Over the past 50 years, Four Seasons (F.S.) Hotels and Resorts established themselves as a leading brand of luxury hotels across many countries. Their focus has always been about enabling guests to have a unique experience while providing a high-quality service. The corporate culture of F.S. emphasizes the role of people. It is believed that a united effort and cooperative work lead to high customer satisfaction. Therefore, F.S. would be able to reach its goal of being recognized as the finest hotels and resorts in many locations. In 1999, F.S. decided to expand to France and introduce a property in Paris. The underlying problem was how to successfully introduce a property in Paris while balancing the cultural disparities between the F.S. culture
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Adjusting and remaining flexible in each F.S. branch is significant due to cultural differences between the locations. F.S. sets “global” expectations resulting in consistent company values and goals around the world (Hallowell, Bowen, & Knoop, 2003, p. 2). Customer and employee expectations will vary throughout the globe, but the Four Seasons’ universal SERVICE motto is the foundational component for exceptional customer service and has allowed F.S. to accomplish its goals.
Local customs will influence staff behavior, service, and impact the hotel design and style. Original architecture and interior design are developed according to each city because F.S. recognizes cultural characteristics and strives to incorporate these into the hotel design. When restoring the hotel in Paris, a French designer was hired to construct the layout and style because the goal was to bring a traditional, French feel to the space (Hallowell, Bowen, & Knoop, 2003, p. 3). This strategy makes each hotel branch unique and creates an enjoyable and authentic experience for its …show more content…
The implementation of the “Golden Rule” led to lower turnover rates, and a higher level of employee happiness in comparison to competing hotels. The average turnover rate in the hospitality industry was over 50%, and the turnover rate for F.S. was about 23% (Hallowell, Bowen, & Knoop, 2003, p. 5). If F.S. had not implemented the “Golden Rule”, the turnover rate could have been significantly higher. A study performed by Organizational Science magazine discusses how higher turnover rate raises expenses, lowers productivity and sales, and decreases the quality of service (Ton & S. Huckman, 2008). To ascertain a high level of service, F.S. had to maintain a qualified and efficient staff. Establishing this standard, led to exceptional employee performance, greater employee satisfaction, and gave the F.S. a competitive advantage among similar hotel chains.
When entering a new market, F.S. recognizes and appreciates local customs within the host-country's culture. F.S. learned there are universal ways of managing employees and how having a foundation of mutual respect and adherence to cultural standards can lead to happy, committed employees and customers. By emphasizing the importance of skilled employees and quality service, the Four Seasons successfully entered the French market and is one of the finest, renowned hotels in
Adjusting and remaining flexible in each F.S. branch is significant due to cultural differences between the locations. F.S. sets “global” expectations resulting in consistent company values and goals around the world (Hallowell, Bowen, & Knoop, 2003, p. 2). Customer and employee expectations will vary throughout the globe, but the Four Seasons’ universal SERVICE motto is the foundational component for exceptional customer service and has allowed F.S. to accomplish its goals.
Local customs will influence staff behavior, service, and impact the hotel design and style. Original architecture and interior design are developed according to each city because F.S. recognizes cultural characteristics and strives to incorporate these into the hotel design. When restoring the hotel in Paris, a French designer was hired to construct the layout and style because the goal was to bring a traditional, French feel to the space (Hallowell, Bowen, & Knoop, 2003, p. 3). This strategy makes each hotel branch unique and creates an enjoyable and authentic experience for its …show more content…
The implementation of the “Golden Rule” led to lower turnover rates, and a higher level of employee happiness in comparison to competing hotels. The average turnover rate in the hospitality industry was over 50%, and the turnover rate for F.S. was about 23% (Hallowell, Bowen, & Knoop, 2003, p. 5). If F.S. had not implemented the “Golden Rule”, the turnover rate could have been significantly higher. A study performed by Organizational Science magazine discusses how higher turnover rate raises expenses, lowers productivity and sales, and decreases the quality of service (Ton & S. Huckman, 2008). To ascertain a high level of service, F.S. had to maintain a qualified and efficient staff. Establishing this standard, led to exceptional employee performance, greater employee satisfaction, and gave the F.S. a competitive advantage among similar hotel chains.
When entering a new market, F.S. recognizes and appreciates local customs within the host-country's culture. F.S. learned there are universal ways of managing employees and how having a foundation of mutual respect and adherence to cultural standards can lead to happy, committed employees and customers. By emphasizing the importance of skilled employees and quality service, the Four Seasons successfully entered the French market and is one of the finest, renowned hotels in