個案資料

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?

The two parts of this case are suitable for a number of courses including strategy and planning, service marketing, financial management, customer relationship management, service marketing, and finance and public policy. After completion of the two parts of this case, students will be able to<br><ul><li>discuss creation of a service-centric ecosystem and customer touchpoint management;</li><li>identify challenges faced by service organizations operating in the context of an empowered and assertive millennial customer; the need to pragmatically balance customer delight with financial viability and operational feasibility in service offerings;</li><li>use a balanced scorecard to align a company’s philosophy, processes, and performance in order to provide a holistic and sustainable service to all stakeholders;</li><li>identify constraints, challenges, and innovations in the pricing of public services;</li><li>use SWOT and PESTLE frameworks to identify challenges, opportunities, and constraints;</li><li>identify ways and means in which organizations can conceive and harness value from their creations;</li><li>understand an organization’s drivers, impact, opportunities, and applications; and</li><li>discuss how to convert a resource constraint challenge into an opportunity to do more with less using affordable and sustainable innovations.</li></ul>

• Customer relations, Internal marketing, stakeholder engagement, leadership, public sector efficiency, public perception, project management, OB, organisational behaviour