Online from: 2011
Information: About this Collection
|Title:||Kesineni Tours and Travels|
|Author(s):||Anshul Verma (Associate Professor – Accounting and Finance, Accounting and Finance Department at Birla Institute of Management Technology, Greater Noida, India), Kartik Dave (Associate Professor – Marketing, Marketing & Retail Department at Birla Institute of Management Technology, Greater Noida, India), K.R. Chari (Professor – Operations Management, Operations Management Department at Birla Institute of Management Technology, Greater Noida, India), Chanchal Kushwaha (Assistant Professor – Information Technology, Information Technology Department, all at Birla Institute of Management Technology, Greater Noida, India)|
|Citation:||Anshul Verma, Kartik Dave, K.R. Chari, Chanchal Kushwaha, "Kesineni Tours and Travels", Emerald Emerging Markets Case Studies Collection, (2012)|
|Keywords:||Emerging markets, Entrepreneurialism, Entrepreneurship, India, Leadership, Strategy, Transportation industry|
|Article type:||Case study|
|DOI:||10.1108/20450621211237220 (Permanent URL)|
|Publisher:||Emerald Group Publishing Limited|
|Acknowledgements:||The development of this teaching case has been facilitated by Bimtech Centre for Management Case Development at Birla Institute of Management Technology, Greater Noida (India). Disclaimer: This case is written solely for educational purposes and is not intended to represent successful or unsuccessful managerial decision making. The authors may have disguised names; financial and other recognizable information to protect confidentiality.|
Title – Kesineni Tours and Travels.
Subject area – Strategy.
Study level/applicability – Post-Graduate and Executive Programmes in Management.
Case overview – Mr Srinivas Kesineni has been chairman of Kesineni Tours and Travels for the last 19 years. Kesineni Tours and Travels is one of the fastest growing bus travel and transport organisations. The case describes the journey of Kesineni Tours and Travels since its inception. It also outlines different strategies adopted by the Chairman to reach newer heights, to survive and to grow in the turbulent times of changing technology and rising competition from different means of transportation. This unique organisation is run by family, friends and well-wishers of the owners, yet it is professional in its approach in operations. The board of directors of Kesineni Tours and Travels has approved the financial results of 2010, which shows 55 percent growth and Rs 86.71 crores turnover. This is a remarkable achievement and recognition for a company that has been in the business since 1992. In early 1992, entrepreneur Mr Srinivas Kesineni thought of a bus transportation business when he started with just two buses, and today when the organization is the largest tour and travel company in the region serving approximately 15 lack customers in a year covering 75 destinations with around 425 daily schedules. He and his team have been working tirelessly and the company has a remarkable presence in the tour and travel business in India with occasional innovative moves from optimising bus routing, initiating sleeper coaches, introducing Volvo buses to the fleet, entering the cargo transportation business and more. This business has grown at CAGR of 24.07 percent since 2000-2001. Students reading this case may come to the class with preconceived views that the journey of the organisation since its beginning is an ordinary story, but this case creates an opportunity for students to come to their own conclusion how different strategies and the synthesis is important for achieving desired outcomes form time to time. This case facilitates the deductive learning process by identifying different strategic elements form the case and to understand its synergy to explain McKinsey 7s framework.
Expected learning outcomes – These include: understanding different strategies and policies adopted by the organisation and its impact on performance; understanding the importance of alignment of processes and departments in achievement of organisational strategy; and analysing and understanding the concept of the McKinsey 7S Framework, which is a helpful tool to understand the performance of the organisation.
Supplementary materials – Teaching notes are available. Bradach, Jaffrey, Organisational Alignment: The 7S Model, Harvard Business School Publishing are useful for further reading.
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