Page 277 - The New Gold Standard

Conclusion: A Lasting Impression
wants it, and providing the product with genuine care and con-
cern for that customer. While these three aspects of service are
fairly simple and timeless, the complexity of this seemingly un-
complicated formula requires constant listening and disciplined
execution.
To these ends, Ritz-Carlton leadership constantly asks ques-
tions like, “Are these the products the customers want today?
What are the products they will want tomorrow? What products
attract customers to our competitors? What can we do to ensure
our processes are devoid of defects to create the perfect guest ex-
perience? How do we help our staff members as they seek to de-
liver genuine care to a guest? Given the inevitable imperfections
of people and processes, how do we help staff members swiftly
fix breakdowns in a compassionate manner?”
As the data from these inquiries stream in, Ritz-Carlton
leadership responds to the information received in very specific
ways. First and foremost, they acknowledge and share the data
collected. Unlike business leaders who have asked for but never
act on the information that has been received, leadership at Ritz-
Carlton thanks those who offer input and then distributes that
input in an understandable manner. They “refine” their offer-
ings and practices by creating a manageable set of objectives that
are anchored to the company’s core values, measure progress
against those objectives, and remain open to further refining tar-
gets, if that is indicated by ongoing inquiry. So would your busi-
ness pass the Ritz-Carlton white-glove test?
D What processes do you have in place to regularly and
sincerely seek an understanding of both the satisfaction
and engagement of your staff, customers, and other
stakeholders?

D How do you appreciate, acknowledge, and report the
information you receive in a way that helps key players
understand and participate in fulfilling future business
objectives?

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