Analysis of Four Seasons Business Culture

Question: Discuss about the Analysis of Four Seasons Business Culture. Answer: Introduction: The European culture differs from the culture in North America and France. The ability to consistently offer exceptional services by Four Seasons increased the hotels revenues at an average of 22.6 percent annually since 1996 through 2000(Roger, David, Carin-Isabel, 2003). Exceptional services meant offering personalized, high-quality services that maximized Four Seasons Hotels and Resorts value over the time. Four Seasons had a unique management and team structure whereby compensation was based on service quality, employees attitudes, and property profit. The management of Four Seasons-operated with the principle that, " they should deliver high-quality services with most valuable standards to the customers and at a minimal cost to the Hotel itself. However, the firm felt comfortable of going global to international markets where different business cultures created a new experience. For one to become a manager in the global setting, world citizenship was essential (Moran, Abramson, Moran, 2014). The management required that discipline, compassion, and modesty was significant in knowing customers interest and maintaining professionalism in the international market. High prevailing firm sentiment established a strong association to the business. The success of Four Seasons resulted from longevity employee retention who had a strong allegiance to the Hotel(Roger, David, Carin-Isabel, 2003). The field and corporate staff valued the firm as they did to their families with strict obedience to rules, procedures, traditions, and work ethics. Four seasons approach to global growth committed more efforts to creating diversity and enhancing singularity. The processes needed to launch and open hotel was the same to the local procedures(Roger, David, Carin-Isabel, 2003). The operating standards of Four Seasons have been universal in that the management advocates for providing delicious meals, comfortable rooms, and providing a timely message to the clients. The key value of Four Seasons services is the choice to offer exceptional, personal services that distinguish the Hotel from other Restaurants. Customized services are just an element of success, but not the primary determinant. Hiring employees who are unique in character and skills just like the guests, this resulted to delivering anticipatory, enthusiastic, and intelligent services. Service culture was core as the firm put all beliefs into practice. Intellectual empathy while treating guests was highly emphasized, famously termed "The Golden Rule." This rule was highly acknowledged in all cities, towns, and villages all over the globe. The human resources of Four Seasons treated guests with close attention just the same way they would have wished to get dealt with by others. However, working in the international arena needed cultural adjustment by a manager to cope with that nation's business culture. This is because management of different cultural perceptions could be problematic for Four Seasons (Gunlu, Aksarayli, ?ahin Perin, 2010). For instance, North Americans operating in France. Valuing human relationships and interrelationships were key. Communication and conflict resolution was promoted in the hotel through horizontal communication approach. Employees, managers, and supervisors respected superiors and this cultivated sensitivity and success. Four Seasons aimed at providing friendly customer services with sensitivity and dedication to enhancing quality guests services. Understanding different country cultures on business especially in France made the firm excel and sustained competitiveness in the industry (Clerides, Nearchou, Pashardes, 2008). The Seven Four Season's customers service cultures comprised of a smile, eye contact, recognition, voice, informed, cleanliness, and caring for every guest. References Clerides, S., Nearchou, P., Pashardes, P. (2008). Intermediaries as quality assessors: Tour operators in the travel industry.International Journal of Industrial Organization,26(1), 372-392. Moran, R. T., Abramson, N. R., Moran, S. V. (2014).Managing cultural differences. Routledge. Gunlu, E., Aksarayli, M., ?ahin Perin, N. (2010). Job satisfaction and organizational commitment of hotel managers in Turkey.International Journal of Contemporary Hospitality Management,22(5), 693-717. Roger, H., David, B., Carin-Isabel, K. (2003). Four Seasons Goes to Paris: 53 Properties, 24 Countries, I Philosophy". Paris: Harvard Business School.