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dc.contributor.authorTalbott, Barbara M.
dc.date.accessioned2020-09-10T18:38:11Z
dc.date.available2020-09-10T18:38:11Z
dc.date.issued2006-09-01
dc.identifier.other7459926
dc.identifier.urihttps://hdl.handle.net/1813/71301
dc.description.abstractThe innovative definition of luxury developed over the past 45 years by Four Seasons Hotels and Resorts is based on service excellence, melded with top-notch facilities and operations. Four Seasons began by focusing on what was then a small segment of the market—the affluent frequent traveler—and in the process, built a global luxury brand. As the experience of Four Seasons demonstrates, personal service can be a source of superior profitability, reputation, and growth. Four Seasons’ success depends on choosing employees who provide service that is genuine and innovative, on developing standards that are both meaningful and flexible, and on maintaining a unique culture that makes delivery of both possible.
dc.language.isoen_US
dc.rightsRequired Publisher Statement: © Cornell University. This report may not be reproduced or distributed without the express permission of the publisher.
dc.subjectCornell
dc.subjecthotels
dc.subjectluxury
dc.subjectcustomer service
dc.subjectguest experience
dc.subjectFour
dc.titleThe Power of Personal Service: Why It Matters What Makes It Possible How It Creates Competitive Advantage
dc.typearticle
dc.description.legacydownloads2006_Talbott_Power_personal_service.pdf: 2394 downloads, before Aug. 1, 2020.


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