Four Seasons Hotels Essay Example for Free

Four Seasons Hotels Essay The Four Seasons Company, as per current financial, seems very profitable and the earnings per share are increasing each year. From 1997 to 1998 EPS increased by 66% and from 1998 to 1999 it increased by 22%, actually from 1997 to 1999, the value has more than doubled. The main reason for the increase seems to be a total net earnings increase of 112% in two years. (See Exhibit # 1 for figures). This is a result of increase in revenues and also because costs increased less than revenues. This indicates that in addition to higher sales, efficiency improvements have been effective as yearly costs for operating items dropped 68% and the interest costs also have decreased by 105%, making it interest income. Based on this information, the company is recommended to continue their emphasis on high personal service and quality for their hotels as the customer base are not price sensitive but concerned about service and luxury. It is important to have non-complaining, satisfied customers as this  group is more satisfied than those where service recovery is needed, even when service recovery is performed at a high level. Also, satisfied customers are more loyal and a key to continue having a financially strong company. A key to this development is to continue to focus on employee satisfaction and employment procedures as this is resulting in low turnover (compared to the industry average), highly experienced and motivated staff and consequently excellent service. Also, the strong financials support FSHs (costly) growth strategy, and would further indicate that the company has the back-bone to support such a strategy. 3.0 Leverage the website for marketing purposes The Four Season Hotel (FSH) should further leverage their impressive website. First, they should maximize the site for mass marketing purposes. For example, the site would allow customers to appreciate all FSH properties, and a customer who has never seen a FSH can view rooms, conference halls, restaurants etc. The website can further provide up-to-date information on vacancies, promotions, city tours etc. This same information could be updated at any time to reflect specials across respective FSH. For instance, the Milan hotel might anticipate low vacancy one week, and could attempt to fill some vacancies by listing a Milan resident special on the site e.g. with a two night stay and get a free dinner in the restaurant. Internal marketing is another great possibility for the FSH, as long as the high tech is followed by high touch, and the system is not used to replace the human element. The intranet site should focus on cost-saving promotions, healthy competition between across respective FSHs, employee feedback pages etc. Management should use the intranet as an additional medium to disseminate information to employees and as a means to obtain information from employees. An easy to use e-commerce site for the hotel would be interesting for select  Four Seasons customers. Again, this should not replace the high touch that the FSH brand is identified with, but rather add another convenience for its customers. For example, some customers like making their reservation via the Internet and having an additional option with regards to making a hotel booking could turn out positively. 4.0 Establish and manage a common customer awareness database The hotel should change the existing database containing guest preferences into a centralized database available to all FHS properties. This should be deemed a high priority. It would be a typical one-time fix to enhance customer satisfaction and for implementation it could leverage FSHs existing intranet platform. The main driver for a change of this sort would be its potential to further improve the FSHs customer service. For example, as existing FSH customers are highly concerned about time there should be no need for them to fill in forms with preferences for each new hotel they arrive at. Also, it would be perceived as impressive for the customer arriving at a new hotel where the personnel would already know their preferences. This would increase the feeling of intimacy and personal touch during the hotel stay and consequently enhance customer loyalty and satisfaction. Additionally, the fact that only 9% of Four Seasons hotel guests are using multiple properties should not lower the importance of making such a change. In fact, 9% of their customer base means that approximately 400.000 customers each year use multiple Four Seasons Hotels. (See Exhibit #1) Also, the positive word-of-mouth this change would bring will most likely increase the number of guests staying at multiple properties. Furthermore, as the hotel has a growth strategy, the number of hotels and rooms will continue to increase and as such enhance the need for the common database. Also, in addition to customer satisfaction, having one database for all hotels would decrease costs for the chain in the long run as it will not have to maintain 50+ different databases. 5.0 Four Seasons management should solicit select feedback from customers. The idea here is quite simple and essentially comes down to ensuring that the hotel maintains its brand. The FSH has done very well by establishing a strong brand and enjoys a high % of repeat customers. Management and employees alike know what the Four Seasons stands for and the experience they aim to offer the customer. That said, and as technology races forward it is important for businesses to leverage it where possible and profitable. The key for the Four Seasons is to leverage it in a way that does not negatively impact their brand i.e. detract from the overall customer experience offered by Four Seasons employees, which is highly personal, intimate and customer oriented. For example, management could solicit feedback from customers as to whether they would use an automated (electronic) checkout service and whether customers view this as something consistent with the Four Seasons brand. This selective feedback could be centralized at first in that it is sponsored by the corporate office (so as to solicit feedback that could be leveraged across all properties) and then tweaked per location to take into consideration cultural specifics etc. Findings could be leveraged across properties and stored in the central database to eventually maintain, reinforce and ultimately improve the Four Seasons brand, customer experience and ultimate profitability. 6.0 Implement a Seasons Pass Loyalty Program Enhancing Customer Loyalty. Implementing a Loyalty program contributes to making guests feeling special, which undoubtedly makes a difference in his or her experience. A loyalty program could even extend to other value chain partners, thereby, allowing for further tracking of guest preferences. Without a loyalty program, FSH loses out on building strong relationships with its guests. As switching costs are minimal, loyalty is low unless a competitor differentiates and thereby increases its odds of attracting return guests. In order to compete successfully within this tier, a reputable brand name is imperative, which also represents a significant barrier to entry for potential new entrants. The common database will undoubtedly enhance the relationships because clients enjoy the sense of community that is established when being part of a loyalty club. Therefore it is important to have mechanisms in place to ensure guests to remain loyal to FSH and choose the company as his or her accommodation provider. To facilitate this, the hotel should introduce a frequent guest card, the Seasons Pass, which will serve two functions: 1. Track guest activities within FSH so that their preferences can be recorded. 2. Allow guests to collect points every time they stay at a Four Seasons property and use them towards service companies affiliated with Four Seasons, creating loyalty as a result. It will also aid individual FSH locations to better understand which facilities within the hotel or resort are the most sought after and will be able to segment the information based on the region of the world or type of consumer (leisure or business). Through partnering with external companies such as high-end car rental companies, airlines, and travel agencies, FSH will be able to offer guests a solution to every decision they may encounter during their stay. Thus the Seasons Pass and the networked database will ultimately be the bridge to building and maintaining positive guest relationships. Exhibit 1: Financial data for the Four Seasons Hotels EOY 1997 to EOY 1999: Exhibit # 2: Number of customers using multiple Four Season Hotels each year * Assumed average coverage rate through the year is based on information in case, The Roccoco New York Hotel by Anna S. Mattila. Using the rate accomplished by the Roccoco New York boutique hotel. ** As no information of number of customers per room is provided, one per room is assumed.

Samoan Language :: essays research papers fc

Samoan is a rich language that remains the principal language of the people of Samoa. The Samoan language is exquisite and quite easy to learn and is similar to other languages in the pacific region. â€Å"Samoan is a branch of the Austronesian Language, formerly called Malayo-Polynesian language, one of the word’s largest language families, both in terms of numbers of languages-more than 700-and geographic spread-covering islands and some mainland areas from Madagascar in the west to Easter Island and Hawaii in the east† (Amerika Samoa). â€Å"The Austronesian language is divided into two branches: Formosan, the languages spoken by about 200,000 people in Taiwan; and Malayo-Polynesian, comprising the rest of the language in the Austronesian family† (Encarta Online). As a student finishing up his 2nd year of the Hawaiian Language, I was amazed to find several words in Pouliuli having the same meaning in Hawaiian. Therefore, this report will focus on the Samoan l anguage; it’s rules, pronunciation, and the similarities and differences between the Samoan language and the Hawaiian language. The Samoan language cannot be considered as strong language, and few letters of the alphabet are put to use. â€Å"D and B are never used; H, R, and K are of rare occurrence, which are found in words that have been introduced. All words have a vowel termination, and their etymological forms are constructed by the employment of particles attached to the roots, thereby forming agglutinative or polysynthetic words. The Samoan language is comprised of only fourteen letters-five vowels, A, E, I, O, U, and nine consonants, F, G, L, M, N, P, S, T, V, --H, K, and R only occurring in words of foreign origin† (Neffgen 3). The Samoan language now contains many introduced words, which have been distorted by added vowels or substituted consonants, in order for native speakers to articulate them. Samoan vowels have long and short versions. The language is generally pronounced as in romantic languages such as Spanish and Italian. In print the long vowel sound is represented by the presence of a dash or macron over the vowel. Here is a chart on how to pronounce each vowel. Vowel  Ã‚  Ã‚  Ã‚  Ã‚  Long  Ã‚  Ã‚  Ã‚  Ã‚  Short A  Ã‚  Ã‚  Ã‚  Ã‚  Bath  Ã‚  Ã‚  Ã‚  Ã‚  But E  Ã‚  Ã‚  Ã‚  Ã‚  Eh  Ã‚  Ã‚  Ã‚  Ã‚  Bet I  Ã‚  Ã‚  Ã‚  Ã‚  Feet  Ã‚  Ã‚  Ã‚  Ã‚  Bit O  Ã‚  Ã‚  Ã‚  Ã‚  Raw  Ã‚  Ã‚  Ã‚  Ã‚  Gone U  Ã‚  Ã‚  Ã‚  Ã‚  Pool  Ã‚  Ã‚  Ã‚  Ã‚  Pew Source: Samoan Sensation â€Å"Samoan consonants are pronounced the same as in English, with the exception of G, which sounds like the NG as in song† (Samoan Sensation). The Hawaiian language and Samoan language are quite similar because they both come from the same language family.

The Space Shuttle Challenger Disaster

RISK CASE STUDY – ASSIGNEMENT 2 August 3, 20111 THE SPACE SHUTTLE CHALLENGER DISASTER Risk Management Plan 1. Risk management plan summarizes risk management approach, list methodologies and processes, defines everyone’s role – definition of risk management plan. NASA was using for the most part qualitative risk assessment process. Launch of the shuttle was allowed as long as aggregate risk remained acceptable. Quantitive method was applied for risk assessment because if the complex procedures (like data gathering) were in place NASA would be buried with paperwork.NASA’s culture was flying with acceptable risk. There was Risk Management Plan in place for NASA because there was risk assessment and protocols in place but due to excessive nature of most of NASA’ projects waivers became a way of conducting business. As described in the NASA Handbook, hazards (risks) were analyzed and overseen by the Senior Safety Review Board. Each identified risk was c lassified by an established system, based on both the risk’s level of criticality on a scale of one to three (C1, C1R, C2, C2R, and C3).However, their review process contended that no single risk or combination of risks would be enough to prevent a launch, as long as the aggregate risk remained at an acceptable level. 2. The Risk Management Plan was not followed. Methods used to gather data to assess risk were expensive and labour intensive and so were the procedures (Flight Readiness Reviews. To keep up with mission manifest schedule – 16 flights per year any) issues had to be resolved fast (waivers).Once a risk was declared acceptable, it was overlooked during future mission planning sessions. Additionally, they didn’t have proper procedures for evaluating the impact of unknown risks (i. e. the ice problem). Lastly, protocol stated that one risk or one person’s concern was not enough to cancel the launch. A no launch recommendation by one party could ha ve been overruled by the launch director. 3. Differences: a. Risk Management Plan is the outcome of Plan Risk Management Process and describes how risk management is structured and performed.It includes methodology (approach, tools, data source), roles and responsibilities (lead, support), budget (resources, protocol for contingency resource), timing (when and how often process is performed), risk categories (RBS), definition of risk probability and impact (high, medium, low), probability and impact matrix, risk stakeholders’ tolerance. b. Quality Assurance Plan describes how quality assurance will be performed within project to allow for reducing â€Å"waste† and eliminating processes that do not add value.It is meant to increase level of efficiency. c. Safety Plan A safety plan is an organized system of rules and guidelines used to maintain safe work environment. 4. Pressure to meet schedule – sixteen flights a year in 1986 meant that all involved will have to face paperwork constraints related to flight readiness assessment. Personnel and contractors were working overtime already trying to fill out all necessary paperwork related to problem solving, investigations and last flight updates.Waivers were part of NASA protocols to bypass all of this plus they were a way to indicated that risk was acceptable. Number of flight per year was critical to designing risk management plan because of all similarities between flights like temperature; launch condition could become predictable factors to determine acceptable risk. Risk Identification 5. Risk is uncertain event associated with work, it is a loss multiplied by likelihood that may have impact on the project. There are three common categories of risks: controllable knowns, uncontrollable knowns, and unknowns.Anomaly is a deviation from the standard. Project manager and team define a baseline and decide the difference based on definition of anomaly provided by subject matter experts (enginee rs). 6. NASA had Flight Readiness Review few days prior to flight. Risk identification at NASA was conducted by Senior Safety Review Board. In majority of cases risk assessment process was qualitative. If aggregate risk remained acceptable launch should happen. Hazard were analyzed and subjected to formalized hazard reduction process I in NASA handbook.Quantitative method of risk assessment was not applied because they were expensive and time consuming. Technical experts were not involved enough in any of the discussions. 7. In order to resolve any differences we need to list them and quantify them first which never happened in case of Challenger. Customer is always right and ultimately his decision overrules but contactor must provide as accurate data as possible based on analysis. Every recognized risk has different weight and some of them thru brainstorming can be resolved or even eliminated. 8.Upper management needs to be committed to project of such a huge scale and support it. They should be informed about individual risks and it is up to project manager to provide true information about project. It seems that culture of NASA accepted waiver as a way to determine acceptable risk and considered then as a part of official protocol. 9. Risk associated with any chosen method should be classified based on cost (budget), safety and technology (design) and overall impact on the mission. Challenger did not have either solid political support or direction.Cost became the most critical component in decision making. Sold fuel systems were cheaper but also less safe. They require less research and development but were designed for reusability. 10. Politically motivated trade-offs are impossible to control by PM and his/her team. There is a pressure to for government to deliver promise or a need to see where all funding went. All PM has is data and measurements based on research, analysis and historical lessons. There should be a limit where safety becomes impossible to trade.This is where government agenda should not applied because risk of losing lives is too high to trade. 11. NASA was under pressure from government and by the same token pressured contractor (Thiokol). Funding was inconsistent, expectations were very high and there was no clear direction where space program was going and flying manifest was beyond capabilities of personnel should he chose to follow all procedures. Risk was calculated in every decision. 12. Risk Management plan is evolving document as project goes on. different phases should be recorded in Risk Register and 2 separated risk assessments conducted because each phase faces different risks. Identifying risk will help us analyze triple constraint factors. Both risk assessments are equally important. Risk Quantification 13. Given the complexity of Space Shuttle Program it is necessary to address individually each technical aspect of the risk. In some cases lesson learned from previous experience with shuttles can b e applied to other program given that conditions like weather, resistance to high temperature or fuel type.Certain measurements can be applied to all space shuttle programs. Qualitative risk evaluation could be used at the beginning of the project to sort out level of each risk. Quantitative risk would be possible if there full support from upper management (government), budget and methodologies were in place. Both methodologies are equally valuable in complex project like Challenger. 14. There were 3 separate ice inspections conducted on the site and ice team responsibility was to remove any ice. First inspection delayed launch due to presence of ice on launch pad.Second inspection discovered still significant presence of ice on launch site and it was determined take off was unsafe. Falling ice could damage heat tiles on the Orbiter. Third inspection still found significant ice presences on the launch pad. 3 major concerns of the ice-on-the-pad issue: launch objection due to the we ather, ice on the pad was unknown effect on the ignition and debris were considered potential flight safety hazard, freeze protection plan for launch pad 39B was inadequate. Ice was considered a potential problem. 15.Risk quantification allows preparing better for potential risks. Contractors provide data but it is decision of the customer whether to take some of all data under consideration when making decision. To resolve a matter of dispute, the customer and contractor should collaborate. If there is no agreement customer decides what approach to take. 16. Senior management needs to be presented with information in easy to understand form – in case of Shuttle short movie presenting what would happen on impact. Only potential problem made it all the way up to higher management not the critical ones.None of the recommendations from Thiokol were passed to upper management. There were no established procedures that all risk data cannot be modified by any member of the team wit hout proper access and expertise. 17. It was quantitative system but issuing waivers very often made it useless because they by-passed some of the recommendations. Lessons learned were not used by Thiokol regarding temperature at launch which was supposed to be 53 degrees Fahrenheit. Thiokol engineers tried to quantify some of the risks based on historical information regarding blow-bys and temperatures. 18.No, there were no probabilities assigned to risk like putty, temperature, rings although there was some historical data available. There were not enough details to develop probabilities and metrics to rely on. Engineers could not determine direct correlation between factors. Risk Response (Handling) 19. Size of the company, available budget, company culture and overall resource decide what constitutes acceptable risk. It depends on tolerance of individual company to determine if risk is acceptable. 20. Project manager is always responsible for success and/or failure of the projec t.If there is another body in the company responsible for handling risk on larger, company scale it should be consulted as well. 21. According to PMBOK there are 4 risk responses and all of them were used: acceptance (consequences were acceptable), avoidance (re-scheduling take off), control (type of aborts and their respective landing sites) and transfer (hiring Thiokol as contractor to transfer risks). 22. There was an abort due to bad weather and ice which was correct response. NASA decided to launch in spite of C1R which meant 2 components failure (both main and secondary ring booster are the same type).This is not a correct response to existing risk. This decision was made without any regard for possible consequences of component failure. 23. Subject matter experts and upper management and technical consultants with the knowledge of space technology. Astronauts should be consulted as well since they risk their lives and are in immediate danger. 24. Every project should have ris k response mechanism included in risk management plan. All data gathered from SME and specialist in the field should be taken under consideration when developing risk response mechanism.When team cannot agree on it senior management who is ultimately responsible has final saying. 25. Astronauts with technical experience and knowledge should have been consulted. Christa McAuliffe as an example would not contribute anything valuable because her knowledge wasn’t in space shuttle design discipline and she did not have any previous experience flying either. They have accepted the risk already when they agreed to fly – no need to re-assure it. Astronauts are all volunteers and understand that safety is space is never 100% guaranteed.In my opinion it is safety staff that should have been included primarily. No safety representative or quality assurance officer was included in any of the decisions (or during the take-off). 26. Waivers were a way of bypassing official protocols in order to maintain schedule. It was a form of acceptance. 27. Waivers were standard operating procedures – they are type of active acceptance – â€Å"the wrong thing can be done to solve the problem because its solution was not clearly thought out under pressure in the heat of the moment† 8. Yes! Schedule pressures made managers less willing to acknowledge possible risks. Despite the fact the temperature was not favourable (as required minimum of 50 degrees Fahrenheit), Thiokol & NASA decided to go ahead with the launch to meet their desired planned schedule. Political pressure affected all responsible parties. 29. The risk response mechanism utilized by managers at Thiokol and NASA was Acceptance. They were fully aware of the potential risk however they decided seat back and see what happens. 30.The Engineers did not do everything to convince the management to stop of the launch. After failing to convince the management they decided to take a passive app roach of â€Å"wait and see what happens next† while they knew the results will be catastrophic. To make matters worse, Engineer Boisjoly changed his expert professional opinion after was told put on his management hat. 31. Though NASA claims that its top priority is the safety of the crew and equipment, it did violate its responsibility to ensure safety of the crew in spite of the evidence that was presented to them by the engineers.They played Russian roulette with human lives. Final findings though confirmed that pressure caused rational men make irrational decisions. 32. YES! NASA was completely aware that the temperature was not favourable for launch (as required minimum of 40 degrees Fahrenheit) however still went ahead with the launch to meet their desired planned schedule. The O-Rings had never been tested below freezing temperatures before & did not meet the 40 degrees below qualification temperature. Risk Control 33.Documentation is crucial and must to be thorou gh as part of risk management in order to identify all potential risks, keep a historical record data , reveal relevant information to the project to ensure project process are in compliant with the company’s goals. Depending on the complexity of the projects or programs company is involved quantity will differ. Excessive paperwork can be very discouraging to personnel. 34. There was no audit trail to the best of our knowledge. Thiokol had lessons learned regarding erosion, temperatures and blow-bys. 35.Thiokol noticed black soot and grease on the outside of the booster casing, caused by actual gas blow-by and had ordered new steel billets which would be used for a redesigned case field joint. This vital information should have been disclosed during the hour presentation granted to them which they mostly argued on the cold weather effects. 36. Hard facts speak to upper management better than anything. Presentation and SME opinions quoted within presentation would help to get upper management attention. 37. Again, facts, findings and lesson learned are powerful tools.Once team and upper management is aware that science doesn’t back up decision sole responsibility and pressure is taken off single person and transfer to the whole team. 38. There were 5 different communication and organization failures and 4 of them were directly related to safety program. Lack of problem reporting requirements, inadequate trend analysis, misinterpretation, lack of involvement in critical decisions. Safety organization should be better staffed and SUPPORTED. 39. Rockwell was prime contractor to build Orbiter. It was believed that Rockwell was not the best choice since it had not been involved in Apollo Program as others.Rockwell issued a â€Å"concern† about possible Orbiter damage due to the ice problem but they never stated they did not want to launch. They never said to NASA launch should be aborted due to unknown nature of the ice. It was never formally re corded that Rockwell objected. By making objection official there is paper trail that can be traced back should situation call for it. 40. Risks levels must be maintained completely at minimal before launching of the spaceship; however loss of human life should be avoided at all cost. The overall risk should have been between C2 & C3. 41.It is best to execute a presentation to the higher-ranking Management with adequate evidence of potential risks & the overall impact. In addition, outsource experienced experts who will back you up with their input in order to win a favourable decision. 42. The liability should be placed on the people who made final decision to launch while they fully aware fully of potential risks. Though the Thiokol engineers â€Å"cried for Help†, they were thwarted from pleading their case and the management went ahead supported NASA proceeding with the launch. Both Thiokol management & NASA should share the blame.

Interview At Agency For Health Care Administration

Interview Assignment The subject of my interview is Roger Bell, CPA, and Manager at Agency for Health Care Administration. The reason Bell was chosen is because of his contributions as a Certified Public Accountant, CPA and Manager at Agency for Health Care Administration. The area of expertise of Mr. Bell’s is similar to my future goals. The subject of my interview owned a small accounting firm in Cedar Key, Florida. There are two crazy times for tax season in accounting firms. The first busy tax season is from January 1st to April 15th. The next busy tax time is from September 1st to October 15th. The latter tax time is when corporations and people that have filed six-month extensions. During tax time can be compared to being in a boxing match, the personnel are highly stressed with short fuses. The turnover rate is high because of the abundance of the extra workload during these two tax times. The personnel that remain in their employment are severely overworked; there is a lot of overtime. The only times of the year that anyone was allowed vacation time were in the months of May or June or December. The services that were offered in the accounting firm consisted of tax return preparations, basic accounting services, and bookkeeping services. Consulting services were available to assist the community with people developing budgets for personal and businesses purposes. Also, Bell desired, while the owner of the accounting firm, to be able to assist his clients withShow MoreRelatedThe Role Of Administrator And The Administration Of The Emergency Department At Virginia Beach General Hospital1273 Words   |  6 Pagesdemanding, but being an administrator is a field that can reshape the future state of health care. As a health care administrator there are so many different aspects of healthcare that an individual can be involved in. 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