The Ritz-
Carlton
Batch – 2
Group – 8
Service Philosophies
Cesar Ritz, Founder of Ritz, Paris- “The customer is never
wrong” ● Provide guests with “warm, relaxed yet refined ambience”
● Make Guests feel good so they come back! Delight the
● Set Standards for Hotel Luxury in the USA Customer.
● Private Baths, Elegant Dining Areas, Scrupulous attention ● Never say “No”
to guest needs ● Fulfill even the unexpressed wishes and needs of guests
Horst Schulze: “Gold Standards”, Array of Principles How the Ritz Carlton Philosophy is reinforced in the minds of
employees?
● Wallet Sized Foldout Card (uniform)
● 3 Steps of Service ● Part of Uniform, Rich Traditions
● The Credo ● Basic 1-20: Each day employees discuss one of the 20 key
● The Motto principles of the RCP, and then discuss the same principle
● The 20 Basics 20 days later.
● Employee Promise ● Basic 2, Treat guests and each other with respect and
dignity. Empowered Employees, Service professionals not
The Credo: servants.
● Mission of Ritz “Genuine Care and Comfort of Guests”
Service Delivery Process & Training
● Formalizes the Credo through systems and processes
● Order Delivery Process:
● Putting the Ritz in Ritzy
Check number of guests and promised delivery time> Take o Careful selection of employees
written order on phone>Send a Dupe to the kitchen> Keep a o Orientation to underline the rich heritage of ritz
spare for check>Set the Table up>Get Items from the kitchen and o Focus on how to understand the gold standards
a pen>Bring spares and extras (A1 steak sauce for hamburgers)
● Learning the Ropes
o Apprenticeship with the experienced professional
● CLASS: Customer Loyalty Anticipation Satisfaction System, o Doing more than expected – Extra glass of wine
a chainwide guest recognition database ● Going solo, taking the lead
● Employees are the data gatherers, log observations into guest o Lateral service to ensure better experience
recognition slips and have autonomy to report preferences o Waiters as pre guests use empathy to take proactive
● Handling Customer Complaints: Employees can exercise decisions
discretion to handle complaints, are informally allotted $2000 ● Reflecting on experiences
to spend on a complaint o New-employee job certifications
● Incidents are reported by filling a QIA( Quality Incident o Updates on Information like guest recognition hotlines
Action), to prevent similar problems in the future
Communication Triangle & Parameters of Service Quality
● External Communication: Promises of care, comfort & a luxurious
experience Reliability
● Internal Communication: Creation of a sense of belonging &
empowerment amongst employees
Service Quality
Responsiveness
● Major focus on Internal Communication, which is instrumental
towards the promised value
● Internal Motivation is practiced via: Assurance
○ Giving importance to delivery, Employee Empowerment
○ Underlining the Company’s Heritage and Rituals; used as
tools of both training and internal communication
Empathy
● Interactive Communication: Delivery of promised value which
focuses on maximizing customer delight Tangibles
● Reliability - Ensured via exceptional service, recording of behavior & requirements
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● Responsiveness - Ensured via prompt anticipation of customer needs & employee
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● Assurance - Ensured by employees’ demeanor and their knowledge of the
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● Empathy - Showcased via individualized attention to the employees and customer-
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Employee Customer ● Tangibles - The tangibles of the hotel, such as the cleanliness and grandeur of the
Interactive location are created to match expectations, with employees going out of their way
Communication to ensure the maintenance of the hotel’s appearance
Realities & Conclusion
● To make the customer/guest feel good so that they come
again, as the point of the business is to make money
● Treating oneself with dignity and respect, as service
professionals. When you feel good about yourself, you Improvements
treat others well
● Empathizing and not repeating the same mistake again • Dynamic Principles rather than rigid formula/handbook
● Collaborating on a problem is the best way out • Focus on Employee’s emotional commitment over job
● satisfaction
Delivering first-rate delivery service is all about balance
• Empowered Employees should be motivated enough to
● Managers ride the waiters for slacking off and babysitting seize opportunities
them. • Easy on the verbiage- high on internal branding
● No matter the principles, slack occurs and is unavoidable • Don’t assume customer wants to be pampered, some
● As a professional, one must think in the shoes of the need space
customer. Like the waiter refuses a 16-dollar single piece • Too much focus on your own service delivery can
of chicken, i.e. he is the ‘pre-guest’, thinking like the distract from motto, “genuine care and comfort of the
guests”
customer
● Internal Marketing enables employees to deliver brand
promise
● Strong Internal Service Culture
Thank You
Akshay Malik – 19PGDM143
CREDITS: This presentation template was created
Mili Motwani – 19PGDM164
by Slidesgo, including icons by Flaticon,
Rishab
infographics & images Kumar Agarwal – 19PGDM176
by Freepik
Shivangi Saxena – 19PGDM190
Syed Zaeem Anwar – 19PGDM203
Shikha Pandey – 19PGDM251
Shreya Khatri – 19PGDM252
