International Hotel Case Study

10206 Words 41 Pages
Register to read the introduction… While the essence of the local culture may vary, the process for opening and operating a hotel is the same everywhere.” He continued: My goal is to provide an international hotel to the business or luxury leisure traveler looking for comfort and service. The trick is to take it a couple of notches up, or sideways, to adapt to the market you are in. Our standards are universal, for example, getting your message on time, clean room, good breakfast; being cared for by an engaging, anticipating, and responding staff; being able to treat yourself to an exciting and innovative meal—these are global. This is the fundamental value. What changes is that people do it with their own style, grace, and personality; in some cultures you add the strong local temperament. For …show more content…
The existing culture was inconsistent with ours. In a North American environment you can decide whom to keep after an acquisition at a cost you can determine in advance on the basis of case law. In France, the only certainty is that you cannot replace the employees. You are acquiring the entity as a going concern. Unless you do certain things, you simply inherit the employees, including their legal rights based on prior service. To be able to reduce headcount, by law an enterprise had to plan to be closed for over 18 months. Because the F.S. George V owner wanted the renovation to be complete in 12 months, staff were 8 guaranteed a position with Four Seasons unless they chose to leave. “Many of the best employees easily found other jobs, while the most disruptive were still there when the hotel reopened,” Young said. “The number of people we really didn’t want was somewhere in the region of 40 out of 300 coming back on reopening.” Young provided an example of the cultural problems Four Seasons found: “During the due diligence process the former general manager went to lunch with one of our senior staff. Even though guests were waiting, the maitre d’ immediately tried to escort the general manager and his party to the general manager’s customary table. At Four Seasons this is seen as an abuse of privilege. For us, ‘the guest always comes first.’” Fortunately, in taking over The Pierre in New York in 1981, Four Seasons had been through a similar process. As a senior Four Seasons manager recalled, “Shortly after we bought The Pierre, a bell captain lamented that the times of the big steamer trunks were over. The staff had not adjusted to jet travel, despite its prevalence for two decades. This is the same kind of recalibration we had to do at the George

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