An analysis on The Ritz-Carlton Hotel and Four Season Hotel

Strategic Management in hospitality environment

16th December, 2016

TABLE OF CONTENTS
Page
List of Abbreviations
Executive Summary
Chapters
1

BACKGROUND.....................................................1
1.1 Defining the company

1.2 Background

1.3 Growth strategy

1.4 Brands
2
1.5 Main areas of expertise
3
1.6 Current position in the market

1.7 Strategy statements (vision, mission, objectives)

1.8
5
1.9
6
1.10
6
2

The Corporate, Business and operational Strategy

Leadership style
Organizational Structure

INTERNAL & EXTERNAL ANALYSIS.........................8

Company A
2.1 SWOT analysis

8
2.2 PESTLE analysis
9
Company B
2.1 SWOT analysis
10
2.2 Porters five forces
11
3

CRITICAL ANALYSES...........................................13
3.1 Planning, implementation, and control of key strategy
13
3.2 Strategic management Issues

13

3.3 International strategies

13
3.4 The Organizational and Global Environment
14
3

SUMMARY, CONCLUSION, AND RECOMMENDATION

15
5.1 Conclusion

15

5.2 Recommendation

15

References

LIST OF ABBREVIATIONS

CRM

Customer Relationship Management

STP

Segmentation, Targeting, Positioning

SWOT

Strength, Weakness, Opportunities, Threat

PESTLE
Environmental

Political, Economic, Social, Technological, Legal,

Company A

The Ritz-Carlton Hotel

Company B

Four Seasons hotel

EXECUTIVE SUMMARY
This study analyzes two different organizations in hospitality
industry who are somewhat similar in nature. The purpose of
this analysis is to learn about the strategies and strategic
management by comparing the various aspects of two
different company from the same industry: The Ritz-Carlton
hotel and Four Seasons Hotel.
The topic in this analysis covers critical incidents of both The
Ritz Carlton hotel and Four seasons hotel in the past and the
comparison between both the existing strategies as well as
their future plans. This research shows the influence that
strategy has on the success or failure of companies and how
companies craft sustainable strategies that help them to
retain their position in the market.

Finally, conclusion and recommendation will be made by

analyzing all the aspects of both the luxury hotels.

CHAPTER ONE
BACKGROUND
1.1 Defining the company
Company A
The Ritz-Carlton Hotel Company, L.L.C. is a reputed worlds luxurious
hospitality leader carrying a 100 year of history with countless rewards,
unshakeable credo and corporate philosophy and are completely committed
to their services. Being in prime destinations, The Company offers premium
accommodations and amenities for both the business and leisure travelers.
Its properties are consistently rated among the best in the world with
numerous awards for being the gold standard of hospitality which is operating
under Marriott International.
Company B
Four Seasons Hotels is a privately-held company that owns and operates
hotels, resorts, and residence clubs (Source: Market Line). Four Seasons are
highly personalized company providing 24-hour service which is
combined with authentic, elegant surroundings of the highest quality,
demonstrating a home away from home appreciating the best with over
more than 50 years. Four Seasons provides its customers with a year-round
lap of luxury. As the company, has grown from a single hotel to 101 in 42
countries, their deeply instilled culture, personified by their employees,
continues to get stronger (Four Seasons Hotels Ltd, 2016).
1.2 Background
Company A
The history of the current Ritz-Carlton Hotel Company completely begins in
the 19th century, which was established in 1983 when real estate mogul and
former CEO William Johnson acquired the rights to the name made famous by
Swiss hotelier Csar Ritz. The company plans for further expansion in Europe,
Africa, Asia, the Middle East and the Americas. The Ritz-Carlton Hotel
Company is an independently operated division of Marriott International (The
Ritz-Carlton Hotel Company,2016).
At year-end 2014, there were 87 Ritz-Carlton hotel properties (25,514 rooms),
40 home and condominium projects (4,228 units) for which Marriott manages
the related owners associations, and four serviced apartments (579 units)
operating in 29 countries and territories (Mintel,2015).
Company B

The Four Seasons Hotels and resorts opened its first hotel in 1961, which
have developed from one motel started by Isadore sharp in downtown
Toronto Canada, to 82 luxury hotel properties in 34 countries worldwide. The
company manages 93 hotels and resorts in 38 countries across Asia, the
Americas, Europe, Africa, and Oceania (Source: Market Line).
Within a few years, the companys portfolio also included 10 hotels across
Canada, and its first US management contracts, in San Francisco and
Chicago (Four Seasons Hotels Ltd, 2016).
1.3 Growth strategy
Company A

Ritz-Carlton permits every employee to spend up to $2,000 to fulfill the

unexpressed needs and feelings of their guests & codifies its expectations in
The 12 Service Values, The Credo, The Three Steps of Service, The
6th Diamond and other proprietary statements. The brand focus on three
fundamentals: location, building and employees.

Company B

The companys growth strategy focuses on destinations & its importance to

luxury travelers, focusing on outbound markets where establishing a local
presence has helped to build brand awareness where they are already
operating successfully and still want to increase the presence globally.
J. Allen Smith, President and CEO of Four Seasons Hotels, and Resorts says
they have a very targeted approach to growth, anchored in an absolute focus
on the luxury hotel and residential space.
1.4

Brands

Company A

A brand is not only a companys logo but also the engagement with
customers which comes from the people, not the physical product.

The other Ritz-Carltons brands:

(Source:

The Ritz-Carlton Hotel Company, 2016)

Company B

The brand fully owns some Four Seasons Hotels, but it acts as a management
company for many of its properties and owns & manages 99 properties, both
city hotels and vacation resorts in 41countries all over the world. Currently
with 86 properties in 35 countries, and more than 50 projects under
development, Four Seasons continues to lead the hospitality industry with
innovative enhancements, making business travel easier and leisure travel
more rewarding. (Four Seasons Hotels, 2016)
3

1.5

Main areas of expertise

Company A
Lisa Holladay, Vice President of Brand Marketing says they expertise in
crafting travel experiences that are so unforgettable and unique that the
memory of the journey stays with the guest long after the trip ends which
creates a platform allowing to become a part of the planning and inspiration
process when guests start to think about their next adventure.
The company owns a portal named Journey into the Ritz-Carlton which is the
travel expertise and has launched at journey.ritzcarlton.com (The RitzCarlton Hotel, 2016).
Company B
Ed Evans, Executive Vice President and Chief Human Resources Officer says
they are extremely proud of the passion and expertise that the people of Four
Seasons bring to every guest interactions which create the experiences that
defines the brand. The company is committed to excellence and genuine care
for their guests and is the reason for investing so heavily in recruiting,
retaining, and developing the very best people.

1.6 Current position in the market

Company A
The Ritz is the only hotel company to twice win the Malcolm Baldrige National
Quality Award from the United States Department of Commerce, and
consistently wins awards from Conde Naste, J D. Powers, Forbes, Travel +
Leisure, AAA, Conde Naste, and many more. The companys business is wellaligned in all three strategy, marketing, and operations. (Forbes, 2015)
Company B
The main things that differentiate Four Seasons from another brand is they
choose to offer experiences of exceptional quality by specializing within
the hospitality industry. They demonstrate their beliefs most meaningfully
in the way that they treat each other and by the example they set for one
another (Four Seasons Hotels Ltd, 2016).

1.7 Strategy statements

Company A

The Credo
The Ritz-Carlton Hotel is a place where the genuine care and comfort of our
guests is our highest mission. We pledge to provide the finest personal
service and facilities for our guests who will always enjoy a warm, relaxed,
yet refined ambience. The Ritz-Carlton experience enlivens the senses, instills
well-being, and fulfills even the unexpressed wishes and needs of our guests.

Motto
We are Ladies and Gentlemen serving Ladies and Gentlemen.
(The Ritz-Carlton Hotel L.L.C, 2016).
Company B
Mission
We have chosen to specialize within the hospitality industry by offering
only experiences of exceptional quality.
Objective
To be recognized the company that manages the finest hotels, resorts,
and residence clubs wherever they locate.
(Four seasons hotel,2013).

1.8 The Corporate, Business and Operational

Strategy
Company A
Ritz-Carlton has an alliance wth American Express and Marquis Jet. AE
offering its customers for preferred options for membership in companys
destination club. The Marquis Jet card offers world class aviation accessible to
its customers up to 25 hours of use (Allie Hanson, 2010).
The core strategy is to adapt their technology to clients demand by using
guest preferred tool. Their new strategy focuses on Let us stay with you to
5

create lifetime memories by creating innovative ideas to wow the guests.

Daily, employees record data points to track information of

customer interactions and events serving two purposes. First,
allowing managers to better analyse the business in real-time
and react to any arising trends. Second, permitting front-line
employees to utilize information to surprise and delight.

Company B
They have no secret of success, but they keep their golden rule, We aimed to
treat others as we would want to be treated ourselves. They are
incorporating web strategy into their CRMs which corresponds to more than
50% of their marketing efforts (CRM, 2012). Numerous luxury customers are
using online reservation (Apps, Facebook, Twitter, and website) to make
reservations and connect with Four Seasons.

1.9 Leadership style

Company A
The Ritz-Carlton cultivates a lead by example style that encourages the
employees to bring problems and at the same time offer solutions. So, they
follow democratic approach to leadership style creating a continuous
improvement cycle where everyone becomes stronger.
Company B
As Four Seasons transitions to a new generation of leadership, it is also
transitioning to a new and elevated hotel operational structure. For some
time now, the company has been adding resources to each region, in
recognition of the need.

1.10 Organizational Structure

Company A

(Source: Marriot International,2015)

Company B
Founder and chairman (Isadore Sharp)

President and Chief Executive (J. Allen smith)

President, Worldwide Hotel

operations (Christian Clerc)

President, Portfolio Management &

owner relations (Michael A. Crawford)
President, Hotel Operations
Asia Pacific (Rainer Stampfer)
President, Hotel Operations - Europe, Middle East, and Africa (Simon
Casson)

President, Hotel Operations Americas (Vince Parrotta)

Executive vice president,

president & chief
Global business development
(John Davison)
(Bart Carnahan)

Executive vice
financial officer

Executive Vice president & Chief Human

Executive Vice President &
chief
resources officer (Edward (ED) A.
Evans)
marketing office (Peter Nowlan)
Executive Vice President, General Counsel, and Secretary (Sarah Cohen)

CHAPTER TWO
INTERNAL AND EXTERNAL ANALYSIS
Company A
2.1 Internal Analysis
SWOT Analysis of Ritz Carlton with STP (Segmentation, Targeting, Positioning)
STP:
Segment: Corporates, Business travellers, families from upper-middle class
Target market: Upper class business executives, luxury seeking travellers
Positioning: Ritz Carlton Hotels is a luxury hotel group that looks at creating
memories for the customers instead of just serving them well.
Strength
8

Global presence delivering excellent service over 70 hotels and resort

globally
Empowered employees with first class professional service resulting
low employee turnover rate
Marriot, its parent company adds to brand value
More than 33,000 employees working across 25 countries where
diversity is valued
Numerous reward programs resulting repeat sales
Company focus on utmost quality not on quantity
Company uses paid search to track such as by tracking engagement
metrics & number of loyalty program enrollments
The foundation and the location of the property is flawless, the service
level is professional with excellence, the amenities are modern
knowing when to renovate
Their aspiration is related to authenticity and originality & are very
connected with the local culture

Weakness

The brand name comes with a perception of being expensive targeting

upper class business executive which are only small part of market
segment
The concept of empowering employees leading to loss of profit
7 days training might not be sufficient for the employees to deliver the
Ritz-Carlton service standard
The companys focused market segmentation gives other hotels
market shares over another segment

Opportunities

High chance of increasing clientele through special packages and

corporate tie-ups
Companys novel destinations engaging with local culture
Certain charges to the organizations for a wedding under the premium
price
Holding special events like food festival, concert, fair & exhibitions to
entertain potential customers

Threats

Intense competition globally from luxurious brands to local budget

hotels
High operational cost indirectly affecting rates offered by hotel
Due to numerous unwanted activities like natural disaster, terrorist
attacks and so on leading decline in tourism industry

2.2 External Analysis: PESTLE analysis

Political factors
The major political factors which could affect the company is danger of
terrorism, international relations, and the political environment in the tourist
9

destinations. Due to its global presence, any attacks or incidence can affect
the potential customers. For example, event like downing of Malaysian
Airlines Flight MH17 by a missile in July, 2014 which was said to be fired from
Ukraine.
Economic factors
The Brexit may affect the globally based hotel and high exchange rate for
U.S. dollars overseas may discourage foreign travelers especially business
travelers. The slow economic growth in China & ongoing economic crisis in
Europe may get affected where the company has huge investment.
Social & cultural factor
The amount of money travelers spend is seen to be increasing which means
people are willing to pay and travel for the experience. Population in the UK,
USA, Europe are growing older which may increase the demand for packaged
holiday and luxury resorts.
Technological factors
The Ritz-Carlton have mobile app offering room service, check-in & check-out,
sharing the memories and poolside order whose features adds value to the
customers. The company provides excellence alongside most current
technological advances.
Legal factors
Its parent company operates at least 16 brands, so beyond the franchise
agreement issues consideration must be given to fraud, violation of franchise
relationship laws, unfair violation, and other legal factors.
Environmental factors
In current situation, the major factor affecting the company is fuel prices. The
decrease in fuel price may result to decrease in travel cost and increased
demand for hotel rooms. Climate change could affect the business as there is
evidence about rising ocean level and flooding resorts or storms discouraging
& threatening tourists. On the other hand, increase in temperature may affect
ski resorts or make the privately-owned beach by company too hot and
unsafe.
Company B
2.1 Internal Analysis: SWOT Analysis
Strength

Global presence in diverse competitive market

Over a period, company has developed its portfolio by continually
exploring
Making best use out of social media, engaging consumers with brand &
indirectly promoting its legendary service through online

10

Weakness

Could face problem in funding its growth

Being a private company, may face problem while raising capital and
making decisions
Expensive brand with small target market segment

Opportunities

Collaboration with company like Fort capital may help expand &
improve companys portfolio in Florida
Due to growth trend in Canadian market, might benefit due to its
strong presence in same market

Threats

Increasing competition, affecting companys profitability as forcing

situation to lower fees and prices
No financial flexibility, more capital to invest towards expansion &
improvement enabling to complete more effectively
May be affected by increasing labor wage in Canadian market resulting
into increased operational costs

2.2 External Analysis: Porters five forces

Threat of new entry:
The threat of new entrants is relatively low due to high barriers to entry
which includes the huge investment and time framework requirement to
develop well known luxury brand name.
Buyer's power:
Four seasons growth opportunities depend on its ability to establish
&maintain sustainable strategic relationship with new & existing owners. So,
buyers are seen more powerful than the company.
Supplier's power:
Suppliers power is relatively low. Four Seasons conducts a mass procurement
at all its hotels to ensure uniform quality while controlling the operation cost.
Operating such centralized procurement system reduces suppliers
advantage. Another group of suppliers includes potential employees.

11

Threat of substitution:
The major challenge is the competition from existing established luxury
hotels such as Starwood, Ritz-Carlton, and Leading hotel group. Despite of
few substitution to luxurious property, those few are the biggest threat.
Competitive rivalry:
There is high level of rivalry in the small luxurious market segment.
Competition arises from luxury global hotel chains such as Starwood, RitzCarlton, and Leading Hotel Group. Rivalry is mainly based on both tangible &
intangible services such as brand recognition, room rates, location, quality of
service, and memorable experience.

CHAPTER THREE
CRITICAL ANALYSIS
3.1 Planning, implementation, and control of key strategy
Company A
In the planning process the company confirms vision of the future strategies,
implement methods, and finally develop objectives and targets. Ritzs
strategy and values are not just limited to printed cards, they are discussed
in 15-minute daily lineup at the beginning of each shift during which the toplevel managers review and reinforce service techniques and strategies to be
applied. Every single year, each employee is engaged in annual SWOT
process which is synthesized into the Key Success Factors (Joseph Quitoni,
2014).
Company B
The strategy of the company has always been focused to open in the places
where their target market need to travel for business or for leisure. So, in the
planning process, the company constantly tries to make each stay
memorable by being innovative and invites to discover new destinations
enhancing ways to explore and make the stay unforgettable.
3.2 Strategic management Issues
Company A
Ritz Carlton allows employee to use $2000 per guest to solve problem
without managers permission which is not used yearly, but for each problem
& is their one of the unique strategy. Some employee is seen suspicious how
they make best use out of that money.
Company B
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Four seasons is struggling under the weight of more than 500 million pound
of debt, making interest payment of 52.1-million-pound last year (The
guardian,2016). Though they aim to achieve their financial goal by
implementing their strategies, recently the company is going through
financial crisis with the burden of debts.
3.3 International strategies
Company A
The company has increased its development pace globally with the opening
hotels in global capitals like Tokyo, Moscow, Beijing, and Dublin. There are
many locations in Europe, Asia, Mexico, Caribbean, South America, and in
Middle East as well. Customers looking for luxury while travelling are bound
to find Ritz-Carlton in one of the cities that he/she travels to.
Company B
In 2016, Four Seasons plans to open its fifth resort in Hawaii and second
hotels in Bogot, Dubai, and New York, as well as new hotels in Abu Dhabi
and Kyoto. They announced plans for new hotels, resorts and residences in
Bangkok, Kuwait City, Madrid, Philadelphia, Surfside (Florida), Sao Paulo and
Tianjin, second properties in Boston and London (Ten Trinity Square) (Four
seasons hotel, 2016).

3.4 The Organizational and Global Environment

Company A
The guiding principles of companys social and environmental responsibility
program is Community Footprints which serves the company well since
vowing in its 1983 mission statement that all The Ritz-Carlton hotels would be
positive, supportive members of their communities and sensitive to the
environment. The focus of the community footprints is on 3 important areas:

Child well-being

Hunger and poverty relief

Environmental responsibility

The principles guiding The Ritz-Carlton Environmental Responsibility strategy

and goals are sustain, protect and experience (The Ritz-Carlton Hotel
Company, L.L.C, 2016).
Company B
Each hotel has a green team that can customize initiatives to meet the
groups interests and provide insight to meeting planners on even more ways
13

to spare the environment (Four seasons hotel, 2013). They are

environmentally responsible and have developed environmentally friendly
practices and services. Additionally, company also engage in sustainable
practices which conserve natural resources & reduce environmental impact.

CHAPTER FOUR
CONCLUSION AND RECOMMENDATION
4.1 Conclusion
Modern tourist is interested in things, sights, customs, and
cultures different from his own, simply because they are just
different (Cohen as cited in George & George, 2004) and are
looking for novel experiences (Azedevo, 2009).
The main strategy for both the company are to be seen
similar like valuing the employees, fulfilling the unexpressed
need of customer, going extra mile, and creating memories
for life. Though, both the company have own strategy
statement on their own words where the main motive is to
target upper class families and business executive. Despite
the economic travails, both the luxurious company ploughed
ahead with its aggressive expansion and improvement.
Business can enhance their visitors memories of travel
experiences and increase future revenue by developing and
designing programs that are:
New, exotic, exceptional, and different from the
previous experiences and offer thrill, adventure,
surprise
Foster social interaction with local culture
14

4.2 Recommendation
Both the company are worlds best luxurious brand in the
world which are based globally but there are some parts
where they can improve and get better in the future. The
service offered to customers have four different
characteristics and they are: variability, intangibility,
inseparability, and perishability. The quality of offered
service depends on who provides them, when, where and to
whom so the business must have variability. Intangible
service is the only factors which gives value to the
customers resulting repeated loyal consumers.
On the other hand, managing and maintaining service
quality can make business go further to see consumers
expectations and demands through past experiences, worth
of mouth and advertisement itself. In general, the consumers
always have expectations after spending so much for same
amenities and service so if perceived service fails to meet
the expected service, consumers are found disappointed and
go after substitutions. Successful companies with strategy
and mission adds benefits and value to their offerings which
not only creates satisfied consumers but also creates a
15

benchmark for them.

Advertisement can help The Ritz-Carlton hotels to reach
more effective and efficient potential consumers against
Four seasons where Four seasons are making best use out of
social media and other marketing campaigns.

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