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In July 2017, with a proven track record in power distribution in Delhi and Mumbai, Tata Power Co Limited incorporated a new organization called TP Ajmer Distribution Limited using the distribution franchise model in Ajmer, Rajasthan, India. The new company was created in partnership with the state government company Ajmer Vidyut Vitaran Nigam Limited as a strategic partner. One year later, the management team had to overcome various challenges including recruitment from diverse private and public sources, a limited competent talent pool, a lack of administrative and technology infrastructure, many first-time managers, a scattered team concept, a silos working style, a low level of work experience, and a dated distribution network. To ensure a successful transition, the new company had to streamline business processes and establish an organizational culture of safety, excellence, quality, and ethics consistent with the Tata name. The company had to decide whether to adopt the organizational culture of its parent company, create and entirely new culture, or customize its own culture based on Tata Power principles.

In July 2017, with a proven track record in power distribution in Delhi and Mumbai, Tata Power Co Limited incorporated a new organization called TP Ajmer Distribution Limited using the distribution franchise model in Ajmer, Rajasthan, India. The new company was created in partnership with the state government company Ajmer Vidyut Vitaran Nigam Limited as a strategic partner. One year later, the management team had to overcome various challenges including recruitment from diverse private and public sources, a limited competent talent pool, a lack of administrative and technology infrastructure, many first-time managers, a scattered team concept, a silos working style, a low level of work experience, and a dated distribution network. To ensure a successful transition, the new company had to streamline business processes and establish an organizational culture of safety, excellence, quality, and ethics consistent with the Tata name. The company had to decide whether to adopt the organizational culture of its parent company, create and entirely new culture, or customize its own culture based on Tata Power principles.

In late 2015, the government of Delhi, India, took a radical step to curb traffic congestion and pollution, by restricting the use of private automobile vehicles in Delhi’s National Capital Region. Drivers of vehicles whose licence plate numbers ended in odd numbers would be able to drive only on odd-numbered days, and drivers of vehicles whose licence plate numbers ended in even numbers would be able to drive only on even-numbered days. All restrictions would be lifted on Sundays. The management of Indraprastha Gas Limited, Delhi’s sole supplier of compressed natural gas, a safe, economical, and clean-burning fuel, needed to communicate the benefits of clean fuels, in an attempt to gain an exemption for vehicles using its compressed natural gas. The company also needed to address the concerns of both its internal stakeholders—shareholders and employees—and its external stakeholders—customers, suppliers, and policy-makers.

In late 2015, the government of Delhi, India, took a radical step to curb traffic congestion and pollution, by restricting the use of private automobile vehicles in Delhi's National Capital Region. Drivers of vehicles whose licence plate numbers ended in odd numbers would be able to drive only on odd-numbered days, and drivers of vehicles whose licence plate numbers ended in even numbers would be able to drive only on even-numbered days. All restrictions would be lifted on Sundays. The management of Indraprastha Gas Limited, Delhi's sole supplier of compressed natural gas, a safe, economical, and clean-burning fuel, needed to communicate the benefits of clean fuels, in an attempt to gain an exemption for vehicles using its compressed natural gas. The company also needed to address the concerns of both its internal stakeholders-shareholders and employees-and its external stakeholders-customers, suppliers, and policy-makers.

Manpreet Singh, chief executive officer of the Bosch multi-brand car service provider Motorcafe, wanted to scale up his business, which he established in 2010 in Mohali, India. The multi-brand car service sector promised huge market potential for Singh, but he faced some challenges: Bosch had failed to provide the expected support; the brand was being diluted by poor services offered by other service providers in neighbouring areas; competition from other multi-brand players in the Indian market was ever-growing; original equipment manufacturer workshops were renewing their competitive efforts; and customer needs were rapidly changing. How should Singh scale up his venture in the face of changing market dynamics and implement Motorcafe’s innovative value proposition for Indian car owners?

Manpreet Singh, chief executive officer of the Bosch multi-brand car service provider Motorcafe, wanted to scale up his business, which he established in 2010 in Mohali, India. The multi-brand car service sector promised huge market potential for Singh, but he faced some challenges: Bosch had failed to provide the expected support; the brand was being diluted by poor services offered by other service providers in neighbouring areas; competition from other multi-brand players in the Indian market was ever-growing; original equipment manufacturer workshops were renewing their competitive efforts; and customer needs were rapidly changing. How should Singh scale up his venture in the face of changing market dynamics and implement Motorcafe's innovative value proposition for Indian car owners?

In June 2015, Mobile TeleSystems (MTS) India was considering its future in the Indian telecom market. MTS India, a global telecommunications (telecom) brand, had been operating in the country since March 2009. It had gone through difficult phases marked by India’s regulatory regime and the global economic crisis. Although the Indian telecom market had immense potential, MTS India’s success was stifled by a lack of telecom resources and in the inability to successfully manage the macro environment. Over the years, the company had adopted multiple strategies to drive business growth. However, due to the incompatible telecom ecosystem, including technology and devices, the company was not able to achieve its intended objectives in India. The chief executive officer was evaluating several strategic options in light of intense competition and a geopolitical crisis faced by MTS India’s parent company in Russia.

In June 2015, Mobile TeleSystems (MTS) India was considering its future in the Indian telecom market. MTS India, a global telecommunications (telecom) brand, had been operating in the country since March 2009. It had gone through difficult phases marked by India's regulatory regime and the global economic crisis. Although the Indian telecom market had immense potential, MTS India's success was stifled by a lack of telecom resources and in the inability to successfully manage the macro environment. Over the years, the company had adopted multiple strategies to drive business growth. However, due to the incompatible telecom ecosystem, including technology and devices, the company was not able to achieve its intended objectives in India. The chief executive officer was evaluating several strategic options in light of intense competition and a geopolitical crisis faced by MTS India's parent company in Russia.

Supplement to case W16649.

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?

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?

Supplement for product 9B16A049.