Ritz-Carlton Hotel Co. and Supplement
Case Study & Presentation
The Ritz-Carlton Experience
Service is very important aspect in doing business in the hospitality industry. Basically, the Ritz-Carlton is selling a service. They show their service philosophy to new employees on the first day of orientation “We are not is the hotel business. The hotel business is about selling rooms, selling food, selling the bar. We do these things incidentally, but our business is service. We charge for service. Our commitment to our customers is excellence in service. Service is our profession”(p. 13). Therefore, The Ritz-Carlton is not only selling rooms and food but also ...view middle of the document...
In order to create “Ladies and Gentlemen” in only 7 days, Ritz Carlton starts their 7-Day Countdown with a staff orientation.
Day 1: Staff Orientation
All the new employees get together for the first time to meet and greet each other from all the divisions. They get a clear image of the culture and values of the firm in a comfortable and relaxed atmosphere.
Day 2: Departmental Vision Sessions.
To achieve the vision of making guests feels so comfortable that felt as if they were home, the new employees involves grouping in their respective functional areas in the second day.
Day 3 through 7: Skills Training
The company will focus on training for the rest of days. During these days, they will be involved in activities such as uniform fittings, daily lineup procedures, and scenario challenge, to get them accustomed to their daily habits. Employees also need to practice a “day-at-work” which is a trial run that includes people checking in, serving meals to guests, and preparing rooms for guests in order to get feedback from the corporate steering committee to overcome any flaws they had done.
The Ritz Carlton has succeeded in applying all the standards in order to reach excellence. If the owner has asked management to lengthen the 7-Day Countdown then we would not recommend McBride undertake the process. The 7-Day Countdown is a result of the development of the hotel opening process, which became more refined in the late 1980s to the early 1990s. The standardization has been tested very carefully as implementing this strategy without having many adverse effects. We do not recommend fixing the system because the Countdown is already seen as a well-established standardized working system. Standardization brought greater productivity and lessens some of the burden placed on new managers responsible for running the hotel. In addition, the training plan would vary depending on the location of the hotel; as lower average daily rates (ADR) would make the 7-Day Countdown process non-feasible due to constant training cost.
Ritz Carlton is not training employees on how to serve guests, but asking them to know what the expectations the guests are looking for. In the 7-day countdown program, we believe that corporate concept is much more important than hand-on skills during this period. Treating people as you want to be treated is the key element for this strategy in being successful.
Implications of an Extension
The implications of changing our training model for this property could be severe. It would risk damaging the reputation the Ritz-Carlton has worked hard over the years to refine and perfect. The Ritz-Carlton is a promise of excellent customer service. If any experiments should be implemented, the Ritz-Carlton should look into online training. Only courses can be taken prior to coming to the property or as a supplement while taking the on-site 7-day countdown process.
Defenses for Not...