Welcome to The Ritz-Carlton, Seoul

History of the Ritz-Carlton Company (1) 1850 Cesar Ritz( 설립자 ) 스위스에서 출생 1898 파리에 The Ritz 호텔 개관 . 영국 런던의 The C

arlton Hotel 과 합병하여 The Ritz-Carlton Management Company 설립 ( 에드워드 7 세 : Mr. Ritz “ 왕을 위한 호텔맨 , 그리고 호텔맨 중의 왕” )

1910 여러 Ritz-Carlton Hotel 들이 Cesar Ritz 의 감독 하에 미국에 설립됨 .( 최상의 식음료 , 서비스 , 위치 , 가구 , 고객의 수를 상회하는 직원의 수 등 )

1927 The Ritz-Carlton, Boston 개관

History of the Ritz-Carlton Company (2) 1983 William B. Johnson Properties 사가 The Ritz-Carlton B

oston 과 아울러 Ritz-Carlton 의 이름 사용권을 사들임 . T

he Ritz-Carlton Hotel Company 설립됨 .( 본사 : 미국 조지아주 애틀란타 , 사장 : Mr. Horst Schulz)

1992 /1999 Malcolm Baldrige 상 - 미국 상무부 주최 ( 미국 국가 품질상 ) 수상

1995 Marriott International 이 The Ritz-Carlton Company 의 주식을 인수 ( 1995 - 50%, 1998 - 100%)

2001. 2 월 현재 전 세계 38 개 체인 2001 년 신임사장 Mr. Simon Cooper 취임

The Ritz Carlton, Seoul Awards and Honors

2001 The Best Business Hotel in Korea by The Korea Times Readers’ Poll

2000 Received the highest score on the Quality Index conducted by Korea Standard

Association

2000 The Best Hotel in Korea in "Korean Service Grand Prix", Korea Standard Association

2000 "Best Business Hotel in South Korea", Reader's of Business Asia & Viewers of

Bloomberg TV

리츠칼튼 호텔의 경영모델-Pyramid-

“세계적인 리츠칼튼의 경영모델에서 가장기초가 되는 것은

리츠칼튼 만이 가지고 있는 서비스 상품에 대한 가치와 철학이다 .”

Business Management Model-Pyramid

FOUNDATION

METHOD

STRATEGY

TACTICS

OBJECTIVES

2 YEAR MISSION

7 YEAR VISION

세계 최고의 호화롭고 고급스러운 여행 및 호텔상품과 서비스의 제공자가 되는 것 .

피라미드를 통한 한 방향 정렬로 상품 과 이익 우위 달성

중요핵심 목표1. 직원의 자부심과 즐거움 향상

2. 고객의 충성도 향상3. 고객의 불편감소

4. 객실 당 매출액 증가5. 호텔 이익의 증대

중요 핵심 목표에 도달하기위해 핵심 과정 향상이 요구 된다 .

고객과 시장 중심 전략과 행동 방안

총체적 품질 경영 (TQM)- 품질과학의 적용

Malcolm Baldrige National Quality Award Criteria

The Green Book-2nd Edition가치와 철학 -Gold Standards

신조 * 사훈 * 서비스 3 단계 * 기본수칙 *직원에 대한 약속

Foundation

Values & Philosophy (Gold Standards)

1. Credo2. Motto3. 3 Steps of Service4. Employee Promise5. 20 Basics

Product Dominance - Guest Satisfaction -

• Key Objectives: Improve customer loyalty and reduce defects

Definitions of Total Quality Management

• PRODUCT FEATURES MEET AND EXCEED CUSTOMER NEEDS

– Entice people to buy– Higher quality

= higher price– Make the Hotel more

salable– Increase revenue

• FREEDOM FROM DEFICIENCIES, DEFECTS PROBLEMS.

– Decrease cycle time– Increase efficiency– Increase productivity– Save money

BASIC #8

• Each employee will continuously identify defects (MRBIV) throughout the Hotel.

• Who is MR. BIV?– M = Mistakes– R = Rework– B = Breakdown– I = Inefficiencies– V = Variation

Key Measurements/Processes

• DATA– Daily SQI Report– GIA– Comment Cards– Internet feedback

• SCORE– Monthly Report from JD Power

SQI = Service Quality Indicators• Measuring defects in following

areas of The Hotel– Guest Recognition– Unresolved Difficulties– Housekeeping– Reservation/Communication– Front Desk– Public Area– Catering/Banquet– Food & Beverage– Security– Accounting

Strategy

Customer and Market Focus Strategy with Action Plans ( 고객과 시장에 중심을 둔 전략과 행동 방안 )

• 100% Customer Retention• Maximum Customer Spending• Increase in the Customer Base • Greater Efficiency - Eliminating

MR.BIV

Marketing PlanThe Six P’s Concept1. Problem:

- Lack of personalized “home like” experience- Traffic congestion

2. Product Definition:- The hotel’s small size and boutique feel - Unique feature- The finest choice of authentic, varied cuisine and entertainment- Exclusive Club features highest level of

personal attention and service with f&B

product

3. Promises:

- The finest in personal attention and service, meeting guest’ individual needs and preferences ( Guest Recognition Program )

- The best arrival experience

- The easiest hotel to conduct business and the most comfortable place to stay and entertain

- A variety of top quality dining and entertaining options

4. Personal Advantage: Feel the highest level of personalized service for individual needs.

5. Positioning: - Mission Statement: The Ritz Carlton,

Seoul will be the top choice of international business travelers in Korea and of local dining patrons. We will distinguish ourselves by delivering the highest level of defect free, personalized service. Our reputation of excellence will be achieved through a warm and refined ambiance, while our service exceeds the specific, individual needs of our guests.

6. Price/Value :- Competitively priced- Achieve a premium over competitors- Deliver high perceived value

Product Dominance

JD Power Survey Results ( 만족도 조사 결과 )

• Goal: 97% Satisfaction ( 목표 : 97% 만족도 달성 )

• Current RCHC: 92% ( 현재 리츠칼튼 본사 : 92% 달성 )

• RC, Seoul: ? % (2001)

SAMPLE SIZE (43)RC,

SEOUL

1 OVERALL RESERVATION EXPERIENCE 4.602 WARM WELCOME 4.473 ANTICIPATION OF NEEDS 4.234 TIMELINESS OF CHECK-IN 4.535 GUESTROOM ASSIGNMENT 3.986 GUESTROOM CLEANLINESS 4.237 GUESTROOM CONDITION 4.218 GUESTROOM FURNISHINGS 3.939 HOTEL CLEANLINESS 4.37

10 OVERALL RESPONSIVENESS OF STAFF 4.4211 CAFÉ FANTINO 3.8812 CARAVALI 3.5013 HANAZONO 4.1414 CHEE HONG 3.4015 CESAR GRILL 4.1116 OKSAN BUFFET 3.7817 NYX & NOX 3.6718 IN-ROOM DINING 4.2119 CLUB LEVEL LOUNGE 4.2720 POOL / BEACH 4.3321 FITNESS CENTER / SPA 4.0822 ACCURACY OF BILL 4.3823 OVERALL GUEST SATISFACTION 4.2324 % GUESTS ENCOUNTER DIFFICULTIES 25.60%25 PROBLEM RESOLUTION 3.67

26EFFECTIVENESS OF STAFF'S COMMUNICATION OFDESIRE FOR GUEST'S RETURN 1.88

27 VALUE 2.0528 LIKELY TO RETURN 4.5729 LIKELY TO RECOMMEND 4.58

Profit Dominance - Owner Satisfaction -( 이익 우위 - 소유자 만족 - )

• Key Objectives: Increase Revenue/Sales and Increase Hotel Profitability ( 주요 목표 : 판매 매출과 호텔의 수익성을 증가시킨다 )

Profit Dominance

Revenue ( 매출 )

• YTD (2000) : KRW60,484,169,000

• Budget in 2000: KRW60,714,600,000 - 예산 대비 2.3% 감소

• YTD (1999) : KRW53,811,036,000 - 전년 대비 12.4% 증가

• Budget in 2001 : KRW66,600,000,000 - 2000 년 대비 9.2% 초과 목표

Profit Dominance

Profitability ( 수익성 )

• Hotel Profitability :41% (Year 2000) (2000 년도 현재 : 41% )

• Next Year goal: 42.5% ( 내년 목표 : 42.5%)

• Company goal:45% ( 리츠칼튼 본사 목표 : 45%)

Employee Satisfaction - Improve Pride and Joy

( 직원 만족 - 자부심과 즐거움의 향상 )

• ESS Results ( 만족도 조사 결과 )

Satis.( 만족 ) Middle ( 보통 ) Dissatisf. ( 불만족 )• Mar. 2000 (3 월 ) 35% 48% 17% • 2001 goal (2001 목표 ) 10%• 2002 goal (2002 목표 ) 5%• Turnover for year 2000: approx.19% (2000 년도 이직율 : 약 19%)• Employee Accidents ( 직원에게 일어나는 사고 )

Thank you