Uploaded byBeyond Philosophy
Werner presentation
The document summarizes the brand and strategy of Mandarin Oriental Hotel Group. It discusses that the brand is defined by luxury, amazing locations, and excellent service. It emphasizes that culture drives employee behavior, which drives the brand. The strategy is to create engaged employees through a colleague engagement program focused on quality experiences for employees mirroring what guests receive. This is intended to result in profitable growth through loyal customers and employees.
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Werner presentation
- 1. Mandarin Oriental Hyde Park,London welcomes
- 2. Presentation Contents: The Brandof Mandarin Oriental Hotel Group What is Colleague Engagement? The Benefits of Engagement What is Our Brand Promise To Our Guests? What is Our Brand Promise To Our Colleagues? The Strategy For Success!
- 3. A Moment ofDelight.....
- 4. What Are We SayingAbout Our Brand? • Oriental • International • Luxury • Amazing locations • Exquisite • Deluxe • Elegant • Friendly • Chic • Seamless • Attentive • Natural
- 5. How do weAchieve this Brand Recognition? Great Service!
- 6. “Superb service isthe indispensible ingredient of successful luxury brands.” Robert Reppa and Evan Hirsh: The Luxury Touch
- 7. “Culture Drives Behaviour and BehaviourDrives the Brand!!!”
- 8. “If you havethe right people on the bus, they will be self motivated. The real question then becomes: How do you manage in such a way as not to de-motivate people.” Jim Collins: Good To Great
- 9. “How do youhave such great people working in your hotels?” Alan Jones: CEO Jardine Motors
- 10. Recruitment “Whether someone isthe “right” person has more to do with character traits and innate capabilities than with specific knowledge, background or skills.” Jim Collins: Good to Great
- 11. Observable Behaviours Skills &Knowledge Easier to Identify & Measure Competencies: More Difficult to Personal Characteristics Identify & Assess Attitude, Values, Aptitudes, Personality Traits & Motivation
- 12. Recruitment • Interviewing For Success • Screening Tools • E - recruitment • Snap Hire / Profile Ex • Getting The Right People On The Bus....
- 13. What is ColleagueEngagement? “Engaged employees are those who go beyond knowing what the mission is: they believe the mission and understand what is needed to achieve it.” Bill Piersol: Employee Engagement and Power to Give the Edge.
- 14. DRIVERS OF ENGAGEMENT •Leadership • Communication • Performance Management • Benefits • Acknowledgement • Learning & Development • Career Planning • Parties & Activities
- 15. Leadership • Open doorpolicy • Approachability of Senior Management • Adaptable Leadership • Lead by Example / Role Modelling • Developing People
- 16. Communication “Do the processesthat support two way communication drive colleague engagement at Mandarin Oriental Hyde Park?” Keith Edwards: MBA Dissertation Question
- 17. Performance Management • Orientation/ Probation Reviews • Profile / Performance Reviews • Level 8 Performance Reviews • One-to-one Chats
- 18. Benefits • Colleague Relocation •MOstay • Colleague Restaurant • Changing Rooms • Uniform • Health Care • Hours of Work • Salaries
- 19. Acknowledgement • Long ServiceAward • Colleague Awards • Moments of Delight • Birthdays • Cultural Days Reinforcing Behaviour that Supports the Brand
- 20. Learning and Development •Developing an Integrated L & D Architecture • MOve Forward • Accelerated Management Development Programme MBA General • MOve Up Managers & Senior Managers MOve Forward Senior Management • MO MBA Programme Additional Training and Development MOve Up Supervisory/ Development Junior • Additional Programmes e.g. IFS, PFS, PM activities as appropriate at each level Management Development Job Skills training MOve in - Orientation Orientation
- 21. Career Planning • InternalTransfer System • Annual Career Discussions • Hotel Succession Planning • Group Succession Planning • Promotions From Within • Cultural Ambassador Programmes
- 22. Parties & Activities •Colleague Parties and Events • Departmental Events • Hotel Sports Days • Management Retreats • The Power of Shared Experience..... • Hotels Attracted Social People Who Want To Be Entertained!!
- 23. The Benefits ofa Successful Engagement Strategy Absence From Work: 5 fewer days off sick per year Profitability: Increased by 12% Productivity: Increased by 18% Revenue: Increased by 43% Staff Turnover: 87% less likely to leave MacLeod and Clarke (2009): Engaging For Success: Enhancing Performance Through Employee Engagement
- 24. MANDARIN ORIENTAL HYDEPARK Colleague Commitment Survey: 90% 2004 – 52% 80% 70% 2005 – 60% 60% 50% 2006 – 65% 40% 30% 2007 – 64% 20% 10% 0% 2008 – 84% 2004 2005 2006 2007 2008 2009 2009 – 84%
- 25. MANDARIN ORIENTAL HYDEPARK Sunday Times Top 100 Companies to Work For 2007 and 2010
- 26. “The books mayshow that employees represent the largest share of expense. They don’t show that they also earn the largest share of revenue.......If employees are really doing their job, they’re not a cost, they’re an asset, our primary asset.” Isadore Sharp: Four Seasons: The Story of a Business Philosophy
- 27. A Sense OfPlace.....
- 28. What Is OurBrand Promise to Our Guests? Legendary Quality Experience
- 29. MOMENTS OF DELIGHT 1.Telephone to reserve 11. Room Service Waiter/ess x 2 2. Telephone to change or reconfirm 13. Switchboard x 2 3. Airport representation 15. Maitre D’Hotel 4. Limousine driver 17. Waiter x 3 5. Doorman 19. Manager 6. Bellman 20. Concierge 7. Receptionist 21. Cashier 8. Floor Supervisor 22. Bellman 9. Room Attendant 23. Doorman 10. Room Service Order Taker 24. Limousine Driver
- 30. MOMENTS OF DELIGHT 25. Barman x 2 26. Cocktail Waiter/ess x 3 27. Guest Relations Officer 28. Floor Supervisor 29. Room Attendant
- 31. MOMENTS OF DELIGHT 29moments x 190 guests = 5510 per day X 365 days = 2,000,000 Plus others departments: Spa, Banquets, Sales, PR, etc. = 2,400,000 Moments of Delight per year 25 Operating hotels = 600,000,000 Moments of Delight per year = The Brand of Mandarin Oriental Hotel Group!!
- 32. “Culture Drives Behaviour and BehaviourDrives The Brand!!!”
- 33. What is OurBrand Promise To Our Colleagues? Colleague Quality Experiences
- 34. Creating a ColleagueBrand Mapped the Colleague Journey against the Guest Journey Conducted a set of Global Focus Groups Employed Synovate to compile the data Developed a set of Colleague Quality Experiences that were in line with our culture and expectations of colleagues
- 35. Colleague Quality Experiences FirstImpression Orientation Providing a Safe Working Environment Uniform Changing Room Facilities Colleague Dining Room Salary and Benefits Learning and Development Career Development Creating Talent Colleague Feedback Communication Acknowledgement of Performance Care For Colleagues Being Yourself at Work Beyond the Workplace.
- 36. A Strategy ForSuccess James Heskett: The Service Profit Chain: How Leading Companies Link Profit and Growth to Loyalty, Satisfaction and Value
- 37. Colleague Satisfaction The Service Profit Profit Chain Added Value £$ Customer Satisfaction
- 38. CQE’s CQE’s CQE’s CQE’s CQE’s CQE’s CQE’s CQE’s Engaged Colleagues Profit & The Colleague Brand Expansion Added Value Engagement Cycle Brand Loyal Guests LQE’s LQE’s LQE’s LQE’s LQE’s LQE’s LQE’s LQE’s
- 39. CONCLUDING REMARK “The servicessurrounding luxury brands can be viewed not only as an intrinsic part of the product themselves, but an important differentiator of the brand.” Robert Reppa: The Luxury Touch Development Acquisition Retention Mobility The Culture Drives Behaviours which Drive the Brand......
- 40.