...[pic] Marketing MK 201 Marketing of Four Seasons Hotel Shanghai [pic] Lecturer: Kathryn Medico Student: Lu Yizhi [ luyi080789 ] Duy Hung Pham [ phdu271188 ] Class: 2A March 12th , 2012 Acknowledgement For the successful completion of our report, we would like to express our deep gratitude to all the people who give us help and advise. First and foremost, we are going to give our appreciation to Mr. Wang, the Assistant Sales Director of the Four Seasons Hotel Shanghai. He spent his personal time replying our email to answer our questions and gave us a lot of valuable information and instructions which keep our report going in the right direction. Secondly, we would like to thank our Marketing lecturer, Miss Medico, she provided us with many useful resources and guidance at every stage of writing the report. Clearly, we cannot finish this report smoothly without her help. Last but not least, we would like to thank all our friends for their suggestions and inspiring. Contents Aknowledgement 2 Introduction 4 Background of Four Seasons Hotel Shanghai 4 The Lifecycle Stages of Four Seasons Hotel Shanghai 5 Target Market 6 The Promotion Mix of Four Seasons Hotel Shanghai 7 Advertising 7 Publishing pamphlets and magazines 7 Online advertising 8 Public Relations 8 Communicating with public by Internet 8 Participate in public service 9 Sales Promotion 9 Hotel packages promotion 9 Discount 10 Conclusion 10 Reference...
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...critically analyse the implications of human resource practices in the Four Seasons brand. Unless diversity is supported, discrimination can appear in some cases, having a negative effect on the running of the business. Also, working in groups makes a great contribution to the company’s performance, allowing creativity to be put into practice. Leadership is the greatest issue, as it can make the difference. Following a vision of his own, the leader can influence each department and also control staff’s and customer’s emotions as they represent the key to a better reputation of the brand. Lastly, a personal reflection upon the workshops was written, illustrating the fact that they represent a better command of the subject. 2. Diversity and Groups Nowadays, managing a hotel brand is done with the help on diversity management (Mor Barak, 2005). There exist four magnitudes of diversity: tenancy, age, sex and race. After a study conducted by Ely (2004), race and sex are not irrelevant to performance, as opposed to tenancy and age which are judged by experienced staff who believe that wisdom comes with age. Cooperation and teamwork represent the key to the issue. Banks in the USA developed diversity education programs where employees were stimulated to work with the ones they did not accept, results being highly positive and thus leading to a better collaboration in the at near future (Ely, 2004). For the Four Seasons brand, extensive research needs to be carried out, starting with the...
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...Marketing Analysis: Four Seasons Hotels and Resorts Subject: 2012 Electif 136 : Marketing du luxe Lecturer: RIOUX Christophe Made by Erasmus student: Valeria Grinevich 2013 Content Introduction 2 History of Four Seasons Hotels and Resorts chain 3 Marketing Strategy Analysis 4 SWOT analysis 7 Target segments 7 Marketing Mix (4Ps) 8 Bibliography 11 Introduction For my luxury brand marketing analysis I choosed the Four Season Hotels chain, as on my mind it is one of the most successful and well-known hotel chain, providing 5 star service all around the world. Every hotel – is a masterpiece. You won’t find two similar hotels, as all of them are unique, built in different styles, based on the part of the world, where the hotel placed. But at the same time they all combined by unrepeatable spirit of elegance and chic. “Treat others as you would like to be treated” this is the golden rule and the basis for the success and recognized service quality of the Four Seasons hotel chain. The company offers luxury accommodation and beautiful high-professioned SPA complexes, as well as catering services for different types of the events, from wedding to corporate meetings. FHS also provides leisure activities, including golfing, skiing, tennis, fishing, cooking schools, fitness facilities, family travel, dining, sailing, scuba diving, and other types water sports. Four Seasons has chosen to specialize...
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...BOWEN op yo CARIN-ISABEL KNOOP Four Seasons Goes to Paris: “53 Properties, 24 Countries, 1 Philosophy” Europe is different from North America, and Paris is very different. I did not say difficult. I said different. — A senior Four Seasons manager In 2002, Four Seasons Hotels and Resorts was arguably the world’s leading operator of luxury hotels, managing 53 properties in 24 countries and delivering what observers called “consistently exceptional service.” For Four Seasons, that meant providing high-quality, truly personalized service to enable guests to maximize the value of their time, however the guest defined doing so. No tC In 1999, Four Seasons opened the Four Seasons Hotel George V Paris (hereafter, “F. S. George V”), its first French property, by renovating and operating the Hotel George V, a historic Parisian landmark. Doing so was, according to John Young, executive vice president, human resources, “one of our great challenges and triumphs.” Young mused on what Four Seasons had learned from opening a hotel in France, wondering what lessons would be applicable to other openings given the firm’s growth plans, which suggested that new opportunities would be largely outside North America. (Exhibit 1 illustrates property locations in 2002.) Performance Do Four Seasons generally operated (as opposed to owned) midsized luxury hotels and resorts. From 1996 through 2000 (inclusive), Four Seasons revenues increased at a compound rate of...
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...' Academy ol Management Executive, 2002, Vol. 16, No. 4 Four Seasons goes to Paris floger HalloweU, David Bowen, and Carin-Isabel Knoop Europe is different from North America, and Paris is very different. I did not say difficult. I said diffeient. —A senior Four Seasons manager Executive Summary Four Seasons Hotels and Resorts opened its first French property in 1999. This article presents that opening as a case study to illustrate a perspective on how a company with a strong and highly successful organizational culture might approach a new national culture when that cuhure is both distinct and intense, as is the case in France. Managers can henefit from the case by understanding this approach to organizational and national culture, which the authors believe represents a useful framework for global management. The article begins with a discussion of the linkage between corporate cuifure and competitive advantage for service organizafions. It then describes the corporate support structure and the philosophy that Four Seasons developed over two decades to support its international expansion and to manage the type of challenges its French property posed. Finally, it describes how the firm went about transforming that property into one of its crown jewels. The Linkage Between Service Culture and Competitive Advantage The enduring success of service organizations such as Southwest Airlines, The Walt Disney Company, Wal-Mart, and USAA (among others) is frequently ...
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...He was not interested in priesthood and the only reason for joining was his financial situation. That was was the only possible way for his poor family to receive free schooling. Nevertheless, very soon, in 1704, he was pardoned from celebrating the Holy Mass because of his bad health. Later, he became a violin teacher at an orphanage for girls called Ospedale della Pietà in Venice. The orphans soon started to gain appreciation and esteem as Vivaldi wrote most of his concertos, cantata, and sacred music for them. In 1705 the first collection of his works was published. He was a prolific composer producing over 500 concertos, 46 Operas, symphonies, 73 sonatas, chamber music, and sacred music. His most famous work is believed to be the Four Seasons (Wikipedia). Vivaldi's music is especially innovative since he added brightness to the very formal and rhythmic structure of concertos. He constantly searched for harmonic contrasts, creating innovative melodies and themes. Vivaldi’ ultimate goal was to create music that could be understood and appreciated not only by an intellectual minority but also, and especially by the wide public. He loved composing and that joy gives his music the joyful appearance (Halliwell). Those factors were the main reasons for his music becoming vastly popular. This popularity soon made him famous in Italy and other countries, even...
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...Executive Summary This report is talk about the marketing mix for the 5-start hotel Four Seasons. The purpose of this report is to develop a new kind of marketing mix for the Four Seasons to meet the demand of different guests. The thesis statement of this report is the Four Seasons may gain more popularity if they adopt the new kind of marketing mix. The research and the interview have been done as for the original sources, and the key finding is his competitor biggest advantage is the cheap price. In conclusion, the Four Seasons will be better if they have developed the new kind of accommodation which has the acceptable price, then Four Seasons hotel will be more competitive because of his services, facility, and the proce. 1.0 Introduction The objectives of this research are analyzing the accommodation market, and creating a marketing mix for a famous 5-start hotel Four Seasons. The reason that the company was chosen is it have high quality of the services and is well-known around the world. The guests for the Four Seasons who are in the group of high social-economics most are travelers for entertainment or business. “Nation of customization” is the key for the success in those country, also the core philosophy “loyal to the guest” gain the popularity for them (Clampet 2014). Design in different style for the customers to give the best experience all around the world is the meaning of “Nation of customization”. This company tries their best to meet the demand of the guests...
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...the Four Seasons Hotel London at Canary Wharf that is located on West India Quay alongside London’s thriving financial district that is Canary Wharf. The building overlooks the Thames River and incorporates a modern contemporary interior design, and an Ancient Egyptian inspired exterior design distinguished by its flared patinated copper cornice that was designed by the Renton Howard Wood Levin Partnership. It is easily accessible by public transport; the London Underground’s Jubilee and DLR lines (Docklands Light Railway) are a ten minute walk away, and Thames Clipper Boats depart frequently from the adjacent Canary Wharf Pier. It is also just 15 minutes away from London City Airport as well as the O2 Centre (Telegraph.co.uk, 2013). Target Market The hotels location in London’s booming financial district which makes the hotels target market mainly business travellers who are visiting the financial headquarters in Canary Wharf, although it does also receive a high number of affluent leisure travellers particularly during weekends and the holiday season. Events held at the O2 arena also have a big impact on the hotel’s occupancy, and often celebrities featuring at the events stay here. During the midweek almost 100% of the guests are business travellers, whereas at weekends on average a quarter of the guests stay for leisure purposes. However, Canary Wharf and Canada Square are evolving rapidly which is increasingly attracting the higher end leisure market to the hotel as new...
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...The Greatest Twitter Hotel Service Story Yet December 17, 2009 When a guest tweets a complaint about his or her stay at your hotel, do you ever see it? Do you try getting in touch with the person to apologize? That’s all well and good, but Four Seasons Hotels & Resorts has set the bar for social media customer service quite a bit higher than that. When a guest at Four Seasons Resort The Biltmore went on Twitter last month to make a lighthearted complaint about the hotel’s turndown music (”Okay, the turndown music in my room at Four Seasons Biltmore is so not soothing. More appropriate for a funeral or beheading.”), she wasn’t expecting anything to come from it. So imagine her surprise when she returned to her guestroom the next day to find a bottle of wine and a note from the general manager apologizing for the substandard tunes-along with a listing of local radio stations. Turns out the Toronto-based corporate interactive marketing team behind @FourSeasons saw the tweet and took the time to notify the California resort about the problem. Making the story all the more impressive is that the guest is not identified by name on her Twitter account, meaning the Four Seasons folks had to do a bit of sleuthing to figure out who she was en route to rectifying what was at most a minor nuisance. (Read the first-person account at HotelChatter.) I talked with Cherry Kam, Four Seasons’ director of interactive marketing, about the incident. In keeping with the hotel company’s exemplary...
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...& Change Case 1: Four Seasons Goes to Paris 1. What has made Four Seasons successful over the last 30 years? A number of main factors have contributed to the success of Four Seasons over the last 30 years. To begin with, Four Seasons has had an exceptional management team and structure that has had the ability to deliver and maintain its highest and most consistent service standards at each property in a cost-effective manner. These top managers were all world citizen, which means that they are able to act as the local citizens in any country around the world; for example, Italian in Italy, French in France. The process for opening and operating a hotel stays the same, each of their hotels is tailor made and adapted to its national environment. Four Seasons has seven “service culture standards” which are followed by employees all over the world at all times as well as 270 core worldwide operating standards. This gives the Four Seasons a set standard for each property to follow and gives the company some sort of unity from one property to another. Exceptions to the 270 core standards are allowed if it makes local sense and will give the guests a better local feel. Due to Four Season's extensive coverage, standards were often written to allow local flexibility which has contributed their success. The main value that puts Four Seasons ahead of the competition is an exceptional, personal service that puts the customer above all. Four Seasons offers a “just for you”...
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...THE LUXURY CONSUMER IN THE NEW DIGITAL WORLD: THEN & NOW 201 Four Seasons Luxury T 2 rend Report Luxury Trend Report | 1 The global luxury landscape and the luxury customer have evolved dramatically over the last tumultuous and transformative three years. The advent of unprecedented new technological innovations, coupled with the increased skepticism left over from the global financial crisis, mean that today’s consumers are demanding honest, accurate, timely and engaging information. They are looking for intrinsic value and a deeper relationship with the brands with whom they choose to support and interact. According to The Affluence Collaborative1, a research powerhouse that dives deep into the habits of high-income consumers, the affluent2 seek out companies and brands that can simplify and improve their lives. In the travel sector, this translates into increased expectations around personalization cutting across all touch points – including digital media platforms – as luxury travellers research, purchase, engage in and reflect upon their travel experiences. The Luxury Traveller Technology Survey3, commissioned by Four Seasons, coupled with leading luxury market research and brand insight, sets out to uncover how consumers want technology to blend seamlessly into their experience, and how those preferences have changed in recent years. strong performance in China and Latin America, are driving growth in the sector. All combined, the global luxury market is expected...
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...Four season 53, properties and 24 countries Consistently exceptional services High quality personalize services “maximize value of the time” Issue: Learning from hotel in France are applicable to apply for other locations New strategy of overseas growth Performance:- Generally operate mid-size hotel and resort (instead of owning) Performance review from 1996 t0 2K Compounded revenue growth 22% per annum Operating margin growth from 58.8% to 67.9% RevPAR 32% higher than US Com ang 27% higher than European players Management structure and team Structure:- General manager is overall responsible for single property, variable portion 30% of base salary Profit 50% weightage Service quality:- 25 % wt People measures: - 25 % wt Regional management is Key component Italian in Italy, French in France No bragging, no excuse NO excuse tolerance, customer services prevalent at all levels Strong Allegiance to the firm:- Family culture, firm’s interest at the top Four season approach to international growth:- Diversity and Singularity:- With essence of local culture standardize operating procedure across the globe. Tailor made interiors to give local flavor with standardize operation of global standards Cultural cameleon Implementing local learnings globally Globally Uniform standards:- Global “service culture standards” (exhibit 4) 270 core operating standards (exhibit 5) applicable world wide Exception permitted if they make local sense (exception of leaving...
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...Four Season Goes to Paris Four Seasons is one of the biggest midsized luxury hotels in the world. Although it is Canadian-based, it currently operates across different continents. Despite the fact that they operate in different parts of the world, they are known for its high standards of quality and providing good experience. Wherever they operate they bring their corporate culture, traditions and standards with them. Sometimes it is difficult to come and implement your corporate culture, because people are different, cultures are different, and lastly laws and regulations are different. Four Seasons faced these problems when trying to launch their hotel in Paris. When entering hotel market in Paris, Four Season faced number of problems both legal and cultural. France had its own laws regarding working hours, hygiene issues, and French people had their own moral, culture, attitude toward work, which differed from North American one. For a building they chose the building of old “George V” hotel. They tried to keep outside façade and change inside a bit. According to French hygiene laws, trash and food had to be carried via different corridors and elevators. Because of that Four Seasons had to create additional ways just for food and trash. “Right to light” law, which stated that each employee must work at least several hours a day by the window. Four Seasons management had to arrange schedules so that, no one was working all day in the basement. ...
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...Four Seasons Response Paper Scott Pearce The Four Seasons' approach to transferring its practices to other cultural contexts is aligned with their overall business strategy. They want to be known as the best of the best in luxury hotel service. What this translates to is not too dissimilar from Starbucks: a customized customer experience. That's not to say there aren't specific expectations and standards. But its how the customer experience is delivered within those standards that tailors the Four Seasons experience depending on where you are. If a firm expects to establish a sustainable business model in foreign nations, the firm best be a cultural chameleon, where the brand doesn't uniquely identify the company or product as one particular nationality. This particular case study calls attention to the Disney model as the antithesis of Four Seasons. While Disney is successful, it is interesting to note that Euro-Disney was a failure and it wasn't until it changed to Disneyland Paris, with a decided turn towards a more French culture, that it finally turned around. Even the comparison to McDonald's is a little tenuous, as the McDonald's experience and brand is known for the clean restaurants and cheap fast food. But, the menu does chance depending on the region and what the culture demands. Eating in a McDonald's in Thailand was very different than eating in McDonald's in Australia, or even Switzerland. By making sure the Paris hotel was a Paris experience, the Four Seasons paid...
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...Case 1 : Four Seasons in Paris 1. What has made Four Seasons successful over the last 30 years? Several reasons have made Four Seasons (FS) successful: - The guarantee for the guests to receive a high-quality and consistently exceptional personal service is part of FS’s distinguishing edge. One of the most important elements of this success is the ability of employees to provide customers with an intelligent truly personalized service and to anticipate the guests’ needs. - FS has defined worldwide core operating standards. The respect of those standards is the guarantee that, all over the world, in any FS hotel, customers will be offered the highest quality. Furthermore, these standards help to shape relationship between people, and those relationships contribute to building the corporate culture. - Besides the definition of globalized standards, FS emphasizes the importance of cultural diversity. Adaptability to local culture and environment is a key to success. Each hotel is representative of its location and has its own style. When they stay in a FS hotel, guests immediately know in which country they are staying. FS is promoted in a very positive manner: it is a guarantee of quality but the brand does not rigidly define the product. - The regional management structure is a key component of FS’s ability to deliver and maintain the highest and most consistent service. In each FS property, a general manager supervises the day-to-day operations. Every morning the top management...
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