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在品牌林立的奢华酒店“军团”中，丽思卡尔顿可谓一个传奇。她被众多的政要和名流视为出行下榻的首选，其中一个广为人知的故事是，时装天后可可·香奈儿在去世前的37年间，一直以巴黎丽思卡尔顿套房为家。除了具备同类酒店的奢华感之外，这个创立于1927年，业务遍及24个国家，员工近4万的品牌还有一个更为人乐道的特质，那就是堪称惊艳的“有温度的服务”。1、黄金标准：丽思卡尔顿的&魂”每个传奇都有精彩的开端，而丽思卡尔顿(下称“丽思”)的精彩开端，是其一直引以为傲的一套独特的领导理念----“黄金标准”，该标准由丽思的初期创始人设定，作为永恒的遗产流传给后人，成为丽思不断发展的基础。将这些标准精炼易懂地传递员工的，竟然仅仅是一张小小的三折卡，被丽思人称为“信条卡”。在丽思，无论是总经理、高管还是普通员工，每个人都会随身携带一张这样的信条卡，上面明确写有“黄金标准”的全部内容，包括信条、座右铭、优质服务三步骤、员工承诺以及十二条服务信念。如此袖珍的一张卡片，究竟有着怎样的意义和威力？北京华贸丽思总经理Tarik介绍说，信条卡是丽思制度的一部分，所有的绅士淑女(编者注：即员工)除了随身携带，还要不断消化和理解上面的内容，“当你能够发自内心地认同并坚信这些，就能自然而然把这些标准融入到日常工作，通过这样的方式，我们的文化得以被激活，并被有效传承。”黄金标准的五项内容之间也不是彼此独立，而是紧密关联，互为支撑。以“信条”为例，丽思这样在卡片上描述：“以客户得到真诚关怀和舒适款待为最高使命;承诺为客户提供细致入微的个人服务和齐全完善的设施;甚至还能心照不宣地满足客户内心的愿望和需求。”短短三句话，员工的角色定位和服务标准被清晰快速地传递出来，透过这些简练的话语，公司愿景得以进入转化为员工践行的环节。员工与客户之间是服务与被服务的关系吗？多数人会认为答案是肯定的，但丽思信条卡上的座右铭----“我们以绅士淑女的态度为绅士淑女服务”----给出了截然相反的回答，这句座右铭在业界被传为经典。在丽思，员工与客人都是值得尊敬的，一旦客人言行粗鲁，酒店会首先保护自己的员工，将客人拒之门外。丽思的领导者深知，要营造恭敬且有温度的服务文化，就必须在公司内部营造一种相互尊重的氛围，只有经历过这种环境的熏陶，员工才能亲切自然地为客人提供优质服务，而非挂着机械的笑容，表达着礼貌却生疏的问候。在全球每一家丽思酒店，每天开始迎接客人之前，管理层都会带领员工对袖珍信条卡进行学习，为员工示范关键的动作要领和肢体语言，彼此交流心得，以便为客人提供更优质的服务。在这种长久而强化性的学习氛围下，丽思成功将日常运营和企业文化进行了关联，同时也将企业的愿景、使命和价值观，快速持久地传递给每一位员工。“你在(丽思)酒店遇到的每一位员工都可以清晰明确地说出丽思的信条、座右铭和优质服务三步骤。对于酒店的领导者而言，其成功的秘诀就藏在定义明确的黄金标准中，并将这些标准以潜移默化的方式，变成难能可贵的纪律。”曾长期研究丽思服务体系的专家，《金牌标准》一书的作者约瑟夫·米歇利博士这样评价。2、奢华的甄选如果说黄金五项标准是丽思基业长青的显性原因，那么“蓝血精神”则是丽思成功背后的隐性因素。“蓝血”一词源自欧洲，后被泛指为高贵和智慧。对于自诞生之日就以审美、品位、礼节与教养著称的丽思来说，“蓝血精神”非常契合企业的DNA，因而成为丽思的文化与象征。丽思的创立者们认为，再远大的使命和愿景，如果没有对这些理念高度认同、理解并高效执行的人，那么一切都将只是泡影。也正因为这样，丽思从创立伊始就格外注重“血统”，也就是“蓝血精神”。为了保证文化与理念，信仰与情怀的顺利传承，丽思坚持“只选对的人”，也就是那些能够为客户提供超乎想象的体验的人。如何找到“对的人”？丽思的秘诀就两个字：甄选。在找人这件事上，丽思的领导者们反对使用“雇佣”这个词，因为性质的不同必然导致结果的不同。为了从一开始就引进正确的人，丽思会通过多重面试等长期而又复杂的流程来严格甄选员工，在这一过程中，丽思还会深度结合顾问公司所给出的意见，对候选人做出全面系统的评判，尽最大可能确保找到“对的人”。黄华(Diana
Huang)是广州富力丽思的人力资源总监，在丽思工作已经超过10年。回忆起加入丽思的过程，Diana有着特别深刻的体会。“首先是(富力丽思的)总经理见我，谈了70分钟。第二轮面试我的是丽思亚太区人力资源总监，我们在电话里谈了70分钟。到了第三轮，亚太区运营副总裁亲自到广州和我进行一对一的见面，差不多也是70分钟。接下来是美国总部人力资源副总裁，他在电话里和我谈了45分钟。本以为这下应该差不多了，没想到后面还有环节。美国总部御用的顾问公司围绕我的行政层级设计了150个问题，然后给我打来电话，逐题询问，每一个问题都相当于一次头脑风暴，因为表面上看似乎和工作毫无关系，你根本不知道它要评测的是什么。但实际上，你的天赋、领导力、是否适合丽思文化等一系列特质，都会通过答案传输给对方。最终，顾问公司形成一份20多页的资质剖析报告，给到我的总经理。这份报告的结论是：极力推荐。”另一个值得注意的细节是，即使是同一个职位，丽思的甄选流程也未必相同，每一位丽思员工在被公司“选中”前，都经历过为其量身打造的个性化面试，有的员工甚至经历了14轮面试才得以加入。尽管每一个面试环节都要耗费不菲的人力和财力成本，但丽思的领导者不愿走捷径，而是耐心地求索人才。这么做的优势在于，能够杜绝仓促招聘带来的得不偿失的后果，招聘成本反而会因此降低。在前丽思卡尔顿总裁及首席营运官高思盟(Simon
Cooper)看来，高薪固然能够吸引到高级人才，但高薪与员工忠诚度之间没有必然联系。而丽思这种缓慢的甄选过程，有利于剔除急于求成的人，以及对丽思缺乏激情的应聘者，激发希望加入丽思的候选人的荣誉感。因为这一特殊的流程，丽思卡尔顿的优秀员工比率高达74%。约瑟夫·米歇利认为，对真正的人才而言，当别人投入大量时间来选择他，他也会用行动证明他们的选择是正确的。“最终，员工会形成一种责任感，努力工作，甚至自身会演变成招聘者，为公司吸引更多人才。”黄华介绍说，丽思非常注重血统，除了在找对人上不惜成本，下足功夫，每当出现职位空缺时，首选往往是公司内部的人。“你在源头上找对了人，培养了他那么多年，这个人已经具备丽思的DNA了，能力稍差些没有关系，丽思完善的体制和架构足以保证他在管理上不出错，这种成本远远低于重新找一个人，然后再次付出大量的时间和精力去培养新人。”丽思这一理念与杰克·韦尔奇的人才论不谋而合。韦尔奇认为，管理者不能只雇佣人而不培育人，“人”恰恰是企业经营中最重要的管理任务。想要有好的人才质量，管理者至少要花60%-70%的时机去发掘和培养人才，找到对的人，有效掌握公司人力发展，这是赢的关键。3、人即一切：以员工为本对丽思的管理者们而言，找到对的人仅仅意味着成功了一半，接下来要做的，是把对的人留住。在这方面，丽思有一套成熟而完善的系统做支撑。首先是高质量的培训。为了让新员工对“我们以绅士淑女的态度为绅士淑女服务”这句座右铭有深切感受，相信自己与客人受到同等的尊重，丽思不惜重金投入经费，针对不同级别的员工开展培训。培训开始前，高层和总经理对新员工进行逐一的问候与祝贺，并娓娓讲述丽思的黄金标准，这种隆重热烈又细致入微的欢迎方式，对加深员工的自豪感和融入感起到了重要作用。在这一环节，既有经验丰富的培训师，也有老员工“现身说法”，培训内容包括酒店服务理念、优秀服务故事、工作心得等内容，现场还有情景模拟，鼓励新人把学到的应用到实践中，帮助员工清晰了解在丽思所扮演的角色以及黄金标准背后的理念。丽思全球培训高级经理曼迪·霍洛伟表示，丽思不是为了培训而培训，培训的真正意义在于让员工能够胜任工作。培训师在教学中会随时关注员工对课程的理解，并在收到反馈后及时给出指导意见，在这样的互动中，培训流程不断得到优化。丽思的培训中有一个非常具特色的流程，那就是认证。黄华介绍说，每一个新员工都有自己的培训清单，具体的培训项目写得清清楚楚，无论是其中哪个项目，结束后都要由培训师进行认证，全部培训认证结束后，有专门的培训总监对所有人的项目进行追踪，确保培训的到位。不仅如此，随着培训流程的不断完善，员工在入职一年后还要面临新的认证，丽思这种精益求精的理念既让员工对制度心存敬畏，又激发了员工在认证通过后的自豪感，公司的愿景和信念在员工心中得到持续的理解与认同。为了丰富员工的知（）识结构，培育创新思维，以及为人才贮备做准备，丽思还特别设立了全球培训中心，为员工持续提供培训服务，内容涉及领导力培养、员工培训、客户关系管理、质量管理流程等方面，员工向上成长的每一个阶段都有集团雄厚的教育资源做支持，在这样一种从容而备受尊宠的氛围中，接受培训者的自我认同逐渐由“员工”变为“丽思人”，培训体系和丽思经久不衰的文化有机地融为一体。丽思文化的另一个亮点是员工和领导之间的高度互信。丽思的领导相信，设身处地为员工考虑，通过正式和公开的方式做出承诺，并以制度保障承诺的落地，能够极大提高员工的信任程度。丽思将承诺写进信条卡，包含三方面内容：员工是最重要资源;最大限度发挥员工才能;重视多元化、提高生活品质、实现个人抱负。事实上，从前面提到的严格挑选员工和提供优厚的培训服务，“员工是最重要资源”这一原则已经得以体现，除此之外，丽思对员工的爱护也超乎许多人的想象。一次，一位声名显赫的人士入住某丽思酒店，看到一位非常漂亮的女服务员，走上前亲了女孩一口。女孩吓得尖叫，然后跑到房务总监那里投诉。房务总监非常生气，带着她去了客人房间，要求客人道歉，同时做好了报警并驱逐客人的准备。那个名人老老实实给女孩道了歉，才没有被逐出酒店。丽思的管理哲学认为，称员工为绅士淑女并不是口头上的空话，而是要时时刻刻以各种方式体现出来，员工与客人是平等的，提供服务的人不等于仆人，同样的，有钱不意味着可以不尊重人，这才是对等关系的绅士和淑女。高层责骂员工的现象在酒店行业司空见惯，但约瑟夫·米歇利博士在走访了全球多家丽思酒店后发现，这种情况不会发生在丽思。他特别提到了一个“吐槽者不死”的例子----莫里斯·皮尔逊，一位刚入职的保安，在认为酒店的安防系统太过老旧后，“越级”跑到总经理面前疯狂吐槽，形容安防系统“完全像是石器时代的产品，落后得根本不能信赖”。吐槽完毕，皮尔逊也冷静下来，等着被总经理大骂一顿，或者直接被开除。让他意外的是，总经理不仅热情地听他倾诉完，而且完全接受了他的意见，酒店花了14万美元更新了安防系统。现在，皮尔逊已经成为客房部助理总监。“在丽思，员工与经理之间是平等的。如果经理无理取闹，或者言辞间侮辱了员工，员工是可以投诉的，甚至连鸡毛蒜皮的小事都可以投诉，有专人受理和调查。丽思是美国公司，我们的文化有着美式DNA在里面，强调人权保护和尊重天性，没有‘弃卒保车’的概念，管理人员一旦被调查，后果是很麻烦的，员工像大爷，管理者反倒像孙子。如果你仔细观察，你会发现丽思员工有着大户人家身上的那种气质和气场。”黄华笑着说。那一刻，她脸上洋溢着骄傲和自豪，这种神情，我在华贸丽思的员工脸上同样看到过。高度信任的另一点体现是授权文化。丽思从（）文化到制度上向员工传递理念和期许，但具体的服务方式则由员工自主决定。比如，当客人告知酒店落地和入住时间，负责对接的员工会提前为客人备好房卡，把办理登记手续的时间节省出来，并到机场迎接客人，但这些做法并不是经理授意，而是员工自己的主意。丽思鼓励员工自由发挥，为客户和自己创造独特而难忘的经历，从而让优质服务不断得到提升。在激励员工为客户提供卓越服务和把控成本之间，丽思有着自己的平衡之道。为了增强员工在处理问题时的应变能力，以及给客户创造极佳的体验，管理者授权全体员工在客户提出额外需要，或者认为有必要为客户创造惊喜时，无需报告上级主管，直接在2000美元的授权额度内迅速处理问题，并享有不被质疑的权利。黄华分享了一个故事：丽思的一个实习生在机场注意到一个满面愁容的外国人，跑过去问他是否需要帮助，原来这个客人预定了一家与丽思同等体量的奢华酒店，但酒店的人一直没有来接机，由于不会讲中文，他不知如何联系到那家酒店。实习生马上打电话到该酒店询问，结果发现是酒店忘记安排接机了。酒店方面表示将重新派车到机场接人，但因为路途较远，客人要等上一个多小时。面对情绪越来越焦躁的客人，这个实习生决定调动丽思在机场的奔驰礼宾车，免费送客人去那家酒店。正常情况下，这一趟的费用起码要500元。受到感动的客人上车后改了主意，要求去丽思住。“丽思人是非常大气的，我们的实习生也可以使用授权。尊重和真诚关怀是我们的理念之一，我们不仅尊重公司同事和客户，同样也尊重竞争对手，所以我们有这样的胸怀送客人去竞争对手那里。当你能把负面的事情变成良好的体验，赢得客户的心就不是难事。”这么宽松的授权额度会不会导致成本激增？答案恰恰相反。丽思的领导者认为，及时而积极地处理问题才是最经济的解决方法，留住客户胜过一切。此外，领导层一直向员工灌输“财务关乎持久成功”的重要性，由于双方的高度互信，在“荣辱与共”的理念下，员工在行使职权时也非常注意。处理突发问题时，员工并非在一开始就使用授权额度，而是以积极沟通的方式，试图找到合适的解决方法，然后才可能做些特殊的补偿给客户。以广州富力丽思为例，尽管赋予员工极高的授权额度，但这个项目每年的实际支出不到一万元人民币。“丽思鼓励员工使用授权，并定期进行评比，把经典事例在公司内部广为传播，这对员工是一种激励，也能让其他员工对如何恰到好处地使用授权有了更多的理解。”丽思的企业文化认为，培养员工成为“为绅士淑女提供卓越服务的绅士淑女”，有必要保证员工在人前人后的状态都是良好的。这方面丽思可谓煞费苦心。高管介绍说，丽思的员工餐厅在豪华程度上不亚于酒店内的其他餐厅，每天提供四个餐次，菜品供应充足，兼顾各地口味。此外，丽思还为员工提供地理位置优越的公寓和精装宿舍，从房费到水电煤等全部免费，高层会不定期探访，收集员工在住宿方面的需求，并尽快予以解决。美国康奈尔大学酒店管理学院的一份调查显示，为客户提供优质服务的关键因素并不是员工的工作满意度，而是他们对企业的认同感。正是借助着尊重员工、创造仪式感等诸多优良传统，丽思成功培养出这种认同感，员工流动率在28%以下，远低于整个行业60%的平均值。“低流动率低有什么好处？就是我每一次来的时候，为我开门的还是托尼，前台还是琳达，我在走廊遇到了马克，我们开心拥抱……我有回家的亲切感。丽思的很多客户再次来入住，不是冲着奢华的吊灯和昂贵的地毯，而是因为这里有他们熟悉的、家人一般的熟人。所以绅士淑女是我们最重要的资源，这一点就体现很深。”4、惊喜体验：并不意外的“意外”米歇利博士指出，多数公司的产品和服务在一定程度上能够令客户满意，但通常这种满意度还停留在“一般满意”的阶段，这类客群对品牌的忠诚度往往不高。一旦用户对品牌的感情从“一般满意”上升到“非常满意”，其对同一品牌的重复消费几率将高出“一般满意”的客户250%以上。如何提升满意度？越来越多的企业领导者和专家认为，难忘的体验和情感上的认同缺一不可。而这正是丽思的强项。许多人在丽思有过这样的经历：迎面而来的接待人员叫得出自己的名字;询问餐厅、健身房或游泳池的位置时，会被服务人员一路送过去;对某些食品过敏的人，在各地的丽思都会享受到“另开小灶”的待遇;当被服务人员看到打喷嚏或咳嗽，很快会有人递过姜汁可乐或止咳糖浆，回到房间后，发现桌边多了一盒感冒药，以及一张充满温情问候的手写卡;在生日或特殊意义的纪念日，推开房间，会看到鲜花、蛋糕、美酒、精美的手工画册以及更多不可预知的惊喜……对深谙黄金标准的丽思人来说，惊喜体验并非着眼于服务或商品本身，而是通过从客户的角度设身处地考虑客户的感受，人性化、差别化地提供他们所需要的服务，制造震撼的惊喜。北京金融街丽思曾有这样一个入选丽思全球“Wow
Story”的故事：一对美国夫妻的孩子得了急性扁桃体炎，夫妻俩对中国医院的看病流程毫无概念，即便去了医院也面临语言不通的难题，急得束手无策。发现这一问题后，客房服务员首先联系餐饮部给孩子提供流食，并把能提供的方便都提供给孩子。第二天本来是这个服务员的休息日，但她放弃了休息，早上5点就跑到医院为孩子挂号，这对夫妇带孩子去医院看病时，候诊只用了15分钟，服务员全程陪在一旁，帮忙翻译、取药，跑上跑下，夫妻俩被她无私而真诚的关怀深深打动，对丽思产生了强烈的认同感。另一个令人乐道的“技能”，是提前预测客户需求，从而创造惊喜体验。比如，丽思会在酒店入口处放置瓶装水，供跑步归来口干舌燥的客户解渴;即将离开丽思，驱车前往另一个地方的客户，会在车里发现路线图、可能用到的广播频道和几瓶水;客户没怎么吃酒店提供的饼干，服务人员发现后马上询问客人喜欢的口味并尽快奉上;客户深夜想吸雪茄，服务员重新打开礼品店的大门，陪客户挑选完毕后护送其回房间;客户预定了酒店场地，但活动当天宾主全都堵路上，无法及时赶到，酒店派直升机把人一个不落给接过来……丽思不提倡过度服务，三亚金茂丽思总经理谷杰(Michel
L.Goget)说，无论是奢华还是惊喜，都要以客人的需求为准，比如有的客人喜欢质朴厚重的装修，有的客人不喜欢被打扰，“那么我们就必须按照客人所期望的感受去服务。”为了尽可能准确地提供客户希望得到的服务，丽思还创造了一个大利器--客户喜好数据库，供丽思全球酒店共享。所有客户的喜好，禁忌以及感谢信和投诉都被详细录入，便于下一次为客户提供更好的体验。人无完人，世界上同样没有百分百完美的公司。黄华说，丽思不是没有犯错的时候，但如果危机管理恰当，不但能挽回客户，甚至能在这一基础上创造惊喜体验。一次，她的一个朋友入住丽思行政套房，前台新来的员工对业务尚不熟悉，向客户传递了错误的信息：他的房费不含早餐。客户一气之下决定第二天退房，办理手续时正好遇到黄华，了解到情况后，为弥补过失，黄华邀这个朋友在丽思中餐厅吃饭，结果只约到晚上的档期，而且还要带上他的6个客户，因为有生意要谈。一顿饭下来花费过万。在得知了“请客”的原委后，朋友的几个客户被她的态度所打动，当即决定住在丽思，并表示以后出差、VIP接待和举办大型宴请一律都在丽思。“犯错不可避免，但发生问题后，第一个出面解决的员工的态度决定了事件的走向，想用服务套牢客户，必须让你和客户间产生正向的情感连接，这也是额度授权的必要性所在。”就奢华酒店的目标客户群而言，对服务体验的需求为什么能够超越酒店的设施和价格，成为入住的首要因素？美国著名社会学家马斯洛(Abraham
H.Maslow)的“需求层次理论”可以解释这个问题。该理论将人类需求按照从低到高的顺序分为五种，分别是生理需求、安全需求、社交需求、尊重需求和自我实现需求。而这些需求与丽思的黄金标准和服务理念是吻合的。“从心理学的角度讲，人类从离开妈妈子宫、降生到这个世界那一刻起就开始缺少安全感，表面上看，人奋斗的终极追求是实现自我价值，但事实上，实现自我价值所带来的安全感，才是他们为之奋斗的最原始、最终极的目标--一种重新回到妈妈肚子里的‘feel’。客户来丽思越久，越能体会到这种打动心灵的‘feel’。”黄华的一番剖析，让现场的企业家们陷入沉思。在华贸丽思，Tarik给我们展示了被称为“金字塔”的模型，丽思的信条、使命和目标，以及彼此之间的关系被清晰地标示出来，这个有着悠久历史的公司领跑酒店行业的内在逻辑一目了然：以信条、座右铭、优秀服务三步骤等内容的黄金标准，构成了丽思经营哲学和管理体系的基础，在这个庞大系统的有力支撑下，提供真诚关怀和卓越服务的目标得到有效保障，最终，“激发生命中最有意义的旅程”这一伟大愿景得以实现。对客户来说，丽思的服务让他们倍感意外和惊喜;但对丽思而言，一切都不是意外。
作者：宋一平，来自：正和岛
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Chapter 10 Internal marketingTake The Ritz-Carlton Hotel Company as case study Prepared by Zhao yu ping(87093)03\09\2006The objectives of this chapter Understand why internal marketing is an important part of a marketing program
Explain what a service culture is and why it is important to have a company where everyone is focused on serving the customer
Describe the four-step process involved in implementing an internal marketing program
Explain why the management of nonroutine transactions can create the image of being an excellent provider.Key termsInternal marketing: marketing by a service firm to train effectively and motivate its customer-contact employees and all the supporting service people to work as a team to provide customer satisfaction. Cast members: it used for employees. It implies that employees are part of a team that is performing for their guests.
Cross-training: training employees to do two or more jobs within the organization.
Empowerment: when a firm empowers employees, it moves the authority and responsibility to make decisions to the line employees from the supervisor.
Establishment of a service culture.
Development of a marketing approach to human resource management.
Dissemination of marketing information to employees
Implementation of a reward and recognition system.Internal marketing is marketing aimed internally at the firm’s employees. Internal marketing following four steps:Two cultures Service culture: a culture that supports customer service through policies, procedures, reward systems, and actions.
Organizational culture: is the pattern of shared values and beliefs that gives members of an organization meaning, providing them with thules for behavior in the organization.Internal marketing1 the hospitality industry is unique in that employees are part of the product. 2 marketers must develop techniques and procedures to ensure that employees are able and willing to deliver quality service. 3 internal marketing is marketing aimed internally at the firm’s employees. 4 employees satisfaction and customer satisfaction are correlated.
Establishment of a service culture Service culture Organizational culture Turning the organizational chart upside down 2 development of a marketing approach to human resource management a) create positions that attract good employees. b) Using a hire process that identifies and results in hiring service-oriented employees. c) Provide initial employee training designed to share the company’s vision with the employee and supply the employee with product knowledge. d) Provide continuous employee training programs. e) Uniform can affect an employee’s attitude. Employees should be involved in the selection of uniforms. f) Employees must be able to maintain a positive attitude. Managing emotional labor helps maintain a good attitude.The internal marketing process
Dissemination of marketing information to employees is Often, the most effective way of communicating with customersthrough customer-contact employees. Employees should hear about promotion and new product from management, not from advertisements meant for external customers. Management at all levels must understand that employees are watching them for cues about expected behavior. Hospitality organizations should use printed publications as part of their internal communication. Hotels can use technology and training to provide employees with product knowledge. Employees should receive information on new product changes, marketing campaigns, and changes in the service delivery process.Implementation of a reward and recognition system Employees must know how they are doing to perform effectively, communication must be designed to give them feedback on their performance.
An internal marketing program includes service standards and methods of measuring how well the organization is meeting these standards.
If you want customer-oriented employees, seek out ways to catch them serving the customer, and reward and recognize them for making the effort.Nonroutine transaction A good internal marketing should result in employees who can handle nonroutine transactions.
One benefit of an internal marketing program is that it provide employees with the right attitude, knowledge, communication skills , and authority to deal with nonroutine transaction.
A nonroutine transaction is a guest transaction that is unique and usually experienced for the first time by the employees.
Management must be willing to give employees the authority to make decisions that will solve guests’ problems.Case one When a maintenance engineer was summoned to a room at a mountain resort. The guest indicated that the room was too warm. The engineer responded that it would cool off when the sun went down (strike one). the guest then said that of the two air conditioning units in the suite, only one appeared to work. The engineer then responded that it was because the second unit was simply used for spare parts (strike two). The guest checked out (strike three----you're out).Case Two In America , there is a story, everybody know it. A customer living in Ritz-Carlton Hotel, who left the hotel to New York , the delay of airplane caused the suitcases didn't delivered on time. However, there were some important documents needed in tomorrow's court in the suitcases. When he left the hotel, the suitcases arrived. If delivered by ups, it couldn't reach the customer before & o'clock. Therefore, the employee of Ritz-Carlton Hotel carried the suitcases and took plane to send them to customer directly. On the Wad back to hotel, the employee worried abode the expenditure. On the opposite, manager Praised for his action and paid back for the employeeCase Three An employee who broke a plate in the floor the executive asking Whether there is any injury instead of scolding the employee. Then they found out the reason and strove it. If it is the skill problem, they would let the employee retrain.what's your opinion about them? Having seen the three cases, what's your opinion about them? Through the attitudes, ways to solve the problems and so on, apparently, you can see clearly that the way of management and training is the key point. Although the matters above is small incidents, but there are two different result. In Case one', the employee just thought that was not the problem. Yet for Ritz-Carlton Hotel though it was a small incident, it was still a problem. Come back to the question our teacher asked us. In our opinion, first of all we will do is asking whether there is any injury or the customer, need help or not Then we will explain to the customer that the broken cup is the property of hotel politely. I think the customer will pay for it willingly. Then we will give a gift to customer as a somvenir And express appreciation and say& Thanks for your business, sib Next time I hope you'll come back and stab with us again. Have a good dab& Most import is that you can't wrong an innocent person.Conclusion This report covers background of Ritz-Carlton Hotel al] how they train stab what are the training procedures? Why is it so successfully. Then the following is that we discuss some cases. The key point we learned from the training of Ritz-Carlton Hotel is that people is the most important part in the organization and training influences the service, yet service is the key point to success in the hospitality industry. Therefore we learned a lot from the research and discussion.Hiring process Training is important, but some other thing is more important, what?
Service firms place more emphasis on personality, energy, and attitude than on education, training, and experience in heir recruitment, selection, and training strategies. Finding employees who are good at creating a service experience is a vital goal and major hiring criterion of service organizations.
Personality decide the one’s fate, future.
Recommended internal marketing plan outline:C C C Cbeginning with constructing an internal marketing plan that includes the following components: Internal marketing situationMarketing objectives Brand strategy Key messaging strategies (targeting, positioning, tonal elements) Brand contact strategy (where brand can be driven through organization), e.g., hiring, training, selling, technical support, etc. C Specific programs might include:
Internal celebrations of momentous achievements Internal “trade shows” with booths and exhibits Videotapes mailed to employee homes Printed collateral, in employee “kits” Online (email, proprietary communications system, intranet, customer contact via extranet, external website)
Viral/guerilla marketing programs (programmed word-of-mouth)
Physical marketing reminders, possibly including posters, intranet graphics, banners, screen savers, desktop novelties, etc. should carry the masterbrand name, logo, key phraseology and, where possible, a brief explanation of what the masterbrand stands for in the marketplace.
The Ritz-Carlton Company Background Established in 1983
Grew from 1 hotel to 54 award-winning hotels worldwide, with plans in 1983
Established for major expansions in Europe, Africa, Asia,
Grew from 1 hotel to 54 award-winning hotels worldwide, Australia, the Middle East, with plans for major expansions in Europe, North Africa, Asia, Australia, the Middle East, & Latin America
23,000 employees worldwide North & Latin America
Ranked No.1 in the Luxury Segment &
23,000 employees worldwide scoring highest in Luxury Segment & scoring highest
Ranked No.1 in theall factors of the 2003 Guest Satisfaction Index the 2003 Guest in all factors of Study by JD Power and Associates Satisfaction Index Study by JD Power and Associates
Only serviceservice company to have won
Only company to have won the prestigious Malcolm Baldridge National the prestigious Malcolm Baldridge National Quality Award twice Quality Award twiceThe Ritz-Carlton Management Model VISION To be The Premier Worldwide Provider of Luxury Travel and Hospitality Products and Services
MISSION SERVICE AND PROFIT DOMINANCE
KEY SUCCESS FACTORS
FOUNDATION VALUES AND PHILOSOPHY C THE GOLD STANDARDSBusiness management modalCEO COOGeneral managersDepartment heads, supervisors, Line employeescustomersCOMPANY MISSION STATEMENT “The relationships we have with our business partners will be one of mutual confidence and teamwork”The origenal serveicecustomersDepartment heads, supervisors, Line employeesGeneral managersCEO COOFOUNDATION Values and Philosophy *The Gold Standards Credo*Motto*Three Steps of Service* 20 Basics*Employee PromiseTurning the organizational structure upside down organizational Service-orientedConventional organizational structure Corporate management General managers Department heads Focus of individual employees Focus of individual employees structure CUSTOMERSLine employees Focus of organizational team Focus of organizational teamsupervsiorsSupervisors Department heads Line employees General managers CUSTOMERS Corporate managementTHE MOTTO: We are Ladies and Gentlemen serving Ladies and Gentlemen.
As service professionals, we treat our guests, business partners
and each other with respect and dignity.
expresses the dignity and respect
we show each other, our business partners
and our guestsThe Credo&Reinforcing that guest satisfaction is our highest mission.& The CredoThe Motto&We are Ladies and Gentlemen Serving Ladies and Gentlemen.&The Three Steps of Service● Give a warm and sincere welcome. ● Provide the quality of service demanded by your guests. ● Being expressed appreciation to the customers and say to the customers &Thank you for your business, sir. I hope you will come back and stay with us again.&The Twenty Basics 1 The Gold Standards are introduced at intensive orientation training for new employees. Thereafter, the concepts are reinforced in daily departmental &line-ups& attended by all employees. The gold Standards provides the basis for all ongoing employee training. The Ritz-Carlton is an industry in providing 120 hours of training per employee per year.
2. Our motto is &We are Ladies and Gentlemen Serving Ladies and Gentlemen.& Implementing & mutual aid and cooperation between staff to create a positive working environment.
3. All staff should follow The Three Steps of Service.
4. All staff must accomplish the training certification program successfully. The aim is to develop current or future employees for fu~ jobs with the organization or to solve an organizational Problem concerning.The 20 basics 5. Every staff must work out a Strategic plan including their working racks and targets.
6. Every staff should avow what the customers' needs, they have their own pad to write down what their special needs.
7. Every employee has the business plan of adz-Carlton in his or her pocket.
8. As receiving the customer complaints, any staff must accept the complaints and immediately deal with the problem about hesitation no matter what he or she is doing presentlyThe 20 basics
9. All staff assure that the complaining customer must obtain consolation take the action immediately. After solving the problem, you should make a call to customer for confirmation within 20 minutes. Do what you can and try your best to solve the Problem, rather than losing a customer. 10. Use the customer complaints' record to mark down the dissatisfaction. Every staff have the rights to solve the problems and avoid it happened again. 11. It's the responsibility for every studio follow the principles of cleanliness. 12. Fifty percent of your job is to smile and be friendly. In a proper occasion, you should communicate with your customers, such as &Good morning&,& That'll be oh&, &I would be appreciate that,& and &With pleasure&.
The 20 basics 13. Staff should accompany the customers to the destination rather than show the direction.'
14. When the customer asking information about the hotel, such as the differences timing of infrastructure operation.
15. Does the phone got answered in three rings? Does staff re~ calls within two hours?
16. Uniforms should be tidy and neat. Wear clean proper and shining shoes.
The twenty basics 17. Assure what the role to be in dangerous condition and emergently. Know how to reflect it.
18. Remind yourself of one of the members of the hotel.
19. As finding something dangerous or the equipment damaged and needing help, you have to report to the manager. Pay attention tO conserve energy, maintain the hotel's equipment and infrastructure.
20. Protecting the property of Ritz-Carlton Hotel is the responsibility for every staff.Factors of Success Ritz-Carlton Hotel's success consists in authorization, mutual aid and cooperation, feedback, suppliers joining in the comprehensive quality management, human resource management and assessment.
First, to authorize every staff the prompt rights to solve the customers' problems. As the saying is &never put off till tomorrow hat may be able today.& There existing a principle &1-10-100&. Its meaning is on the first day, you just cost I dollar
if you solve tomorrow, you cost 10 After tomorrow, up to 100 dollar.Factors of Success Second, is mutual aids and cooperation. They said, ''we establish a quality management department to find out the problem and solve it and prevent them to happen again.
Third, the prompt feedback for improvement.
Fourth, asking the suppliers to join in the comprehensive quality management. The Ritz-Carlton Hotel will give the best suppliers a certification if it can satisfying the customers need.Factors of Success Fifth, human resource management. Patrick Mene, person in overall charge of quality emphasized that Staff human resource management and operating management get together to recuit employees, on job training and do assessment. Hotel said people is the important of the organization.
Sixth, the assessment. Training is a successive Process, not the end. Doing assessment can keep them in a good condition to give satisfying service. Meanwhile, the Ritz-Carlton Hotel follows all training procedures. They have a train-the-trainer workshop, and CEO, high executives and managers will join in the training and train the new employees on ongoing staff directly. If the manager has no time for training staff, he would rather postpone it than find others to training for him. This shows how important he seems in this training and expects to the staff. They also established a self-directed team to improve its quality managementEXTERNAL BUSINESS PARTNERSSales and marketingPROMOTING BAHRAIN AS A DESTINATIONPartners
Local Tourism Board
Airline Companies
Credit Card Companies
Travel Agents
Tour Operators
Exhibition Center
Golf Course
Selected Companies for Tactical Promotions
Advertising CompaniesOUTCOME
Bahrain as a tourism destination
Development of promotion campaign
360° Branding °
Development of Image and Mystique
Creation of added value benefits for customersExternal business partnersExternal marketing It is commonly believed that sole role of marketing is to sell products and services outwardly to customers Internal marketing . In fact, the first and most urgent job of marketing is often to sell inwardly toward a company’s people For, it is only when the people of the company fully understand and are committed to the value proposition of the organization and its brands that external marketing can reach its full potential.INTERNAL BUSINESS PARTNER HUMAN RESOURCESselectionPartner TALENT” THE SECRET WEAPON”SELECTION OF HIGHTLY TALENTED INDIVIDUALSRanked top 5 Employers of Choice Worldwide Lowest turn-over in the industry 2002(T + F) x (I) = G (TALENT + FIT) x (INVESTMENT) = GROWTH
To give you some idea of the Ritz-Carlton definition of service, take the example of Carter Donovan. Then the concierge of the firm’s Buckhead property in Atlanta, Donovan was informed a little girl had lost her teddy-bear in the hotel. Although she managed to track itdown, the bear went missing again on the day the family came for it. With the typical Forethought displayed by all good Ritz-Carlton staff, Donovan realized that admitting to the little girl her bear was lost would break her heart. Instead, she ran to the gift-shop, bought a huge new bear and put it in the back of the hotel limousine. Taking the girl’s hand, she opened the limousine door and said“Look how big you’ve gotten while stayin at the Ritz-Carlton!” It worked.
the genuine care and comfort of our guests is our highest mission,”
genuine being the key word. To achieve this real enthusiasm to please, the hotel chain is very careful about the type of person it employs. Selection is based on the result of “character trait recruiting,” an instrument which can accurately predict whether or not a candidate has the right attributes to do the job. Existing employees are also involved in interviewing so that the existing team also feels responsible for the new recruit. Notably, Ritz-Carlton has a staff turnover rate of 26 percent, less than half the industry average.Defining and delivering service excellence give bad news before good news to end on the positive C the lasting impre
if you can’t fulfill a request, don’t say how easily it could have been done “if only” C near misses are more distressing t
give the customer some involvement C they are less likely to complain if mistakes happen as a result of choices they ha
deliver pleasure by segmenting it into many shorter experiences, but get the job of having to give pain over with in one chunk C the customer will perceive having had a more pleasurable tha and
don’t forget the lasting impressions C the first point of contact with a customer creates an impression, yet many companies forget that their last point of contact with you will create the memory they go away with. Be it a face-to-face smile or the last page of a Web site, make sure it is good. Again we may note that the third of the RitzCarlton Three Steps of Service is “Fond farewell. Give them a warm goodbye and use their names, if and when possible.”The more “It’s time to get to first principles in service design
Towards a better understanding of service excellenceService-orientation “market orientation consists of three behavioral components C (1) customer orientation, (2) competitor
orientation, and (3) inter-functional coordination C and two decision criteria, (1) long-term focus and
(2) profitability.The first customer marketing obeys the same rules as, and has a similar structure to, external marketing. The main differences are that your customers are staff and colleagues from your own organization.Managing the implementation of internal marketing1 Set objectives for internal marketing e.g. to persuade 100 staff to join a new Performance Related Pay (PRP) scheme. 2 Your strategy is 'internal marketing.' 3 Tactics would include an internal application of the marketing mix, and could include staff forums, presentations, an intranet, away days, videos, personal visits by ompany directors or newsletters. 4 Evaluation would consider the take up of PRP against your objectives, attendees at away days, visits to an intranet page, and so on..explaining Set objectives for internal marketing e.g. to persuade 100 staff to join a new Performance Related Pay (PRP) scheme.
Your strategy is 'internal marketing.'
Tactics would include an internal application of the marketing mix, and could include staff forums, presentations, an intranet, away days, videos, personal visits by company directors or newsletters.
Evaluation would consider the take up of PRP against your objectives, attendees at away days, visits to an intranet page, and so on..Internal Marketing (Jobber 1995)At this stage internal marketing meets traditional 'change management.‘ Firstly you should identify your internal customers. As with your external customers,
At this stagethey will have their own buyer behavior, internal marketing meets traditional 'change management.' Firstly you should identify your implement. or way of 'buying into' the changes which you are charged to internal The similarities in differingwith your external customers, they will them. customers. As groups of internal customers allows you to segment As their own explains, you can target way of 'buying into' haveJobber (1995) buyer behavior, or three different segments the namely 'supporters,' changes which you are chargedneutral,' to implement. The and finally 'opposers.' Each group requires a slightly different internal marketing mix similarities inyour internal groups of internal customers in order that differing marketing objectives can be achieved.allows you to segment them. As Jobber (1995) explains, you can target three different segments namely For example, if the change was that a company was to relocate Eachto its market, 'supporters,' neutral,' and finally 'opposers.' closer group you could target 'supporters' with a tailor-made relocation video requires a slightly different internal marketing mix in explaining about the lower property prices order that your customers could be targeted with incentives such 'neutral' internal internal marketing objectives can be achieved. and 'opposers' could be coerced, asor forced to accept the change regardless.How do we plan for a change program?
Always make sure that you have thought through your approach before starting the implementation. Make sure that you have created a cultural climate that is willing to accept change. Appoint a change agent, or champion for change that will help to ease your changes through. Audit the skills and capabilities of your team. Train and develop as necessary. Your team must be built around you with the objective as the focus for you all. The change must be correctly marketed to your target audience using an approach such as Jobbers.' Decide what the change will be. Give it boundaries. Decide upon the plan. Work out a realistic budget and stick to it. Try to anticipate the arguments against change, and decide how to counteract them positively.Recommendations Cont the first three cases 1. Provide your employees with basic training and systematic follow-up in terms of giving them the tools to serve the guest through seminars and consistent media enforcement. 2. Create a culture of customer service in your own organizationTraining Training is important
But continuous training and cross-training is more important.: everybody share certain training experience. Companies must make sure that their employees are familiar with all the products the organization sells.Need to improve Southwest: in addition, employees are specifically assigned to work with a senior employee who serves as a mentor to provide a clear demonstration of southwest’s service quality and to be available to answer questions.
P&GKeeping Up with Employee Communication While in-person communication was found to be the most effective tool for general employee communications, it is not the tool
i.e., costeffectiveness does not equal communication effectiveness.
Communicators have a much greater awareness of new communication tools over the past year. Despite high awareness of blogs and wikis, these tools aren't being applied for internal or external communication.
Most standard communications policies do not yet include guidelines covering the new tools, notably employee blogs. The absence of such guidelines puts companies and their blogging employees at risk (depending on blog content and toneInternal Marketing Fundamental Effective communication is one of the basic precepts of internal marketing - to engage employees, an organization needs to communicate (at a minimum):
what the organization stands for (i.e., its mission, vision & values)
what its goals & objectives are (strategy), and
what is expected of employees in helping achieve the mission & strategy (where they fit in &the big picture&).
How can employees effectively help their organizations move forward if they don't know where it's going or what is expected of them?!&Employees First& Why employees first? According to Bob, employees must truly believe in your branding strategy for it to have a chance at success. How can they sell it (your brand concept) or deliver it to customers if they themselves don't buy-in to it?
Every time someone (customer or prospect) comes into contact with one of your employees, the outcome of that contact represents &a chance to build or destroy your brand.& Makes sense, therefore, that employees be the first audience when it comes to introducing a new brand strategy or a new product, service, or program.
Employees first -- sounds logical enough. Yet I know from experience that sound logic isn't always applied in organizations. I've witnessed situations were employees were an after-thought. (&Our new ad campaign kicks-off tomorrow. By the way, shouldn't someone tell our employees?&)
A good branding strategy, like charity, starts at home.Internal Marketing & Emotional Connections This is all well & good, as long as you start FIRST with your employees - because if they don't feel valued, neither will your customers. And you can't buy employee engagement with just a paycheck.
As Stan Slapp so aptly put it: &Don't try to use money as a means to emotionally connect with your employees ... Bribery won't do it.&
So, what will? To connect with employees, you need to create:
a sense of common purpose
a sense of belonging, and
a sense of being part of something special.
How? By constantly communicating and demonstrating that your employees are part of something meaningfulAnother Reason Why Marketing & HR Need to Work Together In addition to the usual attributes of recruitment (benefits, opportunities for growth, etc.), McKinsey urges companies to focus on their &intangible, emotional associations& (e.g., &it's fun to work here& ... &we have a passionate and intelligent culture& ... &there's a strong team feeling&) for competitive differentiation.
Working for an organization with a strong brand, inside & out ... it's a no-brainer. And how lucky for the folks in HR and Marketing (not to mention everyone else) who work there!Organizational Culture: What Matters (Part 1) This post isn't meant to bemoan a lack of manners in general or get into any fashion dispute. I just want to reinforce the importance of common courtesy and respect for others in the workplace.
Respect is a fundamental element of internal marketing. It includes treating people cordially, with civility and sincerity - not the drone scripted recitation of &Thank you for doing business with us ... have a nice day& that you hear from some service providers.
But for many employees who truly care about their customers, sometimes the issue of professional courtesy can be a stretch. It's hard to show respect for customers when workers don't feel respected in their own organizations.
How employees (and customers, in turn) are treated is a reflection of corporate culture. What's it like in your workplace?Organizational Culture: Assessment (Part 2) It reminds me of the time when I was fairly new to the working world. I remember hearing whispered references about certain managers and the sympathy given to new staff assigned to them: &Too bad you have to work for that caustic s-o-b.& This was the guy who would walk into the department without acknowledging anyone - no smile, no greeting - sharing only a scowl. Didn't matter whether he passed one of his staff members, or a co-worker, or higher-up in the hallway (at least he was an equal opportunity s-o-b). Maybe you've had the unfortunate experience to work with such a person, or know someone who has. So it should come as no surprise that research shows relationships with managers & co-workers impact overall job satisfaction. The magic question To assess the quality of your organization's culture, all you need to do is ask one simple question: Would you refer a friend to work here? It's a loaded question, to be sure, but one whose answer will give you incredible insight into your firm's culture
Organizational Culture: Internal Customers (Part 3)
. And the quality of these relationships trickles down to the bottom line - you can't build strong external (customer) relationships without strong internal (customer) relationships. That's why internal marketing considers employees &internal customers.& When employees take care of each others' business service needs, they tend to do even better for customers. In other words, internal customer service drives external customer services. Who's your customer? Too often, customer relations training is focused only on staff with direct customer contact. But it applies to everyone - Purchasing has it so does Human Resources, Information Systems, Operations, etc. Think of it this way: if you're not serving the ultimate customer (those who purchase your firm's offerings), you're serving someone who is ... for example, the sales staff, customer service rep, call center staff, delivery person, store manager, etc. To what extent does your organization acknowledge & serve its &internal customers?&
Happy Employees, Happy Customers &Happiness in the workplace is a strategic advantage
The Customer Comes Second ?! , from the
&Service comes neither will heart, and people who feel cared for will your more. Unhappiness care customers! results in error, turnover, and other evils.“ Beyond the inherent logic linking employee and customer satisfaction, there's a lot of research that supports a positive, mutually reinforcing relationship between employees and customers.Value employees But do happy employees = happy customers?
It's an oversimplification to be sure ... but you can't have one without the other. Remember, if your employees don't feel valued, neither will your customers!Employee Satisfaction: Happiness Pays
Dispirited, unmotivated, unappreciated workers cannot compete in a highly competitive world.& It's one of my favorite quotes from nonprofit leader Frances Hesselbein, and it's an important reminder for all organizations. To all those reading this blog: how many people do you know who are truly happy in their workplace? Most of my friends in this situation are the ones who are self-employed ... i.e., spared the BS of inane office politics and the incompetents in charge. (As I've explained to friends & family over the years, the reason I'm happily selfemployed is because I work for someone I respect.) Why should management care about how its people feel? The benefits of a positive workplace go beyond the warm & fuzzy directly to the bottom line. According to the Customer Loyalty Research Center, which specializes in measuring both employee and customer satisfaction & loyalty, employees who have better relationships with their companies are more likely to: Stay with the company, reducing turnover costs. (You want sticker shock? Ask Human Resources what this really costs.) Recommend the company to other potential employees, reducing search expense (which also makes HR folks happy) Be more productive on the job Provide higher service levels, ultimately increasing customer satisfaction & loyalty (which should make everyone happy). What does the Customer Loyalty Research Center use to measure employee satisfaction & loyalty? They look at variables that contribute to overall job satisfaction including: Relationships with managers and co-workers Customer-focus Organizational improvement Rewards & recognition Communication. How do you tell if your organization needs to get serious about employee satisfaction? Here's the magic question -- just ask employees &Would you refer a friend to work here?& It's a loaded question, but one that will give you tremendous insight into your organization.
Thank you!
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