

Case Name :      GMR Airport Concession: Mumbai Versus Delhi
Authors :           Abhilash Nair, Rajesh Srinivas Upadhyayula
Source :              Ivey Publishing
Case ID :           9B16N014 / W16306
Discipline :        Finance
Case Length :    15 pages
Plagiarism : NO (100% Original work)
Description for case is given below :
In 2004, bids were invited from airport developers and operators for the development and operation of Mumbai’s Chattrapati Shivaji International Airport and Delhi’s Indira Gandhi International Airport. On January 31, 2006, a consortium led by GMR Group (GMR) was selected as the only technically qualified bidder. However, in order to avoid a monopoly in Indian airport operations, GMR was asked to choose between the two airports and match the financial bid of another bidder that was not technically qualified for the work. The Delhi airport, the pride of the National Capital Region, would serve as a gateway for participants, dignitaries, and other guests arriving for the upcoming Commonwealth Games to be held in New Delhi in October 2010. However, the Mumbai airport was the gateway to business investments in India. GMR faced a difficult choice between a mission-critical airport in the National Capital Region or an airport in India’s commercial capital. Which airport would give GMR an edge in the global aviation sector? Which choice was in line with GMR’s vision?
 
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Case Solution for The Delhi Land and Finance IPO: To Be or Not to Be?
Complete Case details are given below :
Case Name :      The Delhi Land and Finance IPO: To Be or Not to Be?
Authors :           Nandita Yadav, Pratap Chandra Biswal
Source :             Ivey Publishing
Case ID :            W12253
Discipline :        Finance
Case Length :    18 pages
Solution Sample availability : YES
Plagiarism : NO (100% Original work)
Description for case is given below :
DLF was the largest real estate player in India, possessing a strong home market in Delhi and Gurgaon (the National Capital Region, NCR). The Indian real estate market was growing rapidly, and DLF wanted to convert this growth opportunity into a country-wide presence by building significant land reserves. With huge debt on its balance sheet, the company decided to raise finance through equity. The stock markets were on a rise, and the timing was perfect to raise funds from an initial public offering (IPO). The company filed its draft red herring prospectus (DHRP) in May 2006, but soon afterwards the stock market scenario changed, and the company faced complaints from its minority shareholders. The global macroeconomic scenario had become a cause of concern too. DLF was forced to withdraw its DRHP and put its IPO plans on hold. This case is positioned in January 2007, when DLF had resolved its minority shareholders’ issue and had added significant portions to its land reserves. At that juncture, DLF’s management began the process of trying to gauge the circumstances before reintroducing its decision to go public.
 
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