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The Ordinary Heroes of the Taj

  • Rohit Deshpande
  • Anjali Raina

How an Indian hotel chain’s organizational culture nurtured employees who were willing to risk their lives to save their guests

Reprint: R1112J

When terrorists attacked the Indian city of Mumbai in 2008, employees of the Taj Mumbai hotel displayed uncommon valor. They placed the safety of guests over their own well-being, thereby risking—and, in some cases, sacrificing—their lives. Deshpandé, of Harvard Business School, and Raina, of the HBS India Research Center in Mumbai, demonstrate that this behavior was not merely a crisis response. It was instead a manifestation of the Taj Group’s deeply rooted customer-centric culture that, the authors argue, other companies can emulate, both in extreme circumstances and during periods of normalcy.

The key ingredients of this Taj-style customer centricity include:

  • a values-driven recruitment system that emphasizes integrity and duty over talent and skills;
  • training of customer ambassadors who serve the guest first and the company second; and
  • a recognition-as-reward system that values well-earned plaudits—from customers, colleagues, and immediate supervisors—over money and advancement.

Each of the three elements has important features and nuances, which the authors explore in detail so that your company can take its cues.

On November 26, 2008, Harish Manwani, chairman, and Nitin Paranjpe, CEO, of Hindustan Unilever hosted a dinner at the Taj Mahal Palace hotel in Mumbai (Taj Mumbai, for short). Unilever’s directors, senior executives, and their spouses were bidding farewell to Patrick Cescau, the CEO, and welcoming Paul Polman, the CEO-elect. About 35 Taj Mumbai employees, led by a 24-year-old banquet manager, Mallika Jagad, were assigned to manage the event in a second-floor banquet room. Around 9:30, as they served the main course, they heard what they thought were fireworks at a nearby wedding. In reality, these were the first gunshots from terrorists who were storming the Taj.

  • RD Rohit Deshpande is Sebastian S. Kresge Professor of Marketing at the Harvard Business School.
  • AR Anjali Raina is the executive director of the HBS India Research Center in Mumbai.

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Heroes Of The Taj Hotel: Why They Risked Their Lives

Alix Spiegel

taj hotel harvard case study

Indian firefighters attempt to put out a fire as smoke billows out of the historic Taj Mahal Hotel in Mumbai, which was stormed by armed gunmen in November 2008. Indranil Mukherjee/AFP/Getty Images hide caption

Indian firefighters attempt to put out a fire as smoke billows out of the historic Taj Mahal Hotel in Mumbai, which was stormed by armed gunmen in November 2008.

On Nov. 26, 2008, terrorists simultaneously attacked about a dozen locations in Mumbai, India, including one of the most iconic buildings in the city, the Taj Mahal Palace Hotel.

For two nights and three days, the Taj was under siege, held by men with automatic weapons who took some people hostage, killed others and set fire to the famous dome of the hotel.

The siege of the Taj quickly became an international story. Lots of people covered it, including CNN's Fareed Zakaria, who grew up in Mumbai. In a report that aired the day after the attacks, Zakaria spoke eloquently about the horror of what had happened in Mumbai, and then pointed to a silver lining: the behavior of the employees at the Taj.

Apparently, something extraordinary had happened during the siege. According to hotel managers, none of the Taj employees had fled the scene to protect themselves during the attack: They all stayed at the hotel to help the guests.

"I was told many stories of Taj hotel employees who made sure that every guest they could find was safely ferreted out of the hotel, at grave risk to their own lives," Zakaria said on his program.

There was the story of the kitchen employees who formed a human shield to assist guests who were evacuating, and lost their lives as a result. Of the telephone operators who, after being evacuated, chose to return to the hotel so they could call guests and tell them what to do. Of Karambir Singh Kang, the general manager of the Taj, who worked to save people even after his wife and two sons, who lived on the sixth floor of the hotel, died in the fire set by the terrorists.

Often during a crisis, a single hero or small group of heroes who take action and risk their lives will emerge. But what happened at the Taj was much broader.

During the crisis, dozens of workers — waiters and busboys, and room cleaners who knew back exits and paths through the hotel — chose to stay in a building under siege until their customers were safe. They were the very model of ethical, selfless behavior.

What could possibly explain it?

Getting To The Bottom Of It

Earlier this month, a study in the Harvard Business Review proposed an answer to that question.

The study was done by Rohit Deshpande, a Harvard business professor who researches both business ethics and global branding.

About nine months after the attacks on the Taj, Deshpande was in India interviewing senior management of the hotel on a completely different topic, but found that the people he was talking to kept steering the conversation back to the terrorist attacks.

"What was interesting about all those interviews with senior management was that they could not explain the behavior of their own employees," he told me. "They simply couldn't explain it."

An NDTV tribute video to the brave staff of the Taj Mahal Palace Hotel.

And so Deshpande decided to do his own investigation of the company to see if he might be able to untangle the cause.

Last year, Deshpande flew to India to review the company's HR policies and also do interviews with the hotel staff, everyone from managers to kitchen workers.

What he published in the Harvard Business Review is his case study of the company.

Now, because this is a case study and not a double-blind research study, it's impossible to draw definitive conclusions. But this is what Deshpande thinks:

"It perhaps has something to do with the kinds of people that they recruit to become employees at the Taj, and then the manner that they train them and reward them," he says.

From A To Z — Recruitment To Reward

First, recruitment. In their search to find maids and bellhops, the Taj avoids big cities and instead turns to small towns and semi-urban areas. There the Taj develops relationships with local schools, asking the leaders of those schools to hand-select people who have the qualifications they want.

"They don't look for students who have the highest grades. They're actually recruiting for personal characteristics," Deshpande says, "most specifically, respect and empathy."

Taj managers explained to Deshpande that they recruited for traits like empathy because that kind of underlying value is hard to teach. This, he says, is also why recruiters avoid hiring managers for the hotel from the top business schools in India. They deliberately go to second-tier business schools, on the theory that the people there will be less motivated by money.

And this strategy, as Deshpande points out, is highly unusual in India.

"Let me put this into a little cultural context for you," he says.

"India is a country where people are almost obsessed about grades. In order to get ahead, you have to have really high grades. But here is an organization that is doing just the opposite — they're recruiting not for grades, they're recruiting for character."

Part of this focus on character is ideological, he says.

The Taj is owned by a corporation called the Tata group, which for the past hundred years has been run by an extremely religious family that's interested in social justice: The company typically channels about two-thirds of its profits into a charitable trust.

But Deshpande says there are also practical reasons for this focus on character. The Taj hotel has made its name on customer service, and they are near maniacal about it, treating it almost like a science.

For example, managers have mapped the number of interactions that happen between customers and hotel employees in a typical 24-hour stay. There are on average 42, often unsupervised, interactions between employees and guests.

Each of these interactions is viewed by the company as an opportunity for employees to delight their customers with their kindness. So everything -- everything — about the training and rewards systems set up by the Taj is designed to encourage kindness.

Deshpande gives one example. "If guests say something or write something very complimentary about an employee, within 48 hours of [the] recording of that compliment, there is some sort of reward that is made."

Rewards range from gifts to job promotions.

This system — of immediately rewarding desired behavior — will likely sound familiar to people interested in psychology.

It's by-the-book conditioning, the same kind of conditioning used by B.F. Skinner to train his pigeons.

And in his study, Deshpande argues that it is this combination of selection and routinized rewards that explains what happened during those terrible three days when the Taj hotel was under siege.

The employees, he argues, were essentially performing the behaviors they were selected and trained to perform. In this case, extreme kindness to customers.

Enabling Ethics

taj hotel harvard case study

The reception area of the Taj Mahal Hotel reopened on Dec. 22, 2008, less than a month after devastating attacks that rocked India's financial and entertainment capital. Sajjad Hussain/AFP/Getty Images hide caption

The reception area of the Taj Mahal Hotel reopened on Dec. 22, 2008, less than a month after devastating attacks that rocked India's financial and entertainment capital.

And for Deshpande, all of this has much larger implications: For him, what happened at the Taj is proof positive that organizations can create ethical behavior.

"I am absolutely convinced that corporations can enable ethical behavior, and I think what happened at the Taj on [Nov. 26, 2008] is a great example," he says.

But Tom Donaldson, professor of business ethics at the Wharton School, says producing ethics isn't so simple.

"If ethics could be engineered by the organization infallibly, we wouldn't be hearing about so many scandals in church organizations," he says.

It's not that rewards don't matter, Donaldson argues. They profoundly influence behavior, he says. But Donaldson wonders if all the training and conditioning done by the Taj can really be said to have produced truly ethical behavior. What would happen, he wonders, if those employees had confronted a different kind of ethical dilemma, one presented by the customers they'd been conditioned to serve?

"I'd like to know what a Taj employee would do," he says, "for example, if one of the guests ended up striking a homeless person, or one of the guests attempted to sexually assault a hotel worker."

It's hard to condition real ethics, he says.

But for Deshpande, in the example of the Taj and the incredible sacrifices of the employees who work there, there is still a clear, and very compelling, lesson.

"Corporate design is absolutely critical," Deshpande says. "For good, and for evil."

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Terror at the Taj

On November 26, 2008, 175 people died in Mumbai, India, when 10 terrorists simultaneously struck sites. Of the five locations—all well-known landmarks—the beautiful domes of the hotel known as the Taj Mahal Palace and Tower would become most closely associated with the horrific attacks in the world's collective conscience.

“Not even the senior managers could explain the behavior of these employees.”

A new multimedia case by HBS professor Rohit Deshpandé offers a flip side to the nightmarish scenes that unfolded in real time on television screens around the globe. Produced in collaboration with Ruth Page and David Habeeb of the HBS Educational Technology Group, Terror at the Taj Bombay: Customer-Centric Leadership  documents the bravery and resourcefulness shown by rank-and-file employees during the siege. 

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. The case also covers the hotel's history, its approach to training employees, the "guest is God" philosophy inherent in Indian culture, and the question of how the hotel will recover after the attacks.

Underlying this framework is a central conundrum: Why did the Taj employees stay at their posts, jeopardizing their safety in order to save hotel guests? And is this level of loyalty and dedication something that can be replicated and scaled elsewhere?

"Not even the senior managers could explain the behavior of these employees," says Deshpandé. "In the interview, the vice chairman of the company says that they knew all the back exits—the natural human instinct would be to flee. These are people who instinctively did the right thing. And in the process, some of them, unfortunately, gave their lives to save guests." A dozen employees died.

Most Difficult Case

Deshpandé, a native of Bombay (now Mumbai), says it took a full week to conduct the interviews. "This is the hardest case I've ever worked on. One reason is that I had no conception of what it would be like to have people confront the trauma again. We objectify it, keep emotion at a distance, but after 15 minutes of questions with a video camera in a darkened room, there are deeper, more personal reflections of what happened. It was really, really hard.

"The other thing is that I grew up there. So the Taj is part of my memories, too. As one of the interview subjects said, the Taj is their Taj, meaning anyone who has ever walked through its doors. It's a place that means many things to many people."

In one interview, Taj general manager Karambir Singh Kang describes his father, a military man, telling him that his job is like being the captain of a ship. "I think that's the way everyone else felt, too," says Kang. "A sense of loyalty to the hotel, a sense of responsibility to the guests." Several hours into the siege, Kang's wife and two young sons died in a fire that swept through their apartment on the hotel's top floor. Even after receiving the news, he insisted on staying at his post to help direct a response to the ongoing attack. (The battle for control at the Taj would continue a full two days after other locations had been secured.)

Nothing in the employees' training could have prepared them for such an unprecedented situation, Deshpandé says. Yet further interviews and text documents from the case provide background on the unique culture of Tata Sons, the Taj's parent company, while also revealing the exacting process for selecting, training, and rewarding Taj employees for their work.

Mandate To Delight

Awards are given for longer terms of service, for example, with Group Chairman Ratan Tata (HBS AMP 71, 1975) personally recognizing those who have served 10 to 35 years and more. Employees who have demonstrated outstanding service are selected for inclusion in the Managing Directors Club and recognized across the organization.

Such incentives aren't so unusual, of course. But interviews with senior management demonstrate how seriously the task of building a customer-centric culture and value system is taken at the Taj and its parent company, Indian Hotels.

"Every time they interact with a guest they should look for an opportunity to delight him," says H.N. Srinivas, senior vice president of human resources. During a 24-hour stay, a guest will have an average of 40 to 42 contacts with employees. "We've mapped it," he explains.

When it comes to selecting employees, Indian Hotels CEO Raymond N. Bickson describes how he first looks for "nice people who are not afraid of serving people." He can teach them to be a bellman, a waiter, or a desk clerk, he continues. "But I can't teach them to be nice. I can't teach that spirit of ownership."

"In India and the developing world, there's a much more paternalistic equation between employer and employee," says Ratan Tata, chairman of Tata Sons. "I think that creates a kinship." Every employee donates a small portion of their salary to a pool that can be drawn on in the event a colleague suffers an accident or other significant personal setback.

To date, Deshpandé has taught the case in the School's Owner/President Management Executive Education program; he expects it to be used more widely, particularly since it can also be taught as an example of managing the postcrisis recovery of a flagship corporate brand.

No Clear Answer

The question of why the Taj employees demonstrated such loyalty elicited a variety of responses from students, Deshpandé says.

"For example, some suggested that it has to do with governance of the Tatas; two-thirds of their profits are donated to charitable causes, so the employees feel that they are working for a higher good." But the IT firm Tata Consultancy Services has had many of the same difficulties with employee retention that other Indian IT firms experience. "In that case, the loyalty might be more to self rather than to the organization," he says.

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.

"It's all of those very specific things that build a customer-centric culture in an organization," Deshpandé says. "This example far exceeds anything I've seen before."

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Taj employees’ response to 26/11 now a case study at Harvard

A dozen taj employees died trying to save the lives of the hotel guests during the terror attacks..

taj hotel harvard case study

The heroic response by employees of Mumbai’s landmark Taj Hotel during the 26/11 terror attacks is now a case study at Harvard Business School that focusses on the staff’s selfless service for its customers and how they went beyond their call of duty to save lives.

The multimedia case study ‘Terror at the Taj Bombay: Customer-Centric Leadership’ by HBS professor Rohit Deshpande documents “the bravery and resourcefulness shown by rank-and-file employees” during the attack.

taj hotel harvard case study

The study mainly focusses on “why did the Taj employees stay at their posts (during the attacks),jeopardising their safety in order to save hotel guests” and how can that level of loyalty and dedication be replicated elsewhere.

A dozen Taj employees died trying to save the lives of the hotel guests during the attacks.

“Not even the senior managers could explain the behaviour of these employees,” Deshpande is quoted as saying in HBS Working Knowledge,a forum on the faculty’s research and ideas.

Festive offer

Deshpande said even though the employees “knew all the back exits” in the hotel and could have easily fled the building,some stayed back to help the guests.

“The natural human instinct would be to flee. These are people who instinctively did the right thing. And in the process,some of them,unfortunately,gave their lives to save guests.”

A documentary-style account of events,the case includes video interviews with hotel staff and footage of the attack.

It shows how leadership displayed by people in the bottom rank to the top levels in the organisational hierarchy helped in saving lives.

It also focusses on the hotel’s history,its approach to recruiting and training employees,the Indian culture’s “guest is God” philosophy and how the hotel would recover after the attacks.

Another key concept of the study is that in India and the developing world,”there is a much more paternalistic equation between employer and employee that creates a kinship.”

Terming it as one of the “hardest cases” he has worked on, Mumbai -native Deshpande said it was hard to see people confront their trauma again.

“We objectify it,keep emotion at a distance,but after 15 minutes of questions with a video camera in a darkened room,there are deeper,more personal reflections of what happened,” he says in the HBS Working Knowledge.

Deshpande said Taj employees felt a sense of loyalty to the hotel as well as a sense of responsibility to the guests.

He cites the example of a general manager who insisted on staying put and help direct a response to the attack even after learning that his wife and sons had died in a fire on the hotel’s top floor.

“Nothing in the employees’ training could have prepared them for such an unprecedented situation,” Deshpande said.

Deshpande has taught the case in the School’s Owner/President Management Executive Education programme.

It can also be taught as an example of managing the post-crisis recovery of a flagship corporate brand,he added.

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Taj Hotels: Jewel in the Crown?

By: Rajiv Agarwal

In this Quick Case, students examine the Taj Hotels and affiliate brands owned by its parent company, which serve different market segments. Students explore what differentiates the Taj brand and how…

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  • Publication Date: Nov 16, 2023
  • Discipline: Strategy
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Quick Cases are short, real-life business dilemmas that drop students into a decision-making moment. They're versatile, require little preparation time, and encourage lively discussion.

In this Quick Case, students examine the Taj Hotels and affiliate brands owned by its parent company, which serve different market segments. Students explore what differentiates the Taj brand and how it achieves competitive advantage and customer willingness to pay. They will also assess vulnerabilities of the company's strategy that a competitor could exploit.

Learning Objectives

Understand how a firm can differentiate itself and configure its organizational capabilities to achieve competitive advantage and high willingness to pay

Analyze how other firms with different strengths might compete against such firms

Nov 16, 2023

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taj hotel harvard case study

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Case Study III. Taj Hotels, Resorts, and Palaces

From the book hospitality branding.

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Taj hotels, resorts and palaces case study analysis & solution, harvard business case studies solutions - assignment help.

Taj Hotels, Resorts and Palaces is a Harvard Business (HBR) Case Study on Sales & Marketing , Fern Fort University provides HBR case study assignment help for just $11. Our case solution is based on Case Study Method expertise & our global insights.

Sales & Marketing Case Study | Authors :: Rohit Deshpande, Mona Sinha

Case study description.

To maximize their effectiveness, color cases should be printed in color.The Taj Hotels, Palaces, and Resorts introduced a new brand architecture to counter lack of differentiation and confused positioning of its mixed bag of brands. After launching an economy and an upscale brand, it dithered over the launch of its upper upscale and luxury brands. The case illustrates the marketing and organizational challenges of a hybrid brand extension strategy that lies in between a 'house of brands' and a 'branded house'.

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[10 Steps] Case Study Analysis & Solution

Step 1 - reading up harvard business review fundamentals on the sales & marketing.

Even before you start reading a business case study just make sure that you have brushed up the Harvard Business Review (HBR) fundamentals on the Sales & Marketing. Brushing up HBR fundamentals will provide a strong base for investigative reading. Often readers scan through the business case study without having a clear map in mind. This leads to unstructured learning process resulting in missed details and at worse wrong conclusions. Reading up the HBR fundamentals helps in sketching out business case study analysis and solution roadmap even before you start reading the case study. It also provides starting ideas as fundamentals often provide insight into some of the aspects that may not be covered in the business case study itself.

Step 2 - Reading the Taj Hotels, Resorts and Palaces HBR Case Study

To write an emphatic case study analysis and provide pragmatic and actionable solutions, you must have a strong grasps of the facts and the central problem of the HBR case study. Begin slowly - underline the details and sketch out the business case study description map. In some cases you will able to find the central problem in the beginning itself while in others it may be in the end in form of questions. Business case study paragraph by paragraph mapping will help you in organizing the information correctly and provide a clear guide to go back to the case study if you need further information. My case study strategy involves -

  • Marking out the protagonist and key players in the case study from the very start.
  • Drawing a motivation chart of the key players and their priorities from the case study description.
  • Refine the central problem the protagonist is facing in the case and how it relates to the HBR fundamentals on the topic.
  • Evaluate each detail in the case study in light of the HBR case study analysis core ideas.

Step 3 - Taj Hotels, Resorts and Palaces Case Study Analysis

Once you are comfortable with the details and objective of the business case study proceed forward to put some details into the analysis template. You can do business case study analysis by following Fern Fort University step by step instructions -

  • Company history is provided in the first half of the case. You can use this history to draw a growth path and illustrate vision, mission and strategic objectives of the organization. Often history is provided in the case not only to provide a background to the problem but also provide the scope of the solution that you can write for the case study.
  • HBR case studies provide anecdotal instances from managers and employees in the organization to give a feel of real situation on the ground. Use these instances and opinions to mark out the organization's culture, its people priorities & inhibitions.
  • Make a time line of the events and issues in the case study. Time line can provide the clue for the next step in organization's journey. Time line also provides an insight into the progressive challenges the company is facing in the case study.

Step 4 - SWOT Analysis of Taj Hotels, Resorts and Palaces

Once you finished the case analysis, time line of the events and other critical details. Focus on the following -

  • Zero down on the central problem and two to five related problems in the case study.
  • Do the SWOT analysis of the Taj Hotels, Resorts and Palaces . SWOT analysis is a strategic tool to map out the strengths, weakness, opportunities and threats that a firm is facing.
  • SWOT analysis and SWOT Matrix will help you to clearly mark out - Strengths Weakness Opportunities & Threats that the organization or manager is facing in the Taj Hotels, Resorts and Palaces
  • SWOT analysis will also provide a priority list of problem to be solved.
  • You can also do a weighted SWOT analysis of Taj Hotels, Resorts and Palaces HBR case study.

Step 5 - Porter 5 Forces / Strategic Analysis of Industry Analysis Taj Hotels, Resorts and Palaces

In our live classes we often come across business managers who pinpoint one problem in the case and build a case study analysis and solution around that singular point. Business environments are often complex and require holistic solutions. You should try to understand not only the organization but also the industry which the business operates in. Porter Five Forces is a strategic analysis tool that will help you in understanding the relative powers of the key players in the business case study and what sort of pragmatic and actionable case study solution is viable in the light of given facts.

Step 6 - PESTEL, PEST / STEP Analysis of Taj Hotels, Resorts and Palaces

Another way of understanding the external environment of the firm in Taj Hotels, Resorts and Palaces is to do a PESTEL - Political, Economic, Social, Technological, Environmental & Legal analysis of the environment the firm operates in. You should make a list of factors that have significant impact on the organization and factors that drive growth in the industry. You can even identify the source of firm's competitive advantage based on PESTEL analysis and Organization's Core Competencies.

Step 7 - Organizing & Prioritizing the Analysis into Taj Hotels, Resorts and Palaces Case Study Solution

Once you have developed multipronged approach and work out various suggestions based on the strategic tools. The next step is organizing the solution based on the requirement of the case. You can use the following strategy to organize the findings and suggestions.

  • Build a corporate level strategy - organizing your findings and recommendations in a way to answer the larger strategic objective of the firm. It include using the analysis to answer the company's vision, mission and key objectives , and how your suggestions will take the company to next level in achieving those goals.
  • Business Unit Level Solution - The case study may put you in a position of a marketing manager of a small brand. So instead of providing recommendations for overall company you need to specify the marketing objectives of that particular brand. You have to recommend business unit level recommendations. The scope of the recommendations will be limited to the particular unit but you have to take care of the fact that your recommendations are don't directly contradict the company's overall strategy. For example you can recommend a low cost strategy but the company core competency is design differentiation.
  • Case study solutions can also provide recommendation for the business manager or leader described in the business case study.

Step 8 -Implementation Framework

The goal of the business case study is not only to identify problems and recommend solutions but also to provide a framework to implement those case study solutions. Implementation framework differentiates good case study solutions from great case study solutions. If you able to provide a detailed implementation framework then you have successfully achieved the following objectives -

  • Detailed understanding of the case,
  • Clarity of HBR case study fundamentals,
  • Analyzed case details based on those fundamentals and
  • Developed an ability to prioritize recommendations based on probability of their successful implementation.

Implementation framework helps in weeding out non actionable recommendations, resulting in awesome Taj Hotels, Resorts and Palaces case study solution.

Step 9 - Take a Break

Once you finished the case study implementation framework. Take a small break, grab a cup of coffee or whatever you like, go for a walk or just shoot some hoops.

Step 10 - Critically Examine Taj Hotels, Resorts and Palaces case study solution

After refreshing your mind, read your case study solution critically. When we are writing case study solution we often have details on our screen as well as in our head. This leads to either missing details or poor sentence structures. Once refreshed go through the case solution again - improve sentence structures and grammar, double check the numbers provided in your analysis and question your recommendations. Be very slow with this process as rushing through it leads to missing key details. Once done it is time to hit the attach button.

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Victor Mukhin, Speaker at Chemical Engineering Conferences

Victor M. Mukhin was born in 1946 in the town of Orsk, Russia. In 1970 he graduated the Technological Institute in Leningrad. Victor M. Mukhin was directed to work to the scientific-industrial organization "Neorganika" (Elektrostal, Moscow region) where he is working during 47 years, at present as the head of the laboratory of carbon sorbents.     Victor M. Mukhin defended a Ph. D. thesis and a doctoral thesis at the Mendeleev University of Chemical Technology of Russia (in 1979 and 1997 accordingly). Professor of Mendeleev University of Chemical Technology of Russia. Scientific interests: production, investigation and application of active carbons, technological and ecological carbon-adsorptive processes, environmental protection, production of ecologically clean food.   

Title : Active carbons as nanoporous materials for solving of environmental problems

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IMAGES

  1. Taj Hotels: Building Sustainable Livelihoods Case Solution And Analysis

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  3. Taj Hotels Resorts and Palaces Case Solution And Analysis, HBR Case

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  4. Taj Hotel Group Case Solution And Analysis, HBR Case Study Solution

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  5. Response by Taj employees to 26/11 a case study at Harvard

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VIDEO

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COMMENTS

  1. The Ordinary Heroes of the Taj

    Anjali Raina From the Magazine (December 2011) Summary. When terrorists attacked the Indian city of Mumbai in 2008, employees of the Taj Mumbai hotel displayed uncommon valor. They placed the...

  2. Taj Hotels: Leading Change, Driving Profitability

    Faculty & Research Publications May 2017 (Revised September 2017) Case HBS Case Collection Taj Hotels: Leading Change, Driving Profitability By: Krishna Palepu, Anjali Raina and Rachna Chawla Format: Print | Language: English | Pages: 38 Email Print Abstract

  3. Taj Hotels, Resorts and Palaces

    Abstract The Taj Hotels, Palaces, and Resorts introduced a new brand architecture to counter lack of differentiation and confused positioning of its mixed bag of brands. After launching an economy and an upscale brand, it dithered over the launch of its upper upscale and luxury brands.

  4. Response by Taj employees to 26/11 a case study at Harvard

    Response by Taj employees to 26/11 a case study at Harvard Re: Rohit Deshpande The multimedia case study 'Terror at the Taj Bombay: Customer-Centric Leadership' by HBS professor Rohit Deshpande documents "the bravery and resourcefulness shown by rank-and-file employees" during the attack. Read Now

  5. Heroes Of The Taj Hotel: Why They Risked Their Lives

    Heroes Of Mumbai's Taj Hotel: ... a study in the Harvard Business Review proposed an answer to that question. ... because this is a case study and not a double-blind research study, it's ...

  6. Response by Taj employees to 26/11 a case study at Harvard

    BOSTON: The heroic response by employees of Mumbai's landmark Taj Hotel during the 26/11 terror attacks is now a case study at Harvard Business School that focusses on the staff's selfless service for its customers and how they went beyond their call of duty to save lives.

  7. The Ordinary Heroes of the Taj

    When terrorists attacked the Indian city of Mumbai in 2008, employees of the Taj Mumbai hotel displayed uncommon valor. They placed the safety of guests over their own well-being, thereby risking--and, in some cases, sacrificing--their lives. Deshpande, of Harvard Business School, and Raina, of the HBS India Research Center in Mumbai, demonstrate that this behavior was not merely a crisis ...

  8. Terror at the Taj Bombay: Customer-Centric Leadership, Multimedia Case

    On November 26, 2008, heavily armed terrorists launched a series of attacks throughout the western-Indian city of Mumbai (formerly Bombay). One of the locations attacked was the Taj Mahal Palace and Tower, which was occupied by the terrorists for over three days, resulting in the deaths of 34 people and 28 people injured. However, the Taj received praise in the aftermath of the attacks for the ...

  9. Terror at the Taj

    by Julia Hanna. Under terrorist attack, employees of the Taj Mahal Palace and Tower bravely stayed at their posts to help guests. A look at the hotel's customer-centered culture and value system. On November 26, 2008, 175 people died in Mumbai, India, when 10 terrorists simultaneously struck sites. Of the five locations—all well-known ...

  10. Taj employees' response to 26/11 now a case study at Harvard

    The study mainly focusses on "why did the Taj employees stay at their posts (during the attacks),jeopardising their safety in order to save hotel guests" and how can that level of loyalty and dedication be replicated elsewhere. A dozen Taj employees died trying to save the lives of the hotel guests during the attacks.

  11. Taj Hotels: Jewel in the Crown?

    Product #: 7959-HTM-ENG What's included: Teaching Note $3.50 per student degree granting course $6.35 per student non-degree granting course Get access to this material, plus much more with a free Educator Account: Access to world-famous HBS cases Up to 60% off materials for your students Resources for teaching online

  12. Taj Terror Attack: The Case Study In Harvard

    Dec 11, 2017 -- Taj terror attack has become a massive psychology case study in Harvard. On November 26, 2008, one of the most audacious attacks on India's sovereignty took place. Ten...

  13. Taj Hotel Group

    July 2002 (Revised October 2002) Case HBS Case Collection Taj Hotel Group By: Thomas J. DeLong and Vineeta Vijayaraghavan Format: Print | Pages: 11 Email Print Abstract R.K. Krishna Kumar, managing director and head of Taj Hotel Group, has to decide whether to reexamine a promotion decision.

  14. Taj staff's 26/11 hardship a case study at Harvard

    The heroic response by employees of Mumbais landmark Taj Hotel during the 26/11 terror attacks is now a case study at Harvard Business School that focuses on the ...

  15. The Ordinary Heroes of the Taj Hotel: Rohit Deshpande at ...

    On the 26th of November 2008, a group of terrorists struck a dozen targets in Mumbai, India including the iconic, 103-year old Taj Palace Hotel. The siege at...

  16. 26/11 attack at Taj a case study at Harvard

    The heroic response by employees of Mumbai's landmark Taj Hotel during the 26/11 terror attacks is now a case study at Harvard Business School that focuses on the ...

  17. Case Study III. Taj Hotels, Resorts, and Palaces

    Case Study III. Taj Hotels, Resorts, and Palaces was published in Hospitality Branding on page 112.

  18. Taj Hotels, Resorts and Palaces Case Study Analysis & Solution

    Step 2 - Reading the Taj Hotels, Resorts and Palaces HBR Case Study. To write an emphatic case study analysis and provide pragmatic and actionable solutions, you must have a strong grasps of the facts and the central problem of the HBR case study. Begin slowly - underline the details and sketch out the business case study description map.

  19. The Ordinary Heroes of the Taj Hotel

    On the 26th of November 2008, a group of terrorists struck a dozen targets in Mumbai, India including the iconic, 103-year old Taj Palace Hotel. The siege at the hotel lasted two days and three nights and was covered extensively by international media. But there is an amazing, inspirational back story about the heroic actions of the Taj staff ...

  20. Victor Mukhin

    Catalysis Conference is a networking event covering all topics in catalysis, chemistry, chemical engineering and technology during October 19-21, 2017 in Las Vegas, USA. Well noted as well attended meeting among all other annual catalysis conferences 2018, chemical engineering conferences 2018 and chemistry webinars.

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    The Izmailovo Hotel is a four-building hotel located in the Izmaylovo District of Moscow, Russia. It is the largest hotel in Europe , and was the largest hotel in the world from 1980 to 1993. [1] Built for the 1980 Summer Olympics to accommodate sportsmen and visitors, the hotel remains popular among Russians and foreign guests.

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    The aim of tests is to study mechanical stability of RK3+ components under thermal-hydraulic and dynamic conditions, which are close as possible to full-scale operation. Dukovany NPP with 2040 MWe of installed capacity has four power units powered by VVER-440 reactors which were commissioned one by one in 1985-1987. The plant generates about 13 ...

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