Assignment Details – Ritz Carlton Case Study:
1. Four pages 1.5 spaced (5 pages total with bibliography)
2. Follow a writing format (APA or MLA are fine)
3. 1-page Bibliography or Works Cited page(minimum 3 resources)
4. Cover Page not necessary – place title and your name at top of page 1
5. Intro, body, conclusion…
6. Relate your paper to what you have learned in the HCMG Program. If you are currently employed in healthcare, you may also relate it to your job and your company.
7. For the Ritz Carlton Case Study, there are questions posted under course materials to help guide you, in addition to summarizing the case and providing your insights (what would you do similarly, differently, etc…).
Ø Your paper will be submitted for a plagiarism check. Please do not copy another student’s work or copy directly from your sources (internet, journals, etc…).
Ritz Carlson Overview and Questions:
The Ritz case deals with a situation in which a very successful training and hotel opening process are being seriously challenged by a real estate development group or the owners of a new Ritz Carlton facility. Essentially, the case discussion and analysis will examine how a successful service operating system is developed and explore the question of when and how it should be changed.
Specific questions for discussion are as follows:
1. What are the basic characteristics or key principles of the Ritz Carlton business model?
2. What is the essence of the Ritz Carlton experience? What is the Ritz Carlton selling?
3. How does the Ritz create “ladies and gentlemen” in only 7 days? What system and processes produce or contribute to a successful service operating system in just 7 days?
4. Brian Collins, hotel owner, has asked James McBride, Ritz general manager, to lengthen the amount of time spent training hotel employees before the hotel opening. Should McBride lengthen the 7-day countdown? Why or why not? Or, what are the benefits and costs of extending the countdown?
5. Assume Collins prevails; how do you extend training or what changes might be made to accommodate a much faster ramp-up to the 80% occupancy level?
6. Or, is this the time that McBride should consider a total overhaul of the hotel opening process? If yes, what should be changed, and how should he go about doing it? What’s different about experimenting in a service business?
7. Are there any aspects of this case or the hotel service industry that relate back to healthcare or what you have learned in the HCMG program? Please relate any additional thoughts you have regarding this case study and how it relates to the healthcare industry.
Please the attached document for the
Expert Solution Preview
Introduction:
The Ritz Carlton Case Study presents a unique situation where a successful service operating system is being challenged by the real estate development group or the owners of a new Ritz Carlton facility. As a medical professor, it is essential to understand the basic characteristics or key principles of the Ritz Carlton business model and the essence of the Ritz Carlton experience. In this assignment, we will answer specific questions related to the Ritz Carlton Case Study and relate the paper to what students have learned in the HCMG program.
1. What are the basic characteristics or key principles of the Ritz Carlton business model?
The basic characteristics or key principles of the Ritz Carlton business model are employee empowerment, customer satisfaction, continuous improvement, and attention to detail. The company has a unique culture where employees are empowered to make decisions and provide excellent customer service. The Ritz Carlton focuses on customer satisfaction, and they have a policy of responding to customer complaints within 10 minutes. The company continuously improves its services and processes through regular training and knowledge sharing. Finally, the Ritz Carlton pays attention to detail, and they have a comprehensive system for ensuring that everything is running smoothly.
2. What is the essence of the Ritz Carlton experience? What is the Ritz Carlton selling?
The essence of the Ritz Carlton experience is excellent customer service. The Ritz Carlton is selling a luxurious and personalized experience for its customers. The company focuses on providing customers with an unforgettable experience by paying attention to every detail and customizing their services based on customer preferences. The Ritz Carlton sells its services to customers who are willing to pay a premium for exceptional service.
3. How does the Ritz create “ladies and gentlemen” in only 7 days? What system and processes produce or contribute to a successful service operating system in just 7 days?
The Ritz Carlton creates “ladies and gentlemen” in only 7 days through an intensive training program that emphasizes the company’s core values and service principles. The company has a detailed system and process for training its employees, which includes a 90-minute daily lineup where employees discuss customer feedback and learn best practices. The Ritz Carlton also uses mentorship programs and cross-training to develop its employees’ skills and knowledge.
4. Brian Collins, hotel owner, has asked James McBride, Ritz general manager, to lengthen the amount of time spent training hotel employees before the hotel opening. Should McBride lengthen the 7-day countdown? Why or why not? Or, what are the benefits and costs of extending the countdown?
McBride should consider lengthening the 7-day countdown if it would improve customer service or employee performance. The benefits of extending the countdown are that employees would have more time to learn and practice the company’s core values and service principles. The costs of extending the countdown are that it would delay the hotel opening and increase training costs. It would also be important to consider the impact on customer satisfaction and the competitive landscape.
5. Assume Collins prevails; how do you extend training or what changes might be made to accommodate a much faster ramp-up to the 80% occupancy level?
To accommodate a much faster ramp-up to the 80% occupancy level, the Ritz Carlton could consider the following changes: increasing the daily training time or the number of training sessions, providing additional support from experienced employees or mentors, and using advanced technology to enhance the training experience.
6. Or, is this the time that McBride should consider a total overhaul of the hotel opening process? If yes, what should be changed, and how should he go about doing it? What’s different about experimenting in a service business?
If the Ritz Carlton is facing significant challenges related to its service operating system, it may be time to consider a total overhaul of the hotel opening process. McBride should start by collecting customer feedback and analyzing employee performance data to identify areas of improvement. He should then create a cross-functional team to develop and implement a new process that aligns with the company’s core values and service principles. Experimenting in a service business is different because the product is not tangible, and the customer experience is critical. Therefore, any changes to the service operating system must be carefully considered and tested before implementation.
7. Are there any aspects of this case or the hotel service industry that relate back to healthcare or what you have learned in the HCMG program? Please relate any additional thoughts you have regarding this case study and how it relates to the healthcare industry.
The healthcare industry can learn from the Ritz Carlton’s emphasis on employee empowerment, customer satisfaction, and continuous improvement. Healthcare providers can create a culture that empowers employees to make decisions, customize experiences based on patient preferences, and continuously improve their services through training and knowledge sharing. The Ritz Carlton’s attention to detail can also be applied to healthcare, where small details can make a significant difference in patient experience and outcomes. Finally, the Ritz Carlton’s approach to responding to customer complaints within 10 minutes can be applied to healthcare, where prompt response and resolution of complaints can improve patient satisfaction and outcomes.
