Four Seasons

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Four Seasons

  1. 1. The first Four Seasons Motor Hotel on Jarvis Street in Toronto which opened in 1961.
  2. 2. 58 HOTELS 28 COUNTRIES ONE PHILOSOPHY
  3. 3. FOUR SEASONS TEAM EMPLOYER OF CHOICE ! Sixth consecutive year on Fortune’s list of 100 best companies to work for in America.
  4. 4. Trust and Profit • Empirical connection has been shown between “trust” and profitability (Harvard Business Review –9/2002) • Where employees believed their managers followed through on promises and demonstrated the values they preached, hotels were substantially more profitable……. • A one eighth point (on a five point scale) improvement in a hotel’s score translated into a 2.5% increase in profitability as a percentage of revenue…….
  5. 5. Foundations of Trust in the Workplace • Clear, consistent business strategy • Credible, consistent values • Committed management • Coherent systems (Seven S model) • Convergence between claims and actions • Communication • “FACTA NON VERBA”
  6. 6. Clear, Consistent Strategy
  7. 7. FOUR STRATEGIC DECISIONS 1. Focus on Single Segment – to manage only medium size hotels of exceptional quality, designed and operated to be the best hotel in each location.
  8. 8. FOUR STRATEGIC DECISIONS 2. Focus on Service – A redefinition of luxury – Highly intuitive, personalized and comprehensive service – Customer-employee contact became the most meaningful working relationship
  9. 9. FOUR STRATEGIC DECISIONS 3. Cultural Foundation – Instilled a set of Core Values – Mission Statement based on the Golden Rule – Value system enforced without exception, beginning at the top
  10. 10. FOUR STRATEGIC DECISIONS 4. From Hotel Ownership to Management Services – Redeployment of assets – Investment in management expertise – selection, training and motivation – Brand reputation more valuable than bricks-and-mortar
  11. 11. The first Four Seasons Motor Hotel on Jarvis Street in Toronto which opened in 1961.
  12. 12. Adding Locations 100 82 80 71 60 60 50 45 40 37 22 20 0 1989 1996 1999 2000 2002 2004 2006
  13. 13. Unit Growth - Worldwide 58 Existing (43 hotels; 15 resorts) 20 Planned (12 hotels; 8 resorts)
  14. 14. Geography - 1996 1 North America 4 Asia Europe Latin merica 11 21
  15. 15. Geography - 2004 North America Asia 6 Europe 10 Middle East Latin America 34 13 16
  16. 16. Adding People 40000 37000 35000 32000 30000 26800 25000 23000 21000 20000 15000 ` 10000 9000 5000 0 1989 1996 1998 2000 2002 2004
  17. 17. OUR FUNDAMENTAL BELIEFS “Ours is a strategy for growth that is based on our fundamental beliefs: that quality has inherent value; that sound business is rooted in trustworthiness; and that most people, when treated fairly, respond in kind” Isadore Sharp, Chairman, Founder & CEO
  18. 18. Credible, Consistent Values
  19. 19. Issy Sharp showing his “hands on” style of management on the construction site of the Four Seasons Motor Hotel
  20. 20. Our Goals, Our Beliefs, Our Principles Who we are We have chosen to specialize within the hospitality industry, by offering only experiences of exceptional quality. Our objective is to be recognized as the company that manages the finest hotels, resorts and residence clubs wherever we choose to locate.
  21. 21. Our Goals, Our Beliefs, Our Principles What we believe Our greatest asset, and the key to our success, is our people. We believe that each of us needs a sense of dignity, pride and satisfaction in what we do. Because satisfying our guests depends on the united efforts of many, we are most effective when we work together cooperatively, respecting each other’s contribution and importance.
  22. 22. Our Goals, Our Beliefs, Our Principles How we behave We demonstrate our beliefs most meaningfully in the way we treat each other and by the example we set for one another. In all our interactions with our guests, customers, business associates and colleagues, we seek to deal with others as we would have them deal with us.
  23. 23. Our Goals, Our Beliefs, Our Principles How we succeed We succeed when every decision is based on a clear understanding of and belief in what we do and when we couple this conviction with sound financial planning. We expect to achieve a fair and reasonable profit to ensure the prosperity of the Company and so offer long term benefits to our employees, our customers, our business partners and our shareholders.
  24. 24. THE GOLDEN RULE !A universal ethic transferable to any culture !A lasting competitive advantage
  25. 25. Committed Management
  26. 26. DEFINITION OF COMMITMENT Commitment . . . “being obligated, or emotionally impelled”
  27. 27. OPERATING PHILOSOPHY !Strict adherence to operating philosophy is the key to the Company’s success Our culture drives everything we do
  28. 28. FOUR SEASONS TEAM • Average length of service • Corporate Executive Team - 22 years • General Managers - 17 years • Loyalty, commitment and experience of long term staff is key to our success • Leadership group with considerable experience • Promotion from within
  29. 29. Coherent Systems
  30. 30. We are in the “Service” Business • “Service” is What our people do and How they do it when interacting with others (clients and fellow employees) • “What” and “How” are definable Human Behaviors • Based on Attitude, Knowledge and Skill
  31. 31. EXCEPTIONAL SERVICE • Friendly, attentive, around the clock support • Above and beyond the call of duty • Consistent service delivered everyday, around the world, year after year……..
  32. 32. Building People Power RECRUITMENT PROMOTION/ SELECTION TRANSFER DEVELOPMENT ORIENTATION & SUCCESSION REWARDS & TRAINING RECOGNITION PERFORMANCE MANAGEMENT
  33. 33. Selection • Align with strategy • “Attitude” comes first • Define required key competencies • 4 Stage Interview process • “Behavioral Interviewing"- Based on defined competencies
  34. 34. Training • Align with strategy • On-Line (Standards)Program • Designated Trainers • Customer service skills • Emphasis on "Culture” throughout • Coordinated efforts
  35. 35. Performance Management • Align with strategy • Identify key "Competencies" • "Good At" - not simply "Good Person” • Assessment starts early and never ends • Provide actionable feedback • Do it in time to make a difference • Potential assessment • Goals/processes/measures • Do it in time to make a difference
  36. 36. Development • Align with strategy • Succession Planning • "Next Step" • Task Force Work • Planned Global Exposure • Multi-Ethnic Talent
  37. 37. Some key system components • Goals, beliefs etc (Mission and Values Statement) • Operating Standards • Quality and depth of management • Behavior based interviewing • Orientation process/materials (consistent; multi- lingual) • EmPact (employee handbook as a contract) • On-Line (Standards) training • Designated Trainer role • Employee Opinion Surveys • Management Opinion Surveys
  38. 38. Some key system components • Integration with performance management • Integration with career management • Integration with incentive plans & goals • Regular visits from/contact with Senior Management • Open Door (inbound and outbound) • Service Quality External Audits (against standards) • Rapid response teams (glitch & crunch) • Personal response to complaints within 24 hours
  39. 39. Convergence between claims and actions
  40. 40. TODAY’S CHALLENGES
  41. 41. “Even as some hard-hit luxury hotel chains are cutting service during the recession, Four Seasons stands out for the quality of its staff and the exceptional lengths it goes to in the name of Service” Worth Magazine – August, 2002
  42. 42. What People hear (the Claims) • Pre-employment positioning/advertising • Orientation program content (usually in “pep” form) • Pre-prepared, professional and upbeat information • Positive opinions and experiences of fellow employees • The basis of Hope and Expectation
  43. 43. What people see (the Actions) • Who gets to join • Who gets to stay • Who gets to do the training • Who gets promoted • Who is chosen to lead key initiatives • Who gets off with what • Who is required to leave and why • What happens in tough times • These make clear "What we stand for” • The basis of effectiveness, culture and Trust
  44. 44. Communication
  45. 45. Orientation • Align with strategy • Adequate lead time • Emphasis on Attitude, Service, Teamwork • Consistent global approach • Multi-lingual "Culture" Film • Heavy management involvement & "buy-in” • Re-orientation as needed
  46. 46. SERVICE CULTURE • Cycle of challenge, teamwork, accomplishment • Rewards and celebrations • Commitment to excellence
  47. 47. Employee Opinion Survey – Trust Questions • I have confidence and trust in my Supervisor • Management gives me reliable and adequate information about the Company • When Management in my hotel tells me something, I believe it
  48. 48. Performance Review - Trust Dimension • Achieves the confidence and trust of superiors, peers and employees. • Earns a reputation for fairness and approachability.
  49. 49. Foundations of Trust in the Workplace • Clear, consistent business strategy • Credible, consistent values • Committed management • Coherent systems (Seven S model) • Convergence between claims and actions • Communication
  50. 50. The Tests of our Success • How do our Employees feel? • How do our Customers feel? • How do our Business Partners feel? • How do our Competitors feel?
  51. 51. FOUR SEASONS TEAM EMPLOYER OF CHOICE ! Sixth consecutive year on Fortune’s list of 100 best companies to work for in America.

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