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Case Study Four Seasons

958 Words4 Pages

Four Seasons Case
Four Seasons is a prominent hotel operator. It has a great number of properties (54 hotels) in over than 20 countries. The key of such success lies in the carefully determined set of rules and principles, which the personnel use. The aim of this assignment is to study and analyze the prosperous business.
Two core features, which give ground for the extraordinary success of Four Seasons, are singularity and diversity. The golden rule for the company’s stuff is to be providing high-quality service and personalized approach to every client. They use so-called “cultural chameleon” personality and find ways to win their clients’ favor regardless of their nationality. The stuff show their global belonging through the local …show more content…

The George V is old and famous building, dated 1920s, in the art deco style. In 1997 the Four Seasons management decide to administer the hotel. They hired American designers in order to renew the building but leave its outstanding architecture as it was before. The management met certain difficulties, connected to the specifics of the French law; however, they were ready to open the hotel just in time. By entering the French market, Four Seasons became a French employer, which meant knowing local labor laws, businesslike culture and national …show more content…

For instance, they had to train the French employees to understand and solve human resources issues. They required operating managers to be present during the resolving of an issue, not to transfer it to the separate committee. Many of the employees did not believe in the Golden Rule. The national peculiarity turned to be a wish to wait aside and start working only in case everything was going perfect. The leading experts of Four Seasons administration group considered the way the company had appeared at the market far more important that the way they would carry out their further policy. They understood that giving lectures would scare French workforce away and get nothing but pure skepticism. The managers required more cultural adjustment they had had working in other countries. They needed to adapt to the French temper and use its positive sides. Those efforts resulted in a cultural cocktail (HBS, 2011). It was an extreme sensitive adaption, expressed through preservation of the French style in renovations, decoration, cuisine (culinary coup d’etat) and adaptation to the worker unions and work standards (39 hours in the hotel industry in contrast to 35 hours per week for other industries) through the implementation of the American style of

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