I. Sheraton's "Ten Commandments" and Philosophy
The founder of Sheraton is Ernest Henderson (March 7, 1987 to September 6, 1967), and Henderson's "Ten Commandments" are:
1. Don't abuse your power and demand special treatment; not resisting this is indulgence.
2. Do not accept gifts from those who ask for them.
3. Listen to Mary Kennedy in all matters of decorating the Sheraton. Mary Kennedy was
selected from among eight master decorators after a decorating contest. Since then she has been employed by the Sheraton Hotel Corporation as the chief decorator of the hotel's guest rooms, restaurants and lobbies.
4. You can't back out of a confirmed room reservation.
5, not to give orders to subordinates without letting them fully understand the exact purpose.
6, the strengths of running a small inn may be the taboo of managing a large hotel.
7, in order to make a deal, not to squeeze the other "last drop of blood".
8, cold dishes shall not be served.
9, decision-making depends on facts, calculations and knowledge.
10, the subordinate's mistakes, do not rush to blame
In the actual operation of the Sheraton company, Mr. Henderson has a number of concepts are also desirable:
1, emphasis on duty and diligence.
2. Emphasize guest supervision and evaluation of the quality of hotel services.
3, all hotel services and food to "value for money".
4, floating price grid to regulate the guest market.
5, competition to promote the forward development of enterprises.
6, emphasize the target management.
Second, Ritz-Carlton's "gold standard" and employee satisfaction
Ritz-Carlton's management philosophy is fully reflected in the company's core values expressed in its "gold standard". Ritz-Carlton employees carry the "Gold Standard" credo card with them at all times, and Ritz-Carlton requires every new employee to live up to the company's standards, which include the Credo, the Three Steps to Service, and the Service Plan. These standards include the Credo, the Three Steps to Service, the Motto, the Twenty Essentials, and the Employee Pledge. The recurring theme throughout is to always focus on the individual needs of each guest and to provide truly warm and compassionate service to each and every one of them. All employees are reminded daily that they are "Ladies and Gentlemen for Ladies and Gentlemen" and that they must actively and enthusiastically serve and anticipate the needs of our guests. Ritz-Carlton's daily motto around the world is the same: "Exceeding guest expectations is the company's most important mission."
Employee satisfaction is the gold standard. "Ladies and Gentlemen for Ladies and Gentlemen" - this phrase can be seen as a combination of employee satisfaction and customer satisfaction. Ritz-Carlton views having and maintaining a great group of employees as the company's top priority, and the company's approach to training employees is based on this. The Ritz-Carlton Hotel Company has been able to maintain an employee retention rate well above the industry average of 66% for many years in the hotel industry, allowing Ritz-Carlton to save costs and increase profits. This training methodology has been cited and emulated as a classic model by numerous companies around the world - from Fortune Global 500 companies to successful family businesses.
Empowering employees is an important indicator of employee satisfaction. Employees receive more than 100 hours of customer service training each year, and about half of all Ritz-Carlton employees belong to one of the empowered, self-directed work teams that have initiated many of the service innovations that have led to increased guest satisfaction and improved profitability. In numerous surveys, including a guest satisfaction survey conducted by J.D. Bauval (Joint Venture), Ritz-Carlton Hotel Company received the highest rating and a near perfect guest return rate.
Three, the Peninsula Hotels consistent style
The Peninsula Group, a subsidiary of the Hong Kong and Shanghai Hotels Limited, has managed eight luxury hotels in Hong Kong, Manila, Bangkok, Beijing, New York, Beverly Hills, and Chicago, with more than 3,000 guest rooms, and with its philosophy of establishing only one top luxury hotel in each metropolis is well known around the world, and is honored as the "five-star Peninsula" by the international hotel industry. The Peninsula is honored by the international hotel industry as the "Five Star Peninsula".
The Peninsula has developed a consistent style. Here are some highlights of the Peninsula's habits over the past 75 years.
The hotel*** has 48,000 pieces of sterling silver flatware, with a market value of $1 million, that require eight polishers to be activated every day, and the flatware has been made by the same maker for 80 years, from 1925 to the present.
The doormen pull open the glass doors carved with a pair of door gods about 4,000 times a day for guests, and the all-white uniforms and white hats they wear have been the same style since they opened.
The Peninsula*** has 775 employees, with an average of 2.6 employees serving one guest, including one employee with 75 years of service, two employees with 40 years of service, nine employees with 30 years of service, 29 with 20 years of service, and 148 with more than 10 years of service, with the lowest staff turnover rate in Hong Kong.
Four, Hilton staff can wear their favorite clothes to serve guests.
In 2004, Hilton pioneered the first trend of leisure, innovative "Hilton lounge". This new room creates a unique environment in which guests can rejuvenate and refresh, with dimmable lighting that can be lit or darkened, and fresh fruit and floral scents in the air to help customers relax and rest.
What is even more surprising is that even the clothing requirements of the hotel staff are greatly relaxed, and the staff can even wear their favorite clothes to serve the guests.
Over the past 80 years, the Hilton Hotel business is so good Wealth grows so fast, the secret of its success to firmly establish their own corporate philosophy and implement this concept into the thinking and behavior of each employee, the hotel to create a "home away from home" cultural atmosphere, pay attention to the training of corporate etiquette of the staff, and through service People stomach "smile service" embodied.
1. Hilton's success: hard work, confidence and smile
Hilton's successful experience in the development of the following seven points: First, each hotel should have its own characteristics to adapt to the needs of different cities and regions. To do this well, the first step is to select capable and competent general managers, and at the same time grant them the necessary authority to manage the hotel well. The second is to prepare a budget. Mr. Hilton believed that the failure of the American hotel industry in the 1920s and 1930s was due to the fact that American hoteliers did not budget their hotels as well as exceptional housewives, and he made it mandatory for any Hilton hotel to prepare at the end of each month the booking status at that time and to base it on the last...
2. Hilton, the Innkeeper Emperor
Conrad N. Hilton was born in St. Anthony, New Mexico, in 1887. He served in the military during World War I and was sent to the European Theater, where he was discharged after the war and for a time lived without means. Hilton opened his first hotel in Cisco, Texas in 1919, and the first hotel named after Hilton was built in Dallas in 1925. Hilton's success continued, and by 1943, he had built the first chain of hotels linking the East and West coasts. His hotel group then moved beyond the United States...
3. Hilton's way of employing people
Donald Hilton (1887-1979) was one of the ten plutocrats who had controlled the American economy, and the world-famous king of hotels. He was born in 1887 in the United States in New Mexico, a small town called San Antonio, his religious mother and honest and hard-working father, his growth and later success has a great impact. Hilton's teenage years, while studying and working in his father's store, developed a diligent and good business skills. During World War I, Hilton was drafted into the army and went to Europe to fight. 1919, Hilton was discharged from the army and returned to his hometown, accompanied by his old friend to go to Texas to break into the world, and bought...
4. Hilton's home away from home
Hilton Hotels USA was founded in 1919, in less than 90 years, from a hotel expanded to more than 100, all over the world's five continents of the major cities, becoming one of the world's largest hotels. 80 years, the Hilton Hotels business is so good that the wealth grows so fast, the secret of its success to establish their own corporate philosophy and put this concept into practice! The secret of its success is to firmly establish its own corporate philosophy and implement this concept into the thinking and behavior of each employee, the hotel to create a "home away from home" cultural atmosphere, focus on the training of corporate staff etiquette, and through the service of human stomach "smile service" embodied.
Shangri-La
Shangri-La adheres to the unique Asian style of hospitality. Striving to provide our guests with distinctive Asian hospitality is what sets us apart from our peers in the hotel industry, and is the foundation of Shangri-La's reputation as a world-class hotel group.
"Pride without arrogance" is of paramount importance, and we expect our employees to be genuinely proud of our accomplishments, yet still demonstrate the qualities of gentleness and humility when dealing with our guests. In short, real success doesn't need to be publicized.
In striving to delight our guests at every turn, we always want to exceed their expectations and consistently provide them with quality products and services that offer value for money. That's why we seek out professionals who are innovative, accomplished, and trend-setting.
Marriott Hotels
Marriott's fundamental philosophy of "People Serving People" is two-fold: treating every employee fairly, and valuing the feelings of our employees and making them feel at home. Nearly 50% of Marriott's management personnel are promoted from within the company, and the company gives priority to internal staff for job vacancies, and only when there is no suitable candidate internally will the company recruit from the society, and when recruiting from the outside, the salary level offered is generally higher than the industry average of 50% to 75%, which is not only in consideration of the acceptability of the market, but also in consideration of the acceptability of the staff. Hotels are a typical service industry, and Marriott believes that only when a company treats its employees well will its employees treat its guests well.
Marriott has five systems in place to ensure that its hotels truly implement the "people serving people" philosophy. First, employees can send a letter directly to the president's office at Marriott's U.S. headquarters if they have a complaint, and all Marriott hotels have a mailbox for letters to the president. Second, employees can also call the president's office through a hotline. In Marriott's president's office in Washington, D.C., there are operators in various languages who take down the problems reflected by Marriott employees from all over the world, and then the president's office will deal with these calls in a timely manner. Third, every year Marriott hires a third-party company to conduct anonymous employee satisfaction surveys for other Marriott hotels, so that the group can truly understand whether employees at its hotels are satisfied with the company, its leadership or its management. Fourthly, Marriott also has a system called Peer Review, which is similar to the jury system in the U.S., that is, when an employee encounters some problems, in addition to looking for his superior or the general manager of the hotel, he can also seek for a fair, open and just treatment through this system, that is, the employee can refuse to have his superior make a decision on the problems he faces, and he can apply for a committee composed of employees with a certain qualification to make a decision, and the employee can apply for a committee composed of employees with a certain qualification to make a decision. He can apply for a committee of employees with certain qualifications to decide, and the committee's decision will be final. Currently, Marriott has more than 2,700 hotels in the world a***, and in mainland China, Marriott already has more than 30 hotels under its umbrella. According to Peggy Ho, Human Resources Manager of Marriott Asia Pacific and Australia, because the members of Peer Review need to go through case training and be qualified before they can take up the position, and there are no qualified members on the Chinese side, so Marriott employees in China can't apply to use this system yet, but she hopes that a similar system will be implemented in China when the time is ripe. Fifth, each year Marriott's Asia-Pacific headquarters conducts a review of the human resources systems at all of its hotels, which includes not only checking hotel lobbies, corporate documents and the operation of various systems, but also interviews with managers and staff to hear their opinions about the hotels. "The interviews are anonymous, and Marriott wants to hear how the employee really feels about working in the hotel, and whether he is really respected and treated fairly, whether he receives the care and development opportunities he deserves, whether the training opportunities are sufficient, whether the leadership allows him to utilize his abilities, and so on." He Peijuan told the reporter that the problems mentioned by the employees are often related to their personal interests, very specific, such as the reaction of employees in the north of the company's lockers are too small, winter clothes can not be put and so on. Marriott collected up the problems reflected by the staff, it will be fed back to the corresponding hotel, and asked the manager to put forward the corresponding action plan, these will be open in the hotel, and Marriott will regularly send people to understand the progress of these action plans. He Peijuan said, "We will respond to the problems pointed out by employees in a timely manner, and if the company really can not solve the problem, we will also explain the reasons. This is how employees are willing to give their opinions, otherwise if they don't see any change in the company after mentioning it, then they won't mention it again in the future."
Marriott's training is also unique in that the company mandates 15 minutes of training for every employee every day. Marriott has summarized 20 basic habits for each of its hotel brands, and employees are required to review one habit every day. Marriott believes that it is more natural and smoother for people to provide services according to their habits. The company requires managers to have 40 hours of training per year and has designed a core management program specifically for them, which is developed from the nine key skills needed in the hospitality industry, while the average Marriott employee typically has 20 to 30 hours of training as well.
Marriott doesn't believe in punishment so much as rewards. The company has two main awards. One is the "Most Outstanding Employee Award," which is given to those who have made outstanding contributions to their work or to society. The recipient of this award can travel to Washington, D.C., to attend Marriott's annual convention, where they will be presented with the award by the president himself. The other award is the Alice S. Marriott Award for Community Service, which is given to a group of individuals who have made outstanding contributions to the local community. Receiving both awards is the highest honor at Marriott.