The case study is pivoted on a worldwide titan, Four Seasons. It is one of the main inn network, working in 24 nations. Aggregate number of lodging branches that the organization claims is 54, and it utilizes one and only reasoning to work the entire framework. The hidden purpose behind organization's prosperity is it flexibility to national society of the zone, in which it works. The second reason is its HR it contributes vigorously on it workers. The organization has made an interpretation of the brilliant standard into its human asset administration arrangements and its client relationship administration strategies. The organization has set seven administration society guidelines, which rotate around the brilliant tenet.
Steps from the Champs-Elysées, with private terraces that command views of all Paris and
vibrant facilities accented by 17th-century tapestries and floral mastery, Four Seasons Hotel
George V Paris has come to define fine service in the City of Light and around the world.
A Paris landmark since 1928, this historic building has been lovingly restored to reflect the very
highest Four Seasons standards of comfort and convenience. Of the Hotel's 244 spacious guest
rooms, including 59 suites, 30 feature a private city-view terrace. Fine dining at the Michelin-
starred Le Cinq restaurant is a coveted occasion. La Galerie and its summer seating in the
courtyard terrace offer elegant places to share a meal or afternoon tea. Le Bar is a destination for
Parisians and visitors alike.
Four Seasons gives guests access to the most luxurious hotel spa in Paris, with a full treatment
menu offering everything from massages and body treatments to salon services. Adjacent is an
extensive health club, encompassing training facilities, saunas, and steam rooms. The swimming
pool and whirlpool are wrapped in trompe l'oeil murals of the gardens of Versailles. For
business and social gatherings, Four Seasons Hotel George V, Paris presents the finest selection
of its kind in Paris, with 1,269 square meters (13,596 square feet) of meeting and function
spaces - including one of the most beautiful ballrooms in the city.
Observers of the Paris hotel scene noted that by the 1980s and 1990s, the George V, like some
of its peers, was coasting on its reputation. In December 1996, H.R.H. Prince Al Waleed Bin
Talal Bin Abdulaziz al Saud purchased the hotel for $170 million. In November 1997, Four
Seasons agreed to manage the hotel. They explained "We needed to be in Paris. We had looked
at a new development.
Four Seasons closed the hotel for what ended up being a two-year, $125 million total
renovation. Since the building was a landmark, the façade had to be maintained. The interior of
the hotel, however, was gutted. Skilled craftsmen restored the façade's art déco windows and
balconies, extensive wood paneling, gilding, artwork, and 17th-century Flanders tapestries that
had long adorned the hotel's public and private spaces. The new Four Seasons Hotel George V
Paris opened on December 18, 1999, at 100% effective occupancy of rooms ready for use. The
opening was particularly challenging because Four Seasons only took formal control of
operations on December 1, in part due to French regulations.
The Four Seasons Hotels faced a big challenge since they were entering a new country, new
market and facing a completely different mentality and environment. Thus, the main problem of
Four Seasons Hotels was to find solutions for overcoming cultural gaps and satisfying the
customers' needs in a new service environment. They had to be able to preserve the legacy of
the George V Hotel.
In terms of labor management, firing people had to be a thorough process and required counseling, especially in Paris they had to
have a very good cause for it and document everything carefully.
Adapting to manage differing perceptions of time was also challenging for North Americans in
France. North Americans have a "monochromic" culture based on high degree of scheduling
and code of behavior built around promptness in meetings and appointments whereas the French
are more "polychromic" valuing human relationships and interactions.
The Four Seasons Hotel had to also adhere to local laws, which affected work and design
patterns. For example according to a French hygiene law food and trash had to be separately
carried down. Employees also had the "right to light", which is the right to work near a window
for a couple of hours a day. Thus, several windows had to be programmed into the design. There
were also several French regulations such as fire regulations that needed attending.
Four Seasons' general approach to internationalization is based on a mix of standardization and
localization. It has seven universal service culture standards, which are the same across all
countries, and 270 core operating standards, which may be adapted to local needs and
peculiarities. By following this approach, Four Seasons can flexibly adjust to local customer
needs, while still maintaining a high global standard. Four Seasons' competitive advantage is
providing exceptional, personal service. Hence, the key of their success are the employees who
provide this service to customers.
In dealing with employees, Four Seasons applies the "Golden Rule", which is to treat others as
one would wish to be treated, to motivate its employees to provide the exceptional standard of
Because of different cultures, Four Seasons has to adopt this approach to local culturesin order to have employees that identify with Four Seasons while being able to adapt to local standards, as in the case of France.
1. What it is like to stay at a Four Seasons?
2. What has made Four Seasons successful over the last 30 years?
3. Does corporate culture play a role in Four Seasons’ success? If so, how and why?
4. Do human resource strategies play a role in Four Seasons’ success? If so, how and why?
5. How do you feel about the way Four Seasons entered the Paris/French market? What wasgood and/pr bad about the entry strategy? Why?
6. Do the lessons from this case study apply to firms entering markets other than France? Ifnow, why? If so, how, and to what types of markets?