In this course of action question, a car dealer observes tremendous response and long queues for bookings of a new XYZ car, with people complaining about business hours and arrangements. Based on this situation, which of the following suggested courses of action should logically follow?

Introduction / Context:
This is a course of action type question set in a business context. A car dealer has launched bookings for a new XYZ car, which has received a tremendous response. Long queues have formed and customers are complaining about business hours and the arrangements at the showroom. You must decide which course of action the dealer or management should reasonably take in response to this situation.

Given Data / Assumptions:

• There is a very high response for bookings of the new XYZ car.
• Long queues of people have formed at the dealership.
• Customers are complaining about the duration of business hours and about the existing arrangements.
• Course of Action I: People should make their own arrangements for lunch and snacks and be ready to spend several hours in the queue.
• Course of Action II: The dealer should arrange more booking desks and increase business hours to serve more people in less time.
• The aim of a good course of action is to reduce the problem at its source, not to shift the burden to customers.

Concept / Approach:
In course of action questions, we look for steps that address the root cause of the problem, are practical, and are within the control of the concerned authority. Options that simply ask affected people to adjust without improving the system are usually considered weak actions. In this scenario, the core issues are inadequate booking counters and limited business hours relative to demand. Effective action should directly increase service capacity or improve organisation.

Step-by-Step Solution:
Step 1: Analyse course of action I. It tells customers to take care of their own food and be ready to wait for several hours. Step 2: This does not reduce the queue length, does not address the complaints about business hours, and accepts the long waiting time as normal. It simply shifts the burden of adjustment to the customers. Step 3: A good management response should aim to improve service rather than only asking customers to tolerate discomfort. Therefore course of action I is weak and should not be treated as logically following. Step 4: Now examine course of action II. It proposes increasing the number of booking desks and extending business hours to handle more customers efficiently. Step 5: This directly addresses the reasons for complaint: it can shorten queues, reduce waiting time, and provide more flexible booking times, thereby improving customer satisfaction. Step 6: Since the dealer has control over staffing, counters and business hours, this is a feasible and effective action that tackles the problem at its root.

Verification / Alternative check:
Consider the likely outcomes of each course of action. If only course I is followed, queues remain long, people stay frustrated, and the dealer risks damaging the reputation of the new car and of the showroom. If course II is followed, the system is upgraded: more counters and longer hours allow faster processing, which reduces complaints and improves the booking experience. Many standard reasoning questions in exams favour system improvement actions over mere advice to customers to endure inconvenience.

Why Other Options Are Wrong:
Option A selects only course of action I, which is not an appropriate managerial response. Option C claims that neither course follows, ignoring the clear need for organisational changes captured in course II. Option D selects both actions, but endorsing a weak and customer unfriendly action is not necessary when a strong alternative exists. Option E suggests that exactly one of the two (without specifying which) must follow, but the exam expects you to point out course of action II as the sensible and effective response.

Common Pitfalls:
A frequent mistake is to think that because customers are already in the queue, advising them to carry snacks is a helpful action that should be marked as following. However, from a logical and managerial point of view, that does not solve the underlying issue of inadequate arrangements. Another pitfall is to ignore feasibility: some students worry that adding booking desks or extending hours may be difficult, but in standard reasoning questions such organisational adjustments are considered practical and desirable when demand is high.

Final Answer:
The appropriate and logically supported response is that only course of action II follows from the situation described.