Page 31 - The New Gold Standard

The Ritz-Carlton Experience
processes, and practices that have generated unusual staff loy-
alty, world-class customer engagement, and significant brand eq-
uity for Ritz-Carlton. However, it also provides perspective on
those same principles from the viewpoint of frontline workers
(both customer facing and non–customer facing), customers,
and other stakeholders. Whether you wish to attract, hire, and
retain the “right” employees, are interested in producing trans-
formational customer experiences, or are looking for ways to
maintain the relevance of your product and service offerings,
The New Gold Standard shares the wisdom of Ritz-Carlton lead-
ership. Ritz-Carlton leaders are responsible for stewarding an
icon in the luxury market, through a constant quest for excel-
lence, to continue its success in a changing global economy and
with changing customer needs. Even in areas of international
growth, succession planning, finding the best location for your
business, or determining meaningful quality enhancements,
Ritz-Carlton offers a rich tapestry of leadership successes and
breakdowns that can help you shorten your path to greater suc-
cess.
Of course, one challenge in writing a book about a company
like Ritz-Carlton is to avoid the perception that leadership at
Ritz-Carlton can do no wrong. I have heard striking examples
to the contrary, including one hotel that was designed and con-
structed such that the swimming pool is located in the shade for
much of the day. How does such a thoughtful planning and de-
sign team produce that outcome?
Then there are the little things, like the process of introduc-
ing a new Ritz-Carlton writing pen. Brian Gullbrants, vice pres-
ident of operations, explains, “Our company had been using the
same pen for a long time, and frankly it did not look as good as
some of the ones used by competitors. So senior leadership de-
cided to produce a new pen, and we had people try out a num-
ber of them. It didn’t take long for us to choose one. We had the
pens produced and sent them off to a new hotel opening. While
I was at a meeting at that property, the tip of my new pen fell

11