[국제비즈니스] Four Seasons 호텔의 경영 사례 분석(영문)
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- 2010.09.08 / 2019.12.24
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추천 연관자료
- 목차
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1. Introduction
1.1. Basic Information
1.2. Four Seasons Worldwide
1.3. Business Model
1.4. Midsized Luxury Hotel
2. Case Summary
2.1. The George V Opportunity
2.2. Challenges
2.2.1. Rebuilding the George V
2.2.2. French System
2.2.3. Business Culture
2.2.4. National Idiosyncrasies
2.3. Responding
2.3.1. Physical Renovation
2.3.2. Hiring Experienced Manager
2.3.3. A Cultural Cocktail
2.4. Results
3. Case Analysis
3.1. One of the Most Fascinating & Appropriate Sites
3.2. Why ‘Management Contract’ to Paris?
3.3. How Different Between Canada & France?
3.3.1. Monochronic & Polychronic
3.3.2. Hofstede’s Dimension
3.4. Overcoming with Core Competences
3.4.1. People & Culture
3.4.2. HRM & Golden Rule
3.4.3. Diversity & Singularity
3.4.3.1. Standardization
3.4.3.2. Cultural Chameleon
3.4.4. Solving Challenges
4. Recommendation
4.1. WOS Entry Mode
4.2. Lunching a Sub-brand
5. Discussion
5.1. EPRG Model
5.2. Entering into Korea
6. Appendix
- 본문내용
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2. Case Summary
2.1. The George V Opportunity
The Hotel George V is a nine-story hotel designed by two famous French art deco architects at a cost of $31 million. Opened in 1928, it is located in Avenue George V, Paris, France, and has 245 guest rooms, award-winning restaurants, private gardens, and expensive common areas.
In December 1996, Kingdom Holding Company, the investment company controlled by HRH Prince Al-Waleed Bin Talal Bin Abdulaziz al Saud purchased the hotel for $170 million. In November 1997, Four Seasons agreed to manage the hotel. In December 18, 1999, the new Four Seasons Hotel George V Paris had been open at 100% effective occupancy.
2.2. Challenges
2.2.1. Rebuilding the George V
Four Seasons selected the George V and needed to rebuild the hotel, but there was a big challenge. The challenge was to preserve the soul of the legendary, almost mythical George V Hotel while rebuilding it for contemporary travelers. The George V had earned a reputation as a local leader, and had provided a venue for events performed by many celebrities like The Beatles, Michael Jackson, etc. Four Seasons closed the hotel for what ended up being a two year, $125 million total renovation. Since the building was a landmark of Paris, the façade had to be maintained. The interior of the hotel, however, was gutted to change this old building into new luxury hotel.
2.2.2. French System
Entering the French hospitality market meant not only changes in material circumstances, but also becoming a French employer. First of all, Four Seasons encountered the French System.
In France, social equity has always been a big issue and is maintained by government policies and laws. Tax burden in France was 45% of GDP in 1998, 3% higher than the European average and 8% higher than the OECD average.
The power of union was also strong in France. The political party of the union that was strongest at the Four Seasons George V earned about 10% of votes in the first round of the 2002 French presidential election.
Another unfamiliar factor to Four Seasons was the labor-oriented government policy. France has labor laws that are restrictive, but not prohibitive. For example, it is not easy to fire some employees without any specific causes written in document.
2.2.3. Business Culture
To become a French employer, Four Seasons also had to think about French business cultures. In France, to get managers to take accountability for decisions and policies was crucial problem. Furthermore, French manager’s understanding of human resource issues was poor. These problems caused some antagonism between employer and employee.
Logic of honor was another factor that had to be considered. The logic of honor is very strong in France. For example, it would be degrading to be ‘in the service of’ anybody, but it was honorable to ‘give service’.
Also the French people perceive the ‘American’ smiling culture as ‘la culture Mickey Mouse’ which involves hypocrisy. So smiling-everyday faces may not be welcomed in France.
2.2.4. National Idiosyncrasies
It is widely admitted and acknowledged that French people have very strong pride in being French. Besides of having a strong pride, French people are also known as “Saint Thomas the Skeptic” or “Doubting Thomas” which means somewhat distrustful or suspicious. Saint Thomas the Apostle was one of the Twelve Apostles of Jesus. He is best known for disbelieving Jesus’ resurrection when he first heard about it, then proclaiming “My Lord and My God” on seeing Jesus in John 20:28.
Words “monochromic” and “polychromic” can be the best classification about different perception of time between North American and the French. This matter would be covered at the later parts.
2.3. Responding
2.3.1. Physical Renovation
Before opening as the new Four Seasons George V in Paris, for two years, Four Seasons physically renovated the George V at a cost of $125 million. Because of the need to preserve the soul of legendary George V Hotel, it maintained
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