Post on 09-Jul-2016
description
Bachir El-KoussaAneez KulangaraAslan TussupzhanovAlbert Chibukhchyan
Living up to your Values
Table of Contents:
- 2 -
Ritz-Carlton’s History…………………. 3
Ritz-Carlton’s Vision and Mission……. 4
The Golden Standards…………………. 5
Ritz-Carlton’s Values…………………... 6
Human Support Systems……...……….. 7
Employee Empowerment……………… 12
The Profession of Service……………… 13
Creating Memorable Experiences…….. 14
Profit Leadership………………………. 15
References………………………………. 16
References
Ritz-Carlton was founded by Cesar Ritz in 1898. In time, the Ritz-Carlton became one of the most
famous hotel brands around the world and now it is a part of the Marriott International Group.
Profit LeadershipCreating Memorable ExperiencesThe Profession of ServiceEmployee Empowerment - 3 -
Founded by
Cesar Ritz
Albert Keller established the
Ritz-Carlton in the US and
franchised the name.
The only operating
hotel was The Ritz-
Carlton, Boston.
The rights for RC North
America was bought by
Johnson Company.
1898 1900 1940 1983 1997
Marriott
International
purchased the
Ritz-Carlton.
2015
The Ritz-Carlton
now operates a 104
hotels in 36
countries.
Human Support SystemsRitz-Carlton’s ValuesThe Golden StandardsRitz-Carlton’s Vision and MissionRitz-Carlton’s History
Ritz-Carlton’s vision is clear and inspirational. The mission statement, however, is vague as it
does not identify the stakeholders and what the organization provides them with.
Vision
“The Ritz-Carlton inspires life’s most
meaningful journeys.”
Mission
“Provide genuine care and exceptional products
and services resulting in profit leadership.”
Clear and Easy to understand.
Inspirational.
Provides Common Direction.
Defines Success.
Defines Stakeholders.
Specific and short.
Value to citizens is given.
Clear Organization purpose.
- 4 -ReferencesProfit LeadershipCreating Memorable ExperiencesThe Profession of ServiceEmployee EmpowermentHuman Support SystemsRitz-Carlton’s ValuesThe Golden StandardsRitz-Carlton’s HistoryRitz-Carlton’s Vision and Mission
Ritz-Carlton’s values are defined in their “Gold Standards”, which consists of: the three steps of
service, the motto, the credo, the employee promise, and the 12 service values.
- 5 -
Three Steps
Of Service
1
A warm and sincere greeting.
Use the guest name, if and
when possible.
2
Anticipation and compliance
with guest needs.
3
Fond Farewell. Give them a
warm good-bye and use their
names, if and when possible.
ReferencesProfit LeadershipCreating Memorable ExperiencesThe Profession of ServiceEmployee EmpowermentHuman Support SystemsRitz-Carlton’s ValuesRitz-Carlton’s HistoryRitz-Carlton’s Vision and MissionThe Golden Standards
The employee
promise
At The Ritz-Carlton, our
Ladies and Gentlemen are the
Most important resource in our
service commitment to our guests.
By applying the principles of
Trust, honesty, respect, integrity
and commitment, we nurture and
maximize talent to the benefit of
each individual and the company.
The Ritz-Carlton fosters a work
Environment where diversity is
valued, quality of life is enhanced,
individual aspirations are fulfilled,
and The Ritz-Carlton Mystique is
strengthened.
Service values1. I build strong relationships and create Ritz-Carlton guests for life.
2. I am always responsive to the expressed and unexpressed wishes and
needs of our guests.
3. I am empowered to create unique, memorable and personal
experiences for our guests.
4. I understand my role in achieving the Key Success Factors, embracing
Community Footprints and creating The Ritz-Carlton Mystique.
5. I continuously seek opportunities to innovate and improve The Ritz-
Carlton experience.
6. I own and immediately resolve guest problems.
7. I create a work environment of teamwork and lateral service so that
the needs of our guests and each other are met.
8. I have the opportunity to continuously learn and grow.
9. I am involved in the planning of the work that affects me.
10. I am proud of my professional appearance, language and behavior.
11. I protect the privacy and security of our guests, my fellow employees
and the company's confidential information and assets.
12. I am responsible for uncompromising levels of cleanliness and
creating a safe and accident-free environment.
The employee promise has the core values of the organization which include, trust, honesty,
respect, integrity, and commitment.
- 6 -ReferencesProfit LeadershipCreating Memorable ExperiencesThe Profession of ServiceEmployee EmpowermentHuman Support SystemsRitz-Carlton’s HistoryRitz-Carlton’s Vision and MissionThe Golden Standards Ritz-Carlton’s Values
The values are embodied in Ritz-Carlton’s Human Support Systems in the form of daily line ups,
employee empowerment, training, journey maps, hiring and rewards management.
Line up Journey map TrainingHiring Rewards
RC calls it ‘Sociotechnical
system’ and it is how the
employees interact with the
system and how they make
the customer feel rather than
just process monitoring.
There are approximately 200
project teams working to
solve problems and find ways
that will make us serve
customers better.
New joiners undergo a
quality selection process –
based on traits,
characteristics and
behavioral
profiles.
Ritz values are modeled,
monitored and instilled,
Mr. Schulze himself
trains new employees.
Top performers were
sent abroad to help with
staff training (a reward
which acknowledges
your seniority). Other
rewards include: dinners,
gift certificates, and trips
to any hotel in the US.
Every morning in every
functional area or at
every shift change,
employees gather to
reinforce values, and
recollect examples of
when they were shown.
- 7 -ReferencesProfit LeadershipCreating Memorable ExperiencesThe Profession of ServiceRitz-Carlton’s HistoryRitz-Carlton’s Vision and MissionThe Golden StandardsRitz-Carlton’s Values Employee EmpowermentHuman Support Systems
Values 8 and 9
Every morning in every
functional area or at
every shift change,
employees gather to
reinforce values, and
recollect examples of
when they were shown.
The values are embodied in Ritz-Carlton’s Human Support Systems in the form of daily line ups,
employee empowerment, training, journey maps, hiring and rewards management.
Line up Journey map TrainingHiring Rewards
New joiners undergo a
quality selection process –
based on traits,
characteristics and
behavioral
profiles.
Ritz values are modeled,
monitored and instilled,
Mr. Schulze himself
trains new employees.
Top performers were
sent abroad to help with
staff training (a reward
which acknowledges
your seniority). Other
rewards include: dinners,
gift certificates, and trips
to any hotel in the US.
RC calls it ‘Sociotechnical
system’ and it is how the
employees interact with the
system and how they make
the customer feel rather than
just process monitoring.
There are approximately 200
project teams working to
solve problems and find ways
that will make us serve
customers better.
- 8 -ReferencesProfit LeadershipCreating Memorable ExperiencesThe Profession of ServiceRitz-Carlton’s HistoryRitz-Carlton’s Vision and MissionThe Golden StandardsRitz-Carlton’s Values Employee EmpowermentHuman Support Systems
Values 5,6 and 7
RC calls it ‘Sociotechnical
system’ and it is how the
employees interact with the
system and how they make
the customer feel rather than
just process monitoring.
There are approximately 200
project teams working to
solve problems and find ways
that will make us serve
customers better.
Every morning in every
functional area or at
every shift change,
employees gather to
reinforce values, and
recollect examples of
when they were shown.
The values are embodied in Ritz-Carlton’s Human Support Systems in the form of daily line ups,
employee empowerment, training, journey maps, hiring and rewards management.
Line up Journey map TrainingHiring Rewards
Ritz values are modeled,
monitored and instilled,
Mr. Schulze himself
trains new employees.
Top performers were
sent abroad to help with
staff training (a reward
which acknowledges
your seniority). Other
rewards include: dinners,
gift certificates, and trips
to any hotel in the US.
New joiners undergo a
quality selection process –
based on traits,
characteristics and
behavioral
profiles.
- 9 -ReferencesProfit LeadershipCreating Memorable ExperiencesThe Profession of ServiceRitz-Carlton’s HistoryRitz-Carlton’s Vision and MissionThe Golden StandardsRitz-Carlton’s Values Employee EmpowermentHuman Support Systems
Values 10,11 and 12
New joiners undergo a
quality selection process –
based on traits,
characteristics and
behavioral
profiles.
RC calls it ‘Sociotechnical
system’ and it is how the
employees interact with the
system and how they make
the customer feel rather than
just process monitoring.
There are approximately 200
project teams working to
solve problems and find ways
that will make us serve
customers better.
Every morning in every
functional area or at
every shift change,
employees gather to
reinforce values, and
recollect examples of
when they were shown.
The values are embodied in Ritz-Carlton’s Human Support Systems in the form of daily line ups,
employee empowerment, training, journey maps, hiring and rewards management.
Line up Journey map TrainingHiring Rewards
Top performers were
sent abroad to help with
staff training (a reward
which acknowledges
your seniority). Other
rewards include: dinners,
gift certificates, and trips
to any hotel in the US.
Ritz values are modeled,
monitored and instilled,
Mr. Schulze himself
trains new employees.
- 10 -ReferencesProfit LeadershipCreating Memorable ExperiencesThe Profession of ServiceRitz-Carlton’s HistoryRitz-Carlton’s Vision and MissionThe Golden StandardsRitz-Carlton’s Values Employee EmpowermentHuman Support Systems
Value 4
Ritz values are modeled,
monitored and instilled,
Mr. Schulze himself
trains new employees.
New joiners undergo a
quality selection process –
based on traits,
characteristics and
behavioral
profiles.
RC calls it ‘Sociotechnical
system’ and it is how the
employees interact with the
system and how they make
the customer feel rather than
just process monitoring.
There are approximately 200
project teams working to
solve problems and find ways
that will make us serve
customers better.
Every morning in every
functional area or at
every shift change,
employees gather to
reinforce values, and
recollect examples of
when they were shown.
The values are embodied in Ritz-Carlton’s Human Support Systems in the form of daily line ups,
employee empowerment, training, journey maps, hiring and rewards management.
Line up Journey map TrainingHiring Rewards
Top performers were
sent abroad to help with
staff training (a reward
which acknowledges
your seniority). Other
rewards include: dinners,
gift certificates, and trips
to any hotel in the US.
- 11 -ReferencesProfit LeadershipCreating Memorable ExperiencesThe Profession of ServiceRitz-Carlton’s HistoryRitz-Carlton’s Vision and MissionThe Golden StandardsRitz-Carlton’s Values Employee EmpowermentHuman Support Systems
Values 8 and 9
An important role of Ritz-Carlton’s Human Support System is also to empower their employees to
create unique, memorable and personal experiences for their guests.
Freedom to spend up to $2,000 per guest per stay without the need
for approvals.
Employees concerns and recommendations are gathered, logged and
acted upon in systematic manner.
The motto: We are ladies and gentlemen serving ladies and
gentlemen.
Employees are encouraged to breakaway from routine to solve
customers problems. For prevention, problems are acknowledged in
24hrs, assigned in 48hrs, and resolved in 30 days (24-48-30 rule).
New hotels do not start with 100% occupancy until all employees
are up to speed.
Employees are
empowered to create
unique, memorable and
personal experiences
for their guests.
- 12 -ReferencesProfit LeadershipCreating Memorable ExperiencesThe Profession of ServiceRitz-Carlton’s HistoryRitz-Carlton’s Vision and MissionThe Golden StandardsRitz-Carlton’s ValuesHuman Support SystemsEmployee Empowerment
Values 1,2 and 3
As Ritz-Carlton puts it, they are not in the hotel business. They do not just sell rooms or food.
They are in a service business and they charge for that service. Service is their profession.
Personalized pillows for customers with their initials on it.
Technology Butlers Comprised of staff technicians to assist guests with computing problems and other technological difficulties.
Discount coupons presented on silver trays, serenaded with piano
concertos.
A few examples of their services:
- 13 -ReferencesProfit LeadershipCreating Memorable ExperiencesRitz-Carlton’s HistoryRitz-Carlton’s Vision and MissionThe Golden StandardsRitz-Carlton’s ValuesHuman Support SystemsEmployee EmpowermentThe Profession of Service
In Ritz-Carlton’s commitment to achieving quality service, there are a lot of examples of their
commitment to excellence, customer satisfaction, and creating memorable experiences.
Wooden walkway to the beach for a customer who was in a wheel
chair. Tent was setup in the beach for the couple.
The chef cleaned and cut the whole fish for the customer who
asked only for ice to put in the ice box.
Photos of toy enjoying services at Rtitz Carlton was sent to the kid who forgot his favorite toy in the
hotel on his last stay.
Some examples where memorable experiences are created:
- 14 -ReferencesProfit LeadershipRitz-Carlton’s HistoryRitz-Carlton’s Vision and MissionThe Golden StandardsRitz-Carlton’s ValuesHuman Support SystemsEmployee EmpowermentThe Profession of ServiceCreating Memorable Experiences
The Ritz-Carlton has indeed achieved profit leadership by focusing on genuine care and
exceptional service through their Gold Standards.
The Ritz-Carlton is 2nd
in terms of RevPAR; which is an indication of profit leadership
Without the Ritz-Carlton the Average RevPAR for Marriott - North America, would drop from 109$ to 95$
Rank Group Hotel 2012 RevPAR 2013 RevPAR Avg. RevPAR
1 Starwood Hotels & Resorts St. Regis & The Luxury Collection 221.92 248.91 235.42
2 Marriott, NA Ritz-Carlton 212.34 230.82 221.58
3 Starwood Hotels & Resorts Le Méridien 198.16 213.73 205.95
4 Starwood Hotels & Resorts W 196.77 208.00 202.39
5 Marriott, NA Autograph Collection 145.96 158.87 152.42
6 InterContinental, NA InterContinental 127.73 138.59 133.16
7 Starwood Hotels & Resorts Westin 124.11 130.50 127.31
8 Marriott, NA Marriott 111.11 117.20 114.16
9 Marriott, NA Renaissance 104.89 109.30 107.10
10 Starwood Hotels & Resorts Sheraton 96.59 101.20 98.90
*RevPAR = Revenue Per Available Room
- 15 -ReferencesRitz-Carlton’s HistoryRitz-Carlton’s Vision and MissionThe Golden StandardsRitz-Carlton’s ValuesHuman Support SystemsEmployee EmpowermentThe Profession of ServiceCreating Memorable ExperiencesProfit Leadership
References:
- 16 -Ritz-Carlton’s HistoryRitz-Carlton’s Vision and MissionThe Golden StandardsRitz-Carlton’s ValuesHuman Support SystemsEmployee EmpowermentThe Profession of ServiceCreating Memorable ExperiencesProfit Leadership References
• Reiss, Robert. "How Ritz-Carlton Stays At The Top." Forbes (2009). 19 March 2015.
http://www.forbes.com/2009/10/30/simon-cooper-ritz-leadership-ceonetwork-hotels.html
• The Ritz-Carlton Hotel. www.ritzcarlton.com. 20 March 2015. 20 March 2015.
http://www.ritzcarlton.com/en/Corporate/GoldStandards/Default.html
• Clough, R. (2014, March). MARRIOTT BRANDS PERFORMANCE UPDATE. Retrieved April 3, 2015, from
http://www.boutique-hospitality.com/blog/wp-content/uploads/2014/04/HVS-In-Focus-Marriott-Brands-
Performance-Update.pdf
• Hilton: RevPAR 2014 | Statistic. (2015, January 1). Retrieved April 2, 2015, from
http://www.statista.com/statistics/297769/revenue-per-available-room-in-hilton-worldwide-hotels/
• Marriott: RevPAR by region 2014 | Statistic. (2015, January 1). Retrieved April 2, 2015, from
http://www.statista.com/statistics/271129/revpar-marriott-international-inc-hotels-worldwide/
• Snyder, J. (2014, April). INTERCONTENENTAL HOTELS GROUP. Retrieved April 2, 2015, from
http://www.hvs.com/
• Klein, N; Professor Sasser, E; Jones, T. (1999, March 5). The Ritz-Carlton: Using Information System to Better
Serve the Customer. Harvard Business Review Article. Retrieved March 20, 2015, from https://hbr.org/
• Sucher, S; Mcmanus, S. (2005, September 30). The Ritz-Carlton Hotel Company. Harvard Business Review
Article. Retrieved March 20, 2015, from https://hbr.org/