Four Seasons Competitive Advantage

Four Seasons Competitive Advantage The firm creates value by performing a series of activities that Porter identified as the value chain. To achieve a competitive advantage, Four Seasons must perform more value creating activities in a way that creates more overall value than do competitors. Identify Four Seasons core competence Isadore Sharp was graduated architecture degree. This subject was including buildings, design modules and so on. It assisted Sharp in building and designing hotel more uniqueness, sharp and feature design etc. In technology development activities support the inbound logistics, Four Seasons was innovation constantly, such as Sharp build luxury hotel with then-modern amenities andprovide air conditioning service, Four Seasons also combination of a motel and a down town hotel result in success immediately. Four Seasons hotels design in such can meet with ergonomic to make more comfortable. These valuable activities enable Four Seasons to implement strategies that improve more efficiency. Four Seasons possess these unique capabilities in building and design the hotels. The talented person (Sharp) was not easy to imitated and no equivalent strategic capabilities. For that reason Four Seasons hotel has superior innovation capabilities for developing and exploiting innovation ideas. In its operations, Four Seasons hotel offered accommodation. Also, it satisfies different customers different demand such as offer workout options, spa etc. The support activities of firm infrastructure are support the Four Seasons sustainability develop and create valuable resources. Nevertheless these operations can be copied by other rivalry. Four Seasons in order to continue to refine exceptional quality. In its outbound logistics, the first one provided 24-hour room service. E.g. when the guest arrive the hotel and check in at night, receptionist will allocate the room to guest immediately as if serves to guest in a day. As this result, Four Seasons had been transferred their service to their customers. For human resource management, Four Seasons was strong focus on hiring superior employees their attitude in particular and trained them extensively in order to treat others to provide friendly services which enable the hotel on the island became number one. In its firm infrastructure, Four Seasons had a clear strategic direction, planning, market needs and understand the market position currently. E.g. focus on build small to medium sized hotels of exceptional quality. Four Seasons in order to offer excellent service, it hired employees of different working time group i.e. night shift employees, it make Four Seasons can support to open 24-hour room service. These support activities support the outbound logistics. By this means, it created a significant value contribution to success. Four Seasons offer exceptional service to provide 24-hour room service. The first hotel chain open 24-hour room service in North America enable outbound activities was very rarely. However it is not easy to sustain its competitive advantage. In its marketing and sales practice, Four Seasons sustained build luxury hotel until current possess operate 72 hotels in 31 countries and became a leading player in luxury hotel. The brand name spread over luxury hotel business worldwide, because Four Seasons acquired very much hotel quality recognition awards. As the result Four Seasons was a very well-known brand. In the eyes of the customers, Four Seasons just like luxury feelings. Moreover, Four Seasons specializing in hotel management. Four Seasons had laid down performance standard enable the staff provided comprehensive service to customer so that the hotel even more famous. In firm infrastructure support the Four Seasons to international expansion, F. S. George V gave an easy way to enter the Paris market help Four Season can signed a management agreement with HRH Prince, it enable Four Seasons own unique capabilities to international expansion. Four Seasons create a famous reputation throughout worldwide; it provided a real distinctiveness that rivals cannot match. Four Seasons hotel provided more convenience services to customers, such as overnight service, room service breakfast and so on. In its firm infrastructure and human resource management to support that can provide good customer service capabilities and better quality service relative to rivals. Four Seasons to enforce the corporate culture down to the front-line employees, encourage self-discipline and setting performance standard so as to provide excellent service. Four Seasons service able give the guests feel at home. These valuable and rare capabilities that are difficult to imitate or substitute can contribute to sustained competitive advantage. Weaknesses Four Seasons hotel had not focus on an independent procurement department; it may lead to cannot purchase the lowest price and highest quality for the activities of the company. Thereby, it may affect go down attractiveness and reputation. Also, Four Seasons suffer recession in the early 1990s, result in plummeting stock prices and big losses drove Sharp sold almost all the ownership. These reflect that Four Seasons weak finances, poor cash flow and only dependent on luxury hotel revenue. Clear Identification of Core Competencies Four Seasons has a superior innovation, famous reputation and unparalleled service of core capabilities. These core potencies can provide a particular benefit to customers. Core competencies cover an integration of skills, knowledge and technology. This combination can then leads to Four Seasons possess competitive advantage. 1b) Identification Of Generic Competitive Strategy Based On CCs Four Seasons sustain to pursuing differentiation strategy and increasing the value of a service offering in the eyes of customers. Four Seasons clearly differentiated by its core capabilities to charge a premium price. Four Seasons provides its guests with a wealth of amenities in prime downtown locations, richly designed rooms, elegant restaurants, room service and unparalleled service. Its guests pay a premium for this clearly differentiated product. Also, Four Seasons possess unique capabilities to expand international market and owned a very famous brand. These unique capabilities were superior to that available from most competitors. Four Seasons current marketing strategy is to target the luxury traveler and to target the growing affluent people in the markets and provide them of luxury travel and accommodation. Four Seasons initiating the transformation of the traditional hotel into a sort of dream home for guests. Although Four Seasons were possess core capabilities to charge a premium price. However, no competitive advantage is sustainable; everything can be duplicated, so Four Seasons pursuing differentiation persistently. A differentiation strategy will give the Four Seasons a competitive advantage so it can capture more consumer demand. 2 a) The challenges of entering French market The global marketplace provides many opportunities for a company to increase their profitability. However not all countries are attractive equally. In addition, one of the major concerns of companies competing in foreign markets is whether to customize their offerings in each different country market to match the tastes and preferences of local buyers. Pankaj Ghemawat introduces a CAGE framework which help the company to find out the issue of different dimensions of distance. Mason A. Carpenter (2009) states that Any international expansion strategy would still need to be backed up by the specific capabilities possessed by the Four Seasons hotel, regardless of how rosy the CAGE analysis paints the picture. Culture Distance Different countries have different local cultures and customs. Frenchs vogue taste sensitivity different culture from North American domestic market. For instance French expect world-class restaurant with floral arrangement, but North American Four Seasons restaurant normally understated and providing delicious food. In addition, Different languages also affect management communication problems. Gregory G. Dess (2007) states that different languages may have the same roots but different meanings or connotations.  [1]  These differences may influence the success of a strategic initiative. Administrative Distance Four Seasons against administrative distance of incompatible. i.e. Four Seasons lay down 800 rules, but some of the rules are incompatible in France, such as waiters leave the coffee pot so that they can refill their cups, this approach viewed as poor service. Besides, French laws are more demanding: more taxes, more protection for the employees and more legal constraints1. The provision of Four Seasons must retain former employees unless they wanted to leave in France, owing to the some former employees do not reach the Four Seasons hiring standard required that might impede the competitive position of Four Seasons. Besides, the French government is constantly making changes in polices affecting your business.  [2]   Four Seasons need hiring policies and service performance standards homogeneously between French and North American domestic market. Also, Four Seasons specialize in medium-sized hotels with French. Geographic Distance The challenges face to Four Seasons differs from Frenchs geographic distance. It includes the size of country, differences in climates, information networks, nature of transportation and time differences. Economic Distance Four Seasons need to face differs France economic conditions which affect luxury hotel significantly. France provides expand opportunities obviously, due to bulk demand luxury hotels, but enter into France market also need to aware of the stability of a country i.e. currency risks. Currency fluctuations can pose substantial risks. Four Seasons must constantly monitor the exchange rate between own and French currency, even a small change in the exchange rate can result in a significant different in the cost of hotel operation or net profit. Moreover, France economic condition also affect luxury hotel significantly. Fast-growth economies obviously provide opportunities, but also was aware of the stability of a country 2b) The culture gap of French and North American was totally different i.e. French against luxury restaurant taste. French expect that world-class restaurant should provide elegance amenities with floral arrangement, but North American Four Seasons restaurant normally understated and only providing delicious food. Also, French leave the coffee pot on the table for guests, so that they can refill their cups themselves, but this approach was viewed as poor service in France. As a result of different culture context, therefore Four Seasons must go to meet them in order to provide exceptional quality to reduce the cultural differences. Four Seasons also had to upgrade some of the more tangible amenities to meet the French standards of luxury. Understanding the basis of some culture differences may help people not to react personally to behavior they dont understand. This is shown that Four Seasons persistently pursuing exceptional quality of luxury hotel. It enabled Four Seasons still able t o keep its competitive advantages in French market. In addition, Different languages distance also affect management communication and service quality management. Four Seasons should adopt common language to avoid unnecessary mistake. Owing to Four Seasons expand to France where should adopt French language, it can avoid unnecessary wrong in language aspect. Also, the frontline staff must spoke fluency local language, it enable the guest feeling a tenderness service. Four Seasons should adapt the above of distance when it entered into the French market enable Four Seasons keep the competitive advantage of exceptional of service. Four Seasons against administrative distance of incompatible in France. A lot of law and regulation were protecting local. Besides, the French government is constantly making changes in polices affecting your business.  [3]  Also, France government provision protect its local employee, thus Four Seasons must retain of George former employees. However some foreign employers find French employees difficult to deal with and lacking in initiative. They tend not to relate well to others: the French are too individualistic. They dont always identify strongly with the company. One Austrian executive said, On occasion the French can be brutal and rude.  [4]  Result in Four Seasons need recruit mass employees provide train simultaneously to keep exceptional service and reputation. The challenges face to Four Seasons differs from Frenchs geographic distance, the Frances competition environment, market and the labor force problems, Four Seasons must clear understand 2c) Four Seasons was pursuing a multidomestic strategy. However, Finance and North American culture not the same, therefore culture differences may also require Four Seasons to adapt its local culture when it expands internationally such as service performance standard.. In North American, the guest valued time particularly and productivity. Thus phone calls will be answered before the fourth ring and no guest will wait longer than 60 seconds at the reception desk. Whereas French pursuing living standard such as required staff spent more time take care them. So Four Seasons need customize its services to meet the specific needs and preferences of local customers. Also, Four Seasons so as to meet local adapt French guest needs to enlarge rooms, from origin 300 to 245 rooms. It was able to detect potential opportunities for attractive niches in a given market, enhancing revenue. France governments regulated that required Four Seasons retaining a large number of former employees for new recruiting unless they wanted to leave result in Four Seasons need screen more than 10,000 applicants to recruit 400 position. Thus Four Seasons must localization to meet local specific needs. In order to make Four Seasons more localization, Four Seasons choose Didier Le Calvez as a Frances general manager. In doing so Four Seasons can decentralized strategic business units in France with considerable strategic autonomy and focuses on the specific competitive forces with France.

Changes in the business environment Essay

By looking out the definitions of HRP from Dessler (1999), Stone (2002), and Schuler (1998), HRP can be defined as the systematic and continuous process to ensure that organization’s human resource needs are fulfilled by ensuring that the right people with the correct skills are available when required. Shortly, HRP is essentially focus on matching the individual and the needs of the organization to gaining a competitive advantage in marketplace. HRP is important because the HR plan affects all HR activities and acts as the strategic link between organizational and HRM objectives (Stone 2002). It can reduce the human resources cost by helping management to anticipate and correct the shortages and surpluses of employees. An addition, HRP will provide a better basis for planning employee employment in order to make optimum use of workers’ attitudes and to improve their job satisfaction (Nankervis et al. 1999). HRP provide more opportunities of working for women and minority groups in the labour market. Moreover, the HPR provide a tool for evaluating the effect of alternative human resource actions and policies. Nowadays business environment is multifaceted and complex, thus the changes in business environment will have a great impact on the HRP of the organization. By the definition of HRP, to be a success organization, the organization must achieve the business objectives through the effective utilization of human resources. Therefore, organizations need to forecast the internal and external supplying of human resources through the process of HRP. Usually, the present employees who can be promoted, transferred, demoted or developed will make up the internal supply. When the internal supply of employees cannot meet the demand, organization is needed to look up the external human resources from labour market. This show that labour market is an important factor in determining human resource strategy, therefore the changes of labour market will bring the effects to the HRP of organization. Normally, business environment can be categorized to 2 which are internal environment and external environment. The internal environment involves those factors that are found within the organization, for example, organizational structure and organizational culture (Stone 2002). By  analyzing those factors of the internal environment, HR planner will be able to identify the organization’s strength and weakness in order to achieve the business objectives. The structure of an organization is referring to the organization’s framework or design which can directly affect employee productivity and behavior (Stone 2002). It refers to how work tasks are assigned, who reports to whom, and how decisions are made (Eadie n.d.). Usually there have 2 forms of the organizational structures, one is hierarchical structure and the other one is flat structure. For the hierarchical structure, organizations have narrow span of controls over their employees. In contrast, organizations have wide span of controls over their employees with the flat structure. Thus, the structure of an organization has a powerful influence the types and numbers of employee in the organization, further the size of the labour market. Therefore, base on the structure of the organization, HR manager can anticipate the number of employees that required by the organization. The organization culture is the pattern of basic assumptions, values, norms, and artifacts shared by organizational member (Cummings and Worley 1993). It tells employees how things are done, what is important and what kind of behavior is rewarded (Moorhead and Griffin 1995). Thus it has an impact on employee job satisfaction as well as on the level and quality of employee performance. However, each employee may assess the nature of an organization’s culture differently, one of them may view it positively but one of them may view it negatively. Therefore, HR managers will be major players in shaping the cultures of organization in order to enable the long-term success of the organization. The external environment involves those factors cannot be found within the organization. External environment can be categorized to 2 elements that are societal environment and task environment (Anthony et al. 1999). The factors of external environment include legal and political, economic, social, and demographic, labour market, competition, technological, and industrial relations. Each factor either separately or in combination with others, can place constraints on human resource management. Therefore, HR managers must  analyze the external environment to identify any strategic opportunities and threats that may be present in the future, so that the organization can take the advantage of external opportunities and minimize external problems. The labour market is the geographical area from which employees are recruited for a particular job (Mondy et al. 1999). Changes in the labour market create constraints i.e. societal trends and culture for employers finding applicants with the right levels of skills (Noe et al.). The unemployment rate, education levels, occupation levels, and the mix of the age and sex will be the four key used to examine the measures of labour market (Anthony et al.1999). Those people who are not working and not looking for the job, for example households, retires, and students are considered as being â€Å"out of the labour forces†. Therefore this kind of unemployed people will not be the factor of unemployment rate measurement. Usually, the unemployment rate will be high during the recession of economy because the companies fire many people out. Thus, the demand for the workers of organizations is reducing but the supply of workers from the labour market is increasing. Labour force is an uncontrollable factor by HR planner because they can’t control the number of the workers in the labour market. But employment rate is a controllable factor because HR managers can use the statistical and mathematical technique to predict the available workforce based on the past information. The economy of the nation, on the whole and its various segment, is a major environmental factor affecting human resource management. There is a case in mid-1997, when economy is booming; recruiting qualified workers is more difficult than less prosperous time. Therefore, HR managers of some organizations had to use incentive scheme to entice needed employees. On the other hand, when economy is experienced downturn, more applicants are typically available. It is because many workers losing job and the high unemployment rate, thus all of them will strive for any opportunity to get a job. Beside that the HR manager also consequently develop staffing strategies to accommodate the downturn economy. Such strategies my include job entrichment, outsourcing, the development of new product lines or new services, flexible job options (e.g. job-sharing or part-time), or  downsizing (Nankervis et al. 1999). Unfortunately, the downsizing is the main option that chose by many organizations in the early 1990s. The people cannot anticipate the crisis of economy, thus economy crisis is considered as an uncontrollable factor for the HR planners. Beside that the issue of SARS is also an uncontrollable factor of economic for the HR planners. Although economy crisis and SARS are unpredictable, HRP still play an important role for the organizations. It is because an organization with HRP can forecast the needed workers quickly than the organization without HRP during the time of economy crisis or SARS. The changes of the social are came from changes of the lifestyle of people and the changes of the nature of employment in the labour market. Today, more and more young people with a high level of education are not willing to work long time for one organization only because they want to enjoy the higher quality of lifestyle. Therefore, they are keeping on to seek the new job with the better salary and benefit that provided by the other organizations. But not all those seeking work can find a job at prevailing standards, and therefore it creates a shortage of workforce for organization. Hence, HR managers need to provide more fringe benefits to attract employee remaining in organization. Traditionally, the nature of employment is the full-time permanent employment. During recession of the economy, many organizations decide to downsizing or outsourcing their business to remain the competitive advantage in the market. Thus, this lead the nature of employment is increasingly changed to part-time or casual employment in organizations. According to the Bureau of statistic of labour force in Australia (figure 1), there is a strong evidence to show that the part-time and casual employment is increasing important between the 1973 and 1997 (Nankervis et al.). The nature of employment is a controllable factor by HR planner because they design the recruitment of employees, for example, what type of workers and how many workers that they would like to employ from labour market. The baby boom that occurred after the Second World War created a substantial increase in population and changes the demographic. Those baby boomers will reach the employment age during the 1960s and they will create a bulge in  the workforce. While the population of baby boomers has generally grown at high rate, whereas the population of baby busters, who are the next generation has grown at lower rate. Therefore, the imbalance in the age distribution of the workforce has major impact for employers and HR planners. Beside that, since the occurrence of the Equal Employment Opportunity (EEO) and Affirmative Action (AA), the participation rates of women in the workforce are increased. The increasing number of women in the workforce is a trend that HR planner needs to recognize and accommodate. Thus, employers are obliged to provide more flexible employment options and childcare assistance to those women workers. The government can control the population in a country, for example the China issue the policy that one family only can have one child Therefore, the demographic can be considered as a controllable factor for the HRP. But sometimes HR managers cannot anticipate the fast increases of the population i.e. population explosion, thus it is an uncontrollable factor for the HRP. The changes of technology have an effect on business which dealing with human resource management. The improvement of technology advances the improvement of productivity of an organization. Today, the computer field is large and employing millions of people directly and indirectly because the computer allows much quicker access to and processing of information. Thus, more and more organizations have deserted the tradition way and bring in the technique of computer for their business operations. As technological changes occur, certain skills are no longer required, and therefore it lead to major reductions in the number of employees needed. Shoshana Zuboff (1988) was also arguing that the effects of the computer have yet to be felt since work itself will change completely as information becomes more readily available right at the workstation (Anthony et al. 1999). For example, American Telephone and Telegraph (AT&T) plans to reduce its workforce by 15000 employees as a result of technological changes. AT&T has also used automation to reduce the number of long-distance operators by two-thirds. Most experts do not expect the number of new jobs to match the number of lost through technological changes (Drucker 1993). Recently, there is occurring a computer virus called â€Å"So Big. F†. According to the newspaper, this virus has damaged the computer system of many organizations in short  time. If the computer system breaks down, the organization may need more employees to do the jobs that were done by the computer before. Since the HR planners cannot anticipate the occurrence of â€Å"So Big. F†, this is an uncontrollable factor of technology for the HRP. As every advanced economy becomes global, a nation’s most important competitive asset becomes the skills and cumulative learning of its workforce. This means that the people make organizations go. Therefore, how the people are selected, trained, and managed determine to a large extent how successful on organization will be (Cascio 1998). But as the changes of the environment, the task of managing people today’s world is particularly challenges. Thus, more and more organizations emphasize on the HRP to forecast the demand for and supply of human resources. That is why the personnel department transforming to human resource department in many organizations.

The Bible in Relation to Slavery Essay - 1773 Words

The Bible is the best-selling book of all time, and with good reason. For the stories written in it have changed the way many think and even believe when it comes to the power greater than this world. The Bible holds very specific opinions on things such as slavery, who humans should treat each other, and ultimately social justice. It has been one of the most important foundations for allowing social reform to occur in modern day history as well as the history of the whole world. However, it is forgotten in history class how prominent the ancient texts have changed the people. When looking at the history, it is discovered to be the strength of great people who have used its wisdom to bring about a change for those who could not do it on†¦show more content†¦It has set the tone forever on how we should treat and help people who are forced into labor and servitude. The first acknowledgement to make is that of the â€Å"midwives of the Hebrews.† They can be the conside red one of the first peoples to stand up before a power greater than them and act in a way of silent dignity. â€Å"But the midwives feared God; they did not do as the king of Egypt commanded them, they let the children live.† (The New Oxford Annotated Bible 4th Ed., Exodus 1.17). In The Gifts of the Jews, Thomas Cahill clearly explains that their decision to not follow the Pharaoh makes them ultimately more worthy than the mighty king who rules over them. The instance that is being discussed is before Moses and Ramses. When a pharaoh thought he should place the execution of Hebrew slaves in the hands of the Hebrew midwives. â€Å"They are people of stature—real individuals who are worthy of names, unlike the little god king† (Cahill, 99). This is a powerful message to remember when looking at the people of history who have been the leaders of abolishing slavery. 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Stem Cells Are Nature s Own Transformer - 1106 Words

Jonice Watts PLSS 200 – 01 Dr. Prakash December 4, 2014 Stem Cell Therapy Stem cells are nature’s own transformer. Stem cells have the extraordinary opportunity to develop into several different cell types in the body during early stages of life and development. Furthermore, in countless tissues they act as an internal repair system, dividing effectively without limit to replace other cells as long as the person or animal is still living. When a stem cell divides, each new cell has the chance to either stay a stem cell or become another type of cell with an additional specialized function, such as a red blood cell or a muscle cell. Stem cells are distinguished from other cell types by two important features. First, they are†¦show more content†¦Adult or somatic stem cells are found inside of different types of tissue. These specific stem cells have been found in tissues such as the liver, blood, blood vessels, skeletal muscles, skin, and the brain. They continue in a non-dividing or inactive state for many years until activated by a disease or tissue injury. Adult stem cells are able to divide or self-renew forever, enabling them to create a range of cell types from the introducing organ or even renew the entire original organ. However, it is commonly thought that adult stem cells are restricted in their ability to separate based on their tissue of origin, but there is some indication to recommend that they can decide to become other cell types. Embryonic stem cells are originated from a four or five day old human embryo that is in the blastocyst phase during development. The embryos are typically extras that have been generated in in vitro fertilization clinics where numerous eggs are fertilized in a test tube, but only one will be implanted into a woman. However, when removing embryonic stem cells, the blastocyst stage gesticulates when to isolate stem cells by placing the inner cell mass of the blastocyst into a culture dish enclosing a nutrient and rich broth. Requiring the essential stimulation to differentiate, they start to divide and replicate while preserving their power to become any cell type in the human body. Eventually, these undistinguishable cells can be encouraged to produce specialized