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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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• Case | HBS Case Collection | August 2019 (Revised October 2019)

  Paradigm Capital Value Fund

  Luis M. Viceira and Elena Corsi

  Karl Jan Erick Hummel had founded Paradigm Capital Value Fund in 2007 together with Columbia Business School Professor Bruce Greenwald, an expert in value investing and now chairman of the fund. The fund followed the principles of value investing to their target universe: publicly traded companies with market capitalization between €100 million and €4.5 billion based in Germany, the Nordic countries, the UK, and Ireland. Hummel and Greenwald believed they had developed an investing edge in that universe, ignored by large U.S.- and UK-based funds, through deep research and by locating their headquarters close to companies and their management. Hummel and his team of six analysts were based in a small suburb of Munich, Germany. Paradigm Capital Value Fund was highly concentrated, with 60% of its assets invested in four stocks, and held its positions for long periods of time. Hummel had to decide if it was time to divest from one of their main investments, a German manufacturer of rollover car washing systems, and instead invest in a German truck equipment supplier. At the same time, Hummel was concerned by how to grow the fund.

  Keywords: Investment Activism; Investment Portfolio; Financial Management; Growth and Development Strategy;

  Citation:

  Viceira, Luis M., and Elena Corsi. "Paradigm Capital Value Fund." Harvard Business School Case 220-014, August 2019. (Revised October 2019.)  View Details

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