Cassie Bruce Four Seasons Case
Cassie Bruce
Anderson University
Barnes & Noble Case Analysis
Fall 2014
Introduction/Environment With operations in 24 countries, the Four Seasons hotel has gained a reputation for being one of the most well renowned luxury hotels in the world. In order to offer the most quality service and comfort to customers, the Four Seasons places an emphasis on offering personalized service. Tangible features are also of great importance to the luxurious status of the hotel. Perceptions of quality service and luxurious features vary upon countries and cultures. When entering a new market in a new region, it is critical for the Four Seasons to adapt to changes in culture in order to best facilitate the needs of the customers in those regions. Employees must have the abilities to understand and meet the personal needs in order to best serve the customers, as well as maintain the consistent luxurious status of the Four Seasons. When entering the French market, the Four Seasons was faced with many necessary adaptations in order to align the culture of the Four Seasons with the culture of France.
Strengths When adapting to the French culture, the Four Seasons emphasized the factor of France being a movement of integration, while maintaining the standard French culture. The success of the Four Seasons is greatly contributed to the emphasis on the strong relationship between the employees and the guests, by placing the guests’ needs at top priority. With the French culture vastly varying from typical cultures the Four Season is familiar with in terms of social expectations, the leaders of the Four Seasons took additional measures to ensure the French employees were able to adapt to the Four Seasons culture by taking additional training and adaptation measures. The Four Seasons adapted well to the French culture, as well, by staying loyal to French laws and regulations and striving to satisfy both the employees and the guests
Anderson University
Barnes & Noble Case Analysis
Fall 2014
Introduction/Environment With operations in 24 countries, the Four Seasons hotel has gained a reputation for being one of the most well renowned luxury hotels in the world. In order to offer the most quality service and comfort to customers, the Four Seasons places an emphasis on offering personalized service. Tangible features are also of great importance to the luxurious status of the hotel. Perceptions of quality service and luxurious features vary upon countries and cultures. When entering a new market in a new region, it is critical for the Four Seasons to adapt to changes in culture in order to best facilitate the needs of the customers in those regions. Employees must have the abilities to understand and meet the personal needs in order to best serve the customers, as well as maintain the consistent luxurious status of the Four Seasons. When entering the French market, the Four Seasons was faced with many necessary adaptations in order to align the culture of the Four Seasons with the culture of France.
Strengths When adapting to the French culture, the Four Seasons emphasized the factor of France being a movement of integration, while maintaining the standard French culture. The success of the Four Seasons is greatly contributed to the emphasis on the strong relationship between the employees and the guests, by placing the guests’ needs at top priority. With the French culture vastly varying from typical cultures the Four Season is familiar with in terms of social expectations, the leaders of the Four Seasons took additional measures to ensure the French employees were able to adapt to the Four Seasons culture by taking additional training and adaptation measures. The Four Seasons adapted well to the French culture, as well, by staying loyal to French laws and regulations and striving to satisfy both the employees and the guests
References: Business News Daily Staff (2011). “10 Ways to Deliver Great Customer Service.” Business News Daily. Retrieved from: http://www.businessnewsdaily.com/1537- great-customer-service-tips.html Hallowell, R., Knoop, C., & Bowen, D. (2014). Four Seasons Goes to Paris: "53 Properties, 24 Countries, 1 Philosophy" Harvard Business. Jacobs, F., & Chase, R. (2011). Operations and Supply Chain Management (14E ed.). New York: McGraw-Hill Irwin. Jones, M. (2011). “Doing Business in France: 8 Cultural Cues that Make (or Break) a Deal.” International Business Times. Retrieved from: http://www.ibtimes.com/doing-business-france-8-cultural-cues-make-or-break- deal-368258 Unknown. (2012). “French-American Cultural Differences in Business” World-Class Business Etiquette. Retrieved from: http://www.etiquetteoutreach.com/blog_new- york-etiquette-guide/bid/83338/French-American-Cultural-Differences-in- Business Unknown. (2014). “French Business Culture” Passport to Trade. Retrieved from: http://businessculture.org/western-europe/business-culture-in-france/