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Case Study-Ritz Carlton -content– Evaluate the case, and respond to each question that follows the case using both theory and practical managerial thinking. Few brands attain such a high standard of customer service as the luxury hotel, The Ritz-Carlton. The Ritz-Carlton dates back to the early 20th century and the original Ritz-Carlton Boston, which revolutionized the way U.S. travelers viewed and experienced customer service and luxury in a hotel. The Ritz-Carlton Boston was the first of its kind to provide guests with a private bath in each guest room, fresh flowers throughout the hotel, and an entire staff dressed in formal white tie, black tie, or morning coat attire. In 1983, hotelier Horst Schulze and a four-person development team acquired the rights to the Ritz-Carlton name and created the Ritz-Carlton concept as it is known today: a company-wide concentration on both the personal and the functional side of service. The five-star hotel provides impeccable facilities but also takes customer service extremely seriously. Its credo is, “We are Ladies and Gentlemen serving Ladies and Gentlemen.” According to the company’s Web site, The Ritz-Carlton “pledge(s) to provide the finest personal service and facilities for our guests who will always enjoy a warm, relaxed, yet refined ambience.” The Ritz-Carlton fulfills this promise by providing impeccable training for its employees and executing its Three Steps of Service and 12 Service Values. The Three Steps of Service state that employees must use a warm and sincere greeting always using the guest’s name, anticipate and fulfill each guest’s needs, and give a warm good-bye again using the guest’s name. Every manager carries a laminated card with the 12 Service Values, which include bullets such as number 3: “I am empowered to create unique, memorable and personal experiences for our guests,” and number 10: “I am proud of my professional appearance, language and behavior.” Simon Cooper, the company president and chief operating officer, explained, “It’s all about people. Nobody has an emotional experience with a thing. We’re appealing to emotions.” The Ritz-Carlton’s 38,000 employees at 70 hotels in 24 countries go out of their way to create unique and memorable experiences for their guests. While The Ritz-Carlton is known for training its employees on exceptional customer service, the hotel also reinforces its mission and values to its employees on a daily basis. Each day, managers gather their employees for a 15-minute “line up.” During this time, managers touch base with their employees, resolve any impending problems, and spend the remaining time reading and discussing what The Ritz-Carlton calls “wow stories.” The same “wow story” of the day is read to every single employee around the world. These true stories recognize an individual employee for his or her outstanding customer service and also highlight one of the 12 Service Values. For example, one family staying at the Ritz-Carlton, Bali, needed a particular type of egg and milk for their son who suffered from food allergies. Employees could not find the appropriate items in town, but the executive chef at the hotel remembered a store in Singapore that sold them. He contacted his mother-in-law, who purchased the items and personally flew them over 1,000 miles to Bali for the family. This example showcased Service Value 6: “I own and immediately resolve guests’ problems.” In another instance, a waiter overheard a man telling his wife, who used a wheelchair, that it was too bad he couldn’t get her down to the beach. The waiter told the maintenance crew, and by the next day they had constructed a wooden walkway down to the beach and pitched a tent at the far end where the couple had dinner. According to Cooper, the daily wow story is “the best way to communicate what we expect from our ladies and gentlemen around the world. Every story reinforces the actions we are looking for and demonstrates how each and every person in our organization contributes to our service values.” As part of company policy, each employee is entitled to spend up to $2,000 on a guest to help deliver an anticipated need or desire. The hotel measures the success of its customer service efforts through Gallup phone interviews, which ask both functional and emotional questions. Functional questions ask “How was the meal? Was your bedroom clean?” while emotional questions uncover a sense of the customer’s well-being. The Ritz-Carlton uses these findings as well as day-to-day experiences to continually enhance and improve the experience for its guests. In less than three decades, The Ritz-Carlton has grown from 4 locations to over 70 and earned two Malcolm Baldrige Quality Awards—the only company ever to win the prestigious award twice. Questions 1. How does The Ritz-Carlton match up to competitive hotels? What are the key differences? 2. Discuss the importance of the “wow stories” in customer service for a luxury hotel like The Ritz-Carlton. PLACE THIS ORDER OR A SIMILAR ORDER WITH US TODAY AND GET A GOOD DISCOUNT
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CASE STUDY -content– Evaluate the case, and respond to each question that follows the case using both theory and practical managerial thinking Few companies have been able to connect with a specific audience as well as Disney has. From its founding in 1923, the Disney brand has always been synonymous with quality entertainment for the entire family. The company, originally founded by brothers Walt Disney and Roy Disney, stretched the boundaries of entertainment during the 20th century to bring classic and memorable family entertainment around the world. Beginning with simple black-and-white animated cartoons, the company grew into the worldwide phenomenon that today includes theme parks, feature films, television networks, theatre productions, consumer products, and a growing online presence. In its first two decades, Walt Disney Productions was a struggling cartoon studio that introduced the world to its most famous character ever, Mickey Mouse. Few believed in Disney’s vision at the time, but the smashing success of cartoons with sound and the first-ever full-length animated film, Snow White and the Seven Dwarfs, in 1937 led, over the next three decades, to other animated classics including Pinocchio, Bambi, Cinderella, and Peter Pan, live action films such as Mary Poppins and The Love Bug, and television series like Davy Crockett. When Walt Disney died in 1966, he was considered the best-known person in the world. By then the company had expanded the Disney brand into film, television, consumer products, and Disneyland in southern California, its first theme park, where families could experience the magic of Disney in real life. After Walt’s death, Roy Disney took over as CEO and realized Walt’s dream of opening the 24,000 acre Walt Disney World theme park in Florida. By the time of Roy’s death in 1971, the two brothers had created a brand that stood for trust, fun, and entertainment that resonated with children, families, and adults through some of the most moving and iconic characters, stories, and memories of all time. The company stumbled for a few years without the leadership of its two founding brothers. However, by the 1980s, The Walt Disney Company was back on its feet and thinking of new ways to target its core family-oriented consumers as well as expand into new areas that would reach an older audience. It launched the Disney Channel, Touchstone Pictures, and Touchstone Television. In addition, Disney featured classic films during The Disney Sunday Night Movie and sold classic Disney films on video at extremely low prices in order to reach a whole new generation of children. The brand continued to expand in the 1990s as Disney tapped into publishing, international theme parks, and theatrical productions that reached a variety of audiences around the world. Today, Disney is comprised of five business segments: The Walt Disney Studios, which creates films, recording labels, and theatrical performances; Parks and Resorts, which focuses on Disney’s 11 theme parks, cruise lines, and other travel-related assets; Disney Consumer Products, which sells all Disney-branded products; Media Networks, which includes Disney’s television networks such as ESPN, ABC, and the Disney Channel; and Interactive Media. Disney’s greatest challenge today is to keep a 90-year-old brand relevant and current to its core audience while staying true to its heritage and core brand values. Disney’s CEO Bob Iger explained, “As a brand that people seek out and trust, it opens doors to new platforms and markets, and hence to new consumers. When you deal with a company that has a great legacy, you deal with decisions and conflicts that arise from the clash of heritage versus innovation versus relevance. I’m a big believer in respect for heritage, but I’m also a big believer in the need to innovate and the need to balance that respect for heritage with a need to be relevant.” Internally, Disney has focused on the Disney Difference—“a value-creation dynamic based on high standards of quality and recognition that set Disney apart from its competitors.” Disney leverages all aspects of its businesses and abilities to touch its audience in multiple ways, efficiently and economically. Disney’s Hannah Montana provides an excellent example of how the company took a tween-targeted television show and moved it across its various creative divisions to become a significant franchise for the company, including millions of CD sales, video games, popular consumer products, box office movies, concerts around the world, and ongoing live performances at international Disneyland resorts like Hong Kong, India, and Russia. Disney also uses emerging technologies to connect with its consumers in innovative ways. It was one of the first companies to begin regular podcasts of its television shows as well as release ongoing news about its products and interviews with Disney’s employees, staff, and park officials. Disney’s Web site provides insight into movie trailers, television clips, Broadway shows, virtual theme park experiences, and much more. And the company continues to explore ways to make Mickey Mouse and his peers more text-friendly and virtually exciting. According to internal studies, Disney estimates that consumers spend 13 billion hours “immersed” with the Disney brand each year. Consumers around the world spend 10 billion hours watching programs on the Disney Channel, 800 million hours at Disney’s resorts and theme parks, and 1.2 billion hours watching a Disney movie—at home, in the theatre, or on their computer. Today, Disney is the 63rd largest company in the world with revenues reaching nearly $38 billion in 2008. Questions 1. What does Disney do best to connect with its core consumers? 2. What are the risks and benefits of expanding the Disney brand in new ways? PLACE THIS ORDER OR A SIMILAR ORDER WITH US TODAY AND GET A GOOD DISCOUNT
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Heathcare -content– ABC Healthcare is a primary care practice. It is located in a remote, rural area and was founded by Dr. Phalange. When establishing ABC Healthcare, Dr. Phalange’s goal was to apply engineering principles to healthcare systems and standardized care to optimize the doctor/patient relationship. ABC Healthcare is comprised of 30% pediatric patients, 30% 18-39 year old patients, 30% 40 to 64 year old patients and 10% of the patients are over 65. The clinic is most often visited by patients between the ages of 40 to 64 years of age with chronic diseases. The practice has gained 30 to 35 new patients per month since it has opened. The practice employs two physicians, one nurse practitioner and one administrative staff person. In order to deliver care that meets the needs of his patients, Dr. Phalange built an innovative practice that focuses on eliminating barriers between patient and provider. The care provider is often the only person the patients come in contact with when they visit the clinic. As part of the relationship-building strategy, the provider collects all patient information, demographics, insurance, and vitals. By design, there is no receptionist and the patient rarely, if ever, interacts with the administrative staff other than to support the provider in billing or scheduling if needed. All appointments are made through the ABC website or by calling the provider directly. To eliminate messaging error and delay all calls go directly to voicemail where they are automatically transcribed to text and preserved in a .wav file and emailed to the appropriate provider. The request is addressed and the patient is contacted within 90 minutes. There is a physician directly available by cell 24 hours daily. The waiting room is technologically advanced and computer terminals allow patients to sign in and schedule appointments. The practice is streamlined and has little overhead. The practice does not offer lab test or immunizations. The use of technology enables the practice to run efficiently with fewer support staff. The entire office team participates in any experiments with new technologies. If a new system is not effective or efficient, it is discarded. Not all patients enjoy the use of technology, but overall, the patients seem to be adapting. ABC Healthcare relies almost completely on EMR. The EMR software used is an inexpensive, off the shelf produce. One drawback is the software does not interact well with outside systems. Based on what you have learned about healthcare systems and healthcare technologies, what do you see as the strengths and weaknesses of this practice? What makes this practice unique? What aspects of this practice make it appealing to patients? Unappealing to patients? What issues do you see that will impact this practice? Are they easily fixed, or will the issues cause the practice to fail? How has the focus on technology in this office hindered or helped this practice? What short term and long term outcomes do you see related to this practice? PLACE THIS ORDER OR A SIMILAR ORDER WITH US TODAY AND GET A GOOD DISCOUNT
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Juvenile Court System -content– A 12-year-old boy was caught in the act of sexually assaulting a 14-year-old female acquaintance by the victim’s 16-year-old brother, who had arrived home and observed the juveniles in the act. The 12-year-old juvenile suspect, in addition to sexually assaulting the victim, had beaten her with the heel of a shoe that was nearby. The victim was almost unconscious when the police arrived. Following the incident, the juvenile was arrested and detained by local police on the following charges: Attempted sexual assault of a minor Aggravated assault Minor in possession of an alcoholic beverage Unlawful possession of a controlled substance (marijuana) The juvenile suspect was a latchkey kid, a child who returns from school to an empty home, from a single-parent home. His mother works from 2 p.m–11 p.m. Monday through Friday, so the juvenile is often alone for hours upon his return from school. After a preliminary examination, the juvenile suspect explained that the victim purchased the marijuana and the alcohol earlier that same day. The juvenile explained that the victim had invited him to her house because they had “been liking each other” for a long time. Further, the juvenile explained that the alcohol and drugs were in the home when he arrived. He said that he and the victim began by smoking marijuana and drinking beer before they began kissing and fondling one another. Next, according to the juvenile suspect, they started to have what he described as consensual sex. After a short while they were interrupted by the victim’s brother, who had come home from work. The victim’s brother then called the police to report the incident. The juvenile had prior detentions for violation of curfew, truancy, and attempted sexual battery. No further explanations are given. Assignment: Write an essay from the perspective of the police officer, the state’s attorney, and the judge. Do each of these components of the criminal justice system see the offender as a status offender for any of the charges? Discuss your opinion of the status offender from the perspective of each criminal justice component (law enforcement, states attorney, and the judge). Are the charges viewed by each of the criminal justice components listed below as delinquent acts? From the perspective of the police officer What typically happens to this juvenile before he even goes to juvenile court? How does law enforcement process the incident? From the perspective of the state’s attorney Make suggestions to the court on how the boy should be punished/sentenced. From the perspective of the judge Based on the facts of the case and the procedures of the juvenile justice system, what would be the most appropriate finding for the court? What options does the judge have in this incident? PLACE THIS ORDER OR A SIMILAR ORDER WITH US TODAY AND GET A GOOD DISCOUNT
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