W16649 DELHI METRO RAIL CORPORATION (A): DELIVERING CUSTOMER SATISFACTION Somnath Chakrabarti and B. S. Kiran wrote this case solely to provide material for class discussion. The authors do not intend to illustrate either effective or ineffective handling of a managerial situation. The authors may have disguised certain names and other identifying information to protect confidentiality. This publication may not be transmitted, photocopied, digitized, or otherwise reproduced in any form or by any means without the permission of the copyright holder. Reproduction of this material is not covered under authorization by any reproduction rights organization. To order copies or request permission to reproduce materials, contact Ivey Publishing, Ivey Business School, Western University, London, Ontario, Canada, N6G 0N1; (t) 519.661.3208; (e) cases@ivey.ca; www.iveycases.com. Copyright © 2016, Richard Ivey School of Business Foundation Version: 2016-10-07 It is punctual and clean and seemed like an oasis. I hope they continue to maintain the standards. Professor A. Parasuraman, Distinguished Professor of Services in Marketing, University of Miami On December 29, 2015, Anuj Dayal, the chief spokesperson for Delhi Metro Rail Corporation Ltd. (DMRC), was about to brief the media on the preparations made by DMRC to cope with the impending surge in commuter traffic. The government of the National Capital Territory of Delhi was desperate to manage escalating levels of air pollution—a level high enough to earn Delhi the World Health Organization’s rebuke as the world’s most polluted city.1 The government had announced a pilot project of an odd–even vehicle rule to regulate private transport beginning January 1, 2016. With vehicles limited for use only on alternate days, the Delhi metro would need to transport a surge in commuter volume. The entire nation was waiting to see if DMRC could cope with this increase and sustain its commitment to its service philosophy, which was named DLITE, an acronym for the phrase “Do lasting improvement in travel experience.”2 Dayal had reason to be optimistic about DMRC’s chances of overcoming the odds. DMRC had been rated second among 18 international metro systems for customer service and was among the best three performers in the Net Promoter Score category, which was based on the possibility of satisfied customers recommending the service usage to others.3 For an emergent economy, this recognition was a moment of rare pride, and particularly so because DMRC was fully owned by the government (a 50:50 joint venture between the federal government of India and the regional government of Delhi) and operated as a public sector entity with a regulated fare structure.4 There were also causes for concern. India’s young demographic segment was growing. Being assertive and vocal, millennials5 demanded augmented services, more amenities, and value-added facilities.6 The customer expectations were rising, but so were the input costs and losses. Financially, the growth of fare sales revenue had not kept pace with rising inflation and commuter tariffs had not been changed since 2009, despite DMRC’s pleas for an increase (see Exhibit 1). This document is authorized for use only by Vincent Bandi in Managing Customer Experiences - MKT-436 - SFO at Hult International Business School, 2018. Page 2 9B16A049 After serving the National Capital Region (Delhi and its surrounding districts) for more than a decade, the Delhi metro was valued by its stakeholders and held a strong brand identity and reputation, both domestically and globally. But operationally and financially, DMRC was being squeezed from all sides and struggling to produce a consistent “wow” reaction from its customers. Now, with the impending commuter surge on account of the environmental crisis in Delhi, DMRC was in a hard-pressed situation. For Dayal, 2016 was set to usher in new challenges. The year would test the resilient service culture of DMRC and its ability to perform under relentless pressure. He knew that the odd–even scheme would be a litmus test for DMRC and its mission to delight the customers. At the same time, Dayal was worried about the hold on fares affecting the company’s bottom line. Dayal needed to find a way to balance commuters’ expectations and DMRC’s mission of delighting its customers with an increasingly strained financial situation. DMRC: CONVERTING MILLSTONES TO MILESTONES, 2002–2015 The Delhi metro was conceived in the late 1990s to serve the urban mobility needs of Delhi, the national capital of India. The National Capital Territory of Delhi was the world’s second most populous city with a population of 25 million.7 Bus transport, three-wheeled vehicles, and private transport were the primary modes of transport, until DMRC’s mass urban transit services “metrofied” Delhi. The feasibility of mass transit systems in a hugely congested city like Delhi was doubted by many. Also, given the poor track record of infrastructure projects in India, the Delhi metro was written off by most people even before the project took shape. However, DMRC was able to prove most of the detractors’ fears unfounded. Under the competent and visionary leadership of its first managing director, Elattuvalapil Sreedharan, the Delhi metro went on to become a benchmark in project management and operational efficiency. The Delhi metro now figured in KPMG’s list of 100 infrastructure projects of the world “that address excellence through scale, feasibility, complexity, innovation, or impact on society.”8 DMRC’s vision was to provide a “commuting experience on the Delhi metro [that was a] customer’s delight.”9 DMRC was committed to covering the complete area of Delhi and adjoining areas with a metro network by the year 2021. According to its mission statement,10 DMRC was also aiming to accomplish the following goals:    Serve customers, including differently-abled commuters, with passion. Sustain the image of being first in the transportation sector in India, and be among the top three metro rail systems in Asia with regard to  safety;  reliability;  punctuality;  quality; and  customer responsiveness. Make the Delhi metro self-sustainable. DMRC began its customer operations in Delhi in December 2002. The entire Phase 1 of metro lines was completed in 2005, almost three years ahead of schedule. The second phase was completed in 2011. Phases 3 and 4 were scheduled for completion in 2016 and 2021 respectively. The Delhi metro network was 13th largest in the world, with 142 stations in financial year FY 2014/15. With the completion of Phase 3 in 2016, the Delhi metro was set to become the seventh city in the world with more than 200 metro stations. While in many countries, metro systems had multiple operators, the Delhi metro was operated solely by DMRC. This document is authorized for use only by Vincent Bandi in Managing Customer Experiences - MKT-436 - SFO at Hult International Business School, 2018. Page 3 9B16A049 In 2013, an international journalist noted: As a rule, nothing in India’s public sector works as intended. But the Delhi metro works: 99.97 per cent of trains arrive within one minute of schedule. They are clean, cool and safe. At peak hour, they come every 2 1/2 minutes. It runs at a profit. Every stage has been completed on time, within budget. In India, in the modern world, that is a miracle.11 Initially, construction and establishing the infrastructure were the biggest challenges; later, serving its diverse customers and satisfying its multiple stakeholders proved to be bigger challenges for DMRC. But in a matter of a decade, even amid all its resource constraints and limitations, DMRC managed to alter the service perceptions and establish a strong emotional connection with its customers by delivering a superior service experience. DMRC: DESIGNING SERVICES FOR ALL The mandate of DMRC was to build, operate, and expand mass transit rail services in a densely populated city characterized by duality: an amalgamation of old and new, medieval and modern, masses and classes. In 2001, with a population of around 15.5 million in Delhi NCR and an elected regional government, Delhi was more of a city-state than just the capital city of the country.12 Like the rest of India, Delhi was experiencing a change in its demographic profile, with a significant population increase in the 15 to 40 age group. Imbued with this demographic divide, India was projected to have the youngest working population in the world by 2020. Therefore, DMRC’s service architecture had to be planned in consideration of contemporary travel needs, emerging trends, and a diverse set of customers.13 At one end of the spectrum, DMRC had to serve elite commuters who were working in the business hubs of Gurgaon and Noida, located on the periphery of Delhi. On the other end of the spectrum, DMRC had to serve the needs of a huge floating population, including migrant labourers who came to Delhi in search of livelihood. DMRC’s services had to be user-friendly, operationally efficient, affordable, and convenient to attract a majority of those who would normally opt for private transport, or use another form of public transport. Most potential users were new to the concept of a high-quality mass transit system like the Delhi metro, whose many technologies originated outside of India and its culture. This had a significant impact on both the core and support infrastructures. The service architecture was modified to suit local requirements, factoring in cultural profiles, modes of dressing, habits, age, and other considerations. The coach design and fare collection systems were also modified to suit local requirements. DMRC was sensitive to the special needs of commuters coming from different strata of society. DMRC became the first mass transit system in the country to conduct accessibility audits in order to provide differently-abled commuters with a comfortable travel experience. To evoke commuter confidence in the capabilities of the Delhi metro and to serve a diverse clientele, wheelchairs, and stretchers were made available at all stations. DMRC also worked with nearby local hospitals to create a treatment process for commuters requiring medical attention and for handling emergency situations. DMRC had the vision to customize the equipment and track for the specific wear and tear expected in Delhi’s continental climate, with its range from subtropical and humid to extreme cold. The objective was to make the Delhi metro an “all-weather, all-section” prototype where the best technologies and practices from metro systems around the world would converge and evolve to an international standard. This document is authorized for use only by Vincent Bandi in Managing Customer Experiences - MKT-436 - SFO at Hult International Business School, 2018. Page 4 9B16A049 EMPLOYEE TRAINING AND SERVICE PHILOSOPHY: SERVICE FOR ALL AND ALL FOR SERVICE DMRC was aware from the beginning that the quality of service encounters would be a key factor to making the commuters feel comfortable and confident about using the Delhi metro, especially because some of the technologies were being implemented for the first time in the country. An elaborate customer-facing architecture was created by DMRC to serve the customers effectively and with empathy (see Exhibit 2). In order to serve the diverse needs of commuters, a section of frontline staff was designated as customer relations assistants (CRAs). They were specifically prepared to handle the special problems of senior citizens, women, and the differently abled, and were trained in sign language for assisting hearing and speech impaired commuters. The CRAs were also trained in first aid and disaster management. Training the frontline staff was essential so that DMRC could be confident of handling any eventualities triggered by human factors or unforeseen contingencies. Even the staff members of channel partners were trained in commuter interaction and customer etiquette. The entire customer staff and even managerial staff underwent training in soft skills, yoga, and stress management to prepare them mentally and physically to endure the challenges of customer care. Special focus was paid to absorbing the DMRC culture (see Exhibit 3). In Dayal’s words: The biggest asset of Delhi Metro is its philosophy of customer orientation. Keeping this at the centre, the other aspects have been structured. Emphasis has been on timely completion of projects to avoid cost and time overruns. Efficient manpower management and extensive use of technology is encouraged. In Delhi Metro, people can see better customer orientation. Hence, in DMRC, the focus was on “Customer Care” and not on “Customer Relation.” SERVICE PLACE MANAGEMENT: CHALLENGES AND OUTCOMES Driven by its founding managing director’s vision, DMRC focused on service and ambience to create a distinguished service experience. The staff members were trained to educate commuters about observing and maintaining safety and cleanliness standards. DMRC provided a series of short public awareness films online for Internet-savvy customers. Disincentives were also built into the system to discourage commuters from abusing or vandalizing property, or risking other commuters’ safety. Verbal and visual reinforcements were also used to create awareness of safety issues, etiquette, and the need for maintaining cleanliness. The neat and clean environment, presence of staff almost around the clock, and extensive deployment of personnel led to civic engagement to the point of near sanctity. As observed by the managing director, Mangu Singh, “Cleanliness was the deterrent to those who were littering.”14 SERVING CUSTOMERS DIVERSELY AND SERVING DIVERSE CUSTOMERS The crux of the service experience offered by DMRC was its reliable, safe, comfortable, and punctual commute. Its punctuality rate was higher than 99 per cent. As a result, ridership consistently increased over time (see Exhibit 1). Over the next two to three years, the average daily ridership was slated to increase from 2.5 million to around 4.0 million. During FY 2015/16, DMRC broke the 3-million mark, when it carried 3.17 million passengers on a single day on August 28, 2015; the previous record was 2.89 million, set on September 8, 2014. This document is authorized for use only by Vincent Bandi in Managing Customer Experiences - MKT-436 - SFO at Hult International Business School, 2018. Page 5 9B16A049 To serve a more technologically enabled society, DMRC scaled and expanded its offerings and servicedelivery mechanisms. Automatic ticket vending machines were installed to reduce queues and eliminate manual interface. Points-of-sale machines were introduced so commuters could use their debit and credit cards to purchase metro tokens. The opportunity to recharge contactless smart cards on the Internet and in mobile applications started in 2013, facilitating fare inquiry and journey management. Almost half a million women commuters depended on the Delhi metro. To serve their needs, a separate women’s coach was introduced on each of the Delhi metro’s trains in 2010. Safety, security, and convenience led women commuters to prefer the Delhi metro over other forms of transport. DMRC also launched Know Your Metro programs in 2014 to inform women commuters about facilities available for them, inside the Delhi metro’s premises and on the trains, for their safety. CUSTOMER ENGAGEMENT As ridership increased, DMRC continued to expand and multiply its customer engagement channels. To evaluate progress in customer care, an elaborate system of multi-channel feedback was introduced. Customers could give their feedback online, contact a 24/7 helpline, or leave a comment in the complaint book provided at every station. DMRC designated a public complaint officer within the operations and maintenance department to handle public complaints. The 24/7 help line also provided commuters with information about train times, connections, and so on. Customers’ input was fed into the training system. Voice and participation forums also helped DMRC to “commuter-source”15 suggestions and correct its service deficiencies. Over time, toilets and drinking water facilities were added at the Delhi metro stations. Similarly, a commuter’s suggestion resulted in DMRC providing demarcation in the stations for six-coach versus eight-coach trains. Of its own volition, DMRC opened a winter home for the care of senior citizens and a fully furnished children’s home for the welfare of under privileged people. It also organized regular book and painting shows at selected stations. DMRC even established a dedicated museum—the Metro Museum—to showcase DMRC’s achievements and accomplishments. DMRC: A LEARNING ORGANIZATION DMRC was designed to be a forward-looking and adaptive organization,16 with room for constant improvement in knowledge and technology. Liberalization enabled DMRC’s leadership and its core team to scout for the best skills and standards, selecting those that were best suited to the local requirements of Delhi. DMRC learned from the successes and failures of metros around the world. According to DMRC sources: Located in one of the most congested cities in the world, the Delhi metro became the focus of attention not only because it is India’s largest urban intervention in the transportation sector since independence, but also because it used cutting-edge technology from around the world including Germany, France, Japan, and Korea to create a system that is one of the most advanced in the world. This document is authorized for use only by Vincent Bandi in Managing Customer Experiences - MKT-436 - SFO at Hult International Business School, 2018. Page 6 9B16A049 EMPLOYEE ENGAGEMENT From the start, a decision was made to create a people-friendly organization. Hence, the human resources department became a vital component of DMRC. Employees were continuously trained—on the job and at a specially established DMRC training centre— about the core values of DMRC: integrity, punctuality, cleanliness, and maintaining mental and physical health. Refresher courses and mentoring techniques were employed to cope with increasing service pressure. Structured programs were organized for senior management to promote introspection and selfdevelopment, and to foster growth as better employees and citizens. Eventually, DMRC’s training centre became a mentoring and training institute for other upcoming metros in the country. DMRC adopted a considerate approach to employees’ welfare. Over the years, it introduced different benefits and allowances for employees to keep them motivated. Efforts were made to ensure that employees had a high quality of life and were able to achieve a work–life balance. Staff welfare schemes were introduced over time, such as financial support during marriage or marriage of a child, and educational awards for employees’ children who scored well on board examinations. Such measures helped DMRC to be rated one of the preferred employers in a 2013 survey by a business magazine (see Exhibit 4).17 DMRC management inculcated a team-oriented spirit among staff. Customer care and DLITE were given priority. Outstanding employee behaviour such as exemplary contributions of various kinds, catering to the needs of one’s duty, helping customers, and returning lost articles, were rewarded with spot awards. The awardees were profiled in internal newsletters. The professional work culture and growth opportunities attracted some of the best talent to DMRC. Through a carefully designed human resources policy, DMRC was able to harness the potential of its diverse team of civil, electrical, signalling, and telecommunications engineers, and its general management team. Some engineers were seconded to the foreign consultancy group advising DMRC, so that the engineers could absorb technical knowledge directly from these consultants. As a result, DMRC’s engineers became selfsufficient in many areas, such as in civil engineering and civil construction, and were able to carry out their work indigenously. MANAGING SUPPLIERS AND CONTRACTORS DMRC gave importance to the selection process of contractors. It established a system of fair selection that enabled quality bidders to be selected. DMRC’s channel partners also contributed to the customer satisfaction process, whether it was in construction (through minimal inconvenience to citizens), maintaining cleanliness at the stations, or something else. Outsourcing the non-critical work helped DMRC to form and maintain a lean but efficient work force, focused fully toward ensuring quality metro services. Hence, functions such as cleanliness of the metro system and maintenance of token vending at station counters were outsourced to specialized agencies and private contractors. However, operational areas, especially safety-related matters, were kept within DMRC because lives of the passengers were involved in these areas. This reduced the burden on DMRC from both the business and management perspectives. The human resources department was able to concentrate on recruiting staff and training them for the core activities of the organization. Additionally, DMRC’s labour welfare officers travelled to different project sites to comprehend employees’ grievances and monitor how contractors were managing the workforce. This document is authorized for use only by Vincent Bandi in Managing Customer Experiences - MKT-436 - SFO at Hult International Business School, 2018. Page 7 9B16A049 DMRC: CUSTOMER DELIGHT In a global online customer survey with 41,000 respondents, conducted by the global metro-benchmarking groups Nova and CoMET, DMRC was ranked second among 18 international metro systems for overall customer satisfaction.18 The survey rated the Delhi metro along with London’s Docklands Light Railway and Bangkok’s Metropolitan Rapid Transit as the best three performers in the Net Promoter Score category.19 According to DMRC’s philosophy, its service mission was to delight its customers. For DMRC, the concept of customers’ delight entailed the concept of exceeding the expectations of the customers. The DLITE service philosophy had four main objectives:20     Produce a “wow” reaction from the customers. Make customers feel valued and cared for, having had a “feel good” experience on the Delhi metro. Offer a personal touch. Enrich the service endeavour with genuineness and empathy. DMRC’S SOCIAL INITIATIVES AND MANAGEMENT OF PUBLIC PERCEPTION Early on, DMRC realized the importance of the media’s role in shaping the opinions of different stakeholders, including those of the political establishment. The mandate of the public relations department was not just to garner public support during the construction of the Delhi metro, but also to build the image of DMRC as a high performing and friendly public utility, so that citizens would be attracted to the metro once the project was complete. DMRC’s readiness to accommodate genuine public concerns received a high degree of recognition and support in the media. Managers who were involved with the project recalled that, over time, DMRC acquired a public image as a caring and professional organization, one that fulfilled public expectations by completing projects on time and maintaining excellent operational statistics. The Delhi metro project was positioned as a change agent for Delhi on its journey to becoming a modern city. DMRC’s media strategy was positive and proactive. At every stage, media partners were taken into the field and onto construction sites, and were given the opportunity to cover events related to stages of construction and commissioning. Both print and electronic media carried stories about the iconic leadership of Sreedharan, DMRC’s performance, the variety of challenges that DMRC faced and overcame, and the efforts made by DMRC to be sensitive to local requirements. DMRC: CAPITAL CRISIS, 2015–2016 In 2015, the vision of delighting customers was proving to be an expensive exercise for DMRC. The price of commuter fares—the mainstay of DMRC revenue—had been left unchanged for six successive years. The result was low growth in commuter tariff revenue over the recent years. A fare increase was a political decision; DMRC had no direct role to play. Fares for the Delhi metro could only be revised upon the recommendation of a three-member committee appointed by the government from time to time. The committee was to have representation from the judiciary (a person who was or had been a high court judge) and two administrative representatives—one from the regional government (the urban This document is authorized for use only by Vincent Bandi in Managing Customer Experiences - MKT-436 - SFO at Hult International Business School, 2018. Page 8 9B16A049 development secretary) and one from the state (Delhi's finance secretary). But, with political changes in 2015, Delhi’s nascent regional government, which was one of the principal stakeholders in the Delhi metro, was not convinced that a fare increase was appropriate, and was determined to shield commuters from the much-delayed fare fixing. Dayal was happy that the Delhi metro continued to run on time, within budget, and with high regard for user satisfaction, all while maintaining stringent quality and safety standards. However, he knew that DMRC could not rest on its laurels. With recognition, DMRC’s responsibilities and expectations had only increased. With worsening levels of pollution in Delhi, it was expected that increasingly more commuters would opt for public transport, even after the restrictions of the odd–even scheme were lifted. And while DMRC was committed to delighting its customers, the diverse and demanding millennial clientele were putting added pressure on the Delhi metro’s service architecture. The metro structures were now almost 13 years old and required higher upkeep and regular preventive maintenance. The maintenance and repair costs had been steadily increasing over the years (see Exhibit 5). Eventually the system would require substantive repairs and replacements. In the first half of 2015, DMRC had already reported six incidents of major technical failures. In one incident, stranded passengers had forced open the gates and completed their journey by walking on the tracks. In a country with a bulging demographic dividend and rising aspirations, commuters were demanding more amenities and new facilities such as wireless Internet. Commuters were regularly requesting that a growing demand for service be met with a supply of more trains and longer trains, with more coaches during peak hours. Trains had been pressed into service by reworking the maintenance schedule. However, the plan was faulty and costly; during low off-peak demand, coach use was at only 32 per cent. The month of December had been a harbinger of change for DMRC: in December 2002, the first phase of the Delhi metro began its maiden operations; in December 2011, DMRC’s leadership had been passed from Sreedharan, the iconic founder, to Mangu Singh, the handpicked successor; and now, December 2015 was proving to be a time to test the Delhi metro’s operational and customer management capabilities with the odd–even restrictions imposed by Delhi’s government. But what was paradoxical for Dayal was that although footfalls and customer expectations were reaching new highs, fare prices were still at the bottom. In its 15 years of existence, DMRC had proved many of its early detractors wrong, and continued to deliver consistently on the customer front. But Dayal knew that overcoming these service challenges would require a greater resolve and more resilience. This document is authorized for use only by Vincent Bandi in Managing Customer Experiences - MKT-436 - SFO at Hult International Business School, 2018. Page 9 9B16A049 EXHIBIT 1: DELHI METRO RAIL CORPORATION LTD. RIDERSHIP AND REVENUE, 2009–2015 Financial Year (ending March 31) 2009/10 2010/11 2011/12 2012/13 2013/14 2014/15 Average ridership per day (in millions) 0.919 1.259 1.660 1.926 2.190 2.386 87.121 163.872 212.083 224.775 225.587 246.271 Revenue from fare box earnings (in US$ millions) Source: Delhi Metro Rail Corporation Ltd., Annual Report 2014–2015, September 29, 2015, accessed January 30, 2016, www.delhimetrorail.com/OtherDocuments/DELHI1-92english.pdf; Delhi Metro Rail Corporation Ltd., Annual Report 2013–2014, September 30, 2014, accessed March 11, 2015, www.delhimetrorail.com/OtherDocuments/EnglishAR201314Low.pdf; Delhi Metro Rail Corporation Ltd., Annual Report 2012–2013, September 30, 2013, accessed March 11, 2015, www.delhimetrorail.com/OtherDocuments/DMRC_Annual-Report-2012-2013.pdf; Delhi Metro Rail Corporation Ltd., Annual Report 2011–2012, September 05, 2012, accessed March 11, 2015, www.delhimetrorail.com/OtherDocuments/Annual-Repot1112(English).pdf; Delhi Metro Rail Corporation Ltd., Annual Report 2010–2011, September 07, 2011, accessed March 11, 2015, www.delhimetrorail.com/OtherDocuments/AnnualReports/2010-11.pdf; Delhi Metro Rail Corporation Ltd., Annual Report 2009–2010, August 12, 2010, accessed March 11, 2015, www.delhimetrorail.com/OtherDocuments/AnnualReports/2009-10.pdf. EXHIBIT 2: DELHI METRO RAIL CORPORATION LTD. CUSTOMER CARE PILLARS              Be prompt, civil, courteous, and punctual. Greet customers with a smile and treat them with courtesy. Be neat and tidy in appearance while on duty. Give all reasonable assistance and correct information to the public. Resolve queries at the first point of contact. Ensure availability of signs, posters, and pamphlets. Treat everyone fairly and be speedy. Use complaints and feedback to improve services. Take pride in what you do. Uniformed front line staff wear name badges. Provide quality customer service. Ensure availability of adequate tokens, smart cards, change, and complaint book. Have an adequate number of queue managers available. Source: DMRC Service Standard Parameters for DLITE, Delhi Metro Rail Corporation Ltd., Sustainability Report: 2014–2015, 31, accessed June 20, 2016, www.delhimetrorail.com/otherdocuments/SustainabilityReport2014-15.pdf. This document is authorized for use only by Vincent Bandi in Managing Customer Experiences - MKT-436 - SFO at Hult International Business School, 2018. Page 10 9B16A049 EXHIBIT 3: DELHI METRO RAIL CORPORATION LTD. (DMRC) CULTURE       All employees shall uphold the following standards:  Be committed to DMRC’s mission and provide a secure commuting experience to commuters.  Ensure optimal and smooth waiting transition at stations.  Serve all stakeholders with pride, perfection, and dignity, and make it easier to do business with DMRC.  Sustain an attitude of “the leaner the better” and “we mean business” by being effective, responsive, transparent, and courteous.  Keep the trains and premises spotlessly clean.  Maintain full transparency in all decisions and transactions. Staff having public interface shall be smartly dressed, punctual, polite, and emphatic. No inconvenience, ecological or environmental degradation, or endangerment to public life shall be caused during construction activity. All DMRC structures will be aesthetically planned and well maintained. DMRC will constantly and relentlessly strive to cut waste. DMRC employees shall strive to improve in whatever they do. Source: Prepared by the authors with information from Delhi Metro Rail Corporation Ltd., Sustainability Report: 2014–2015, 12, accessed June 20, 2016, www.delhimetrorail.com/otherdocuments/SustainabilityReport2014-15.pdf; “Vision, Mission, Culture,” Delhi Metro Rail Corporation Ltd., accessed June 20, 2016, www.delhimetrorail.com/dmrc-policies/Visionmc.pdf. EXHIBIT 4: BEST COMPANIES TO WORK FOR IN INDIA The following report was included in an annual Business Today survey of the best places to work: Delhi Metro Rail Corporation (DMRC) is fast emerging as a respected brand in the job market. A professional work culture has helped the company leapfrog into the top 25 of Business Today's list of best companies to work for in India. Rank 23rd Number of employees 8,000 Female to male ratio 7:93 Average age of employees Average rate of attrition 30 8–10% Source: Arunima Mishra, “Right on Track,” Business Today, August 4, 2013, accessed August 23, 2015, www.businesstoday.in/magazine/cover-story/best-companies-to-work-for-delhi-metro-rail-corporation/story/196688.html; People Strong HR Services and Business Today, Best Companies to Work for, India 2012–2013, August 2013, accessed June 20, 2016, http://media1.intoday.in/businesstoday/images/Best-Companies-Results_2013.pdf. This document is authorized for use only by Vincent Bandi in Managing Customer Experiences - MKT-436 - SFO at Hult International Business School, 2018. Page 11 9B16A049 EXHIBIT 5: DELHI METRO RAIL CORPORATION LTD. REPAIR AND MAINTENANCE COSTS (FY 2012/13 TO FY 2014/15, ENDING MARCH 31) Financial Year Amount (in US$ Million) 2012/13 36.745 2013/14 38.329 2014/15 51.037 Source: Delhi Metro Rail Corporation Ltd., Annual Report 2014–2015, September 29, 2015, accessed January 30, 2016, www.delhimetrorail.com/OtherDocuments/DELHI1-92english.pdf; Delhi Metro Rail Corporation Ltd., Annual Report 2013– 2014, September 30, 2014, accessed March 11, 2015, www.delhimetrorail.com/OtherDocuments/EnglishAR201314Low.pdf; Delhi Metro Rail Corporation Ltd., Annual Report 2012–2013, September 30, 2013, accessed March 11, 2015, www.delhimetrorail.com/OtherDocuments/DMRC_Annual-Report-2012-2013.pdf. This document is authorized for use only by Vincent Bandi in Managing Customer Experiences - MKT-436 - SFO at Hult International Business School, 2018. Page 12 9B16A049 ENDNOTES 1 “Delhi Most Polluted City in the World: WHO,” Indian Express, May 7, 2014, accessed December 12, 2015, http://indianexpress.com/article/cities/delhi/delhi-most-polluted-city-in-the-world-who. 2 Delhi Metro Rail Corporation Ltd., Sustainability Report: 2014–2015, 31, accessed June 20, 2016, www.delhimetrorail.com/otherdocuments/SustainabilityReport2014-15.pdf; Delhi Metro Rail Corporation Ltd., Annual Report 2014– 2015, 16, September 29, 2015, accessed January 30, 2016, www.delhimetrorail.com/OtherDocuments/DELHI1-92english.pdf. 3 Vishal Kant, “Delhi Metro Ranked Second in Customer Satisfaction,” The Hindu, September 29, 2014, accessed August 23, 2015, www.thehindu.com/todays-paper/tp-national/tp-newdelhi/delhi-metro-ranked-second-in-customer-satisfaction/article6455890.ece; “Delhi Metro Ranked 2nd Among 18 International Metro Systems,” The Times of India, accessed July 31, 2016, http://timesofindia.indiatimes.com/city/delhi/Delhi-Metro-along-with-London-DLR-and-Bangkok-were-the-best-three-performers-inthe-Net-Promoters-Score-NPS-category-/articleshow/43711721.cms. 4 “Imagining India from the Millennial-Perspective,” Business Insider India, April 25, 2014, accessed September 4, 2015, www.businessinsider.in/ImaginingIndia-From-The-Millennial-Perspective/articleshow/34190164.cms. 5 The term “millennial” refers to a person reaching young adulthood in the early 21st century; Oxford Dictionary Online, sub verbo “millennial,” accessed December 12, 2015, www.oxforddictionaries.com/definition/english/millennial. 6 “For Young India, Life-Work Balance New Mantra, Work-Life Balance Passé: Survey,” The Indian Express, April 20, 2013, accessed September 1, 2015, http://archive.indianexpress.com/news/for-young-india-lifework-balance-new-mantra-worklifebalance-pass--survey/1105252/. 7 “Delhi Now Second Most Populous City in World,” The Indian Express, July 12, 2014, accessed December 20, 2015, http://indianexpress.com/article/cities/delhi/delhi-becomes-worlds-second-most-populous-city-after-tokyo. 8 James Stewart, Stephen Beatty, Julian Vella, Infrastructure 100: World Markets Report (KPMG, 2014), accessed August 25, 2015, www.kpmg.com/Global/en/IssuesAndInsights/ArticlesPublications/infra100-world-markets/Documents/infrastructure-100world-markets-report-v3.pdf. 9 Delhi Metro Rail Corporation Ltd., Annual Report 2014–2015, September 29, 2015, accessed January 30, 2016, www.delhimetrorail.com/OtherDocuments/DELHI1-92english.pdf. 10 Ibid. 11 Tim Colebatch, “Delhi's Metro Success a Lesson for Australia,” Age, April 2, 2013, accessed August 23, 2015, www.theage.com.au/comment/delhis-metro-success-a-lesson-for-australia-20130401-2h2w8.html. 12 Rukmini Shrinivasan and Hemali Chhapia, “NCR Population Shot up by 40% in 10 Years,” The Times of India, October 20, 2011, accessed on July 11, 2016, http://timesofindia.indiatimes.com/city/delhi/NCR-population-shot-up-by-40-in-10years/articleshow/10422968.cms. 13 Girija Shivakumar, “India Is Set to Become the Youngest Country by 2020,” The Hindu, April 17, 2013, accessed August 8, 2013, www.thehindu.com/news/national/india-is-set-to-become-the-youngest-country-by-2020/article4624347.ece. 14 “Delhi Metro Still the Track Queen,” The Hindu, August 15, 2015, accessed December 22, 2015, www.thehindu.com/news/cities/Delhi/delhi-metro-still-the-track-queen/article7542810.ece. 15 Case authors’ adaptation of the term “crowdsource,” which means to collect information about a subject from a large number of people, typically by using the Internet; Oxford Dictionary Online, sub verbo “crowdsource,” accessed June 20, 2016, www.oxforddictionaries.com/definition/english/crowdsource. 16 “Adaptive Organization: Changing and Adapting to Suit Your Changing Business Environment,” e-Coach, accessed January 29, 2016, www.1000ventures.com/business_guide/mgmt_inex_adaptive_org.html. 17 Arunima Mishra, “Right on Track,” Business Today, August 4, 2013, accessed August 23, 2015, www.businesstoday.in/magazine/cover-story/best-companies-to-work-for-delhi-metro-rail-corporation/story/196688.html. 18 Vishal Kant, op. cit. 19 The Net Promoter Score is an index that “measures the willingness of customers to recommend a company’s products or services to others. It is used as a proxy for gauging the customer’s overall satisfaction with a company’s product or service and the customer’s loyalty to the brand;” “Net Promoter Score,” Medallia, accessed July 6, 2016, www.medallia.com/netpromoter-score. 20 Delhi Metro Rail Corporation Ltd., Sustainability Report: 2014–2015, op. cit.; Delhi Metro Rail Corporation Ltd., Annual Report 2014–2015, op. cit. This document is authorized for use only by Vincent Bandi in Managing Customer Experiences - MKT-436 - SFO at Hult International Business School, 2018.
Purchase answer to see full attachment