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Services marketing and marketing strategy.

The case is basically aimed at post-graduate management students; it can be used in strategic management courses. Students can understand McKinsey's 7S model with the help of this case as well as the seven Ps of service industry. Students can also gain an insight into the hub and spoke model. The case can also be used in courses of entrepreneurship.

The case is primarily the entrepreneurial journey of Mr Samar Qureshi in a quick service restaurant business. The entrepreneur Mr Samar Qureshi at a very young age dreamt of opening up an Indian fast food chain. He worked hard to make his dream a reality. In a brief period of five years Qureshi's Fast Trax has reached the level of world-renowned fast food chains like McDonald's and KFC in terms of quality and ambience. Overcoming the hurdles and the challenges Fast Trax has 22 outlets in Delhi NCR. Samar has also introduced the fast food culture in a small town, Aligarh, and wishes to expand it further to other B class towns of India where people desire to go to fast food chains and to enjoy the high standards of food and service as are enjoyed by people living in metros. He has also been instrumental in changing the concept of canteen to restaurant in schools and colleges. The case discusses the challenges facing Fast Trax in the cut-throat environment of the fast food industry.

These include: highlighting the 7Ps of services in the context of a retail chain and establishing interlinkages between the seven Ss identified by McKinsey.

Teaching notes are available. Please consult your librarian for access.

Management Strategy.

Management Graduates and Post-Graduates.

Today, tourism is one of the fastest growing industries throughout the world. The tourism industry plays a very crucial role in the country’s economy, as it not only contributes towards the national income but also brings beneficial spillover directly or indirectly on the other industries. Tourism is the most important source of income for many emerging countries. India, a newly emerging economy, also depends, to a great extent, on tourist income. However, this sector continues to not make optimal contribution in India. In today’s competitive arena, the state tourism corporations must use all possible means to maximise growth and profitability through pegging up the rate of tourist arrivals. There is a general agreement in the tourism industry at the theoretical level about the imperative of a public – private partnership (PPP) in serving this objective. PPP aims to synergise the efforts of the two components in the general development of society and increase in competitiveness. The public–private partnership in tourism industry is at an emerging stage and could be developed in various ways. This case study highlights the key learning from Delhi Tourism’s experience on how PPP can be implemented in the tourism sector. This case study discusses an opportunity for Delhi Tourism which can alter the landscape of the tourism industry of India and also the rejuvenation of Delhi Tourism, a public sector corporation, through PPP.

The case will give a clear understanding of the dynamics and environmental factors governing a mixed economy like India. The reasons for the PPP can be analysed through the case. Students can understand the strategic choice of taking a private partner by a public sector in a very dynamic industry, i.e. the tourism sector.

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