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Case study
Publication date: 3 March 2015

Hasan Albeshr and Syed Zamberi Ahmad

Tourism and hospitality management, strategy, economics and customer service.

Abstract

Subject area

Tourism and hospitality management, strategy, economics and customer service.

Study level/applicability

Undergraduate students studying hospitality management, customer satisfaction, customer service and economics.

Case overview

Dubai International Airport is one of the most celebrated airports worldwide. It was constructed by order of Sheikh Rashid bin Saeed Al Maktoum in 1969 and has developed significantly in all sections over the years. Passenger numbers and profits have increased dramatically and the airport has received many awards from various countries and organizations, contributing greatly to economic and tourism development. Dubai International Airport offers unique services and facilities to customers, including the Airport Medical Centre, special needs services, Dubai International Airport Hotel, transportation, lounges, a children's play area, smoking rooms, Al Majlis services, executive flight services, Ahlan services, a modern baggage-handling system and Dubai Duty Free. The quality of service is one of the significant concerns of an international company, including Dubai International Airport, as a high quality brings many benefits to the organization, such as increased customer satisfaction and revenue. Thus, to maintain a high-quality level and compete with other international airports, Dubai International Airport needs to ensure the development of its service.

Expected learning outcomes

This cast study will help understand both the services offered by the airport and their features and understand the concepts of increasing value to customers in lieu of money, the contribution of the airport to economic growth, exceeding customers' expectations, intonation in providing services, some factors of competitive advantages, the application of customer satisfaction theories, the services market triangle and providing a role model to other airports.

Supplementary materials

Teaching notes are available for educators only. Please contact your library to gain login details or email: support@emeraldinsight.com to request teaching notes.

Details

Emerald Emerging Markets Case Studies, vol. 5 no. 1
Type: Case Study
ISSN: 2045-0621

Keywords

Case study
Publication date: 6 July 2023

Tulsi Jayakumar and Vineeta Dwivedi

The learning outcomes of this study are as follows:▪ to analyze service attributes that influence customers’ decisions to purchase services;▪ to identify the factors that…

Abstract

Learning outcomes

The learning outcomes of this study are as follows:▪ to analyze service attributes that influence customers’ decisions to purchase services;▪ to identify the factors that influence customers’ perceptions of service quality;▪ to identify the “moments of truth” that the service provider (IndiGo) would need to monitor and manage through the service encounter; and▪ to use the Servuction model to analyze the various elements of the service process.

Case overview/synopsis

In May 2022, the chief executive officer of IndiGo Airlines - India’s largest passenger airline by market share, Ronojoy Dutta, faced flak over the airline staff's handling of a specially abled child travelling with his parents on IndiGo Airlines. The staff member, reacting to the tantrums of the disturbed child, had refused to allow the boy and his parents to board the flight. He had cited the “risk to other passengers” from the boy as the reason for such a refusal (Biswas, 2022). In spite of the boy’s parents being supported by their fellow passengers, the IndiGo staff member refused to relent, and the flight took off without the trio (Firstpost, 2022). The incident goes viral when a fellow flyer shares a Facebook post describing it first-hand and provokes widespread condemnation of the nation's “preferred airline” (IndiGo, 2023) by citizens and politicians on various social media platforms besides Facebook (Gupta, 2022). Dutta initially supports his employee even as he issues a statement expressing his regret at the “unfortunate incident” (Business Standard, 2022a). The regulatory body for aviation in India, the Directorate General of Civil Aviation, imposes a fine of INR 5 lakh on IndiGo for denying boarding to a specially abled child (Indian Express, 2022). How could an incident like this impact the perception of IndiGo’s service quality? How could Dutta better ensure that IndiGo managed the various touch points with the customer over the entire service encounter – the “moments of truth”? How could he prevent such a fiasco in the future, ensuring that IndiGo remains India’s “preferred airline”?

Complexity academic level

This case is intended to be taught in an undergraduate or MBA marketing course in a module on service marketing. The case can also form a 90-min module in a service marketing course within an advanced management or executive education program.

Supplementary materials

Teaching Notes are available for educators only.

Subject code

CCS 8: Marketing.

Details

Emerald Emerging Markets Case Studies, vol. 13 no. 2
Type: Case Study
ISSN: 2045-0621

Keywords

Case study
Publication date: 1 January 2011

Balakrishnan Menon

Marketing management – services marketing specialization.

Abstract

Subject area

Marketing management – services marketing specialization.

Student level/applicability

MBA/PGDM senior students studying services marketing as a specialization course.

Case overview

US Technology Private Ltd (UST) is a major software services company in India. It was started in 1999 with a few employees at an offshore development centre in Trivandrum. Now in 2010, renamed UST Global, the company has over 7,000 employees worldwide. Phenomenal success of such a software company, in the left-oriented party dominated state of Kerala, has invited the attention of many people in the industry. The company earned valuable foreign exchange through software exports for the country and the state over the last ten years. The company has created innovative service differentiators, to impress on its clients, on the advantage of doing business with the company. The cementing customer satisfaction and derived customer delight that the company has created in their clients, has secured stable customer relationship management and customer loyalty. This reinforces the trust they have shown in the services management philosophy adopted by the company. The company's unique hybrid delivery model has worked well with its clients. Its unique selling proposition of “few clients and more focus” has resulted in delight of its customers, as they see it as a value addition for their money's worth. The leadership team attributes the success of the company to its fundamental core values and twin strategy of customer centricity and employee focus.

Expected learning outcomes

These are: customer perception of service; purpose of customer relationship management; service differentiators; and employees' role in delivering successful software service solutions to the customer, etc.

Supplementary materials

Teaching notes.

Details

Emerald Emerging Markets Case Studies, vol. 1 no. 1
Type: Case Study
ISSN: 2045-0621

Keywords

Case study
Publication date: 30 March 2015

Sanjeev Tripathi and Rahul Agarwal

In 2013, ‘Fashion Destination’, a well-established clothing retailer considered setting up a clothing and accessories rental service. They hired a market research agency ‘Wright…

Abstract

In 2013, ‘Fashion Destination’, a well-established clothing retailer considered setting up a clothing and accessories rental service. They hired a market research agency ‘Wright & Company’ to conduct a research on the sustainability and profitability of such a business model. The consultants collected primary data and did an extensive analysis for Fashion Destination. Based on the secondary research, expert interviews, extensive qualitative and quantitative research the consultants recommended the management to start a clothes and accessories rental service but suggested that the product offering be limited to formal clothes only and offer accessories. Vishal had doubts despite of the go-ahead signal from consultancy. He wondered what recommendations should he accept and which needed further verification.

Details

Indian Institute of Management Ahmedabad, vol. no.
Type: Case Study
ISSN: 2633-3260
Published by: Indian Institute of Management Ahmedabad

Keywords

Case study
Publication date: 26 September 2023

Abhishek, Saral Mukherjee and Yogita Patra

UrbanClap was setup in October 2014 to address the opportunity of bringing the workforce from the unorganised sector into the mainstream using the power of technology. It was an…

Abstract

UrbanClap was setup in October 2014 to address the opportunity of bringing the workforce from the unorganised sector into the mainstream using the power of technology. It was an on-demand marketplace for services available through a mobile app. In the initial years, UrbanClap, developed as horizontal marketplace, saw intense competition from existing and new players who were operating in the hyperlocal services space. It competed in the on-demand service marketplace by categorising its services into a lead generation business (where it connected customers with the service provider and charged a fee for matchmaking) and a fulfilment business (where UrbanClap took end-to-end responsibility for quality of service delivery). After three and half years of operations, the three co-founders wondered if it was time they moved out of lead generation and instead focussed on the fulfilment business.

Details

Indian Institute of Management Ahmedabad, vol. no.
Type: Case Study
ISSN: 2633-3260
Published by: Indian Institute of Management Ahmedabad

Keywords

Case study
Publication date: 11 September 2017

Miriam Weismann, Javier Hernandez Lichtl, Heather Pierce, Denise Harris, Lourdes Boue and Cathy Campbell

The first three years of operation of the West Kendall Baptist Hospital (WKBH) in Miami, Florida provided a “poster child” for efficient and cost effective healthcare delivery to…

Abstract

Synopsis

The first three years of operation of the West Kendall Baptist Hospital (WKBH) in Miami, Florida provided a “poster child” for efficient and cost effective healthcare delivery to the West Kendall community that it served. The hospital leadership and management team exemplified a quality-oriented staff that moved as a cohesive and dedicated organization. WKBH exceeded every budget prediction and showed a profit in year 3, well before expected. Then came the winds of regulatory change. With the passage of the Affordable Care Act (ACA) and the attendant imposition of new reimbursement metrics, the picture at WKBH changed almost overnight. By the first quarter of 2016, WKBH started to lose money in excess of budget predictions despite its increased patient admissions, careful financial planning, expense reductions, quality service, and excellence in patient care delivery. A serious financial crisis was looming with little relief in sight. The hospital management team began to search for solutions.

Research methodology

The research methodology includes collecting quantitative data: original financial statements and financial data from WKBH, as well as qualitative data: interviews of hospital administrators and historical information.

Relevant courses and levels

Graduate capstone course in a finance course; masters in health administration; and/or the MBA program.

Theoretical bases

While it is clear that the ACA was designed with all good intentions, it has created substantial and perhaps, unanticipated financial burdens for caregivers. These issues are not only faced by WKBH. Most hospitals could relate to one or more of the four questions examined as part of this learning process. Graduate MBA students worked with the hospital to identify, define, focus, and resolve difficult quantitative and qualitative issues faced by the hospital as a result of major changes in the regulatory environment with the passage of the ACA. This case focuses upon the current reimbursement environment that has only recently emerged as a result of the implementation of the ACA.

Details

The CASE Journal, vol. 13 no. 5
Type: Case Study
ISSN: 1544-9106

Keywords

Case study
Publication date: 15 November 2019

Mohanbir Sawhney, Birju Shah, Ryan Yu, Evgeny Rubtsov and Pallavi Goodman

Uber had pioneered the growth and delivery of modern ridesharing services by leveraging the explosive growth of technology, GPS navigation, and smartphones. Ridesharing services…

Abstract

Uber had pioneered the growth and delivery of modern ridesharing services by leveraging the explosive growth of technology, GPS navigation, and smartphones. Ridesharing services had expanded across the world, growing rapidly in the United States, China, India, Europe, and Southeast Asia. Even as these services expanded and gained popularity, however, the pickup experience for drivers and riders did not always meet the expectations of either party. Pickups were complicated by traffic congestion, faulty GPS signals, and crowded pickup venues. Flawed pickups resulted in rider dissatisfaction and in lost revenues for drivers. Uber had identified the pickup experience as a top strategic priority, and a team at Uber, led by group product manager Birju Shah, was tasked with designing an automated solution to improve the pickup experience. This involved three steps. First, the team needed to analyze the pickup experience for various rider personas to identify problems at different stages in the pickup process. Next, it needed to create a model for predicting the best rider location for a pickup. The team also needed to develop a quantitative metric that would determine the quality of the pickup experience. These models and metrics would be used as inputs for a machine learning.

Details

Kellogg School of Management Cases, vol. no.
Type: Case Study
ISSN: 2474-6568
Published by: Kellogg School of Management

Keywords

Case study
Publication date: 20 January 2017

Mohanbir Sawhney, Lisa Damkroger, Greg McGuirk, Julie Milbratz and John Rountree

Illinois Superconductor Corp. a technology start-up, came up with an innovative new superconducting filter for use in cellular base stations. It needed to estimate the demand for…

Abstract

Illinois Superconductor Corp. a technology start-up, came up with an innovative new superconducting filter for use in cellular base stations. It needed to estimate the demand for its filters. The manager came up with a simple chain-ratio-based forecasting model that, while simple and intuitive, was too simplistic. The company had also commissioned a research firm to develop a model-based forecast. The model-based forecast used diffusion modeling, analogy-based forecasting, and conjoint analysis to create a forecast that incorporated customer preferences, diffusion effects, and competitive dynamics.

To use the data to generate a model-based forecast and to reconcile the model-based forecast with the manager's forecast. Requires sophisticated spreadsheet modeling and the application of advanced forecasting techniques.

Case study
Publication date: 20 January 2017

Robert D. Dewar

Key State Blue Cross and Blue Shield Plan (a disguised case of an actual BCBS Plan) is the merged product of three state plans. Initially burdened with a reputation of poor…

Abstract

Key State Blue Cross and Blue Shield Plan (a disguised case of an actual BCBS Plan) is the merged product of three state plans. Initially burdened with a reputation of poor customer service, Key State's executives decided to invest heavily in service improvement, eventually achieving superior levels. Key State's high-quality customer service emerged as a true competitive advantage for its customers, who were primarily businesses and health benefits consultants who influenced corporate purchasers of health insurance. The Key State brand came to be synonymous with personal service, security, choice, and dependability. But the health care insurance market was changing under Key State's feet. Spiraling costs meant that high-quality service became less of a competitive advantage as employers were lured by low-cost, low-service providers. Many employers cut or dropped health care benefits entirely, swelling the ranks of the under- and uninsured, who in turn were extremely price-sensitive when shopping for health insurance on their own. Finally, the health care insurance market was being revolutionized by financial institutions willing to hold health benefit accounts and pay providers directly, thereby eliminating the need for Key State as a mediator. Key State executives were aware of these changes but were challenged by the mindset, culture, and organizational design custom-fit to their business accounts. The case asks the reader to consider whether Key State has the right number of target markets, whether it should have one brand or several for its different target markets, what it should do for the uninsured, and how it should improve its brand experience in light of the industry's changing landscape. All of these decisions will have significant implications for the organizational design of Key State.

To better understand the challenges involved in a successful health insurance company to cope with a rapidly changing and unpredictable environment; to formulate a new strategy and a new organizational design to accomplish this adaptation.

Details

Kellogg School of Management Cases, vol. no.
Type: Case Study
ISSN: 2474-6568
Published by: Kellogg School of Management

Keywords

Case study
Publication date: 18 February 2014

Fatima Mohsen Al Faqeeh and Syed Zamberi Ahmad

Total quality management, logistic, entrepreneurship, management and small business management.

Abstract

Subject Area

Total quality management, logistic, entrepreneurship, management and small business management.

Study level/applicability

The case is relevant for undergraduates specializing in business. The case incorporates courses such as entrepreneurship and small business management.

Case overview

This case study outlines the factors behind the success of the Royal Transportation Management Systems Company. This company was established in 2007 and has become one of the most successful valet parking companies in Abu Dhabi. The case study will also highlight the company's core concept which is quality as baseline towards success of the business and how this has influenced the success of the company.

Expected learning outcomes

The case can be used to understand management concepts in entrepreneurship, small business management, and total quality management concepts in the provision of high-quality services, and help students to understand marketing strategies for developing a successful small business.

Supplementary materials

Teaching notes are available for educators only. Please contact your library to gain login details or email support@emeraldinsight.com to request teaching notes.

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