Welcome to The Ritz-Carlton, Seoul

1. Welcome to The Ritz-Carlton, Seoul

2. History of the Ritz-Carlton Company (1) • 1850 Cesar Ritz(설립자) 스위스에서 출생 • 1898 파리에 The Ritz 호텔 개관. 영국 런던의 The Carlton Hotel과 합병하여 The Ritz-Carlton Management Company설립 (에드워드 7세: Mr. Ritz “왕을 위한 호텔맨, 그리고 호텔맨 중의 왕”) • 1910 여러 Ritz-Carlton Hotel들이 Cesar Ritz의 감독 하에 미국에 설립됨.(최상의 식음료, 서비스, 위치, 가구, 고객의 수를 상회하는 직원의 수 등) • 1927 The Ritz-Carlton, Boston개관

3. History of the Ritz-Carlton Company (2) 1983 William B. Johnson Properties사가 The Ritz-Carlton Boston과 아울러 Ritz-Carlton의 이름 사용권을 사들임. The Ritz-Carlton Hotel Company 설립됨.(본사: 미국 조지아주 애틀란타, 사장: Mr. Horst Schulz) 1992 /1999 Malcolm Baldrige상-미국 상무부 주최 (미국 국가 품질상) 수상 1995 Marriott International이 The Ritz-Carlton Company의 주식을 인수 ( 1995 - 50%, 1998 - 100%) 2001. 2월 현재 전 세계 38개 체인 2001 년 신임사장 Mr. Simon Cooper 취임

4. 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

5. 리츠칼튼 호텔의 경영모델-Pyramid- “세계적인 리츠칼튼의 경영모델에서 가장기초가 되는 것은 리츠칼튼 만이 가지고 있는 서비스 상품에 대한 가치와 철학이다.”

6. Business Management Model-Pyramid 세계 최고의 호화롭고 고급스러운 여행 및 호텔상품과 서비스의 제공자가 되는 것. 피라미드를 통한 한 방향 정렬로 상품 과 이익 우위 달성 7 YEAR VISION 2 YEAR MISSION 중요핵심 목표 1.직원의 자부심과 즐거움 향상 2.고객의 충성도 향상 3.고객의 불편감소 4.객실 당 매출액 증가 5.호텔 이익의 증대 OBJECTIVES TACTICS STRATEGY 중요 핵심 목표에 도달하기위해 핵심 과정 향상이 요구 된다. METHOD 고객과 시장 중심 전략과 행동 방안 FOUNDATION 총체적 품질 경영(TQM)-품질과학의 적용 Malcolm Baldrige National Quality Award Criteria The Green Book-2nd Edition 가치와 철학-Gold Standards 신조*사훈*서비스3단계*기본수칙*직원에 대한 약속

7. Foundation Values & Philosophy (Gold Standards) 1. Credo 2. Motto 3. 3 Steps of Service 4. Employee Promise 5. 20 Basics

8. Product Dominance - Guest Satisfaction - • Key Objectives: Improve customer loyalty and reduce defects

9. 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 Definitions of Total Quality Management

10. 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

11. Key Measurements/Processes • DATA • Daily SQI Report • GIA • Comment Cards • Internet feedback • SCORE • Monthly Report from JD Power

12. 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

13. 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

14. Marketing Plan The Six P’s Concept 1.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

15. 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.

16. 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

17. Product DominanceJD Power Survey Results (만족도 조사 결과 ) • Goal: 97% Satisfaction (목표: 97% 만족도 달성 ) • Current RCHC: 92% (현재 리츠칼튼 본사: 92% 달성) • RC, Seoul: ? % (2001)

19. Profit Dominance - Owner Satisfaction -(이익 우위 - 소유자 만족 - ) • Key Objectives: Increase Revenue/Sales and Increase Hotel Profitability (주요 목표 : 판매 매출과 호텔의 수익성을 증가시킨다)

20. Profit DominanceRevenue (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 - 2000년 대비 9.2% 초과 목표

21. Profit DominanceProfitability (수익성) • Hotel Profitability :41% (Year 2000) (2000년도 현재 : 41% ) • Next Year goal: 42.5% (내년 목표: 42.5%) • Company goal:45% (리츠칼튼 본사 목표 : 45%)

22. Employee Satisfaction - Improve Pride and Joy (직원 만족 - 자부심과 즐거움의 향상) • ESS Results (만족도 조사 결과) Satis.(만족) Middle (보통) Dissatisf. (불만족) • Mar. 2000 (3월) 35% 48% 17% • 2001 goal (2001 목표) 10% • 2002 goal (2002 목표) 5% • Turnover for year 2000: approx.19% (2000년도 이직율: 약 19%) • Employee Accidents (직원에게 일어나는 사고 )

23. Thank you