Isadore Sharp

throughout the US. The brand name began to develop and a distinct brand image was created. The third pillar, culture, would play a significant role in the growth of a strong brand name. The corporate culture became based on the Golden Rule, which Mr. Sharp defines as "to deal with others—partners, customers, coworkers, everyone—as we would want them to deal with us" (Martin, 2008). In 1985, Four Seasons added branded private residences to their hotels and began to transition from a hotel owner to solely

happy to let stars go to other properties to help them.” Four Seasons’ Approach to International Growth Today, we have opened enough properties overseas that we can go into any city or town and pull people together to fulfill our mission. — Isadore Sharp, founder and CEO Diversity and Singularity According to Corinthios, “Our strength is our diversity and our singularity. While the essence of the local culture may vary, the process for opening and operating a

C H A P T E R 4 Workplace Emotions and Attitudes Learning Objectives AFTER READING THIS CHAPTER , YOU SHOULD BE ABLE TO : I Define emotions and identify the two dimensions around which emotions are organized. I Diagram the model of emotions, attitudes, and behaviour. I Identify the conditions that require and problems with emotional labour. I Outline the four components of emotional intelligence. I Summarize the effects of job dissatisfaction in terms of the exit-voice-loyalty-neglect

CROSSING THE CHASM. Copyright © 1991 by Geoffrey A. Moore. All rights reserved under International and Pan-American Copyright Conventions. By payment of the required fees, you have been granted the non-exclusive, non-transferable right to access and read the text of this e-book on-screen. No part of this text may be reproduced, transmitted, downloaded, decompiled, reverse engineered, or stored in or introduced into any information storage and retrieval system, in any form or by any means, whether