Corporate culture of international brand hotels

The founder of Sheraton was Ernest Henderson (March 7, 1987 to September 6, 1967). Henderson's "Ten Commandments" are: 1. Don't abuse Power and demands for special treatment, failure to resist this is indulgence. 2. Don’t accept gifts from those who ask for something from you. . . Ritz-Carlton's management philosophy is fully reflected in the company's core values ??expressed in its "Gold Standard", in which employee satisfaction is the shining point. The Peninsula Hotel has developed a consistent style. Hilton employees can serve guests wearing whatever they want.

1. Sheraton’s “Ten Commandments” and philosophy

The founder of Sheraton is Ernest Henderson (March 7, 1987 to September 6, 1967) (Japan), Henderson's "Ten Commandments" are:

1. Do not abuse your power and demand special treatment. Failure to resist this is indulgence.

2. Don’t accept gifts from those who ask for your help.

3. Everything about decorating the Sheraton Hotel must be listened to by Mary Kennedy. Mary Kennedy was selected from 8 decorating masters through a decorating competition. Since then, she has been employed by the Sheraton Hotel Company as the chief decorator of hotel rooms, restaurants and lobby decorations.

4. You cannot go back on a confirmed room reservation.

5. Do not issue orders to subordinates without letting them fully understand the exact purpose.

6. The advantages of running a small hotel may be the taboo of managing a large hotel.

7. In order to make a deal, you must not squeeze the "last drop of blood" from the other party.

8. Dishes that have been cooled should not be served.

9. Decision-making depends on facts, calculations and knowledge.

10. Don’t rush to blame your subordinates for their mistakes

In the actual operation of Sheraton Company, Mr. Henderson has some ideas that are also advisable:

1. Emphasize responsibility and diligence.

2. Emphasis on guest supervision and evaluation of hotel service quality.

3. All services and food in the hotel must be "value for money".

4. Adjust the customer source market with floating prices.

5. Use competition to promote the forward development of enterprises.

6. Emphasize goal management.

2. Ritz-Carlton’s “gold standard” and employee satisfaction

Ritz-Carlton’s management philosophy is at the core of the company expressed in its “gold standard” The value has been fully reflected. Ritz-Carlton employees carry the "Gold Standard" Creed Card with them at all times. Ritz-Carlton requires every new employee to consciously adhere to the company's standards, which include "Creed", "Three Services" Steps,” “Motto,” “Twenty Basic Points,” and “Employee Commitment.” The purpose repeatedly emphasized throughout the entire content is to always put the individual needs of each guest first and provide each guest with truly warm and considerate services. All employees must remind themselves every day that they are "ladies and gentlemen serving ladies and gentlemen" and they must serve guests proactively and enthusiastically, anticipating their needs. Ritz-Carlton's daily motto around the world remains the same: "Exceeding guests' expectations is the company's most important mission."

Employee satisfaction is the shining star of the "gold standard" point. “Ladies and gentlemen serving ladies and gentlemen” – this sentence can be seen as a combination of employee satisfaction and customer satisfaction. Ritz-Carlton regards having and maintaining an excellent employee base as the company's top priority, and the company's approach to employee training is based on this. Ritz-Carlton Hotel Company has been able to maintain an employee retention rate that is far higher than the industry average of 66% for many years in the hotel industry, allowing Ritz-Carlton to save costs and increase profits. This training method has been cited and imitated as a classic model by many companies around the world, from Fortune Global 500 companies to successful family businesses.

Empowering employees is an important manifestation of employee satisfaction. Employees receive more than 100 hours of customer service training each year, and approximately half of Ritz-Carlton employees are part of an empowered, self-directed work team that has initiated many service innovations that improve guest satisfaction and Improved profit margins.

In numerous surveys, including guest satisfaction surveys conducted by J.D. Bower Associates, The Ritz-Carlton Hotel Company has received top ratings and nearly perfect scores for repeat guests.

3. The consistent style of Peninsula Hotels

The Peninsula Group, a subsidiary of The Hong Kong and Shanghai Hotels Co., Ltd., has opened hotels in Hong Kong, Manila, Bangkok, Beijing, New York, Beverly Hills and Chicago manages eight luxury hotels with more than 3,000 rooms, and is world-famous for its concept of building only one top-notch luxury hotel in each metropolitan area. It is honored as the "Five-Star Peninsula" by the international hotel industry.

The Peninsula Hotel has developed a consistent style. Here are tidbits from 75 years of Peninsula hotel customs.

The hotel *** has 48,000 pieces of sterling silver tableware with a market value of US$1 million. Eight polishing machines need to be started every day to polish the tableware. The tableware has been made by the same manufacturer for 80 years since 1925. business.

The doormen open the glass door engraved with a pair of door gods about 4,000 times a day for guests. Their all-white uniforms and white hats have been the same style since the hotel opened.

Peninsula *** has 775 employees. On average, 2.6 employees serve one guest. Among them, one employee has served for 75 years, two employees have served for 40 years, and 9 employees have served for 30 years. There are 29 employees with 20 years of experience and 148 employees with more than 10 years of experience. The employee turnover rate is the lowest in Hong Kong.

4. Hilton employees can wear their favorite clothes to serve guests.

In 2004, Hilton pioneered leisure and innovated the "Hilton Lounge". This new type of room creates a unique environment in which customers can recuperate physically and mentally, with dimmable lighting that goes bright or dark, and fresh fruity and floral scents in the air, helping customers relax and rest.

What is even more surprising is that even the clothing requirements for hotel staff have been greatly relaxed, and employees can even serve guests wearing their favorite clothes.

For more than 80 years, Hilton Hotel has been doing so well and its wealth has grown so fast. The secret of its success is to firmly establish its corporate philosophy and implement this philosophy into the thoughts and behaviors of every employee. The hotel creates a cultural atmosphere of "home away from home", pays attention to the cultivation of corporate employees' etiquette, and reflects it through the "smile service" that serves people's stomachs.

1. Hilton Hotel’s successful experience: diligence, confidence and smile

Hilton Hotel’s successful development experience mainly includes the following 7 points: First, every hotel must have its own characteristics , to adapt to the needs of different cities and regions. To do this well, we must first select general managers who are capable and competent, 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 reason for the failure of the American hotel industry in the 1920s and 1930s was that American hoteliers did not prepare hotel budgets like excellent housewives. He stipulated that any Hilton hotel must prepare the current budget at the end of each month. Reservation status, and based on the above...

2. Hotel Emperor Hilton

Conrad N. Hilton (Conrad N. Hilton) was born in New Mexico in 1887 St. Anthony of the State. He served in the military during World War I and was sent to the European battlefield. He was discharged after the war and lived in poverty for a time. After operating in the hotel industry, Hilton founded his first hotel in Cisco, Texas in 1919, and the first hotel named after Hilton was built in Dallas in 1925. Then it was out of control. By 1943, Hilton established the first hotel chain group connecting the east and west coasts. Then his hotel group expanded beyond the United States...

3. Hilton’s approach to hiring people

Donrad Hilton (1887-1979) was one of the top ten people who controlled the U.S. economy. One of the chaebols, the world-famous hotel king. He was born in 1887 in a small town called San Antonio, New Mexico, USA. His religious and kind-hearted mother and honest and hard-working father had a great influence on his growth and future success. As a boy, Hilton studied and worked in his father's store, developing his diligence and business skills. During World War I, Hilton enlisted in the army and fought in Europe.

In 1919, Hilton returned home from the army and went to Texas with his old friends to explore the world and bought...

4. Hilton's home away from home

The Hilton Hotel in the United States was founded in 1919. In less than 90 years, it has expanded from one hotel to more than 100, covering major cities on five continents around the world, becoming one of the largest hotels in the world. For more than 80 years, Hilton Hotel has been doing so well and its wealth has grown so fast. The secret of its success is to firmly establish its corporate philosophy and implement this concept into the thoughts and behaviors of every employee. The hotel creates a "home away from home" culture. Atmosphere, pay attention to the cultivation of corporate employees' etiquette, and reflect it through "smile service" that serves people's stomachs.

Shangri-La

Shangri-La upholds unique Asian hospitality. Striving to provide guests with unique Asian hospitality is the key to distinguishing us from other hotel industry peers, and is also the basis for Shangri-La to win the reputation of a world-class hotel group.

It is extremely important to be "proud but not arrogant". We hope that our employees can be sincerely proud of our achievements, but still show gentle and courteous qualities when treating guests. In short, real success does not need to be trumpeted.

In the process of striving to delight our guests every moment, we always hope to exceed our guests' expectations and consistently provide them with high-quality products and services that are value for money. This is why we seek professionals who are innovative, pursue achievement, and lead trends.

Marriott Hotels

The most basic concept of Marriott Hotel Management Group is "people serving people", which has two meanings: treating every employee fairly and paying attention to the employees' Let them experience the feeling of "home". Nearly 50% of Marriott's managers are promoted from within the company. The company's job vacancies give priority to internal employees. Only when there are no suitable candidates internally are they recruited from the public. When recruiting externally, the salary levels provided are generally higher. 50% to 75% of the industry average. This is made after not only considering the market's acceptability, but also considering whether employees can accept it. Hotels are a typical service industry. Marriott believes that only if the company treats its employees well, will its employees treat its guests well.

Marriott has five systems to ensure that its hotels truly implement the concept of "people serving people". First, if employees have any opinions, they can directly send a letter to the president's office of Marriott's U.S. headquarters. Marriott's hotels have a mailbox for letters to the president. Second, employees can also call the president's office through the hotline. In Marriott's president's office in Washington, USA, there are operators in various languages. They will record the problems reported by Marriott employees from all over the world, and then the president's office will These calls will be handled promptly. Third, every year, Marriott hires a third-party company to conduct anonymous employee satisfaction surveys for other affiliated hotels. In this way, the group truly understands how dissatisfied the employees of its affiliated hotels are with the company, leadership, or management. Fourth, Marriott also has a system called Peer Review. This system is similar to the jury system in the United States. That is, when employees encounter some problems, in addition to going to their superiors or hotel general managers, they can also seek advice through this system. Fair, open and impartial treatment, that is, an employee can refuse to have his superiors make decisions on the issues he faces. He can apply for a committee formed by employees with certain qualifications to make a decision, and the committee's decision will be the final decision. Currently, Marriott has more than 2,700 hotels in the world, including more than 30 hotels in mainland China. According to Marriott Asia Pacific and Australia Human Resources Manager Peijuan He, because Peer Review committee members need to undergo case training and qualify before they can serve, and there are currently no qualified committee members in China, so Marriott employees in China cannot apply for this yet. system, but she hopes to implement a similar system in China when the time comes. Fifth, every year, Marriott Asia Pacific's headquarters also conducts a review of the human resources system of all its hotels. This review not only includes checking the hotel's lobby, company documents, and the operation of various systems, but also includes discussions with managers and ordinary employees. Interview and listen to their opinions and opinions about the hotel.

"The interviews are anonymous. Marriott hopes to hear how employees really feel about working in the hotel, and whether they are really respected and treated fairly, whether they receive due care and development opportunities, whether training opportunities are sufficient, and whether leaders can make them He plays to his abilities, etc." He Peijuan told reporters that the problems raised by employees are often related to their vital interests and are very specific. For example, employees in the north reported that the lockers provided by the company were too small and could not hold clothes in winter. After Marriott collects the issues reported by employees, it will feed them back to the corresponding hotels and ask managers to propose corresponding action plans. These will be made public 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. If the company really cannot solve them, we will also explain the reasons. Only in this way will employees be willing to raise their opinions. Otherwise, if they do not see any changes in the company after raising their opinions, they will be disappointed in the future. I won’t mention it again. "

Marriott’s training is also very unique. The company stipulates that every employee has 15 minutes of training every day. Marriott has summarized 20 basic habits for each of its hotel brands and requires employees to review one habit every day. Marriott believes that if people provide services according to habits, it will be more natural and smoother. The company stipulates that managers must have 40 hours of training time every year, and has specially designed core management courses. These courses are developed from the 9 main skills required in the hotel service industry, and ordinary Marriott employees generally have 20 hours of training time. ~30 hours of training.

Marriott does not believe in punishment, but in rewards. The company has two main awards. One is the "Most Outstanding Employee Award", which is awarded to those who have made outstanding contributions to work or society. Winners of this award can go to Washington, USA to attend Marriott's annual general meeting and receive the award in person from the president. Another award is the Alice S. Marriott Award for Community Service, which is awarded to groups that have made outstanding contributions to local society. Winning these two awards is the highest honor in Marriott.