Four Seasons is a globally renowned hotel company recognized for its luxurious diversity, and emphasis on customized service. The company has 270 core worldwide operating standards that are congruent across all properties. However, along with their globally uniform standards, they do an excellent job of integrating the local culture into each property. For example, a guest will always receive a message on time, have clean room, and enjoy a great meal. But an Italian concierge has his own style and flair, while in Turkey or Egypt, the guest will experience different hospitality.
Moreover, the Four Seasons philosophy is built around "The Golden Rule," which stipulates that one should treat others as one would wish to be treated. The founder and CEO Isadore Sharp states, "The Golden Rule is the key to the
...success of the firm. " All of these aspects that have garnered the company's success were integral in entering the French/Paris market. I strongly support the strategy used by Four Seasons in taking over the luxurious F. S. George V 'palace' hotel in Paris, France. There were many obstacles present when entering this market, but the company made innovative leaps and bounds to overcome said obstacles.
The initial challenge was to preserve the soul of the legendary, almost mythical George V Hotel while rebuilding it for contemporary travelers. This was very important because it was essential for them to maintain the French essence and honor of the immaculate property. For example the interior designer, Pierre-Yves Rochon, noted, "I would like guests rediscovering the hotel to think that I had not changed a thing - and, at the same time
to notice how much better they feel within its walls. Also, because the designer was French, Barbara Talbott said this decision, "signaled to the French that we understood what they meant by luxury. "
This was a great move on their part because it showed the cultural integrity that Four Seasons was striving to maintain at the George V. Furthermore, by entering the French market, managers were now becoming French employers, which requires a thorough understanding of French labor laws, business culture, and national idiosyncrasies. Fortunately, Four Seasons was very aware of restrictions, terminations processes, and the 35 hour work weeks.
These were all aspects of the operation that were much different from what the company was generally used to, but carried a positive outlook in embracing these policies. However, their Canadian roots, which have attributes of a welfare state, made it easier for them to deal with such a context. Also, the decision to appoint Didier Le Calvez as the general manager of the revamped George V was a great way to take advantage of the cultural change. He was described as demanding and "Franco-Francais," an expression describing someone as "unequivocally French.
Additionally, Le Calvez brought extensive Four Seasons and North American experience. The diversity of his experience and attributes made hime an excellent fit to help tiptoe into the market. The proper choice of senior leadership is absolutely critical to success. Le Calvez embodied the hotel's culture and was fully aware of Four Seasons values and operational goals. Therefore, he was capable of sensitively implementing the Four Seasons ideals, which may have been completely foreign to the French employees.
justify">He expressed patience and tolerance throughout the opening, and managed valiantly through this period of major change. In order to help Le Calvez and his team "Four Seasonize" the current Gearge V staff and ensure a smooth opening, the company assigned a 35-person task force, as it did for every new property. Composed of Four Seasons managers and staff, the task force, reflected the operating needs of the property. The assistance of the task force, a true human resource, made it easier to instill the Four Seasons standards into all of the employees, as well as expose potential new managers and general manager.
In a diversion from Four Seasons practice, they hired a non-Four Seasons executive chef. The F. S. George V assistant food and beverage director noted, "in France, having a serious chef and serious food is important. You cannot be a palace hotel without that. " Hiring Philippe Legendre, from world-renowned Parisian restaurant Taillevent, showed how important it was to Four Seasons to have the caliber of food that was expected in France. However, the challenges lied in training Legendre to operate under Four Seasons standards, which meant the guest always comes first.
The cultural differences required tremendous patience on the part of the restaurant, guests, and management, but Four Seasons did an excellent job in dealing with problematic situations. Being able to overcome these culinary obstacles revealed Legendre's character, as well as exemplary management by Four Seasons. Overall, I thought that Four Seasons executed every aspect of entering the French market. They succeeded in breaking the French's negative connotation of all Americans. Le Calvez and his team made the employees
realize how passionate they were about personal service, cultural integrity, singularity, and luxury.
These are all characteristics that Four Seasons consistently embraces, along with their globally uniform standards, and are necessary for success. However, French employees are unfamiliar with many of these standards, thus, Le Calvez was gentle, yet persistent, in educating the George V staff on how to be a Four Seasons employee. Four Seasons did a great job hiring and recruiting, as well, by extensive interviews and truly looking deep inside the applicant. The most critical attribute of a candidate was attitude. You can train for skills, but without the right attitude, they cannot adapt.
Last, the implementation of "The Golden Rule" was a great way to show the employees that Four Seasons means what they say, and sincerely care for the well being of their employees. Managers believed that the effect of the company's human resource practices was reflected in customer satisfaction. Therefore, by successfully communicating the company values to each employee and motivating them to perform at the highest level will essentially bring joy to the guest, and create a positive experience that will be tenaciously fixed in their minds and hearts, forever.
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