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    Four Seasons Goes To Paris

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    abhishek fanse
    The company preserved the French style and culture by renovating the landmark building to maintain its soul, hiring a French chef, and adapting to French labor laws and standards. At the same time, Four Seasons brought its global management practices like an emphasis on service, feedback systems, and uniform standards to operate the property. This balanced approach of honoring the local context while implementing Four Seasons' high standards and processes helped the new Parisian property

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    Four Seasons Goes To Paris

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    abhishek fanse
    201 views26 pages
    The company preserved the French style and culture by renovating the landmark building to maintain its soul, hiring a French chef, and adapting to French labor laws and standards. At the same time, Four Seasons brought its global management practices like an emphasis on service, feedback systems, and uniform standards to operate the property. This balanced approach of honoring the local context while implementing Four Seasons' high standards and processes helped the new Parisian property

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    The company preserved the French style and culture by renovating the landmark building to maintain its soul, hiring a French chef, and adapting to French labor laws and standards. At the same time, Four Seasons brought its global management practices like an emphasis on service, feedback systems, and uniform standards to operate the property. This balanced approach of honoring the local context while implementing Four Seasons' high standards and processes helped the new Parisian property

    Copyright:

    Attribution Non-Commercial (BY-NC)
    Download as PPTX, PDF, TXT or read online from Scribd
    Download as pptx, pdf, or txt
    201 views26 pages

    Four Seasons Goes To Paris

    Uploaded by

    abhishek fanse
    The company preserved the French style and culture by renovating the landmark building to maintain its soul, hiring a French chef, and adapting to French labor laws and standards. At the same time, Four Seasons brought its global management practices like an emphasis on service, feedback systems, and uniform standards to operate the property. This balanced approach of honoring the local context while implementing Four Seasons' high standards and processes helped the new Parisian property

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    Four Seasons Goes to Paris

    53 Properties 24 Countries 1 Philosophy

    2002 Four seasons hotel & Resorts: the worlds leading operator of luxury hotels

    Diversity and Singularity People come first ONE SHOULD TREAT OTHERS THE WAY HE EXPECTS TO BE TREATED = THE GOLDEN RULE

    Performance
    Generally Operated and not owned midsized luxury hotel and resorts 1996-2000: Revenues increased by 22.6% Operating Margins: 58.8% to 67.9% Revenue per room 32% that US competitor, 27% higher than European competitor 2001 Revenues & earnings had dropped (10307486486) (check out financial statements again, after finance-include ratios, etc..)

    Organizational Hierarchy
    For each environment: stake holders, managers, employees, and for clients the GOLDEN RULE IS RESPECTED

    President RVP(promoted from GM position) (13)

    Support System: Regional Human Resources Director Area Director of Finance Regional Marketing Director

    Hotel GMs

    Hotel Staff

    BUSINESS DESIGN MODEL


    PLAN

    ACT

    DO

    CHECK

    Plan:What?
    Golden Rule Global but local: Preserve and adapt locally Managers are world citizens Firms top managers comfortable in international settings Setting clear goals with management standards Enabling services Enhancing services Diversity and Singularity Global Uniforms Standards- to evaluate performance against standards Internal and External Auditors

    Do: =How?
    GM responsible for supervising day to day operations of a single property rewarded on ability to deliver and maintain the highest and most consistent service standard in most cost effective manner Task force Establishing Four Seasons service standards.
    Enabling services are improved untill clients satisfaction is reached: Example of scrambled eggs Vs oeuf brouills Enhancing services: creative differenciation:Example of the Guest Room Evening Service = orientation to detailed attention Intelligent, Anticipatory and Enthusiastic Service No Excuses

    = S-E-R-V-C-E

    The Seven Four Season SERVICE Culture Standards

    SMILE
    EVERYONE CLEAN EYE RECOGNITION VOICE

    INFORMED

    Check: how well?


    FBM: Feed Back Management: Strong Allegiance to Firm
    Internal employees surveys Feedback on managerial system from employees, through a monthly 30-employee group meeting Managers daily morning meetings

    External feed back


    Family experience , open interaction treating employee as they are expected to treat clients: Golden rule, importance of the employee. Responsive to media External service quality auditing

    Act: constent improvement


    Direct response to feedback Constant improvement of service Constant evolution therefore adaptation to the changing expectations of customers

    Other Culture habits


    Modest, compassion and discipline Very professional, not pretentious, detail oriented Interested in people One firm sentiment Accountability

    Facilities
    Landmark Excellent Service Luxury/Cultural Design Michelin Star Restaurant Spa

    FOUR SEASONS: MASTERS OF LUXURY HOTEL SERVICES FOR THE PAST 30 YEARS
    From the ORIGAMI napkins to the PAINT on the WALLS

    There is

    NO ESCAPE from the SERVICE FACTOR!!!

    It is

    EVERYWHERE and EVERYTHING!

    SUCCESS = SERVICE
    DISTINGUISHING EDGE - CONSISTENTLY EXCEPTIONAL SERVICE High quality, truly personalized service. Maximize value of customers time According to Grnroos Service Marketing Triangle this is a value creation service. the distance between the employee and the guest has to be small. THE GOLDEN RULE Treat others the way you want to be treated. Turnover is half of industry average of 55% Very professional, not pretentious Family Happy employee = happy customer (Fortune top 100 best companies to work for in North America) E.g. Each employee has several uniforms for when they get dirtykeeps dignity

    PROCESS CONSUMPTION - HIGH-TOUCH SERVICE From the moment of booking ONWARDS SERVICE No PREBUNDLED PRODUCT! Must be FLEXIBLE & EMPATHETIC! E.g. concierge taking guest to hospital and staying overnight Intelligent service able to cope with changing demand anticipate guest needs

    INTERNATIONAL hotel

    INTERNATIONAL MINDSET

    GLOBAL BUT LOCAL


    Our strength is our diversity and our singularity Corinthios (President Europe, Middle East & Africa) LOCAL APPROACH - DIVERSITY! each hotel is tailor made adapted to its national environment David Crowl, VP sales & marketing Europe, Middle East, and Africa e.g. more restaurants in Asian hotels When waking up in Instanbul hotel you know you are in Turkey SINGULARITY the process for opening and operating a hotel is the same everywhere. Standards are universal e.g. clean room, good breakfast.but done with own style 7 SERVICE CULTURE STANDARDS KEEPING SERVICE INTERNATIONAL!!! Standards create a strong foundation but yet can be locally flexible e.g. do not leave coffee pot on table in France as perceived as lack of service Expected of ALL staff ALL over the world at ALL times Standards are MINIMUM expectations GO BEYOND a standard if possible

    Moment of truth Functional quality Relational quality Moment of opportunity

    Influence mood through music, flowers, friendliness, (decoration - feng shui servicescape)
    The 7 criteria of good perceived service quality pg. 89

    Relationship quality pg. 91


    EXPECTATIONS!! When you are the best hotel in the world, how do you measure yourself when the only challenge is you? Essentially, the continual striving to surpass inevitably makes you better, which is why Four Seasons George V remains one in a million" Gallivanter's Guide, UK, March, 2009

    Each Hotel Is Tailor made with the following in Mind:


    Staff :
    Benefits , Work Hours, Direct , , employee training, Line, Open Door

    Customer: Service , Value, Location,

    Happy People

    Government /Unions

    Rooms

    Press:Open Communication

    Human Resources
    Who We Are: Experiences of Exceptional Quality Superior Properties Instilled Ethic of personal service What We believe: Greatest Asset: PEOPLE Satisfying guests depends on the united efforts

    Premier Luxury Hospitality Company

    Goals, Beliefs, Principles


    How we behave: Seek to deal with others as we would have them deal with us How we succeed: Clear understanding Conviction in what we do

    Fair and reasonable profit

    Golden Rule: One should treat others as they wish to be treated

    ENTRY STRATEGY IN THE FRENCH MARKET


    LOCAL APROACH GLOBAL MANAGEMENT SERIOUS SERVICE DEDICATION

    KEY LOCATION: PARISIAN LANDMARK

    GEORGES V
    Heritage of the 8th arrondissement of Paris in the heart of the luxury: architecture art, shoppingParisian Culture

    Sticking to the standard opening strategy of the hotel: Global buT local: to an extreme sensitive adaptation. Preserve the soul of the Georges V although rebuild for the international traveler

    THE PLAN

    Preserve:
    French style in design and cuisine
    Renovations, decoration House-keeping French chef: culinary coup detat = very new to the four Seasons management choice policy but respectfull to the customers expectations of a

    serious french chef, serious food !


    Adapt to the worker unions, and work week standards:

    39 hours, other industries 35h/week, which makes it a chalenge and a competitive attraction for employees
    The standard work week in the hotel industry in france is actually up to

    REBUILD: French manager whom embodies the Four Seasons culture and standards
    Serious about golden rule Resulting in better reception from the environment and work-force

    American style of management


    The employee of the year TASK-FORCE AMAZING COMUNICATION!
    Direcrt line= 30 employee group meeting. Manageers daily morning meetings Familly experience 3 times a year, hotel opening doors to the employees and their family Unexpectedly open and responsive to the press

    Generally speaking the american style of management can be perceived as a bit imposing; Allthough it is balanced with smooth adaptation to french workers

    And the PDCA: design management style of the company is responsive to feed back and openied to managerial improvements

    Do the Lessons from Four Seasons Going to Paris apply to Luxury Service Firms Entering Markets Other than France ?

    YES
    All countries in all service industries: RETAIL INDUSTRY SPA INDUSTRY FASHION INDUSTRY SERVICE INDUSTRY REAL ESTATE SERVICE IS ABOUT PERSONALITY THEREFORE CULTURE AND NEEDS TO BE APROCHED LOCALY

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