Corporate Culture of International Brand Hotels

The founder of Sheraton was Ernest Henderson (1March 7, 987 to1September 6, 967). Henderson's Ten Commandments are: 1. Don't abuse your power and ask for special treatment. Not resisting this is indulgence. 2. Don't accept gifts from people who want you. . . Ritz-Carlton's management philosophy is fully reflected in the company's core values expressed in its "gold standard", and employee satisfaction is the highlight of the "gold standard". Peninsula Hotel has formed a consistent style. Hilton employees can wear their favorite clothes to serve their guests.

I. Sheraton's Ten Commandments and Ideas

The founder of Sheraton was Ernest Henderson (1March 7, 987 to1September 6, 967). Henderson's "Ten Commandments" are:

1. Don't abuse your power and ask for special treatment. Not resisting this is indulgence.

2. Don't accept gifts from people who want you.

Everything to decorate Sheraton Hotel depends on Mary Kennedy. Mary Kennedy is

From eight decoration masters, they stood out through a decoration competition. Since then, she has been employed by Sheraton Hotel Company as the general manager of hotel rooms, restaurants and lobby decoration.

You can't cancel the confirmed room reservation.

Don't give orders to subordinates without fully understanding the exact purpose.

6. The advantage of running a small hotel may be the taboo of managing a big hotel.

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

8. Cold dishes should not be served.

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

10, don't blame your subordinates for their mistakes.

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

1, emphasizing responsibility and diligence.

2. Pay attention to guest supervision and evaluation of hotel service quality.

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

4. Adjust the tourism market with floating prices.

5. Promote the development of enterprises through competition.

6. Emphasize management by objectives.

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 always carry "Gold Standard" credo cards with them. Ritz-Carlton requires every new employee to consciously abide by the company's standards, including "creed", "service trilogy", "motto", "twenty basic points" and "employee commitment". The purpose repeatedly emphasized in all the contents is to always give priority to the individual needs of each guest and provide real warm and thoughtful service for each guest. All employees should always remind themselves that they are "ladies and gentlemen" every day, and they should actively and enthusiastically serve the guests and foresee their needs. Ritz-Carlton's daily motto is the same all over the world: "Exceeding customers' expectations is the most important mission of the company."

Employee satisfaction is the highlight of the "gold standard". "A lady is a gentleman"-this sentence can be regarded as a combination of employee satisfaction and customer satisfaction. Ritz-Carlton regards owning and maintaining an excellent workforce as the company's top priority, and the company's methods of training employees are also based on this. The Ritz-Carlton Hotel Company has maintained a staff retention rate far higher than the industry average of 66% for many years, which has enabled the Ritz-Carlton to save costs and improve profits. This training method has been quoted and imitated by many companies all over the world, from Fortune 500 companies to successful family businesses.

Empowering employees is an important embodiment of employee satisfaction. Employees receive more than 65,438+000 hours of customer service training every year. About half of Ritz-Carlton employees belong to an authorized self-directed team, which initiated many service innovations, thus improving customer satisfaction and profit margin. In many surveys, including the guest satisfaction survey conducted by J.D. Bowar (a joint venture), The Ritz-Carlton Hotel Company obtained the highest evaluation and nearly perfect guest return rate.

Third, the consistent style of Peninsula Hotel

Peninsula Group, a subsidiary of Hong Kong Shanghai Hotel Co., Ltd., manages eight luxury hotels in Hong Kong, Manila, Bangkok, Beijing, new york, Beverly Hills and Chicago, with more than 3,000 rooms. It is famous for the concept of establishing only one top luxury hotel in every metropolis, and is praised as "five-star peninsula" by the international hotel industry.

Peninsula Hotel has formed a consistent style. The following are the habits of the Peninsula Hotel for 75 years.

The hotel * * * has 48,000 pieces of sterling silver tableware with a market value of 1 10,000 USD. Eight grinders need to be started every day to wipe. Tableware has been made by the same manufacturer for 80 years from 654.38+0925 to now.

The doorman opens the glass door engraved with a pair of door gods for guests about 4000 times a day. Their all-white uniforms and white hats are the same style from the beginning.

Peninsula * * * employs 775 people, with an average of 2.6 people serving 1 guest, of which 1 guest has served for 75 years, 2 people for 40 years, 9 people for 30 years, 29 people for 20 years, and 148 people for more than 0 years. The staff turnover rate is Hong Kong.

Four, Hilton employees can wear their favorite clothes to serve the guests.

In 2004, Hilton pioneered leisure and innovated the "Hilton Lounge". This new type of room creates a unique environment in which customers can recover their strength and spirit. Dimmable lighting equipment is bright or dark, and the air smells of fresh fruits and flowers, which helps customers to relax and rest.

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

For more than 80 years, the business of Hilton Hotel has been so good and its wealth has grown so fast. The secret of its success lies in firmly establishing its own enterprise concept and implementing this concept into the thoughts and behaviors of every employee. The hotel creates a "feel at home" cultural atmosphere, pays attention to the cultivation of corporate staff etiquette, and is reflected in the "smile service" that serves people's stomachs.

1. The successful experience of Hilton Hotel: diligence, self-confidence and smile.

The successful experience of Hilton Hotel is as follows: First, each hotel should have its own characteristics to meet the needs of different cities and regions. To do this well, we must first elect competent general managers and give them the necessary power to manage the hotel well. The second is to prepare the budget. According to Mr. Hilton, the failure of American hotel industry in the 1920s and 1930s was due to the fact that American hoteliers didn't prepare hotel budgets like excellent housewives. He stipulated that any Hilton hotel must prepare the reservation status at the end of each month and take it as the basis. ...

2. Hilton Emperor Hotel

Conrad N. Hilton was born in San Antonio, New Mexico on 1887. During World War I, he served in the army and was sent to the battlefield in Europe. Retired from the army after the war, once there was no life. After operating the hotel industry, Hilton established his first hotel in Cisco, Texas on 19 19, and the first hotel named after Hilton was built in Dallas on 1925. Then, out of control, by 1943, Hilton had built the first hotel chain group linking the east and west coasts. Then his hotel group went out of America. ...

3. Hilton's way of employing people

Donald Hilton (1887- 1979) was one of the top ten chaebol who once controlled the American economy, and he was a world-famous hotel king. He was born 1887 in San Antonio, New Mexico, USA. His pious mother and honest and diligent father have great influence on his growth and future success. When Hilton was a teenager, she worked in her father's shop while studying, and she developed the skills of diligence and good management. During World War I, Hilton enlisted in the army and went to Europe to fight. 19 19, Hilton retired and went to Texas to explore the world with old friends and bought it. ...

Hilton feels at home.

Hilton Hotel was established in 19 19. In less than 90 years, it has grown from one hotel to more than 100, covering all major cities on five continents and becoming one of the largest hotels in the world. For more than 80 years, the business of Hilton Hotel has been so good and its wealth has grown so fast. The secret of its success lies in firmly establishing its own enterprise concept and implementing this concept into the thoughts and behaviors of every employee. The hotel creates a "feel at home" cultural atmosphere, pays attention to the cultivation of corporate staff etiquette, and is reflected in the "smile service" that serves people's stomachs.

Shangri-La

Shangri-La insists on unique Asian hospitality. Efforts to provide guests with unique Asian hospitality are the key to distinguish us from other hotel industry peers, and also the basis for Shangri-La to win the honor of world-class hotel group.

"Proud but not arrogant" is extremely important. We hope that employees can be sincerely proud of our achievements, but they still show gentle and humble quality when dealing with guests. In short, real success does not require hype.

In the process of keeping our guests happy, we always hope to exceed their expectations and consistently provide them with quality products and services with value for money. This is why we are looking for professionals who are brave in innovation, pursue achievements and lead the trend.

Marriott Hotel

The basic concept of Marriott Hotel Management Group is "people-oriented", which has two meanings: treat every employee fairly and pay attention to their feelings at the same time, so as to make them feel at home. Nearly 50% of Marriott's managers are promoted from within the company. For job vacancies in the company, priority should be given to internal employees. Only when the company has no suitable candidates can it recruit from the society. When recruiting abroad, the salary provided is generally 50% ~ 75% higher than the industry average. This is not only based on the acceptability of the market, but also based on whether employees can accept it. Hotel is a typical service industry. Marriott believes that only when the company is good to its employees will employees be good to their guests.

Marriott has five systems to ensure that its hotels truly implement the "people-oriented" concept. First, if employees have any comments, they can send a letter directly to the president's office of Marriott's American headquarters. The Marriott Hotel has a mailbox for storing letters to the President. Secondly, employees can also call the president's office through the hotline. In the president's office of Marriott in Washington, USA, operators in various languages will record the problems reflected by Marriott employees from all over the world, and then the president's office will handle these calls in time. Thirdly, Marriott hires a third-party company to conduct an anonymous employee satisfaction survey on other hotels under its jurisdiction every year. Only in this way can the group really know whether the employees of the subordinate hotels are satisfied with the company, the leaders and the management. Fourth, Marriott also has a system called peer review, which is similar to the jury system in the United States. When employees encounter some problems, they can seek fair, open and just treatment through this system. In other words, employees can refuse their superiors to make decisions on the problems they face, and they can apply to a Committee composed of qualified employees for a decision, and the decision of the Committee will be final. At present, Marriott has more than 2,700 hotels around the world, and in Chinese mainland, Marriott has more than 30 hotels. According to He Peijuan, the human resources manager of Marriott Asia Pacific and australian region, because the members of peer review need case training to take up their posts, and there are no qualified members in China at present, Marriott employees in China cannot apply for this system for the time being, but she hopes to implement a similar system in China when the time is ripe. Fifth, Marriott Asia Pacific Headquarters will also review the human resources systems of all its hotels every year. This review includes not only checking the lobby of the hotel, company documents and the operation of various systems, but also interviewing managers and ordinary employees to listen to their opinions and opinions on the hotel. The interview was anonymous. Marriott wants to hear the true feelings of employees working in the hotel, whether they are really treated with respect and fairness, whether they are given due care and development opportunities, whether they have enough training opportunities, whether the leaders can let him play his own abilities, and so on. He Peijuan told reporters that the problems mentioned by employees are often related to their immediate interests and are very specific. For example, the storage cabinets provided by the Northern Employee Response Company are too small to fit clothes in winter. After collecting the problems reflected by employees, Marriott will give feedback to the corresponding hotels, asking the manager to put forward corresponding action plans and make them public in the hotels. Marriott will send people to know the progress of these action plans regularly. He Peijuan said, "We will respond to the problems pointed out by employees in time. If the company really can't solve them, we will also explain the reasons. Only in this way, employees are willing to make comments, otherwise they will not mention any changes in the company in the future. "

Marriott's training is also very distinctive. The company stipulates that every employee has 15 minutes of training every day. Marriott summed up 20 basic habits for its hotel brands and asked employees to review one habit every day. Marriott believes that if people provide services according to their own habits, it will be more natural and smooth. The company stipulates that managers must have 40 hours of training time every year, and specially designed core management courses for them. These courses are developed from nine major skills required by the hotel service industry, and Marriott employees generally need 20 to 30 hours of training.

Marriott does not believe in the role of punishment, but believes in the role of reward. The company has two major awards. One is the "Best Employee Award", which is awarded to those who have made outstanding contributions to their work or society. The winner of this award can attend the Marriott annual meeting in Washington, USA, and the president will receive the award in person. Another award is the Alice S. marriott Award for Community Service, which is awarded to those collectives who have made outstanding contributions to the local society. Winning these two awards is Marriott's supreme honor.