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• Supplement | HBS Case Collection | February 2016 (Revised March 2020)

  Oberoi Hotels: Train Whistle in the Tiger Reserve

  Ananth Raman and Ryan W. Buell

  Citation:

  Raman, Ananth, and Ryan W. Buell. "Oberoi Hotels: Train Whistle in the Tiger Reserve." Harvard Business School Multimedia/Video Supplement 616-704, February 2016. (Revised March 2020.)  View Details

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• Teaching Note | HBS Case Collection | February 2016 (Revised February 2020)

  Oberoi Hotels: Train Whistle in the Tiger Reserve

  Ryan W. Buell and Ananth Raman

  Celebrated as one of the world's premiere luxury hotel brands, Oberoi Hotels attracts and serves some of the most quality sensitive guests in the world. The case considers the challenge of how an organization with a standardized service model can repeatedly delight customers whose expectations grow with every interaction. To explore this question, the case details the design elements of Oberoi's complex service operation, including its approaches to employee management and continuous improvement, as well as the dynamics of service competition in a rapidly growing market.

  Keywords: service quality; service management; service quality competition; Customer Management; Customer Service Excellence; Employee empowerment; employee engagement; employee training; hospitality; hotel industry; Service Delivery; Service Operations; Customer Satisfaction; Employees; Training; Quality; Accommodations Industry; India;

  Citation:

  Buell, Ryan W., and Ananth Raman. "Oberoi Hotels: Train Whistle in the Tiger Reserve." Harvard Business School Teaching Note 616-044, February 2016. (Revised February 2020.)  View Details

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• Background Note | HBS Case Collection | September 2019 (Revised January 2020)

  African American Inequality in the United States

  Janice H. Hammond, A. Kamau Massey and Mayra G. Garza

  Citation:

  Hammond, Janice H., A. Kamau Massey, and Mayra G. Garza. "African American Inequality in the United States." Harvard Business School Background Note 620-046, September 2019. (Revised January 2020.)  View Details

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