Why The Company's Leadership Is Different From Other Hospitality Businesses

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.”

The understanding, learning, feeling and then drawing a conclusion is the main key to achieve the best results in your business. As everybody in the team first has to eat, see, hear and experience what a hotel has to offer and has in order to understand where you are actually working, what is the product you are offering and what can you do about it. Only then, after knowing its disadvantages and advantages, you can start offering the service to your

Four Seasons Hotels, Inc. is a Canadian international luxury, five star hotels’ company. It possesses about 98 different properties among the world. Canadian businessmen Isadore Sharp was founder of Four Seasons Hotels in 1960. Opening in 1961 the first Four Seasons Motor Hotel had an immediate success, in spite of disreputable location of the hotel (fourseasons.com). It was created like an oasis for business travelers. Mr. Sharp created a climate that was promoting professionalism and attachment of his employees. He built scheduled two stress breaks every day, paid to his employees from front desk twice the average rate, insisting that they are important role in providing the first impression of the hotel.

The Portman Hotel executives were committed to keeping both their guest and employees happy. The vision that would separate The Portman from the competition was “personal valets” (PVs). These PVs were responsible to every need of a guest. This included everything from cleaning and restocking the rooms, to more personalized services like pressing the guest’s clothes, preparing the guest’s drinks, or drawing a guest’s bath. As long the requests from the guests were legal and moral it was the PVs

3.1 What are the role of technology and the role of operations staff in delivering an appropriate level of service for each hotel?

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).

Having a Guest Service Staff might also be a beneficial position in the long run for the SunCoast Hotel. Currently there is is a 35 percent average turnover rate for hotel employees; 10 percent is through natural attrition. If employees are being used more efficiently and given a wide range of task to complete, WB consulting believes that this turnover rate will decrease due to a positive increase in affective commitment. Engaging the employees more and setting up a healthy relationship with management, we believe, will have a very strong positive impact for job satisfaction. Employees will see the big picture and see how their work directly effects that,

Hotel business should undergo necessary changes periodically to sustain in the dynamic business market environment. In this change Process for any organization human aspect i.e. employees play a vital role. It implemented change in process to adopt modern day business culture for being competitive in the market.

Four Seasons Hotel and Resorts (FSH) always prided itself on being the choice for a luxury hotel experience. Since its inception date in 1960, FSH expanded its renowned services to include the current number of 67 hotels in 30 different countries with continued expansion in progress. FSH attributed its success to its organizational culture, which did, and continues to embody, the dedication to great service and luxury hospitality. Part of this culture is to recognize that the employees are the key to success, and that in following the "Golden Rule", do unto others, as you would have them do unto you, an atmosphere of fairness,

The analysis is based on research into the topic as well as face-to-face meetings with industry professionals of the Hilton Airport Hotel. Results of data gathered show that investment in staff training and constant improvement of standard and practices greatly affect service provided to customers.

Not only does this take more than the usual amount of training time it can effectively lead to poor levels of service quality that can have devastating effects on the company’s image and reputation: There is a high level of interaction between hospitality guests and employees that has a significant impact on the customer experience and the success of the business operation. Therefore a fine balance must be drawn between cost controls and guest satisfaction (Wang 2009).

House Keeping is a heart of the hotel management industry. Hotels, motels, and inns around the world can succeed without ballrooms, meeting rooms, swimming pools, or even restaurants. But the one thing every successful lodging establishment must have, regardless of it’s size, location, or industry segment, is clean rooms. Room sales generally drive 70 percent or more of the revenues generated by lodging establishments. Without a well managed housekeeping department, there would be no rooms to sell (Martin R. J.,1998)

Most people have experienced the hospitality industry. The industry is vast, and constantly changing to meet customer expectations. It is also a very diverse industry, ranging from stays in a five-star hotel to meals in a fast-food outlet.

In addition to all the complications that the hotel faces, there are several new potential problems that can arise upon upgrading the hotel to a 4-star status. With the added extras of a health spa and swimming pool comes the requirement for increased workforce and skill sets in order to deal with all the new refurbishment adjustments. New staff must be employed and trained by the hotel to handle the redecoration and refurbishment that is to take place, and the increased skills that will be mandatory for staff who are operating in precise areas i.e. specialised training for spa staff. Another possible problem is the customer complaints that the hotel could receive. With most of their complaints being related to staff it is central for the Headrow Hotel to ensure they attract, train and retain their staff decorously so that everyone is satisfied with their role, and even have someone who they can report their own individual workplace issues to. Failure to attract the right staff who are devoted to their job could result in a further decline in the hotel’s reputation, hence it is crucial that the Headrow Hotel adopts the appropriate policies that match the services needed from new employees.

Service is the most important aspect when it comes to handling a hotel. A hotel’s main objective is to provide the best service and tend to all of the guests’ needs and requirements. If there is no service then there would be no business. When running a business, the costumer is always placed first. Poor services can results in a complaint from a guest. But that complaint can be used to better the business in the future.