Please help me answer all of this questions with \"Ritz-Carlton\" Case Study ( Y

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Please help me answer all of this questions with "Ritz-Carlton" Case Study ( You Can find the Case online)

In what may be a first for the hospitability industry, Brian Collins, hotel owner, has asked James McBride, Ritz-Carlton general manager, to lengthen the amount of time spent training hotel employees before hotel opening. For this assignment, you are taking the role of James McBride. I am asking you to generate a two-page memo where you present your decision to Brian Collins.

Your report should include the following sections:

1) Brief introduction where you describe the decision you have to make, the context of the decision and the possible dilemma faced by the Ritz-Carlton in making that decision.

2) Analysis of the situation.

a) Non-monetary factors: determine the key non-monetary factors/considerations that are going to drive your decisions.

b) Monetary factors: from a monetary standpoint, it is important that you figure out how much more they would make by opening directly at 80% occupancy rather than ramping up from 50% to 80% over a four-month period on time (Hint: use Exhibit 3)

c) Based on the monetary and non-monetary factors, identify two or three alternative options.

Exhibit 3

James McBride, general manager of the new Ritz-Carlton in Washington, D.C., faced the largest challenge of his successful career. A proven veteran of the luxury hotel chain's march across Asia, McBride's most recent assignment was as the general manager of the 248-room Ritz-Carlton in Kuala Lumpur. Opened in 1998, the hotel was named "Best Hotel in Asia-Pacific" in the eighth Business Traveler Asia/Pacific magazine Travel Awards Subscribers' Survey and, for two consecutive years, "Best Business Hotel in Malaysia" by Business Asia and Bloomberg Television.1 As Nikheel Advani, food and beverage services director for the Washington hotel, noted: "James is excellent-we have opened many hotels together. In the place where you didn't think that it had a chance, he made it the best hotel. That's his talent. That's what he can do really well. It's for the entrepreneurial person who wants to get involved and who thinks they can make a difference." But this was a new situation, even for McBride. For the first time, The Ritz-Carlton was openinga hotel that was part of a multi-use facility. Owned by Millennium Partners and located in the historic Foggy Bottom district of Washington, D.C., the $225 million "hospitality complex" covered two-and- a-half acres and included 162 luxury condominiums, a 100,000 square-foot Sports Club/LA, a Splash Spa, three restaurants, 40,000 square feet of street-level restaurants and retail shops featuring the latest designs from Italy and other countries, as well as the 300-room hotel. While The Ritz-Carlton had already signed contracts to manage five other hotels for Millennium Partners, the upscale property developers had also inked deals with the Ritz's foremost competitor-the Four Seasons. Brian Collins, manager of hotels for Millennium Partners, had his own ideas about what constituted luxury service and how the hotel's general manager should approach the new-hotel opening. Under pressure from Collins, McBride was reexamining the "Seven Day Countdown," a hallmark of The Ritz-Carlton's well-defined hotel-opening process. Any changes McBride made could not only affect his company's future relationship with Millennium Partners but also the carefully guarded Ritz- Carlton brand.

Explanation / Answer

Memo

30 Aug,2018

TO: Brain Collins, Manager of Millennium Partners

From: James McBride, General Manager ,Rits-Carlton

CC: Millennium Partners; Board Members

Re: Memo on the decision related to the issue of Lengthening the amount of time spent training hotel employees before Hotel opening.

It was my privilege to make decision regarding this issue and make aware our hotel owner with the possible dilemma related to this decision. I want to draw your attention towards the Seven day countdown Plan and

possible consequences that we are going to face if we change the plan to lengthen the amount of time spent training the employees.This pan shows an efficient alignment of employee’s objectives with the Hotel's objectives.during the Recruitment process of hotel team we made sure that employees purpose & value should match with our organization. To make them high quality service professionals we have to train them and remind them that they have selected here for a purpose.

so, under "seven days countdown Plan" We have considered a plan to create “Ladies and Gentlemen” in seven days and started this plan was executed the way before that when candidates we have interviewed these employees and this same plan was continued even after their selection. Under this plan we have clearly conveyed the values and culture of our company and make them clear the intent that we are going to create Ladies and Gentlemen but not the servants who are going to serve the other Ladies & gentlemen.

This kind of training in Seven days to the new employees was a critical. we designed the tasks at the training sessions to help the employees to get familiarised themselves with their co-workers as well as our organisational culture. This period acted as an opportunity to train the employees as per our customer’s purpose.

According to Current situation analysis

Main pros are:

1) This Plan proved success

2) Have already examined and reviewed a hallmark of The Rits-carlton's well defined hotel-opening process.

3)Successfully trained and inculcated the organizational values to the employees

4)Identified the high quality standards as outstanding with current model.

Main Cons are:

1) This is a new challenge to open a hotel in a multi use facility and Implementing this plan to solve the new hospitality complexities.

2) Construction work taking place simultaneously can distract the employees during seven day countdown.

3) Creating an entirely new training process will not take only 7 days and It will take atleast 21 days

If it will take more than 21 days to train the employees then I recommend  not to undertake the process.One more thing to consider is :This new process will provide us with an incremental revenue of $620,000. Creating an entirely new training process will be very costly and will also take extra time.

Considering new training process will depend on the location of the hotel as lower average daily rates (ADR) That make it feasible.

After considering the current situations, pros and cons  so, I have come to the conclusion with some alternative decisions and reccomending few things to consider with some changes or Alternatives such as;

1)We can extend the seven day count down and increase the occupancy rate to 80% from the first.

2)Seven day coundown process will start taking place after the hotel construction completed.

3) we can call other employees from our other hotels and they can help us trainning our new employees during their first month to achieve the disired quality.

4)we can stick to our seven day count down process but can begin at 60% capacity for the first month and next month(2nd month) increase it to 70% and then for 3rd month we can increase it to 80%.

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