A Four Seasons' Case Study: The Ultimate Test for Isadore Sharp's Recession

During the early 2000 's, the United States housing market experienced growth at an unprecedented rate, leading to historical highs in home ownership. This surge in home buying was the result of multiple illusory financial circumstances which reduced the apparent risk of both lending and receiving loans. However, in 2007, when the upward trend in home values could no longer continue and began to reverse itself, homeowners found themselves owing more than the value of their properties, a trend which lent itself to increased defaults and foreclosures, further reducing the value of homes in a vicious, self-perpetuating cycle. The 2008 crash of the near-$7-billion housing industry dragged down the entire U.S. economy, and by extension, the global economy, with it, therefore having a large part in triggering the global recession of 2008-2012.

A manager who stayed on with Four Seasons described the Four Seasons due diligence team that came to the property as “very professional and not pretentious; detail oriented; and interested in people. They did not come telling me that all I did was wrong,” he remembered, “and showed a lot of compassion.” Excuses were not tolerated at Four Seasons: “Oh, but we have just been open a year” or “The people here do not understand” were not acceptable statements. Customer service extended to all levels in the organization: managers routinely helped clear restaurant tables in passing. Strong allegiance to the firm Four Seasons’ top management team was noted for its longevity, many having been at the firm for over 25 years. Both corporate and field managers often referred to the firm as a “family,” complete with rules, traditions, and tough love. There was a strong “one firm sentiment.” For example, as one general manager explained, “We are happy to let stars go to other properties to help them.”

With the economy being in a double dip recession (and it the deepest and longest recession for generations) there is a major lack of demand for goods and services in the economy. Vice Chancellor, George Osbourne delivered the Autumn Statement 2012 yesterday (Wednesday the 5th December) and stated to expect slower growth [1]. Taking these factors into account, the future for Junction Hotel isn’t looking bright. Junction Hotel’s current economic situation has unsettled Chance. He feels that Meg Mortimer’s (General Manager) social approach to managing needs to be addressed as it’s inefficient and unorganized. An alternative

The four-season hotel cares about their internal customers and external customers. Why the company’s leadership is different from other hospitality businesses, here are several reasons. First, four-season hotel has their Golden Rule to obey, “Do unto others as you would have them do unto you.” It means treat other people with the concern and kindness you would like them to show toward you. This Golden Rule brings a bunch advantages to four-season hotel. And also encourage all of manager in this hotel treat the employees in kind and respect them.

The recession of 2008 is also called the ‘Great Recession’, said to have begun in December 2007, and took a turn for the worse in September 2008, and it was a severe economic problem expanded globally. This recession affected the world economy, and is said to have been the worst financial disaster since the Great Depression. The decline in the Dow Jones this time was -53.8%. Since the official start of the recession in December 2007, and through June 2010 there have been about 2.3 million homes foreclosed in the United States. In 2012, the state with the most foreclosures in January alone was California, with 51,584 houses being repossessed. Unemployment during this collapse was 8.5%, and continued to increase to about 10% as of 2010. People’s reaction to this recession was a huge decrease in spending and borrowing from banks, but an increase in saving.

In 2007, the U.S. economy experienced one of the greatest downturns since the Depression era, and furthered by the collapse on a global scale. The bubble burst on the housing market and the house of cards called the mortgage industry tumbled down, no longer able to sustain charade of success. This caused the collapse of some of the largest financial institutions, once thought to be immortal. This rippled into a massive tightening of the belts of many companies, as they found themselves without lines of credit, lack of business, and the daisy-chain collapse of their support networks. Who paid the final price? Companies cut costs through pay cuts, layoffs, and closings. While this may have saved jobs for many, the feeling of loss and

The growth strategy of Four Seasons Hotels and Resorts, Inc is multifaceted. Their growth strategy is driven by opening the finest hotel, in the right destination, which will lead to the right economics for the hotel owner. They not only discover destinations where their consumers want to go, but target those markets where they want to create their presence and to increase awareness for future Four Seasons’ travelers. But at the same time investigate opportunities to engrain their positions in those destinations, where they have already operated. According to Kathleen Taylor ‘Four Seasons has approximately 50 projects in various stages of design and construction. The vast majority will come outside the U.S., with a focus on China, India and Latin America. There are lots of cities in those areas where Four Seasons needs to

The Club Med (A) case examines the companies core values, innovative goals in providing a complete all-inclusive resort getaway experience for their customers, and competitive advantages and disadvantages the resort company had against others. They pride themselves on being innovators and on customer satisfaction, though they did begin to fall behind in some areas due to new competitors entering their category. Some of the Club Med issues were that they didn’t seem to actively take new threats very seriously, they were heavily catered towards the French/European culture, and how they didn’t have much flexibility in terms of adjusting their services to fit consumer needs better.

The Four Seasons Hotel is a leader in the hotel and hospitality industry that specializes in the development and operation of luxury hotels for others (Fourseasonhotel.com, 2009). During the last few years, the Four Seasons Hotel has been awarded the best hotel and one of the most comfortable

The hotel chain, Astor Lodge and Suites, Inc., operates 250 properties in 10 western and Rocky Mountain states. The company’s customer base primarily comprises business travelers. In addition, the locations of the properties surround airports, large regional shopping centers, and major highways close to suburban industrial sites as well as office complexes. Projections of 2005 fiscal year forecast a fifth consecutive year of a gross loss for the firm. The estimates include an anticipated $422.6 million in company lodging revenues but a net loss of $15.7 million for 2005. As a result, Joseph James, president and CEO of Astor Lodge and Suites, Inc., initiated a challenging goal for executive management to devise a strategy achieving net profits in two years and sustaining positive growth in the future.

Since its foundation in 1927 Marriott Corporation grew into one of the leading lodging and food services in the US. With three major business lines: lodging, contract services and related business, Marriott has the intention to remain a premier growth company. To achieve this goal the corporation’s strategy is to develop aggressively appropriate opportunities within their business lines. Marriott would like to be the preferred employer, the preferred provider and the most profitable company in each of the operating areas. The financial strategy includes four key elements:

The Four Seasons Hotels is a Canadian based company that was started in 1960 by Isadore Sharp, the current chairman and CEO. The first hotel was actually a motor hotel in downtown Toronto.

Intercontinental Hotels Group – It is British company and the most profitable among the four industry leaders. It owns, manages, leases and franchises approximately 3,741 hotels in approximately 100 countries as of 2006. It ranks number one in gross margins (54%), operating margins (24.7%) and earnings per share ($2.10) even if it’s smallest in the strategic group. It appears to be the cost leader among the big four companies in the industry.

As a primary worldwide provider of travel-related services such as rentals, lodging, conference facilities, and timeshare exchange, Wyndham Worldwide has overcome inconsistent branding strategy, unstable mergers, and acquisitions, as well as the 2008 economic recession to retain its top position in the industry. An internal and external analysis of the company, opportunities, and threats faced by the firm, its competitive advantage, and a strategic focus reveal the issues that need to be addressed henceforth for it to remain relevant in an increasingly competitive global market. The paper provides a problem statement, alternatives, and recommendations that Wyndham Worldwide can engage.

importance in enhancing its value through a four pillar strategy and it is this strategy that has