Abstract

This case describes the work culture at Four Seasons Hotels Inc. (Four Seasons), a Toronto-based global luxury hotel chain and resorts. Since its inception in 1960, Four Seasons had created a niche for itself with its focus on providing exceptional and personalized service to the guests. Four Seasons was committed to providing its guests with value added service and hassle-free stays. The Four Seasons culture was personified by its employees who shared the common goal of offering excellent service to customers. From the time Four Seasons opened its first hotel, its work culture was based on trust and mutual respect and it allowed employees to flourish and succeed. For the management, employee satisfaction was as important as guest satisfaction. Four Seasons gained recognition for its quality service and also featured for eleven consecutive years (1998-2008) on the Fortune Magazine’s ‘100 Best Companies to Work for’ in the US. The case examines a few elements of Four Seasons’ work culture and how these have contributed to its business success and to making it a great place to work. The case concludes with the future prospects of Four Seasons and the issues and challenges faced by Isadore Sharp, CEO, as he planned to grow further by expanding across new locations.

Learning Objectives

The case is structured to achieve the following Learning Objectives:

• Understand the issues and challenges involved in running a hospitality business. Understand the significance of a strong customer service culture to the success of a firm in the hospitality business. Analyze the factors that contributed to a strong custom

Keywords

Customer service culture, Best companies to work for, Hospitality management, Empowerment, Recruitment, Selection, Orientation, Training, Performance management, Rewards and benefits, Hospitality industry, Four Seasons