Mcbride Ritz Carlton Washington Dc

As we are in the hospitality and leisure industry guest/customer satisfaction is key. We have set organisational targets where our aim to achieve 100%.

Providing employees with the right tools to succeed was only possible through the leadership’s team relentless efforts to build trust, mutual respect, diversity and inclusion, that are embedded in its ideal culture. Shifting the paradigm to valuing the significance and importance of employees has contributed to the enormous and big gains in providing an impeccable customer service experience to all travellers, raising the bar high enough to boost customers’

2. In what may be a first for the hospitality industry, Brian Collins, hotel owner, has asked James McBride, Ritz-Carlton general manager, to lengthen the amount of time spent training hotel employees before hotel opening. Should McBride lengthen the 7 Day Countdown?

John Becker believes in enfranchisement. He believes in going beyond and above our means to all guests and that each guest manages equally. This process was a success at his prior hotels that John decided to implement this process here at the regency grand hotel. He met with the management team and introduced his expectations to them. He made them aware that they are to take care of the minor issues and to contact him with significant problems in the hotel between the guest

It is interesting, that Rinck was able to create an environment where the employees are close-knit and work together as a team to fill in gaps of each other’s weakness. This allows employees to grow with the support of their peers. Furthermore, this allows the company to ensure quality customer service to their employees while the employees are improving their weakness over time. Rinck was able to create a well round and balanced team. By being well rounded and balance this allowed the company to branch out over a variety of services instead of just focusing on one. In the end when Rinck provides consistent positive customer service they are improving their relationship with their current customers; which translates into returning customers

Hyatt’s value statement is “to adhere to a set of core values such as, mutual respect, intellectual honesty and integrity, humility, fun, creativity, and innovation to characterize the culture of the company” (Hyatt, 2013).  Hyatt provides its consumers with an intangible good, which is customer service. Hyatt values it personnel as an essential factor in achieving its strategic plan of authentic hospitality. Hyatt’s successful approach to empowering its personnel is its “thoughtful approach to growth” and furthermore, emphasizes its strategy. (Hyatt, 2013).

Customer loyalty is much harder to obtain that customer service satisfaction. The most important first step is to satisfy the customer by meeting their expectations. Customers only give a company one chance and if they aren’t satisfied they will not do business with that company again, as well as tell others of their experience. The next step would be to exceed the customer’s expectations. If a business goes above and beyond to assist the customer they begin to build loyalty. The next step is to truly surprise the customer. In order to dominate the marketplace the company must find a way to make them selves stand out with their product or service, accompanied with phenomenal customer service. Once this has been done customer satisfaction and loyalty will be gained. “Acquiring a new customer can cost four or five times more than keeping a current customer” (Bestmark, 2013). So it’s essential to keep the current customer’s happy and coming back for more.

The critical factors in the successful transformation of British Airways were changing the culture of the organization for the employees and the consumers. British Airways embarked on an aggressive media campaign that helped change the “face” of the airline. Their new tag line was “The worlds favourite airline”. Customer service became the number one priority for all employees. Lead by Colin Marshall, “an enabling culture (was put) in place to allow customer service to come out, where rather than people waiting to be told what to do to do things better, it’s an environment where people feel they can actually come out with ideas, that they will be listened to, and feel they are much more a part of the success of the company” Jick (2011)(p.30). A “Putting People First” (PFF) program was instituted for all front line employees. This helped to unify the employees with the new vision of customer service first for the company. During these two day mandatory meetings, all front line staff interacted with all levels of managers and leaders on an even playing

Today’s organizations fail to realize the value of their customers when it comes to the success of their business. Without customer loyalty the success of your business will always be uncertain. Organizations must sensitively tailor the designs of a successful firm to the particular challenges of understanding, attracting, and keeping valuable customers. “Having satisfied customers just aren’t good enough”. Kenneth Blanchard and Sheldon Bowles, co-authors of Raving Fans, believe this concept is needed to have a successful business. I agree with this concept of customers being the focal point of any business. I would want more than just a satisfied customer; I want a “Raving Fan”.

Hilton Hotels is one of the biggest players in the hospitality industry with over 2900 (as of September 2007) hotels worldwide consisting of numerous brands and products. The hospitality industry is service centered and highly competitive. The challenge for Hilton is to create and deliver value better than its competitors. Hilton understand that it is important to improve customer experience and build strong relationships with the customers. Hilton Hotels adopted a Customer Really Matter (CRM) strategy out of necessity to cater for

Customer service is very important element in hospitality industry. A good restaurant or a good hotel always have an excellent service first. Hotels and restaurants put added value in their products and service make guest love it. Some hotels give guest drink when they arrived or prepare small birthday gifts to their loyalty guests. But sometimes hotels spend lots of money to added value of customers’ experience but customers still don’t like their service. So, what’s happening? Hotels gave service and improved service are not customers needed or most needed. That’s the gap between you and your customer. “You know your hotel inside out, but do you ever see it through your guests' eyes? In many cases, there is a disconnect between what hoteliers think

Millennium Partners and The Ritz Carlton Hotel have partnered up to open a hotel located in Washington D.C. This hotel will be a multi-use facility called the “Hospitality Complex” where you will find the 300-room Ritz Carlton Hotel, luxurious condos at the top of the complex, restaurants, spas, sports facilities, and retail shops. There is a huge concern that the time frame of the seven-day training process is not enough time from new employees to deliver the supreme guest service that the Ritz Carlton is known for. This Seven Day countdown prohibits the hotel from opening at a higher occupancy rate which means the hotel not making revenue.

Walt Disney, the man behind the name, envisioned on building a corporate image of exceeding customer expectations for decades to come, which in turn has resulted in the organisation focusing on two main customer service element strategies, Disney’s Four Keys and Disney’s Seven Service Points, generated from the Quality Service Compass (The Walt Disney Company and Affiliated Companies – Parks and Resorts Press, 2013). Ensuring these two strategies are correctly implemented and followed by all cast members is crucial in creating magical experiences for guests. Firstly, to understand these strategies and correctly analyse them it is important to understand that customer experience is a compilation of interactions and perceptions between a person and a company, as perceived by the conscious and subconscious of a customer, with the blend of rational organisational performance, stimulated senses and evoked emotions, both which are measured across all moments of contact against customer expectations (Shaw, Dibeehi & Walden, 2010). Therefore, it is crucial that the organisation takes a customer-centred approach of quality service as the number one driving force for business operations (Omachonu, Ross & Swift, 2004). Disney focuses to go above and beyond to exceed these standards and expectations with their two previously mentioned strategies (The Walt Disney Company and Affiliated Companies – Parks and Resorts Press, 2013), however, it is important to analyse whether the strategies

Mr. James McBride is under tremendous pressure to prove his mettle. He has been appointed as the General Manager of the Ritz Carlton which will be shortly opening at Washington D.C. the major challenge he

The organization has explicitly kept this advantageous environment over other organizations by improving its service capacity. Additionally, the organization ensures that it stays ahead of its rivals by engaging in research and development that focuses on luxury products and markets analysis. The Ritz-Carlton hotel uses data from its research to predict the future of the industry; therefore able to dictate what and how the market will trend in the foreseeable future. Another factor that keeps the organization’s advantage over its rivals is that while rivals tend to become a hotel brand in the industry, Ritz-Carlton has rather position itself to be a leader and lifestyle brand that constantly develop new properties and ensure that customers live the culture of the hotel. The final factor that has kept the advantage of the organization intact is the culture of trust that exists between the management and employees. The leadership of the hotel lives and communicates the organization’s value to its employees who in turn satisfy customers in a way that they often anticipate a return visit. These are some of the reasons that the Ritz-Carlton hotel continued advantageous environment over its rivals has persisted in the hotel and resort industry (Reiss,