Carlton Polish Case Essay

Carlton Polish Case Essay
lCARLTON POLISH COMPANY
1. What should Charlie Carlton do? Mr. Carlton should first evaluate the company to see how much
it is worth. If he finds that fifty percent of the company is worth more than $2.5 million he should
buy the shares from Mr. Miller and run the company as he plans. He can use two methods to
determine the value of the company: discount cash flow (DCF) approach and /or comparison with
similar companies, which are publically traded. He should also consider relevant non–financial
factors such as his family's history in this company and his parents'dependence on the success of the
business.
2. What is the polish/cleaning suppliers market like? The total market for industrial and ... Show
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5. Assess the financial strength of the company: * The company has never reported a loss for more
than 100 years * The proforma financial data in the case indicates an increase of 10% per year in
sales. * Carlton Polish is a stable company not significantly affected by the economic cycle. *
Growth rate is higher than the industry's growth rate for each of last 10 years. * The main concern is
that the company would have a lot of debt if they have to borrow money from the bank, continue to
pay Charlie Carlton's parents, and pay off the $1 million debt to Mr. Miller. 6. Assess whether the
pro forma projections are reasonable or not? The pro forma projections seem reasonable for the
following reasons: * From 1976 to 1982 the compound annual growth in net sales was 18.5% and
the compound annual growth of after tax profit was 25.9%. Therefore, a 10% net sales growth
shown in the proforma financial data seems reasonable. * In addition, the market is expected to keep
pace with the general economic in the future. 7. What will shareholder's equity look like after the
transaction? Shareholder's equity would be lower than that shown in 1982 ($318,000) because the
company has to pay off interest and principal for many loans. There will be little money left for
shareholder's equity. 8. What is a reasonable estimate of the company's worth?
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The Riz-Carlton Applicaiton Summary
1999
Application Summary
THE RITZ–CARLTON®
HOTEL COMPANY, L.L.C.
Copyright © 2000 by THE RITZ–CARLTON® HOTEL COMPANY, L.L.C. – All Rights Reserved
THE RITZ–CARLTON® HOTEL COMPANY, L.L.C. at a Glance
Products and Services: The Ritz–Carlton Hotel Company, L.L.C. develops and operates luxury
hotels for others. The hotels are designed and identified to appeal to and suit the requirements of its
principal customers who consist of:
(1) Meeting Event Planners and (2) Independent Business and Leisure Travelers.
President & COO: Horst Schulze
Headquarters: 3414 Peachtree Road, N.E.
Suite 300
Atlanta, Georgia 30326
Operations: One Central Reservations Office
Seven International Sales Offices (ISO's)
24 Hotels and Resorts in ... Show more content on Helpwriting.net ...
The separation of planning from execution had four major consequences. Translating The Credo into
basic standards to clarify the quality responsibilities for our Ladies and Gentlemen; the most
important of which include: (1) anticipating the wishes and needs of the guests (2) resolving their
problems and
(3) genuinely caring conduct towards guests and each other.
1. A factory concept emerged in which people were assigned one task rather than a single craftsman
performing the entire sequence of tasks. In this factory approach, if task #11 was causing a problem
for task #24, it wasn't identified until it reached the customer, and even then the problem likely
continued.
2. A dramatic rise in productivity.
3. The segregation of divisions and departments.
4. A further distancing of upper managers from the job of managing for quality.
Aggressively instilling a passion for excellence.

Personally training the Ladies and Gentlemen of a new
Ritz–Carlton on The Credo and Basic Standards, commonly referred to as The Gold Standards,
which are shown on page
2 as Figure 1.
Another Major Change, A Comprehensive
Structure
By 1989 Horst Schulze realized that a more comprehensive structure was necessary for the Ritz–
Carlton to optimize its performance. He selected the Malcolm
Baldrige National Quality Award Criteria. Through the use of this assessment tool and the

Ritz Carlton Competitive Advantage
A familiar organization and the analysis of its competitive advantages
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
... Show more content on Helpwriting.net ...
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,

Why The Ritz-Carlton Does Not Sell Hotel Rooms?
The Ritz–Carlton Does Not Sell Hotel Rooms... The Ritz Carlton runs in a way that makes every
single detail about the consumer and the consumer's needs, wants, and expectations. Every decision
that they make they make with the consumer in mind. They essentially are selling unsurpassed
service to their patrons. The Ritz Carlton is very well–known for providing consistent service to its
patrons in each of its locations throughout the world. They provide guests with high quality
customer service, utilizing their Gold Standards for customer service, which include its credo,
motto, employee promise, three steps of service, and the twelve service values. The three steps of
service are fairly basic, however many companies overlook them, ... Show more content on
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If the candidate responds with a "yes", then the hiring manager will proceed to ask, "Why do you
smile?". It is clear to see that the Ritz Carlton selects its employees very carefully in order to find
employees that will understand the culture and be able to learn quickly how to be a lady or a
gentleman. By looking for people that have the necessary talent to do the job, they feel they can
teach the other skills necessary to get them to lady or gentleman status. The Ritz Carlton has a very
slow orientation process that they feel can best prepare the new employee with the mission of the
company. They feel that when an individual starts a new job, it is a significant emotional experience.
During this time, that individual will be attentive and receptive to emotional changes. The Ritz
Carlton uses this time to focus on their values and to instill those values into that employee. The
employee than goes though their week of orientation and afterwards, they are expected to have
adapted the company culture. It seems to me that between their vigorous selection process and the
week of orientation, many of these individuals would be able to adapt to their culture as "a lady or
gentlemen". Also, it is important to point out that the company is well known for treating their
employees very well. I would believe that their employees know this and would want to treat the
company well in return. The employees must have a high level of employee morale. They

Ritz Carlton Case Study
Introduction to the Company
The Ritz–Carlton Hotel Company is one of the premier hotel management companies in the world
today. Their goal of providing world–class service to its guests is rooted in tradition.
History
The Ritz–Carlton tradition begins in the early 1900s in Europe. Caesar Ritz a well–known hotelier
transformed the Ritz Paris and the Carlton in London into the redefined standard of luxury hotels in
the early 1900s. Caesar Ritz died in 1918 but his wife continued the expansion of hotels bearing his
name (http://corporate.ritzcarlton.com/en/About/OurHistory.htm).
The first American Ritz–Carlton opened its doors May 19, 1927 as the Ritz–Carlton Boston. Edward
N. Wyner a local Boston businessman had initially started ... Show more content on Helpwriting.net
...
Obert, Global Officer of Worldwide Operations Bob Kharazmi, and CIO Barry Shuler
http://corporate.ritzcarlton.com/en/Press/FactSheet.htm). Each area in which the hotel has a
presence is also equipped with a regional director of public relations and an area communications
manager, as well as a General Manager for each location
(http://corporate.ritzcarlton.com/en/Press/Default.htm).
There are over 28 different service areas within the hotel chain ranging from things like Food and
Beverage and Housekeeping to Brand Management and Healthcare Services. One of the most
amazing things about the Ritz Carlton's organizational structure is how involved each and every
employee is with the guest's experience. In every functional area of the hotel there is a lineup each
morning. In this lineup the department meets and the associates who are going off duty explains the
guest situations and requests to the employees who are coming onto a shift. The front line
employees are required to fill out guest preference cards for guests who make comments about
things that they like or dislike while staying at a hotel. These notes are then given to the Guest
Recognition Coordinator who would then enter them into the Encore software system.
Strategic Goals
The strategic goal of the Ritz Carlton is to build seamless customer–driven service systems that
would anticipate a guest's needs and preferences, and at the same time

Summary Of ' The End Of Days '
They kissed like it was the end of days. Maxen's warm and sensuous mouth, and his eager kisses
forced all thoughts from Audra's mind, save how wonderful the weight of Maxen's muscular body
felt against hers. He was heavier than Carlton, larger, and yet she and Maxen fit together perfectly.
He tore his lips from hers and peppered her neck with gentle kisses while she eased her hands
beneath his tunic and ran her fingers up and down the warm skin of his back, appreciating the hard
muscles beneath her hands. And speaking of hard, as he kissed his way back up to her mouth, his
erection pressed into the V between her legs. He rocked his hips against hers as he claimed her
mouth again, and she wanted him, so, so badly. Maxen began to moan as his tongue tangled with
hers, and he fisted her hair. "Maxen," she whispered against his mouth. She'd planned to ask him to
make love to her right then, but it was as if speaking his name drew him back into reality, for he
disengaged from her and leapt up. "I can't believe this," he said, shaking his head and offering Audra
a hand up. He looked her in the eye. "I have done that which cannot be undone... crossed the line
into impropriety." Maxen scoffed. "Who am I kidding? That was far beyond impropriety." "Don't
Maxen. Please don't ruin this." He collected up their armor. "I beg you to act like this never
happened." "I can't." Maxen stood before her. "To do anything less will cost us our lives. I don't care
myself, but I beg you to not

The Management Of The Ritz Carlton
Summarize the relevant background information from the case.
The case study presented to us is the quality within The Ritz–Carlton, which many label a premier
hotel. Therefore, many world–class guests frequent this establish on a daily basis. Consequently, the
necessity for the daily management of operations is an elemental in the continued growth of this
facility. Moreover, the managements actions of The Ritz–Carlton were awarded the notoriety of the
first Malcom Baldridge National Quality Award in history (Heizer & Render, 2014).
The guests of The Ritz Carlton as stated are not directly purchasing a tangible product, rather a
service experience. Through this experience The Ritz Carlton may add to the company's future
worth. This consumers experience may obviously be "more valuable" than any other tangible asset.
The Ritz Carlton realized how important this was, therefore, a team was assembled to research many
of their day to day processes (Heizer & Render, 2014). Through their appraisal of methods, any
issues were distinguished and addressed with achievable pathways to pursue in order to positively
change these actions. The process is necessary in order to improve the customers experience. Again,
benchmarks are necessary in order to track the progression towards a positive end result.
Identify the business problem or challenge that the organization faces.
The challenge to The Ritz Carlton is the ability to strategically market themselves to customers. The

Ritz Carlton Essay
Abstract: In Fall 1992, Ritz–Carlton Hotel Co. became the first hotel company to win the Malcolm
Baldrige National Quality Award. Ritz–Carlton implemented total quality management (TMQ) as a
means of winning the award and improving its service. Patrick Mene joined Ritz–Carlton 3 years
ago as corporate director of quality to coordinate and spearhead the company's TQM program. Mene
explains issues concerning application of TQM to the hotel industry and applying for the Baldrige
award. One of the planks of TQM – empowerment – was an easy step for Ritz–Carlton.
Measurement was a difficult hurdle because the industry does not have service–quality benchmarks.
Key product and service requirements of the travel consumer were translated ... Show more content
on Helpwriting.net ...
In this article, I will relate the lessons of the Ritz–Carlton experience, based on an extensive
interview with Patrick Mene, Ritz–Carlton's corporate director of quality. At the conclusion, I will
discuss some of the issues relative to implementation of TQM in the hotel industry. The
contemporary Ritz–Carlton. The Ritz–Carlton Hotel Company is a management firm that develops
and operates luxury hotels worldwide. It was formed in 1983 when Atlanta–based W.B. Johnson
Properties purchased exclusive U.S. rights to the Ritz–Carlton trademark along with the Boston
Ritz–Carlton Hotel. Today, under the leadership of William B. Johnson (CEO) and Horst Schulze
(COO), the privately–owned company operates 27 hotels and resorts in the United States and
Australia.(4) Its future international expansion plans include adding hotels in Hong Kong,
Barcelona, and Cancun. Ritz–Carlton also has nine international sales offices and employs 11,500
people. QUALITY–MANAGEMENT PROGRAM Quality management begins with president and
chief operating officer Schulze and the other 13 senior executives who make up the corporate
steering committee and the senior quality–management team. They meet weekly to review product–
and service–quality measures, guest satisfaction, market growth and development,

Essay On Ritz Carlton
Introduction
The Ritz–Carlton Background
Ritz–Carlton, is a brand of luxury hotels and resorts with 89 properties that are located in 29
countries worldwide. This brand is managed by the Ritz–Carlton Hotel Company, LLC, which
established in 1983 and headquartered in Chevy Chase, Maryland, USA, a subsidiary of Marriott
International, Inc. Ritz–Carlton has currently 35,000 employees. (Ritz–Carlton, 2015) It had revenue
of 3billion USD for the year 2014. (PSAfinancial, 2014) Moreover,Ritz–Carlton won the Malcolm
Baldrige National Quality Award twice in 1992 and 1999 as well as many other awards and
certifications in recognition of its quality excellence and achievements.(Ritz–Carlton, 2015)
Life Cycle
The journey of the Ritz–Carlton hotel started in 1898, when Cesar Ritz, a Swiss hotelier,opened the
first hotel in Paris. In early 1900s, Cesar Ritz concentrated on expanding the hotels across Europe
and he opened the Carlton hotel in London. Also, in order to franchise the hotel name ... Show more
content on Helpwriting.net ...
Regarding employees empowerment, the company empowered their staff in many ways,such as
allowing them to participate and discuss how they can affect the key success factors, giving them the
authority to spend $2,000 a day on each guest if necessary and involving them in problem solving
process especially if it's related to customers' matters. As a consequence, themanager–employee
relationship will be stronger as the staff feel valued since their leaders believe in them, which also
will increase their satisfaction, productivity as well as their commitment to the company and
altogether, that will lead to increase customer satisfaction and

Advantages Of The Ritz-Carlton Hotel
A familiar organization and the analysis of its competitive advantage
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 hotel is 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 how the organization
operates. The Ritz–Carlton hotel management understands the value of employees; therefore,
investing in their managerial training to enhance efficiency. The organization has a leadership
training center, where mentors train employees on the act of innovation in the hotel industry;
therefore, differentiating the organization from its rivals (The Ritz–Carlton Leadership Center, n.d.).
The question, therefore, is, what kind of a competitive advantage does the Ritz–Carlton hotel has
over its rivals? First and foremost, the organization's facilities are expensive so could not operate on
a cost advantage ... Show more content on Helpwriting.net ...
Through a meticulous analysis, the organization has specific trademarks of empowering employees
to settle disputes with customers even to the extent of offering compensations and benefits packages
without consulting the management. Though competitors would have the intention to erode the
competitive advantage of the Ritz–Carlton hotel; they, however, do not possess the requisite
resources and capabilities to make it a reality. As long as they cannot replicate and imitate what the
Ritz–Carlton hotel is doing, it is fair to conclude that the trend of dominance will continue for a very
long

The Ritz–Carlton – Using IS to Better Serve the Customer | CURRENT | PROPOSED | 5Cs |
Customer | Business and Leisure Travellers demanding individualized attention and high quality
hotel experiences. Mainly focuses on corporate travel and meeting planners. | SAME | Company | 5*
Luxury Hotels and Resorts Mostly franchisor and management contract providers with some
ownership.Customer centric culture and use of knowledge base marketing. Human capital and
systems support to provide personalized service based on customer knowledge and consistency in
all properties. Empowerment | SAME | Competition | Four Season, Starwood, Fairmont, Hyatt,
Intercontinental and other Luxury category hotels/ resorts Competitive advantage: leader in ... Show
By capitalizing on this information, then the company will be able to understand the customer
decision making process, estimate a customer lifetime value and better "predict" the customer needs
in his future visits. Customer's preferences may change, so updates are necessary. Sometimes
customers are not aware of their emotional needs and will not share them. However, it lies in the
staff capacity to leverage this information and reproduce the line of thought f the customer, the
emotional needs behind the functional requests, comments, interactions. In terms of customer,
perhaps Ritz Carleton could consider setting up an input area on their website or actually at a
terminal within the hotel, where customers could enter certain preferences and requests directly into
their files where they make their initial reservations or during their stay. Any "surveying" method
without being a real survey but that can help gather some information on tastes and preferences.
Some customers will be willing to share more than others. SERVICE DELIVERY & STAFF:
focus on the process and people that will deliver the service. By training all levels of staff with the
same priority: serving the customer. Also, have it present in every customer touch point, so that any
new knowledge generated can be included in the system. TECHNOLOGY: choose or develop one
that "fits" the purpose, with

Steve Carlton Research Paper
Steve Carlton 1985–1992 Raced: Clearwater, Payette, Salmon, Snake, Columbia at Trail BC Steve
raced for fun not sport. With his brother Bob Carlton as navigator and various friends filling the role
of mechanic, their races were always memorable. Steve is most known for his crash on the Salmon
River, back in the day when they raced "real white" water. He recalls that after wrecking the boat at
Fiddle Creek the day before the race started, he, Bob, and Hank Gosnell hit the big water at Time
Zone and took the top off the big roller and kept going, it tore Steve's seat loose, Bob received two
black eyes, and the air cleaner was ripped off the boat. When the 3 of them made it to Shorts Bar
they realized the rear motor mounts were busted loose.

Case Study Of Ritz Carlton
Being the Management consultant, advices and recommendations to the HR manager about how to
improve the current organisational culture, the different ways of how to improve the working
environment in order to motivate the employees and finally how to maintain and strengthen the team
loyalty are being provided.
TASK 1:
Organisational theory is the discipline which studies the structure and design of an organisation. It
analyses the actual structure of organisations and offers suggestions on how their effectiveness could
be improved.
Organisation structure is mainly about how the work of teams and individuals is being coordinated
within an organisation.
At Ritz, Carlton, the organisational structure in which the hotel is operating is a flat ... Show more
content on Helpwriting.net ...
It combines the traditional departments in functional structures with project teams.
The advantages that the matrix structure will provide to Ritz Carlton is that there will be an
improved sense of commitment and dedication on behalf of employees to their jobs. This is an
opportunity for them to pursue skills which are bases on their interest. The employees will find this
more motivating and satisfying. Moreover the usage of resources is maximised as new products and
changes can be incorporated quickly by moving and regrouping the teams based on the necessity.
However this type of structure is very hard to manage. This is the problem that Ritz Carlton might
be facing because the employees will be reporting to two managements with complimentary
responsibilities, so the need of proper coordination with a lot of meeting and excellent interpersonal
skills is required. A lot of effort from the management of Ritz is required in order to maintain the
power balance and resolve the common conflicts arising from role

Ritz Carlton Toronto And Fairmont Tremblant
Ritz–Carlton Toronto and Fairmont Tremblant, Quebec
Introduction
Ritz–Carlton Toronto and Fairmont Tremblant, Quebec are among the best hotels in Canada the two
hotels provide a range of five–star services and convenient access to the city's business district. The
five–star hotels employ a range of marketing strategies in their attempt to maintain profitability and
longevity. They target elite customers of the middle and upper class. Additionally, the two are part of
international hotel franchises. Ritz Carlton is part of the Ritz–Carlton Hotel Company, L.L.C while
Fairmont Tremblant is part of the Fairmont Hotels & Resorts. The two hotel franchises have a
number of luxury hotels in a number of countries throughout the world.
Ritz–Carlton Toronto is among the newest luxury hotels in the city. The hotel boasts a number of
five–star facility and services and affordable rates. Among the services at the hotel are exceptional
dining, 267 luxury guest rooms, excellent spa and impeccable services. The hotel offers convenient
access to most of the landmark locations in the city thereby enhancing the suitability of the hotel to
the various visitors who come to the city for various purposes. Fairmont Tremblant, Quebec, on the
other hand, is located on the feet of Mont Tremblant. The hotel offers a scenic view of the mountain
and boasts of a European theme given the fact that its location has the unique European–style village
setup. The hotel offers a variety of exotic services that

Ritz Carlton Case
The Ritz–Carlton – Specializing in Customers is exactly what is. This is what the Ritz is all about
and they have the awards to prove it. Since technology has taken over the world within the last
decade, businesses have heavily relied on the technology to help support their everyday processes,
and our personal lives has came accustomed to it, also. The Ritz–Carlton utilizes technology, but
they are refusing to follow suit of other hotel chains. A lot of other hotel chains are switching or
experimenting with an automated check–in system, but the Ritz is refusing to replace their human
service with machines. Their customer service is what distinguishes them for the others and they are
going to stick with what got them to where they are ... Show more content on Helpwriting.net ...
Customer service starts within the organizations, so as I mentioned before, getting the right people
in place serves the utmost importance for the organization. Once you have the right people in place
you will be able to put their talents in customer service to work.
4) The Ritz can extend its customer reach through the internet simply by having a good social
network. This can range anywhere from Facebook, Myspace, to Twitter. Communication of
discounts, rewards, and other things can be communicated through this media. They do have
accounts set–up through Facebook, but I do not see anything on their main website notating that
their customers can join their page. This could easily satisfy their most loyal customers and help
continue their relations even when they are not residing at the hotel. Another way that The Ritz–
Carlton can utilize the internet is to build a community with their guests online. This could be a blog
on their website amongst their customer's. Most people are curious about what others think. So,
seeing positive posts from others will assist in increasing their customer base. Also, I feel that
having information available on the spot can be huge for The Ritz–Carlton. A lot of websites have
request information links, but hardly any of them have it automated to where you can choose what
you want to know and receive it instantly. Instead of waiting for the detailed information to come in
the mail, it would serve as an advantage

Ritz Carlton Essay
Abstract: In Fall 1992, Ritz–Carlton Hotel Co. became the first hotel company to win the Malcolm
Baldrige National Quality Award. Ritz–Carlton implemented total quality management (TMQ) as a
means of winning the award and improving its service. Patrick Mene joined Ritz–Carlton 3 years
ago as corporate director of quality to coordinate and spearhead the company's TQM program. Mene
explains issues concerning application of TQM to the hotel industry and applying for the Baldrige
award. One of the planks of TQM – empowerment – was an easy step for Ritz–Carlton.
Measurement was a difficult hurdle because the industry does not have service–quality benchmarks.
Key product and service requirements of the travel consumer were translated ... Show more content
A full 96 percent of all employees surveyed in 1991 singled out this priority–even though the
company had added 3,000 new employees in the previous three years. Detailed planning. At each
level of the company–from corporate leaders to managers and employees in the individual work
areas––teams are charged with setting objectives and devising action plans, which are reviewed by
the corporate steering committee. In addition, each hotel has a designated quality leader, who serves
as a resource and advocate as teams and workers develop and implement their quality plans. To
cultivate employee commitment further, each work area is covered by three teams responsible for
problem solving, strategic planning, and setting quality–certification standards for each position.
The benefits of detailed planning and the hands–on involvement of executives are evident during the
seven days leading up to the opening of a new hotel. Rather than opening a hotel in phases, as is the
practice in the industry, Ritz–Carlton aims to have everything right when the door opens to the first
customer. A "seven–day–countdown control plan" synchronizes all steps leading to the opening.(5)
The company president and other senior leaders personally instruct new employees on the gold
standards and quality management during a two–day orientation, and a specially selected start–up

Case Study Of The Ritz-Carlton, Millenia Singapore
OWNERSHIP
The Ritz–Carlton, Millenia Singapore
Ritz Carlton management contract is with Marriott International. 80% of Ritz–Carlton is owned by
the Kwee Brothers, namely Kwee Liong Keng, Kwee Liong Tek, Kwee Liong Seen and Kwee
Liong Phing. The other 20% is owned by the Singapore Airlines.
Fraser Residence Orchard, Singapore
Fraser Residence Orchard, Singapore property is owned by Eastern Realty Company Limited and
managed by Frasers Hospitality Pte Ltd.
ORGANISATION STRUCTURE
Job Specialization
The accommodations, Ritz–Carlton and Fraser Residence both practice job specialisation with the
given specific roles to perform every day. Each employee has a primary role in the company where
they have to fulfill. Ritz–Carlton has a higher degree of job specialisation as each employee
performs each of his or her own tasks. For example, during our site visit, the person who greeted
and opens the door for us is different from the person who assisted us with our enquiries at the
concierge. ... Show more content on Helpwriting.net ...
As a result, Ritz–Carlton has a wider span of control where one manager is in charge of greater
number of employees. Whereas Fraser Residence will have a narrow span of control as they have a
smaller team with lesser departments. Too wide of a span of control can decrease the effectiveness
of managers as they spend more time managing their subordinates instead of performing other
important duties. For example referring to the organisation chart in appendix I, the front office
manager in Ritz–Carlton has 3 sub department managers that reports to him/her (Security manager,
reservation manager and chief concierge). On the other hand, the front office manager in Fraser
Residence has only 1 sub department manager that reports to him/ her (Reservation supervisor).
MANPOWER REQUIREMENTS
Staff to Room

Why Is The Ritz Carlton Hotel Essay
The Ritz–Carlton, Charlotte
Located in the heart of downtown Charlotte, the Ritz–Carlton is an elegant, understated and modern
hotel with an edge. The hotel is the only building in the Ritz–Carton line that has been recognized
for its eco–practices, achieving LEED Gold–certification. It has two rooftop gardens that feed the
on–site restaurant, and two bee hives that add honey to the hotel's signature ice cream.
The penthouse spa and wellness center offers a view of the Charlotte skyline poolside, and a variety
of spa treatments. Guests can enjoy a massage, wrap, facial, or pedicure before working out in the
spinning studio or fitness center.
Rooms are equipped with the latest amenities that make staying here a pleasure. Luxury high thread
... Show more content on Helpwriting.net ...
Punches include the Top of the Hill; a mixture of gin, champagne, lemon, blackberries, and Earl
Grey tea. Other house specialties include the Vesper, a gin martini with Lillet Blanc that was
inspired by the James Bond movie, Casino Royal. The Punch Room also holds demonstrations and
courses for budding mixologists; teaching the finer parts of mixing drinks to groups throughout the
year.
Spa and Wellness Center
The spa and wellness center at the Ritz Carlton, Charlotte is a rooftop retreat to treat yourself to a
well–deserved day off. Day treatments cover the full spectrum, and the center's amenities are just
the thing after a busy day. The fitness center's staff are on hand for personal training, and there are
regularly scheduled fitness and wellness classes for hotel guests. For catching up with emails, Wifi
is available in the Aqua Lounge, housing the hotel's welcoming pool and hot tub.
For a hotel that doesn't hold back when it comes to hitting the right notes, the Ritz Carlton, Charlotte
is the place to be. The rooms floor to ceiling windows have a lofty feel, and the spacious suites take
comfort and style to a new level. Combined with the hotel's fitness and business centers, pool, and
choice of restaurants, the Ritz Carlton is a great choice for all kinds of

Mcbride Ritz Carlton Washington Dc
The Ritz Carlton Hotel Company
On October 11, 2000 The Ritz–Carlton was on the eve of opening Washington DC's first luxury
hotel in 10 years. The 300 room hotel was part of a $225 million complex owned by Millennium
Partners. This would be the first hotel opened of a six hotel deal between Millennium Partners and
The Ritz–Carlton. Millennium Partners owned the properties and The Ritz–Carlton was hired to
operate the hotels. After only seven days of training the 400 person staff would open the doors the
next morning.
James McBride, the general manager, faced pressures concerning the training approach The Ritz–
Carlton had established. Millennium had two primary problems with the seven day training process.
First, they felt seven ... Show more content on Helpwriting.net ...
The Ritz–Carlton is in the business of service. As a Ritz–Carlton manager stated "It's all about
people. Nobody has an emotional experience with a thing. We are appealing to emotions." The Ritz–
Carlton has had a great deal of success in achieving this experience with one of the highest customer
satisfaction rates in the industry, 92%. The Ritz–Carlton strategy employs a variety of techniques to
achieve, maintain, and improve customer satisfaction on a daily basis. This begins with internal
quality which leads to employee satisfaction and profitability is realized once customer loyalty is
obtained. The foundation of The Ritz–Carlton success in world class service was largely attributed
to attention to quality and employee relationships.
The second reason to keep the Seven Day Countdown is because of the company focus on training
each day. The company never stops training their employees. The Ritz–Carlton employee receives
more training that anyone in the industry. A new employee receives an average of 400 hours of
training within the first year. In addition to typical training, each employee receives training on a
daily basis during the daily "lineups". Two 15–minute lineups are held each day at each hotel. One is
a general one and the other is a more specialized meeting for each service. During the lineups
employees discuss stories,

Luxury, class, and style at its finest, the Ritz–Carlton Hotel company has remained to this day a
well–known and spoken ambiance for those seeking a stay unlike any other. Behind all of that
external awe is the working, ever–changing and progressive movement for being better than the rest.
However, like any work in progress, there are bound to be problems that need solving in order to
maintain that thriving entitlement. The Ritz–Carlton faced a couple of problems including its seven–
day countdown training program and the change in its working processes.
With the opening of a new hotel, providing the best service is daunting when expectations are high
on top of expecting a high occupancy. That said, the program should be altered which would require
a new design and brand however implementing a longer training time would ensure proper training.
Statement of the Problem
The manager, Mr. James McBride deals with the problem of facing a difficult decision regarding its
usual operating procedures in the process of opening a new hotel. Brian Collins from Millennium
Hospitality Group is concerned that seven days is not enough time to properly train the new Ritz
Carlton stuff in order to open the hotel with a higher occupancy rate of 80%. Due to the fact that Mr.
Collins is a partner with the Ritz Carlton Hotel, Mr. McBride has to consider a few different
questions as to whether or not he should consider Mr. Collins's input in the matter. Some of those
considerations include the

Ritz Carlton Strategic Planing Essay
The Ritz Carlton is synonymous with luxury. The strategic planning throughout all aspects of it
experience has contributed to their reputation as a world–class luxury hotel. Ritz Carlton's ability to
remain so successful has not been by accident or luck but by implementing a business plan that "has
reevaluated its service design processes in order to deliver more experientially based employee and
customer engagement."(Nixon & Rieple, 2010) The management team of Ritz–Carlton built a
business plan that puts its focus on who their customers are and what their definition of luxury is.
"The Ritz–Carlton no longer sees its self as a hotel company; it now considers itself an experience
and memory creator."(Nixon & Rieple, 2010) This ... Show more content on Helpwriting.net ...
The ability to standardize the each locations management plan to account for regional differences is
the reason for the Ritz–Carlton's success. The success of adapting to each location's unique attribute
has produced a better experience for the Ritz–Carlton's guest. Their business plan has been designed
to identify their target customer and what they value as luxury. The management team has identified
the critical process that every location has to implement. This standardization provides the structure
for the property manager to focus on the experiences of the customer. By using these different
elements to gather feedback for problems and solutions, they are developing the key process to
anticipate a customer's needs. The "collection, analysis and distribution of information, including
output and quality reports on a company's process" (Brown, Curry, Jeffery & Edmund, 2003 Pg
100) is exactly what the Ritz–Carlton management team has implemented. Their ability to anticipate
their customer's wants and needs has set them apart from their competition regardless of location
and workforce.
Reference.
Nixon, N. W., & Rieple, A. (2010). Luxury Redesigned: How The Ritz–Carlton Uses
Experiential Service Design to Position Abundance in Times of Scarcity. Design Management
Journal, 5(1), 40–49. doi:10.1111/j.1948–7177.2010.00015.x
Brown, R. L., & Gutterman, A. S. (2003). A short course in

Summary: Maxen And Carlton
"I'd be honored, sire." Audra stepped out of the ring as Carlton and Maxen suited up in armor and
helmets. The angry chill in the air seemed to dissolve, and the knights whistled and shout about
making wagers on whom might win. About half the men favored the king and half Maxen, and
Vaughan – clearly trying to further lighten the mood – charged around the fence line and noted the
bets. Audra took a seat back on her blanket next to the ladies. "He seemed very cross," noted Faye,
resting her hand on the tiny swell of her lower belly, and Una and Travana nodded in agreement.
"But you looked so skilled, my lady," said Una. "I think you would do well in the tournament."
Audra smiled but did not answer; she fixed her gaze on the men in the ring, ... Show more content
She and Maxen had begged him to refrain from taking part in the tournament, as his participation
might offer the perfect opportunity for someone to murder the king, and possibly without
punishment, because death could be assumed accidental. These contests were not supposed to be
fought to the death, but with swords being wielded, accidents happened all the time. Deadly ones.
However, Audra could not demonstrate her displeasure openly; she would save that for later, if her
husband made it through unscathed. She reached into her belt pouch and withdrew the three green
cloth squares, emblazoned with the tree rooted in water, the crest of Aber Tawy. "I shall select three
men to be my champions," she announced in a loud, strong voice, and the crowd whistled, shouted,
and stomped their approval of this departure from custom of choosing one champion. "First, I
choose, my husband, our king as our first champion." He made his way forward and the people
gasped; they had not realized their king was participating, and Maxen frowned and gave a small
shake of his head. Audra kissed the fabric and dropped it over the edge of the stands. Carlton caught
the cloth, blew her a kiss, and tucked the favor into his arm

Case Study : Ritz Carlton Hotel
Colin Redhead
Professor Debisingh
HP 101–04
10/21/14
The Ritz–Carlton, Westchester
The Ritz–Carlton legacy began with the celebrated hotelier Cesar Ritz, known as the "king of
hoteliers and hotelier to kings." His philosophy of service and innovations redefined the luxury hotel
experience in Europe through his management of The Ritz Paris and The Carlton in London. Cesar
Ritz passed away in February, 1918, and his wife Marie continued expanding hotels bearing his
name. The Ritz–Carlton Investing Company was established by Albert Keller who bought and
franchised the name in the United States. In the early 1900s, several hotels were known as The Ritz–
Carlton. However, by 1940 none of the hotels were operating except The Ritz–Carlton, Boston. The
standards of service, dining and facilities of this Boston landmark served as a benchmark for all
future Ritz–Carlton hotels and resorts worldwide. The Ritz–Carlton, Boston revolutionized
hospitality in America by creating luxury in a hotel setting.
In 1983, The Ritz–Carlton Hotel Company, LLC was formed, and the company began to expand,
adding new properties across the United States. By the end of 1992, The Ritz–Carlton had expanded
to 23 luxury hotels, earning its first Malcolm Baldridge National Quality Award. In 1998, the
success of The Ritz–Carlton Hotel Company had attracted the attention of the hospitality industry,
and the brand was purchased by Marriott International. The Ritz–Carlton Hotel Company is an
independently

The Impact Of Service Excellence: Ritz-Carlton And Hilton...
"Excellence is doing ordinary things, extraordinary well" (John W. Gardner)
The above quote provides that achieving excellence is giving 100% effort into each and every single
practice and routine that company performs.
This report analyses best practices implemented in world's largest hospitality brands: Ritz–Carlton
and Hilton Worldwide and how service excellence is achieved by them. It is divided into two main
parts:
(1) The first part identifies and describes the good practices conducted by the hotels and how such
strategies assist with achieving service excellence.
(2) The second part of this report lists bad practices, which are observed in hospitality industry and
how these impact of service excellence of the enterprise.
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.
1. Introduction
Any organisation requires continuous monitoring and examining the ... Show more content on
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This argument suggests that there is direct correlation between employee happiness and guest
satisfaction and engagement. These are good practices, which build and maintain service excellence
in the enterprise. The reputation is built on this kind of service commitment and employer's
monitoring of customer satisfaction can further contribute to that objective's achievement. However,
if such practices are not carefully re–visited, analysed and improved when needed, the repercussions
are significant – from customer dissatisfaction to loss of reputation and profits. These are certainly,
undesirable consequences, which no one is willing to face in their

Carlton Room Divider
At the Art Institute of Chicago, there is a postmodern design show called the "Design Episodes:
Form, Style, and Language". There were three exhibits in one room included in this show. On one
side of the room there was an exhibit that featured works and materials about graphic design.
Another side of the room was an exhibit was about the evolution of the 'modern' chair, and the last
side of the room was about an architectural design exhibit. I chose to write about the architectural
design exhibit for this exhibit review. This particular exhibit features seventeen works done by the
radical Italian group called 'Memphis' and the architectural firm Coop Himmelblau. It features
works of postmodern furniture, ceramics, and glass and metal objects. ... Show more content on
Helpwriting.net ...
It is manufactured by Ing. C. Olivetti and C. S.P.A. This piece is made from ABS plastic and other
materials. The portable typewriter is bright red with the word 'valentine' carved in the front of it.
This piece has a pop art feel to it with its bright red lipstick type of color and two yellow buttons on
the ribbon spools. The Valentine Portable Typewriter is more than the function of being a plain
typewriter used in an office. It has a playful and younger feel to it with its bright red color. It was
made, Ettore said, "for the use any place except in an office, so as not to remind anyone of
monotonous working hours, but rather to keep amateur poets company on quiet Sundays in the
countryside or to provide a highly colored object on a table in a studio apartment. An anti–machine,
built around the commonest mass–produced mechanism, the works inside any typewriter, it may
also seem to be an unpretentious toy" (Hiesinger). This typewriter should be appreciated less for its
function and more for its

vs
Table of Contents 1.1 Introduction 2 1.2 Issue Identification 3 1.3 Solution 4 1.3.1.1 Reduced Price
4 1.3.1.2 Increasing Price 5 1.4 Solution 6 1.5 Execution to the Solution 6 1.5.1 Processes 7 1.5.1.1
Cost Implication of extended training period (14 days) 7 1.5.2 Reallocated Budget 7 1.6 Conclusion
9
1.1 Introduction
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 ... Show more content on Helpwriting.net ...
Thus, statistically higher occupancy percentage which the Ritz enjoys does not hold much
importance and is irrelevant in the long run.
However, when the researcher applied the quantitative technique to check the confidence interval for
ADR of Ritz Carlton at 98% interval it resulted in an upper limit of US$207 which raises the bar
US$40 when compared to Four Seasons figures for the last 3 years. Since the occupancy is same for
both the hotels, market potential reveals that there is great scope to improve the revenues as it is
done by Four Seasons. Higher occupancy is achieved due to demand in the market. Thus, reducing
cost would only lead to reduction in prices which seems to be unviable option. 1.4.2.2 Increasing
Price
The researcher opines that by increasing prices a rise in the ADR can be achieved since it is a sum
total of room revenue multiplied by occupancy %. However, while the prices are increased the
existing guest may be resistance to pay the increased price with the same facilities provided by the
hotel.
Another potential issue with choosing this alternative of increasing prices would be the percentage
by which the price rises are raised for the product. Having used the quantitative techniques on the
ADR of Ritz Carlton found that a 9% increase in the ADR was considerably alike to present average
of the ADR. This means that an increase

Benedict Cumberbatch Personality
Benedict Cumberbatch is one of the most successful actors out there at the moment. He has been in
multiple Oscar nominated movies and nominated for over 80 awards. In his short time in his acting
career, not only has he impressed everybody with his talent but he has also run many charities to
help inspire young minds and give them hope for a better future. At the same time Cumberbatch has
been known for racism, ableism, and sexism which is lead to some mixed feelings.
Benedict Cumberbatch was born into a rich family, both his parents Wanda Ventham and Timothy
Carlton being known as famous British actors. Cumberbatch was born on July 19th, 1967 in
London, England. Although born into a family of actors, Cumberbatch's parents decided to keep ...
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Cumberbatch has had his moments where because he came from a rich family, he tended to look
down on others. Cumberbatch commented about the 2011 London riots in a interview and the point
that came across was because they are poor, they don't have a right to speak up. Cumberbatch also
complained that his character on 'Sherlock' was too girly and he felt like it was wrong and unmanly
to have curly hair on a show with mostly all males. Benedict had used the term 'coloured' while
talking about black people which caused a huge storm on twitter, Cumberbatch later went on a live
interview and apologized for not only his actions, but his grandfathers as well as people were
bringing back his grandfathers past with slaves. Cumberbatch also misgendered a recent
transgender, Chelsea Manning during an interview and compared Frankenstein's worldwide known
monster to people with autism. In an interview with Ellen, Cumberbatch revealed that his fan base
calls themselves 'cumberbitches' and Benedict thought that the fans were shaming themselves in
feminism and did nothing about it but talk badly about their choice of name.
http://www.theguardian.com/tv–and–radio/2011/sep/04/benedict–cumberbatch–ford–madox–ford
http://green–street–politics.tumblr.com/post/26273496217/tw–ableism–lots–of–ableism–benedict

Ritz-Carlton Case Study
3rd Assignment – Ritz–Carlton Hotel Company
How does The Ritz–Carlton create "Ladies and Gentlemen" in only 7 days? The seven days
countdown was a result of the evolution and refinement of the hotel opening process, which became
more solidified in the late 1980s to early 1990s when hotel chain was opening many new properties.
The first two days were devoted to orienting employees to The Ritz–Carlton culture and values,
while remaining five days involved more specific skills training and trial runs of service delivery. To
ensure that employees are get aligned with organization mission and core values, trainers from 23
nationalities who are all considered the "best of the best" in their role within the organization. These
trainers ... Show more content on Helpwriting.net ...
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?
As I summarized at the first question, The seven day countdown was a well–defined hotel opening
process, aimed at aligning the employee with the vision and mission of the organization. But I think
McBride should lengthen the seven day countdown by following reasons.
First of all, nowadays, customers' requirements are changing very rapidly and diversified much. So I
think extending the seven day countdown means investing in long standing excellence in areas such
as employee orientation and customer oriented training resulting in increased customer engagement
and satisfaction. By lengthening training session, The Ritz–Carlton hotel can meet with customers'
requirements with flawless services.
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

Ritz Carlton Environment Analysis
Environment analysis
The Ritz Carlton Hotel will inevitably have a negative impact on the environment due to its large
size, hence the considerable pollution and the waste which would be produced during its
construction and operation. Green–house gas is a pollutant that being continually produced
throughout the entire life–cycle of the hotel. Initially, transportation of construction material and
construction are both carbon dioxide high–emitting activities. During the operation, the tourism
being brought about will also contribute to the green–house emissions significantly. However, on
some level, the extensive area of vegetation covered nearby could compensate for the green–house
gas being emitted.
Effluent is a typical waste that would be generated. It increases the chance of contamination to the
waters around the RCH, more specifically, the Parramatta River. The effect of effluent becomes
even more profound when the Parramatta River has not reached a swimmable level of cleanliness.
Habit destruction may occur after the completion of the RCH, where the booming development of
this "second CBD" may cause anthropogenic ecosystem change. For example, effluent emitted by
the RCH which ends up in the river could taint the water with chemical and microbial substances,
resulting in the decrease of aquatic life.
There would be a certain amount of levy to be paid regarding to the waste being generated, in terms
of the green–house gas and the landfill. In complying with the laws

Ritz Carlton
In 1983, President and COO, Horst Schulze, decided upon a strategy to manage the Ritz Carlton in
order to compete on quality. The strategy affected the entire organization, with significant
differences in:
· Defining traits of all company products defined in the company Credo
· Translating the Credo into basic standards to clarify the responsibilities for employees
· Personally train employees the new Ritz–Carlton Credo and basic standards (the Gold Standards)
· Aggressively instilling a passion for excellence
Five years later, Schulze began using the Malcolm Baldridge National Quality Award criteria to
develop a system of business excellence. This system used the Deming Wheel in order to achieve
optimum performance levels ... Show more content on Helpwriting.net ...
Much of this information requires analysis and special studies.
"Do" – Specific actions taken by the Ritz–Carlton Sales and Marketing Leaders to organize
research conclusions include:
· The Six P 's concept, which creates a vision of well–being from the purchase of Ritz–Carlton
"products": Problem, Product, Promises, Personal Advantage, Positioning, and Price/Value.
· Operation of the CLASS database which keep track of all 800,000 customers and their preferences
· A complaint resolution process
· Standard performance measurements that are both forward–looking and reaction based
"Check" – The effectiveness of their Customer and Market Focus is evaluated through daily,
monthly, and annual reviews.
"Act" – The daily and monthly reviews identify performance gaps to be corrected. The extensive
Macro–Environment Analysis confirms or creates changes in marketing strategy, objectives, and
plans.
Criteria 4: Information and Analysis
"Plan" – Two types of measurements are used at the Ritz–Carlton: organizational measurements for
upper managers, and operational measurements for planning, assessing and improving daily
operations. Three types of comparative data result from the measurements: comparisons of the
industry and biggest competitors, benchmarks outside the hotel industry, and benchmarks inside the
company.
"Do" – Specific actions taken by Senior Leaders to deploy the information and analysis results are

What Is The Five Forces Of The Ritz Carlton Hotel Industry
The Ritz–Carlton, Millenia Singapore
1. Introduction
The Ritz–Carlton Hotel Company is one of the renowned premier hotel management companies in
the world today. Their goal of providing world–class service to its guests is rooted in tradition,
which began with Cesar Ritz, the "king of hoteliers and hotelier to kings" in the early 1900s in
Europe. (The Ritz–Carlton) His vision of excellent personalized service and innovations gave new
light to the luxury hotel experience in Europe via his management of The Ritz Paris and the Carlton
Hotel in London. Cesar Ritz passed away in 1918, leaving his wife Marie to pursue further
expansion of the hotels in his name.
By 1983, when the Atlanta–based Johnson Company bought the North American rights ... Show
Thereafter, briefly describe and apply each of the five elements in this model.
2.2.1 Threat of New Entrants
New companies entering the marketplace present a significant competitive pressure mainly because
they can threaten the market share of existing companies. Unless the demand of a good or service is
increasing, additional production capacity would only result in lesser revenue for competing firms.
The luxury hotel industry on a global basis shares the characteristics of high capital requirements
and a high proportion of fixed costs to total cost. In addition to physical facilities, a substantial
amount of financial resources is required for construction, furnishing, pre–operational expenses and
marketing activities.
It is of good marketing advantage that The Ritz–Carlton belong to a "chain of hotels" to benefit from
brand image or loyalty. The stronger the attachment of buyers to established brands, the harder it is
for a newcomer to break into the marketplace. (John E. Gamble, 2011) Furthermore, the limited
availability of geographical land and hence, suitable locations for a hotel project in Singapore poses
a challenge to new entrants. In conclusion, The Ritz–Carlton faces a rather low threat of new

Lack Of Employee Motivation Due Improper Leadership
Final Project Proposal: Lack of Employee Motivation Due to Improper Leadership
Chastity Couvertier
American Public University
Final Project Proposal: Lack of Employee Motivation Due to Improper Leadership
Dorado Beach, a Ritz Carlton Reserve located in Dorado, Puerto Rico is the second Ritz–Carlton
brand reserve resort of the Ritz–Carlton hotel and resort chain, the first reserve resort is located on
Phulay Bay, Thailand another nation with a tropical climate similar to Puerto Rico. The Ritz–Carlton
brand's reputation is to provide the utmost quality service towards their guests. However, since they
opened their doors in 2012 the service has not been on a par to other Ritz–Carlton hotels nor with
the other reserve location based over in Thailand. There is continuous training in regards of the
companies Gold Standards throughout the year, which, is to reinforce a positive organizational
culture at the resort property. These Gold Standards, in which, are the instruments that are provided
to the employees and are used to deliver exceptional service to our guests.
The resort provides an excellent service and the facilities are one of a kind but, there is a vast
amount of employees are not following the company Gold Standards and are unmotivated
employees due to various reasons. The elemental and primordial reason due to the lack of
motivation is due to the poor and improper leadership from the managers of the resort. Improper
leadership leads towards a lack of quality

Ritz-Carlton Case Study
3rd Assignment – Ritz–Carlton Hotel Company How does The Ritz–Carlton create "Ladies and
Gentlemen" in only 7 days? The seven days countdown was a result of the evolution and refinement
of the hotel opening process, which became more solidified in the late 1980s to early 1990s when
hotel chain was opening many new properties. The first two days were devoted to orienting
employees to The Ritz–Carlton culture and values, while remaining five days involved more
specific skills training and trial runs of service delivery. To ensure that employees are get aligned
with organization mission and core values, trainers from 23 nationalities who are all considered the
"best of the best" in their role within the organization. These trainers are ... Show more content on
Helpwriting.net ...
The company must realize that as it is in a service industry, the quality of its end product was only
as good as the people providing it. Therefore it take care to see that it not only recruited the right
employees to a job, but also provided them with the necessary inputs to enable them to provide
exceptional service for customers. Lastly, as I answered in second question, he should lengthen the
process. The world and the service industry are becoming more dynamic, so the company needs
more specialized and more skillful employees for maintaining their pacesetting

Case Study : Ritz Carlton Hotel
EXECUTIVE SUMMARY
In the year 2000, The Ritz–Carlton Hotel Company paired with luxury real estate developer
Millennium Partners to build a $225 million hospitality complex in the heart of Washington DC.
This 300–room hotel was set to be the first out of a six–hotel deal between these two companies.
The structure of the deal was that Millennium Partners would be the owners of the properties and
The Ritz–Carlton would manage them. 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 a group,
we decided that the concerns of the Millennium Partners were valid. However, the successful track
record of the Ritz–Carlton Hotel Company was undeniable. The seven–day process or seven–day
countdown is a key element in the implementation of values of the company to the new employees.
The philosophy has

Since 1898, Ritz–Carlton relied on the vision of services that are personalized and would satisfy the
most discerning guest. In the beginning, a New York based real estate company named Millennium
Partners decided to do business in the hotel industry. They believed that in order to sell residential
properties, you must be the best at service. The best way to convince people that they're going to
have a great time is to have great services and that is how the idea of luxury hotels came about.
Millennium Partners joined forced with Ritz– Carlton and Four Seasons because they were clearly
the best of hotel operators.
Ritz–Carlton is known for their excellent service and that is why guest ... Show more content on
Helpwriting.net ...
During the last three days of the Seven Day Countdown, employees get technical training from the
department they will be working for. On these days, they learn the details that are involved in
performing their jobs to the standards by the hotel and everyone is excepted to work under the
production processes. The employees get to take their newly learned skills to the test and get dressed
in full uniform to serve real customers. Members of the committee observe every trial fun, from the
housekeepers to the restaurant and look for any flaws in their services.
For the first month of operating a new hotel, their occupancy is only 50% because it allows them to
reduce the number of tables the waiters have to serve and the number of rooms the housekeepers
must clean. They do this so that the new employees do their job perfectly and their productivity will
increase as they get more and more comfortable with their job. It also allows them to offset minor
turnovers that they might experience after opening.
The Seven Day Countdown process is said to be the worldwide best practice of the company but I
think that it's to short of a time frame for an employee to learn everything and master all the aspects
of becoming a world renounced Ritz–Carlton employee. The first thing I would change is training
with mock customers. During the last few days of the training, they are trained with real customers.
I don't that is safe

The Carlton Family Analysis
The Carlton family is your average, everyday family. Carl and Carla Carlton live in Topeka, Kansas
with their four–year–old daughter, Carly. Carly isn't exactly your ordinary child. She is just a little
rambunctious. This makes everyday tasks a little more difficult.
It's Thanksgiving morning, and Carla needs to prepare for their dinner. Since Carly is so boisterous,
Carl is sent out unattended to pick up the perfect pumpkin for a perfect pumpkin pie.
As he's driving to the Topeka pumpkin patch, he sees a really cheap pumpkin vendor on the side of
the road. He thinks a dollar for a pumpkin is a steal! He drives home satisfied with his purchase.
When Carl arrives home, Carla is ready to make her pumpkin pie. Carla is fulfilled with her
husband's ... Show more content on Helpwriting.net ...
Carla attempts to cut into the pumpkin. As she lowers the knife, the brighter it glows. Her blade
draws closer and closer to the edge of the pumpkin. Her heart is racing as the pumpkin begins to
rattle and shake. The light so intense, it begins to blind her sight.
BOOM!
Carly broke a vase.
Carla takes a deep breath and places the knife on the table. She sweeps the sharp, ceramic shards off
of the floor. Carly, driven towards the luminescent pumpkin, skips over to it and takes a bite out of
the side. Carla doesn't seem to notice Carly is near the pumpkin. Carly rushes to her mother's side,
and apologizes for the mess she made. Carla doesn't think a thing of it until she notices Carly has a
sinister gleam to her eyes. Carla accepts the apology, and decides to ignore Carly's facial expression.
Carly offers help, and Carla accepts.
They return to the table. Carla doesn't know what to do. Her pumpkin pie is everyone's favorite
dessert at Thanksgiving dinner. She decides to cut it open, no matter the consequences. She picks up
the blade once again, and Carly does the same. Carla draws near the pumpkin, while the light and
rattling comes into place. As Carla penetrates the pumpkin, she feels the same in her left side. She
looks down at Carly, and realizes she should've listened to her

Ritz Carlton Mission Statement
The Ritz Carlton's mission statement is: "The Ritz Carlton Hotel is a place where the genuine care
and comfort of our guests is our highest mission. We pledge to provide the finest personal service
and facilities for our guests who will always enjoy a warm, relaxed yet refined ambiance. The Ritz
Carlton experience enlivens the senses, instills well–being, and fulfills even the unexpressed wishes
and needs of our guests" (Application Summary, 1999). Regardless of location, objectives goals and
standards remain the same throughout the company. No matter where you travel people are expected
to have their basic needs met and then some. They are expected to be treated with respect by the
employees and vice versa.
Michelli's first objective examined is "define and refine". In short, this basically means to treat other
the way you want to be treated, with dignity and respect. Everyone who works for the Ritz Carlton
is supposed to follow the saying, "We are ladies and gentlemen serving ladies and gentlemen"
(Moore, 2010). People who work at the Ritz Carlton set the standard for better–quality service make
adjustments along the way if need be. The same thing is in the back of every employees mind;
excellence.
"Empower through trust" is the next objective that is examined by Michelli. At the Ritz Carlton,
trust is a concept that is not only published in the management objectives, but is lived out through
each and everyone that walks through the doors of the hotel. Patrons must trust

Carlton Pearson Essay
Oh, How Great the Fall of Carlton Pearson
In the 1990s, Carlton Pearson was pastor of one of the largest churches in the nation. He regularly
drew 6,000 people a week to his services at Higher Dimensions Family Church in Tulsa, Oklahoma.
In 1993, he married life coach Gina Pearson. Through the rest of the 90s, he had one of the most–
watched shows on TBN, filled stadiums with his evangelical conferences, and was ordained a
bishop. His Azusa conferences alone would draw upwards of 50,000 people each year. Then he
decided his beliefs were all wrong, and, by 2002, the Oral Roberts University trained preacher
changed those beliefs to accept the doctrine of inclusion. The doctrine basically says that there is no
satan or hell and God loves everybody regardless of their sin or lifestyle. As he continued to preach
this doctrine, he was soon branded a heretic by his church peers including the other bishops in the
Church of God in Christ (COGIC) and Joint College of African American Pentecostal Bishops. By
2005, his church had less than 20 percent of its membership and by 2006 his building was
foreclosed upon.
In a recent Facebook post, Pearson said, "I am not gay, but wouldn't apologize nor be ashamed if I
were. I love my wife dearly and have been married to her for over 20 years. We have scores of
married and single gay friends we love ... Show more content on Helpwriting.net ...
What makes this so shocking is not just that she has stood by him through some pretty insane
situations, but that the two just finished hosting a series on marriage and relationships.
PimpPreacher.com notes that during the series there was no indication that there was anything
wrong with their marriage, stating, "So often we find that the wife of the pastor has to wear a smile
regardless of how she is feeling in the inside or the hell she is enduring behind the

Ritz Carlton Essay
The Ritz–Carlton Hotel Company operates within the upscale & luxury hotel industry. While it
could be argued that Ritz–Carlton operates in the more broad and inclusive lodging industry, they
offer a highly differentiated product and service and therefore find themselves operating in an
exclusive industry alongside very few direct competitors, such as Four Seasons Hotels, HongKong
and Shanghai Hotels, and Starwood Hotels & Resorts. Therefore when analyzing this industry I will
not be including cheap hotels, motels, lodges, or inns, unless to offer potential substitutes to luxury
hotels. In order to assess the attractiveness of the upscale & luxury hotel industry, an analysis of the
general environment surrounding the industry must be ... Show more content on Helpwriting.net ...
At Ritz–Carlton, electronic databases are used to track guest's preferences and tastes enabling them
to provide express check–in for their regular guests. Legal and political conditions, such as war or
political strife between countries, limit international travel which can have a detrimental impact on
international locations. In addition to these extreme circumstances, legal restrictions, such as zoning
restrictions, may force Ritz to limit the height or size of their hotels in certain regions. Specific
international events, such as the current economic recession, have had major impacts on the demand
for luxury accommodations. Lastly demographics play a role in site location for a luxury hotel. The
population surrounding a hotel can often dictate the type and amount of clientele the hotel will
receive. (Exhibit 1)
Having just analyzed the general environment surrounding the upscale and luxury hotel industry, the
next step in determining whether such an industry is attractive or not is to conduct an in depth
external analysis of the threats and opportunities facing the industry. Thanks to the help of Michael
Porter and his Five Forces Model, this analysis is not nearly as difficult or as time consuming as it
may seem. According to Porter, there are five forces which determine the competitive intensity and
therefore attractiveness of a market. These forces include the threat of entry, the threat of rivalry, the
threat of substitutes, the threat of buyers,

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