solve questions 1 to 6 using the case study with facts from this case study

Paradokes Galore He felt the time had come for the senior management team to redefine what DLAt was and what it did. Airports were part of both the trovel industry and the infrastructure industoy, but they were also, importanthy, part of the hopitalliv induster. The best airports adopted customer centric models; their facilities aimed to provide hospltality and comfort to Dasseneers. Terminal 2 at San Francisco International Airport 15 was a prime example of this model, Rao felt it was important to pay heed to this aspect of airport operatioes, especially because india was the fastest growine aviation market in the world. Indian domestic air traffic had quadrupled from 13million to 52 million and international traffic had more than trioled to 38 million in the decade 2001 to 2010 . is With the changing. demegraphis. pcofils of most indian cities, largely doe to employment-driven internal migration, the demand for air trewai was increasies rapidly and would stretch the capacity of airports to handle the explosive growth in passenger volumes. To capitalize on this opportunity, it was vital to have processes that ensured benchmack service itandards, Baing a mere infrastructure provider was not enough. It was essential for DuAl to move from being a provider of products (L.e., infrastructure) to a provider of services, then to becoming a pegvider of experiences, and finaliy a provider of custemer tranafarmation, When this magical transformation tock place, customers would become adwocates of the provider's service values and fundamental beliefs. Jhis was the logical journey of evolution of amy world-class service provider. The question before the GMR Group management was how to accelerate this journer. Trivedi recalled the patient care services provided at the Hyderabad-based L. V. Pracad Eve Hospital when his father was treated there. More than the medical expertise avallable at the hospital, Trivedi had been impressed by the sincerity and compassion of eyery staff member in servine each patient. This level of service did not come from merely following procedures. With GMR having inverted a whopping INR 80,000 million in the DUL. project and executed it within the stringent 37 -month deadline while complying with various government regulations, it was becoming increasingly clear that offering services at the mandatery, minimally acceptable level weuld not be enough to ensure profitability. Rao went on to explain that airports would tuan into profit centers. only through increased passenget and aircraft movement. Both sets of customers would choose Delhi as their preferred poirit of transit only if the service provided at the airport exceedod their,expectations. Airport profits, were also dependem on non-aeronautical reyenye from passeneers (e.g. retail concessions, catering) Passengers would spend money only if they were in a stress-free and happ frame of mind. The whole chain of events that a customer went through in the airport would become a memorable experience only when every staff member. performod her iob beyond the mandatory minimum, making each encounter with the customer joyful from the perspoctive of the customer. Ras said, "For this to occur day after day in a predictable manner at the millions of customer touch points, we can take the help of technology; however, it far more important is to deeply internalize the attitude of servineat every level in the organization." Trivedi pointed out that DUL was hiring best in-class staff, with high levels of job knowledge. He was not sure how the word "experience" was applicable in the context of an airport. Given that people go through airports in a hurry to catch their fights or disembark and are in a hurry to get on with their day's work, he felt that an airport should just focus on efficiencies. To him, the discussion on how to create memorable experiences seemed totally out of place. Rao disagreed. He wanted the team to go back to the basic question of what exactly it was that DIAL did. He gave them the example of Royal Bank of Canada (RBC). He had recently read in an article" that RaC became customer-focused after obtaining surntising customer insights based on a very elaborate market survey. The survey revealed that people did not choose a bank solely on the basis of its products or its location, instead, their choice was largely dictated by the relationship that the bank built with them and the way it treated its customets Based on this insight, RBC reoriented its focus towards serving these real needs of its customers, deemphasizing its erstwhile obsession to create the hottest new products. Rao also used the example of Starbucks to reinforce his point. He explained how Starbucks changed the simple, ordinary coffee drinking experience into a rich, memory-laden experience. Starbucks changed the notion of coffee drinking. it was not about one thing - the coffee, or the way it was served or the music that was planirg - but about the complete experience and how many little After going through the Case Study "Airport Service Transformation-Case of Delhi intemational Airport, please discuss in your group and answer the following questions:- 1. Analyze the case using Servqual model and identity the gaps in Service Quality, 2. Identify the key contributing factors to the gaps identified. 3. Recommend sultable solutions to address the gaps. 4. What are the key components of customer experience that wert considered for implementation for senvice transformation? 5. What are the key attributes of customer experience that were considescd for implementation for service transtormation? 6. What are the key lessons for the management of other internaticna aisports trom this case? Dex icas Revenue share 2.6 pul senvice stakeholien Croscitation of Stakchiden (icpo) fleht canerine 2014 (On a a-S scale, with o seing poor and 5 being excellent] 1.2. GMIR Group partnership (PPP) model. GMR Group hirtighes include: * First indian private company to venture into the air feress butiness - First indian coinpary to expand is airports buness folobly - Rhth largest private airpent decrloget in the world indla Thalippines - Developine Gor's Greenfield airport at Moge - Won the bid to develop, operate and manaer the ner ileraklion Coete irtemational Airport in Greese GMA Group Vhion and Values difference to seciety through creition of value:" The Group had a set of seven core values and beliets, which were strencthened by a Cobe of Conduct for all employees. Exhiblt 2 DAML - Airport Business Model 2.1 Financial Layost of Din for Phase 1 (2006-2011) The financial dosure docament was signed on December 7,2000 . - Fupee term loan of INR 36,500 million from 10 domestic barks, ternure -17 vears, door-to-door, Fur. linked interest rate fourrently 10.0s10.582, with a reset dasse of every three vears. - Foreien currency loan of USO 350 million from eieht bonis, thore - 13 vears, door-to-dook, interest rate: Lbor + 185 bps Inide the Class, Outside the Clas Rao had carefully selected his concortium partners keepins in the mind the scope and eagectations of the Deliv airpen proiet. Durine his opening discussicns with them, they expreised serious reservations about improving services at IGIA, especially about the peopie dimension of providing world-class service. Anszar Sickert, Manacine. Oitector. Fraport. Amont. indla Operations, had strong concerns about how to control the unpredictable and rude bebrivior of some passeneers especlally those with political connestions or moner power. According to him, indien people lacked civic sense. was handing the diverse customer base and camclex social and cuitural fabric in india. Faso could see that Sickert had a point. He himself had been shocked to find that a fanitor at the airport was unfamiliar wh hestern toilets. the IGM project as a strategy advises, had raised concerns on policx complications in indla. Harrison had commented that the airport entreoretneur nesded to be backed by strong policy support to reglize his vision Airport construction and moderniration proiscts wore extremely cacital ietansive. They demanded large imvestments in infrastrosture, technology and highly chilled posale. Indian aviation and airpsert privatization policies were evolvine, but being at a very nascent stage, they posed significant investment. Alicmmas for the promoters of wuch propects. Bglicies felating to return on investments and the time horizon for the recovery of imestments were vindear. There was also a lack passengers. Investments from private investors would be forthcoming only it there were reasonable asd dearly visible profits, which was not the case with Delhi airport at that time. Hao knew from his past ventures that growth winhout prefits was not growth, and profits would follow only if the custemer bave itrex. To improve service, he needed empowered people with the right attitude, assisted by right techoolagy. He alse had to ensure complonce nith all eonernmental. sipuletiogs finaly to buld the world dass airport by 2010 . Lone way to 20. Aao's mind reeled whth thoughts and questions: How I am eoine to chanee the team's perspection: towards serving the airpset's customers? How do I change their understanding of the airport business? The diversify of india is both an advantage and a challenge. How can our team handie the resuting complesities? How can I make policy makers understand the challenes of stondilioc morideslass airport seroise so that they are motivated to come up with sulitable policy changes? Exhibit 1 Frofles 1.1. Proflie of G. M. Ras, "The Airpert Man" enciures strene corporate conerrance" Technolofical Universify (DVIU), Hpderabad, inda in 2005 . He received numerous awards durine the course 1.2. GMh Group biltion) in 2016 and over 12,000 employees. Meadquartered in New Dehi, CMk Group developed numerous prejects in the airsots, enerzy, transportatign and urban infrastructure sectors under the public-grivate partinership (PPP) model. (The airport business model must be made sustainable from the revenues it earns from various revenue streams. The direct costomers are the airlines, fresght forwardine comosoles and retall businesses that are located within the alrport premises. The indirectiostomers are the passengers. 2.4 Airport Operating Revenue Sources 2.5 Nrport Imvestments Investment toyout Dut Source: Desiened by the Pricha Research Consuluncy use hesed an data provided by the GMak Growe DeAl ICLA Revenue Shore 2.6 Dut Service Stakeholden Casezoritation of Stakehelders 1. A. Category Customers: Nrines, passeneen, freight forwarders, commesciel property developers (CPO) I1. BCatezony: Interface whith customers: Central industrial Security foree (CiSF), customb, immigation, non-aero concestioners flood s beverage, retail. ground handline, housebeepine. flight caterine III. CCatecory: Joint venture companies: TIM Delhi Arport Advertiving Private Limited (TIMDAAL Delhi Aviation Services Private Limited [DASPL, Delhi Aviation Fuel Faclity Private Limited (DAFFPL). Celebi Alrport Services India PVe. Ld (Celebal, and Wipro Airport If Services Ld (WASU) Sukumaran Raja, a professor at one of the prestigious indian Institutes of Management (IIM)s, was Rao's conflidante from his days at Vaisya Bank. When Raja saw a prototype model of IGIA, he told Rao that his decision was totaly based on emotion. He could not see any reason for Rao to build a worldclass airport in Delhi, He felt that Rao should have bid for a large international airport outside india, where the dynamics of airport construction would have been more streamlined. During their discussion, Sukumaran had summed up the prevaling indian service mindset as essentially being customer unfrimally, be it in the prlvate sector of the public sectoc, Rao would later regard his friend's words as prophetje when cordinating with more than 50 government agencies for various permits and apgrovals for aimport construction. 6 He was unabie to move forward without approvals from several government agencies at every step, and that too, from multiple levels within each organization. it proved extremely difficult for him to get government agencies to understand that service excellence was the combined result of people, processes and technology. Raja found Rao's dream of providing a world-class flying experience to fellow Indians incomprehensible and said, This is india, and you are dealieg with indians! As a nation, do we really care for quality and for service excellence? 5. Krishan, Principal Associate at the Groun Chaitman's Office who was also imited to this meting of friends, felt that the economics of aperating airports in india would be the bigegst challenge in deliverine senice essellence. There were multiple resulatory authorities controling airport infrastructure, operations and servige. There was no clarity on the revenue model' and how revenues should be shared between the various shareholders. And there were the conflicting interests and expectations of the various staheholdets, including customers, to consider. For instance, customers were unwilling to pary for vorld-class secrices, vet ther demanded the hishest leats of sendice. Wrishnan bluntly sald, "Under these condition, mabing prefits would be impostiblei" Massive financlal imestments were needed not only for infrastructure moderniration and sechnolosy. but also to attract, vain and retiin a skilled workforce for the airport. All those present at the meeting agred with Erishnan. Ther were skeptical about making wervice excellence a reality at. Delhi sirport, or for that matter, at any airport in india. Ros, atways pragmatic. was ouick to realize the chalenoe of translating his intellectual undetstandine of whit needed to be fact that DiL was an early mover in the airport development sector. Readying the Team Certain intemational airports that Rao had trimeled through over the years had left an indelible imprestion of world-class quality on his mind, He believed that unless one saw the whole galary, one would nok inderstand how big or small his own oreanization was. in 2006 , in the thick of the bilp planning process for Delhi aipert, Fao visited over 20 top international airports and several leading. Wis top management team and several experts to join him on a number of these visits, s that all the key people who would be involved in DLAL couid get global perspectives on vervice exicellente, On some of these visits, the GMR team comprised as many as 50 senior professionals, demonstrating fao's commitment to makians service quality escellence a reality at DIAL. Through these extensive visits, he had deeply internolised the distioction between the opentional aspects of running an grganization, l.e, inotalline mendatory infrastructure such as hardwace, technology, etc, and the less Fao, a big tan of Wak Disoey, described his grandthidren's experience during their vigh to Disneyland with the tram. His grandchildren were mesmertaed after viatine Disneyland, Indeed, Walt Disney treated his parks as inagic factories. He made magle come alve in eash experleace that guests to bis parks went through during their visit. Fao recounted what his grandchildren had to say about their Disner experience: "Tootho Leandlather! we wal never forget the rides lor the rest of our livgs:" He recalled how his voungest gandchild Arun could not go on a particulur ride besause of his short height, so the staff at Disnecland gave him priority passes so that he could join the eapress quecep et no extra charge for tides that he was eligible to take. During the airport study, Fao had visited Nordstrem in Seatte. The 115 -yeat-old mutrinational fashion retail company, which emplayed nearly 70,000 emplorees at 200 locations across the world, was a name synomyous with "cunsomer coperience." He remembered his interaction with Ambra Benjamin, Mansiger at Nordstrom. 'Benjamin had told him that Nordstrom focused on deteils. The onlv guideline for employees to follow was to ask themselves, Fow can we help our customers in finding thing quicks, billing faster and feelins happy waile shopping?" The mere memory of his Nordstrom experience brought a smile to Rao's face. He compared it to the service experience of AHluwalia and others who complained about the poor services at Dellil airport. AIRPORT SERVICE TRANSFORMATON: THE CASE OF DELHI INTERNATIONAL AIRPORT toak desi in the corporate oflice of Delihi internationd Airport timited (Dow) in Pelhi, he was immerned in a document that had just arrimd thom the Ministry of Ovil Aviation [MCA. lao was desiger and frequent fler from. Delhi A Arpont. Though meeting an irate customer was not what he was looking forward to at this moment, lap anded Blapale to send the visitor in. Encounter with an Anery Castomer Duba: She also recounted the treatiment she received from the alpport staff when she asked for their hele. With bitterness in her voice, she said: What world class airport you are talkine about Mr. Rao? I read your interview. You said that airports are not enly about the buildines but about the people. Somy to say, but ir's only the bulding that is shining and not your peoplel Mr. Rao, now it's been two weeka. I thave net heard anything from the airport authorities or airlines; neiter an update not ang. action. If this wowld have been Sineapore, 1 think I would have gat my precious stones back and an apologr from Ile airport long age. I lost ny jewels here and I want them bock, Otherwete, I will be forcad te filea police comptaint eatainst the airoort and sue you in the consumer court. Ahluwalla then pointed to a board in Rao's room, just behind where he sat, which read, "Petiver to Delight". In a tone dripping with sarcasm, she said, Thope you really moan what you have wrimen there, Mr. Rso". Rao was very somber after his interaction with Ahluwalla. She had questioned the very foundrion of GMR Group's belief in "Atithi devo bhovo" (treatine ewests as God). (Fhibit 1 for an introduction to G. M. Ras and GMR Group) The Trieger. Rao realized that he needed to talk firmly and frankly to his tesm about service guslify hisym. When DIAL took over IGUA 2 the airport had pocer vervice ratins. From the start of the airport modemitation platforms. To get a clear picture of the concrems and expectations of the airport's various staloholiders, ASQl norns.' Howver, Rao was not completely satiffed with it. He felt it did not comprehenively cover important issues reiating to service at various indlan airports. Rap had strone doubts abouk the abelity of a formal feedback mechanism to cover the cultural and regraphical diveryity of airpart service from the perspective of both employess and antemers. Ahluwalla's complaint, together with a report submitted by Kumar and a report from the MCA wine pointing to coerations failures in serving customers. It was an early waming te feam GMP to set their pact tegether guichly or face obtvion. Rao felt the urgent need far his toam to understand his concsest of sendice eacellense even as they raced against time to complete the Delhi international airport moderniration project, the scope of which included building the world-class, integrated Terminal 3 (T3). It was no longer about "me" anymore, now it was about "us." Prabhakar entered the debate. He gave important insights about the issues they faced with various sub-agencies. The reality was that none of the gowernment aeeacies reported to DIAL indeed, they were not in the least concerned about customer feedback in recent meetings with officers of the customs and immigration departments, they had curtly told him that thrir mission was to gaiard the economic boundaries of the country. periog. it was not their job to entertain passeneers and keers them in sood spirits. He felt that it was unfortunate that DiAl was at the receiving end of all that went wrong at the airport, when in many instances, they had little control over what was going on. Rao realised that without the cooperation and harmonious functionine of all the agencies dellvering diverse services, the airoort onerator alone could nat imamove the oxerall scokice experienge. The problem would only be aegravated when Terminal 3 began operations. Tens of thousands " of people would be employed at the airport to provide various services at T3. There was another challenge for the management: about 2,200 existing MMI employees would have to be absorbed into DUL. Ther were hard-wired to follow the bureaucratic and archaic culture of AML and would likely be weighed down bx lesacy acactices inmatters of oroductivily, efficiency, talent accuisitipn, reward/recosnition. etcic 14 The reality was that the customer was not concerned with finding answern to questions such as "Whose job is it? when a problem arose, which was what AN and other government agencies were prone to doing. Neither was the customer concerned with the compicxity of airooct aperations. Yet. GMR had to profitably run the airport business, with its interdependens and complex seovice modet. that had to be delivered by a massive and diverse emplopee base. The real challenge was not only aligning the service provided to the customer's expectations, but exconding them in areas that were of vital importance to the customer, such as safety, travel experience, courtesv, etc. Deverse Passeneer Community Trivedi pointed out another complexity that stemmes from the diversity of customen and comequent Irivedi pointed out another complexity that stemmed fiom incustome behavior. According to him, the passengec was easually tesponsible for his overall experience in the strost. Otten, travelers bent the rules. For instance, it was not uncommon for while hundreds of ousseneen waited paticotly, in line foc their tum, in some cases, passengers who were unsmare of airport nules pot into arsiments with security efficers. Others were uncomfortable said that the airport whould conduct awareness drives foc flucess, sensitizing them to the do's and don'ts at the airport. "Only if the travelers cooperate, can the airport serve them better," he said. Rao. airport. Most of those present at the meeting heid a contrarian view to that of Rao. Their thinking was that Dethi airport, being both an international and domestic airport, served a diverse passenger base in terms of eender, age. nationalin, masons for travel, etc. Just as there were frequent flyers, there were. expectations, The alyport, alons wilh various service pagrides, helped the traveler get from point A to point B. The airport could not cater to the unique needs of each passenger. Once a passenger entered Dethi airport, he became part of an airport community and must fall in line with well-laid-out sytems and processes. Rao got up and poured himself a cup of specially brewed coffee. Sipping thoughtfully, he asked the Paradokes Galore He felt the time had come for the senior management team to redefine what DLAt was and what it did. Airports were part of both the tremel industry and the infrastructuse industoy, but they were also, importantly, part of the hospitality industry. The best airports adosted customer-centric models; their facilities aimed to provide hosiatality and cemfort to aasseneers. Terminal 2 at San francisco International Airport"s was a prime example of this model, Rao felt it was important to pay heed to this aspect of airport operations, especially because inds was the fastest erowine aviation market in the world. Indian domestic air traffic had quadrupled from 13million to 52million and international traffic had more than tripled to 38 million in the decade 2001 to 2010 , . With the changing. demosraphic nofilile of most indian cities, largely due to employment-driven internal migration, the demand foc air trevel was increasiag moidly and would stretch the capacity of airports to handle the During the airport study, Rao had visited Nordstrom in Seattle. The 115 -vear-old multinational fashion retail company, which employed nearly 70,000 employets at 200 locations across the world, was a name senomymous with "curtomer esectience" " He remembered his interaction with Ambra only euideline for employees to follow was to ask themselwes, How can we help our customers in finding things guickes, billing faster, and forling happr while shopping? The mere menory of his Nordstrom experience Frought a smile to Rao's face. He compared in to the service experience of Ahluwalia and others who complained about the poor senvices at Delhi airport. He remembered his recent walithrough of Ferminals 1 and 2 at Deilil airport while upgrade work was underway. He had seen the serpertine queves at the security check points. Trays for passengers to. place their laptops and mobile phones were unavel lable in the security check area; consequently. passenbers had to walk a considerable distance to art trass fos themscles. Security personnd were shouting ot the top of theic woices about items that were not permitted in cabin bars, addirs to the chaotic atmosahere. He observed that passeneers did not hove enough place to sit at the bogrding gates during peak hours. There were only fwo fostoudictsacrinc infian fogd, both of which had lone waiting times, His most togubline obseoration was about the cesdition ed the iollets. They were nod stafled and maintained es indiseted on the dutr chort. One voung passeneer had commented that indian tollets should be the benchmark for how tollets should not be maintained. This made him think of the technolocy enabled wachrooms and user focus of the tollet management system at Singapore's Changi Aiport' and the atark contrast between the two alrports. Rao recalled stopping ty the customer halp deskonly to find that there was not a sinde ou cmplope available to help eassencers in nesd, Ras decided to verify for himself the truth of the feectoack about customer service at the airport he had road on social meda. He stood at the help desk and wriked for an emplosec of OLAL to show up. After what seemed like an agonialingly lens time, a young man named Surojit came to the desk. He clearly did not recoenite fao. Rao auked him for some information. Surojit mumbied something and pointed at the fintat information actetn. flao gathered three things from Surgjit was preoccupiod with hit moblle phone; and three, Suroit did not smile and instead appeared downrisht curt and rude. talf. The real concern for Rao was that all the customer feedback they had gathered collectively described the Delhi airport experience as a mundane series of mechanical operations with iatle to olfer by way of customer delight. Was his staff trapoed in mere compliance to stipulated procedures, treatine their role as one of oblicatory duty? hao asked Nimselt, The alrport infrastructure is good. but what about the thines the cuntomer dees not see bus fech and experiences? Management's Debate For flao, Nhluwala's complaint was the trieser for a tareer converationc he wanted his team to gee airport modernization profect and started working at a rapid pace to deliver a world-class airport by 2010. By the end of 2007 , the airport had handied ever 24 milion passengen and four million tons of cargo." As a facilty developer, Rao knew that they needed to be pregered to handle hise volumes of air traffic and complox senicexalue chains He decided it was time to hwe a frank discussion about cio and Kiran Kumar Grandhi, its Manseing Director. Rao began by saying that though customers were hapoy with the airport's facilfies, remarks about the indifferent and calloss behavior of its staft had ereatly troubled him. Denial and Dissent Grandi retorted that they should not make scheralsatisns bued on customer' remacks and get into a paric. He said that there was an effective curtomer complaint handling degartment whose job it was to address the Nhiuwalias of the world. He argued that they should be focising on building erpertise was in facilitr devclocment and it was doine this job well, said Grandhi. par with these of other international alrports such as London's Heathrow in or Germany's Frankfurt Direnth these of other international airports such as tondon's Hed been done to create this airport, GMR could not take responsibility for rerved of the music that was oldarios - bur different aspects fit together to create a "Woul" experience for the cuntomer. Rao felt his team was petting entangled in procedures and not being creative. Me said: We are unable to see the passenger's end-to-end journey through the airport in totality. Experience is very personal, Our passeneers are not a mass of facpless people. They want their infividual space. They want their identities to be respected and maintointd. i have always been impressed with the customer experience at Chanei Airport. Ther deploy technology intensely. Howeves, there is a subtie hum gn touch that grovides customers with a unique and memorable experience. How do the do it? Can we learn from these benchmark airports in the world and create our own signature 'DLAL' experience for our customers?' At this point, Avathi Karunakaran, Head IT and Telecommunications at IGA, who had also joined the meeting chimed in, Karunakaran was responible for the ectice arrac.of hightach wolutions. at IGIA. He agreed that technolosy should be used to improve efficiengy and was ersential fac innovatiop but warned against deploying technoiogy merely for the sake of technology. (NCAER)." which was tracking the impact. DIAL was haring con the countid On the one hand, the government expected DUL to bring in efficiencies that wrets possible ondy throvah technolagy. On the other, DIAL was also bemmed in by stringent governenental noms 2 relating to emploxment, the environment, and equily. Given these realities, an apples-to apples comparison with Changi Airport, of for that matter, incheon Airport in South Korea, was inappropriate. The political, social and cultural dgnamics in thone two countries were very different from the indlan reality. For instance, policies relating to land ownenhip and resource moblliration were very differtent in india. The thrwat of terrorism was also much higher in india compared to Singapore or South Korea. Traveling the Last Mile Prabhakar worried that he had gone too far in justifying the poor services at DAL. The constant comparison to world-class airports in the developed woeld was not helptul, he thought. For instance, both Singapere and Japan had a culture of mindfulness and countesy, something that was lacking in India, in those countries, it was natural for people to thini about the comvenience of ethers " in contrast, in India, people were generally short on patience and aucreasive in their demands. They did not always behave in a responsible manner, especially in the putlic atesa. They tended to focus on their rights, not their dities. While it was Indian tradition to treat paests like God, the contemporary reality was starkly different. The media was full of instances of elderty people being treated dis ressectifully Th and vandaliration of public properties by mobs, Al of this pointed to the absence of a service mindset in the country. Mhe question was how to provide wold-dass senvice quality despite these daunting and seeminely intractable challenees? Rao underitood the acenthnationt and isuaps rahnd by the tera. He knew they were oulte capable of solving Alituwalia's specific problem if they put their heads together. However, he feit that the to deal with for iGLA to enter the kagae of the worlf s bet airgorts The chollenge was how to alig? evenone woeking at icia to his own sentce plitloneshy. Inside the Glass, Outaide the Class the Delhi airport prolect. During his opening diccussions with them, they expreised serious reservations about improving servicrs at ical especially about the people dimention of providing world-class service. Anegar Sickert, Manexine Director. Frnoort Airport indla Operations, had strong that Sickert had a point. He himselt had been shocked to find that a lanitor at the alirport wis unfamiliar with westem toilets. to be product-centric, and phare fos was to be experiensecentric; He believed that the GMR team had been waccessul in the font three phuech certainly successful journev to the final phane was going to be extremely difficil. Thit phase wan no longer about massive iteel structures and machines, but about hearts and minds, it was abees heartimare rather than kandware. about his encoueter with. Ahluwaly and the uncharicable comments made by MCA in its 2008 report on parameters related to staff behovior were disapoohting responsibility of the airport developer. He was woset that Anlivalla had confronted kao directly, as there was a dedicated custamet. cere deoertment in place that was already hendlins the case. He sievares. Frabhakar was focused on compliance and procedure. Rae's argument, on the other hand, was about tervice perfogmante, Roo fielt that he needed to punh his tram to thisk bryond merely performing their duties at the mandatory minimum level. Ne felt that Rervice sosellence could not be a combination of eroat infrastructyre and merage performunst Dhe current state of alfairs was a serious sethack to Rad's eflorts to create india's best airport. Rather, DUL, and his team. (Gahibit 2 for a financlal overview, airport business modet, revenue, cancinaknarles, staichelders and cutsomen of Dus] Down Memony Lane by apgropriate technoloev was atrichutely escential \begin{tabular}{|c|c|c|c|c|c|c|c|} \hline \multirow{2}{*}{ Perticieve } & \multicolumn{3}{|c|}{ man } & \multicolumn{3}{|c|}{ rxame } & \\ \hline & & min & Setives & & enen & Sofven & \\ \hline \multicolumn{8}{|l|}{ Ane revertin ! } \\ \hline Landrog A Pasere & & 10 & r & 2km & & aro & in \\ \hline Fr & & 4 & xo & vas & & sos & is \\ \hline chen & & 2 & is & wes & & w & \\ \hline Jotul aero rermeus & cose & & ase & con & we & lan & tes \\ \hline \\ \hline hum Fam & lol1 & w & in & & u & ars & 206 \\ \hline Connes renatirs & 4 & & is & 3n & & r & in \\ \hline & 2 & & w & w & s. & w & as \\ \hline Alemaemer. & es & *4 & w & & & wo & No \\ \hline Mence & & x & ln & cos & v & so & wo \\ \hline foot is arverws & ans & n & is & m2 & & es & \\ \hline Services & ver & & & m & 4 & w & *16 \\ \hline & 10 & es & 30 & ont & & w & 140 \\ \hline fotel nes ane ismene & suer & r & tan & ver & m & anes & w \\ \hline \end{tabular}