Taj case study

the ordinary heroes of the taj pdf

How did it work in The Taj? Telephone operators stayed at their posts, alerting guests to lock doors and not step out.

Taj case study

The staff quickly realized something was wrong. As soon as the giant waves struck, guests say, Taj Group employees rushed to every room and escorted them to high ground. Please share your views in the comments sections below.

taj hotel

As a result, most work hard and display good values despite the temptations of the big city, and they want to build careers with the Taj Group.

Video interviews with hotel staff and senior executives, combined with security footage of the attack, create a documentary-like account of events that took place over the course of 59 hours.

Two new brands would fall under the Taj Group umbrella: one a full-service, Taj-endorsed upscale brand Vivanta by Taj and the other a mid-market business travel brand The Gateway Hotel.

Terror at the taj bombay customer-centric leadership

This younger, more cosmopolitan group of travelers wanted something new, contemporary, and technologically savvy. No more waves arrived, but the first one had inundated kitchens and storerooms. Despite the trying circumstances, lunch was served by PM. The two Taj hotels continued to improvise for two more days until help arrived from India, and then they evacuated all the guests to Chennai in an aircraft that the Taj Group had chartered. Two new brands would fall under the Taj Group umbrella: one a full-service, Taj-endorsed upscale brand Vivanta by Taj and the other a mid-market business travel brand The Gateway Hotel. Housekeeping staff retrieved furniture from the lagoon, pumped water out of a restaurant, and restored a semblance of normalcy. The group stayed there all night, listening to the terrorists rampaging through the hotel, hurling grenades, firing automatic weapons, and tearing the place apart. Its recruiters look for three character traits: respect for elders how does he treat his teachers? A definitive answer to the question of why the Taj employees behaved as they did may not be possible; but managers who read and view the case will likely come away with a clearer sense of what it takes to build a particular culture and value system and how to recruit, train, and reward employees in nonmonetary ways. Forty-eight-year-old Thomas Varghese, the senior waiter at Wasabi, immediately instructed his odd guests to crouch under tables, and he directed employees to form a human cordon around them. That tragic day world witnessed extraordinary act of bravery and resilience across the city.

Bickson describes how he first looks for "nice people who are not afraid of serving people. Every one in the staff waiters, managers, chefs etc. Create distinct brands for other viable market segments.

Ordinary heroes of taj ppt

This is something really amazing. The Gateway brand idea, Welcome perfection, succinctly expresses the hotel promise, and a clean, crisp identity system carries the message of contemporary environments with hassle-free service. As a true captain of the ship they deiced to be the last one to leave the ship. The hotel is known for the highest levels of quality, its ability to go many extra miles to delight customers, and its staff of highly trained employees, some of whom have worked there for decades. It cultivates relationships with about 30 through a campus-connect program under which the Taj Group trains faculty and facilitates student visits. Its recruiters look for three character traits: Respect for elders how does he treat his teachers? She asked everyone to lie down quietly under tables and refrain from using cell phones. Ensure that recognition comes from immediate supervisors, not top management. Induct managers who seek a single-company career and will be hands-on. One way of ensuring that outcome, the organization believes, is to show that it values the efforts of both front line and heart-of-the house employees by thanking them personally. A definitive answer to the question of why the Taj employees behaved as they did may not be possible; but managers who read and view the case will likely come away with a clearer sense of what it takes to build a particular culture and value system and how to recruit, train, and reward employees in nonmonetary ways. What can other organizations do to emulate that level of service, both in times of crisis and in periods of normalcy? Around , as they served the main course, they heard what they thought were fireworks at a nearby wedding.

Restaurant and banquet staff rushed people to safe locations such as kitchens and basements. The group stayed there all night, listening to the terrorists rampaging through the hotel, hurling grenades, firing automatic weapons, and tearing the place apart.

That tragic day world witnessed extraordinary act of bravery and resilience across the city. Each of the three elements has important features and nuances, which the authors explore in detail so that your company can take its cues.

Taj hotel mumbai

Taj Group created the Gateway Hotel, a three-star national brand, to cater to this segment and fill the gap in its portfolio. This helps managers develop the ability to sense and respond on the fly. While Indian commandos and forces were in action from outside the Taj hotel, very few knew what was happening inside the hotel during that crucial time. Most hotel chains train frontline employees for 12 months, on average, but the Taj Group insists on an month program. For instance, after a day of work, the general manager of every hotel is expected to be in the lobby in the evenings, to welcome guests. The story, probably apocryphal, goes that in the s, when security men denied J. Customer Orientation As they said, The Taj taught their employees to be the ambassadors of their guests to the organization not ambassadors of the company to their guests.
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Strategic management case study, The Taj,IHCL