Page 245 - The New Gold Standard

Aspire, Achieve, Teach
While some business leaders might be reluctant to share best
practices with other businesses, Ritz-Carlton leadership realizes
that by teaching others, the service standards of the communities
where they do business are elevated. By helping Citibank raise
the bar for service, Ritz-Carlton employees who are Citibank
customers also receive enhanced service. Information sharing
becomes a mutually profitable enterprise. More important,
Ritz-Carlton leadership views the exchange of ideas as a respon-
sibility of success. By taking an “abundance” approach as op-
posed to a “scarcity” approach to knowledge and information,
Ritz-Carlton amply shares and receives knowledge; in the process
it broadens the scope of the footprint the company leaves.

C Legacy Building D

If you operate from the perspective that The Ritz-Carlton Hotel
Company is in the business of creating experiences, it logically
follows that they would expand the lasting impact they have on
the business landscape by producing more services designed to
uplift vacation, resort, and homeowner experiences. Further,
Ritz-Carlton leadership logically continues to enhance the ca-
pabilities of those who seek their expertise by the transformative
power of knowledge not only in the areas of leadership but even
at the property level, as evidenced by partnerships such as the
one forged between Ritz-Carlton and the Viking Range Corpo-
ration. This relationship enhances the experience for guests
wishing to shadow and learn from celebrity restaurant chefs at
Ritz-Carlton Culinary Centers.
President Simon Cooper best sums up the brand extension
journey of the Ritz-Carlton: “We add value to people’s lives
through uncompromising service and an unwavering commit-
ment to quality. As leaders, we must steer this business into
opportunities that are true to those strengths, whether that is
serving a hotel guest, or a Ritz-Carlton Residence owner, or

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