The Ritz Carlton Hotel Company

Secondly, the customers who use the hotel are diversified. Not as in 1980s or 1990s, so many customers from different countries which have very different culture are coming nowadays. To follow up these different customers’ wants, the company should train employees more intensively and precisely, so I think seven days are too short to do that. For example, managers can add probation time that a senior member works with their juniors for one or two weeks and gives them real-time experiences which is very

They upgrading a hotel first upgraded employee facilities. When a survey at London hotel showed dissatisfaction with workers’ areas, installed new floors, lockers, and showers within three months. Four-seasons needed to get it down to the front line: clerks, bell-staff, bartenders, waiters, cooks, housekeepers, and dishwashers, the lowest-paid and in most companies the least-motivated people, but the ones who would make or break a five-star service reputation. Four-seasons needs employees able and willing to respond on their own to whatever comes up, employees who can spot, solve, and even anticipate problems. That means delegating authority as well as responsibility. Four-seasons pay attention on how to treat employees and make them feel confortable when they work in hotel because employees could bring positive attitude towards customers if they in good mood.

The Ritz-Carlton believes that they are “ladies and gentlemen serving ladies and gentlemen” and further explain that, “the genuine care and comfort of [their] guests is [their] highest mission”. They place great importance on personal service and excellent facilities. To remain competitively strong, corporate executives say they’ve started serving some drinks at lower rates in order to draw in locals, whom they further hope will book sales in there additional services like events and overnight stays. “[They’re] seeing a greater variety of people coming because [they’re] competing with the local bars,” David Murphy, the companies Vice President stated. Shortcomings that have been mentions several times via reviews all have to do with conferences happening at the hotel. Guests are upset that the hotel restaurants and bars are filled with businessmen and women and are irritated that the events held outside could be heard through their hotel rooms. Other reviews complained that the service wasn’t up to

In depth planning comes to life at any opening of a Ritz-Carlton location. The process of strategic planning and managing is in high action when a venue opens for the first time at the Ritz-Carlton. A “seven-day-countdown control plan” is synchronized (Partlow, 1993) to where top executives and other senior leaders personally instruct

Marriott is renowned for its elegant and comfortable hotels and resorts. The company caters to a targeted customer base, ranging from the frequent corporate business traveler to the family enjoying their occasional weekend get-away. Marriott has continued its rise in the lodging, contract services, and restaurant industries. The company continuously strives to meet the needs and wants of its customers while strategically maneuvering the rigors of today’s competitive and ever-evolving market of glamorous destinations and convenient services. In order to remain relevant in a highly-competitive environment, Marriott must strike that successful balance of minimizing costs, and gaining and effectively

It will also allow the tasks to be completed efficiently so that the business can focus on improving other areas of the business where the employees may require a higher level of training in customer service such as the waiters and reception staff. I think these departments should not use rationalization because they have direct contact with the customers, to make the customers feel welcomed and help the business to keep its identity of a quality hotel they must be more social and engage with the customer to provide them with the individual needs and services the hotel has on offer. Junction Hotel should also cut down on their costs much like Travelodge have done so that they offer the basics to the customers and have the extras available on extra cost so that not only can they exploit efficiency in service but have variety in terms of the product they have on offer which will help them increase their profits and market share in this difficult climate. Junction Hotel should also change their way of management so that they have more of a social business which will should help the employees to feel more willing to work and feel wanted so that they can provide a cheerful and happy experience for the customer, which will be an opposite to if they adopt rationalization in management like the experience customers feel at McDonalds, they often feel they are talking to a robot and may choose to go

The newly appointed General Manger that was set to run the grand opening and the entire hotel operation in DC was James McBride. Upon taking the job, McBride was faced with pressures from Millennium concerning Ritz-Carlton’s employee training methods for the hotel’s grand opening. Millennium’s main reason for concern was that the seven-day training process might not be enough time to train their employees for the grand opening. They were also upset that to make up for short training program, Ritz-Carlton would limit the occupancy rate to 50% for the first few months. In other words, they were worried about a loss of revenue from the three to five month adjustment period The Ritz gives its employees to build confidence.

As we discussed in class, every business is faced with these issues and they are important to managers making strategic decisions. One of the first things learned about business is that if there is no demand for a good or service, the firm that provides it will not continue to exist. Over time the hotel industry has continued to change with market conditions and make itself attractive to business

With primary and secondary resources and observations throughout the assessment it is shown that subject theory and daily operations at Grand Hyatt Melbourne link and have strong correlation. With areas that could be improved within the hotel the overall theory that was learnt throughout university was presented throughout the hotel while on industry placement.

Hospitality Management is a difficult and competitive market, and any lack in customer service can result in defecting customers or the termination of a relationship between a customer and a service provider. In this paper we will look at Hilton a company that has continually ranked amongst the top ranking hotels and continues to improve. Hilton’s customer service ranks as one of the top hospitality providers in the United States. We will look at the history of how Hilton came to be the name brand it is today and some of their process the used to narrow the customer service gaps such as Hilton Honors, the Hiltons Reservation Customer Care, and RESMAX. We will look at how they look at how Hilton manages the customer expectations through the use of employee training and their decreased the customer service gap through employee retention. We will also look as how Hilton co-partnered with Citibank in order to offer its Hilton Honors member additional benefits in order to keep in line with the customer service that the customers have come to expect.

Together, we need to create a plan to either rebuild the training process, or keep it the way it is. Either way, if we could revamp the Seven Day Countdown and on the first day of operation, open with a higher occupancy rate, we would not only save money, but make more in the long run. We also need to make sure the brand image does not change during this process. Like I said earlier, there is a lot at risk here. We also need to keep our competitors in mind. We need to set ourselves aside from The Four Seasons Hotel in a way that is so unique and will keep guests coming back. Guest loyalty is huge in the hotel industry, and if we don’t create a unique value, experience, and environment for guests, they will look to stay elsewhere.

Both customers are better served by retaining the current training process. It keeps costs low, employee morale high, and has a proven track record of success for the employee, customer, and hotel. The Seven Day Countdown should not be considered as a lone entity when evaluating the readiness and effectiveness of the hotel staff. This is just part of an overall strategy that includes thousands of hours of training, human resources, culture, and quality. The Ritz-Carlton is known as a service industry leader and innovator. This was accomplished by having a standardized and consistent methodology of developing their greatest resource – its people.

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

There are several organizations that have competitive advantages in the industry. However, one familiar organization that has maintained its competitive advantage in its industry is the Ritz-Carlton hotel. Founded in 1983 and headquartered in Chevy Chase, Maryland, United States of America, Ritz-Carlton is regarded as one of the best in the hotel industry and has received several accolades for great customer services (Ritz-Carlton Hotels & Resorts, n.d.). Nevertheless, to fully understand its competitive advantage in the industry, it is essential to analyze its modus operandi. The Ritz-Carlton hotel management understands the value of employees; so ultimately investing in

special attention should be given to maintain quality in the case of the Hotel and