Summary
The case study takes us through the ever-blossoming Four Seasons’ self-paving journey into new markets and depicts the challenges it had to overcome. As a leading global operator with a unique selling proposal of exceptional service, highlighted by a guest oriented culture ,Four Seasons unveiled further international potential, namely the French market. One key factor of Four Seasons is its rather flat organizational structure and motivational corporate culture, which has been proven to culminate into cost effectiveness, not to omit the portrayed globalized, ethical, loyal and responsible labor force. Striving to achieve their universal standard through their, ‘singular diversity’; tailor made approaches, consolidated their ‘product’ …show more content…
Revolutionizing the Palace scene of Paris, through their refreshing approach towards quality control; constructive dialogue flowing through the newly established channels of communication, the media and their rejuvenated employee body. The concoction of which proved to boost equality and integration; for instance, the concierge work gender stereotype, which in the bigger picture resonates with modern France. The four Seasons, has, as an entity instituted a culture of reasonable adaptability as observed which seeps into their acquisitions, sooner or later. ____________________________________________________________________________________________________________
Do corporate culture(s)/ organizational values play a role in Four Season’s success? If so, how and why?
“Our strength is our diversity and our singularity” (p.2)[1]. With this approach towards Four Season’s international growth, Antoine Corinthios, president of hotel operations in Europe, Middle East and Africa illustrates a key factor of Four Season’s global success. Every Hotel of Four Seasons 53 properties embodies the same “fundamental value”, standards like ”getting your message on time, clean room, good …show more content…
This becomes established very quickly as the “The firm’s top managers were comfortable in a variety of international settings […] Antoine Corinthios […] was said to be ‘Italian in Italy, French in France (p.2) . These top managers were chosen for these characteristics, because this is what allowed each hotel to be “adapted to its national environment” (p.3). The Human resource management at Four Seasons was said to have “started and ended with ‘The Golden Rule’” (p.4), which was at the center of its human resource strategies. This stated that every employee was supposed to treat the guests just like they would like to be treated. These can be said to be the core values behind the Four Seasons human resource management, and as such it becomes clear that is an important aspect of the Four Season’s success. When moving to France the leadership had to develop an understanding of “French labor laws, business culture, and national idiosyncrasies” (p.6), a task which would not be easy as Geert Hofstede has established that there was a “great disparity between North American national culture and that of France” (p.6). An essential part of employment is the wages, following all the laws and regulations in France, and fair treatment. This is also outlined in the MBA: Managing people. Furthermore the general manager position was assumed by Le Calvez, who
The case study takes us through the ever-blossoming Four Seasons’ self-paving journey into new markets and depicts the challenges it had to overcome. As a leading global operator with a unique selling proposal of exceptional service, highlighted by a guest oriented culture ,Four Seasons unveiled further international potential, namely the French market. One key factor of Four Seasons is its rather flat organizational structure and motivational corporate culture, which has been proven to culminate into cost effectiveness, not to omit the portrayed globalized, ethical, loyal and responsible labor force. Striving to achieve their universal standard through their, ‘singular diversity’; tailor made approaches, consolidated their ‘product’ …show more content…
Revolutionizing the Palace scene of Paris, through their refreshing approach towards quality control; constructive dialogue flowing through the newly established channels of communication, the media and their rejuvenated employee body. The concoction of which proved to boost equality and integration; for instance, the concierge work gender stereotype, which in the bigger picture resonates with modern France. The four Seasons, has, as an entity instituted a culture of reasonable adaptability as observed which seeps into their acquisitions, sooner or later. ____________________________________________________________________________________________________________
Do corporate culture(s)/ organizational values play a role in Four Season’s success? If so, how and why?
“Our strength is our diversity and our singularity” (p.2)[1]. With this approach towards Four Season’s international growth, Antoine Corinthios, president of hotel operations in Europe, Middle East and Africa illustrates a key factor of Four Season’s global success. Every Hotel of Four Seasons 53 properties embodies the same “fundamental value”, standards like ”getting your message on time, clean room, good …show more content…
This becomes established very quickly as the “The firm’s top managers were comfortable in a variety of international settings […] Antoine Corinthios […] was said to be ‘Italian in Italy, French in France (p.2) . These top managers were chosen for these characteristics, because this is what allowed each hotel to be “adapted to its national environment” (p.3). The Human resource management at Four Seasons was said to have “started and ended with ‘The Golden Rule’” (p.4), which was at the center of its human resource strategies. This stated that every employee was supposed to treat the guests just like they would like to be treated. These can be said to be the core values behind the Four Seasons human resource management, and as such it becomes clear that is an important aspect of the Four Season’s success. When moving to France the leadership had to develop an understanding of “French labor laws, business culture, and national idiosyncrasies” (p.6), a task which would not be easy as Geert Hofstede has established that there was a “great disparity between North American national culture and that of France” (p.6). An essential part of employment is the wages, following all the laws and regulations in France, and fair treatment. This is also outlined in the MBA: Managing people. Furthermore the general manager position was assumed by Le Calvez, who