Seasons

Good morning,to all but actually what’s so good about this morning.I have specially aired this to say a few words about Hurricane Irene, urge Americans to take it seriously.I will also brief you’ll about some do’s and don’ts that you’ll have to follow.

As you’ll know there were heavy rains and harsh winds smashing in New York and New Jersey and there was a flooding yesterday on Sunday.The hurricane stirred up to 7 foot waves!Therfore I declare that the streets,subways and homes of New York and New Jersey have to get emptied.The people have to move to safe refuge areas, where I insure you’ll there will be protection.I have also spoken to all the governors who will then brief you’ll in detail.The death toll is also raising, there were 46 deaths yesterday. 25 people have died due to topples treeand other hurricane related incidents.Thus, it is my humble request to all of you to not take it lightly and be cautious. We will also keep people posted to keep a watch on the hurricane.

According the weather reporters there is going to high tide which will cause flooding Tuesday, so please stay indoors and inform your friends,family members and your close one.Due to this we are also postponing three Major League Soccer games.45 flights have been canceled due to the hurricane.

If you are in the projected path of this hurricane, you have to take precautions,be alert now.Don’t wait.Don’t delay.We all hope for the best, but we have to be prepared for the worst.So if you’re in the way of this hurricane, you should be preparing now.I want you’ll to exercise caution by seeing updates on the television and listening to the radio.There are some safety measures that you’ll have to take-

Secure your homes with closed storm shutter or even card board would be okay.

Avoid using your phones,only if in an emergency.

If unable to evacuate stay indoors.

Stay in a wind free room

Lie down under a table or any other sturdy object.

Listen to instructions given by local officials.

Know your evacuation routine.

Keep a supply kit.

Turn off propane tanks.

Last but not the least please do not panic,stay calm, patient and cool.

If in need call on 911.I am sure you’ll want to be safe.isn’t it?

Your town mayors will provide you’ll with water, food and blankets if in need.Each family in each town will be given a given a copy of the emergency route and a paper with all the important number and guidelines.

Let all be united, cooperating and brave to overcome this hurdle together,just like last time during Hurricane Katrina. Let not get scared of the hurricane by following all instructions and the safety measures.Lets see all the cities that are getting affected back to their normal.Do what to be safe?If yes, be cooperating as even we are doing our best to keep you,you and you safe.

The Season Just because we all grow up physically does not mean we have to allow ourselves to become numb to all the things that made us feel giddy as a child. Everyone knows how exciting it can feel to wake up on Christmas morning. All December long, we work to ring in the Christmas spirit by giving to others, displaying festive colors of green and red, and enjoying the constant Jingle of holiday music in the background of everything we do.

I personally feel like a little kid, naive and blissfully ignorant very year on December 25th. There’s something magical about all the traditions and events that make me feel forever young at heart on this special day. At our house, though I am a fully-grown only child, my parents still enforce the mystery of Santa Claus. On Christmas Eve we all gather In the kitchen, warmed by the radiating heat of a wood-fired stove, and bake fresh gingersnaps that embrace every room In the house with their saccharine fragrance.

We lay them out on a festive plate with a refreshing glass of cold milk, and as I sleepily tiptoe my way to bed I pretend that I actually believe a chubby man in a crimson suit will shoot out of our chimney and joyfully gobble them up while I’m asleep. Then I wake up early the next morning and peek out the window and watch puffy white flakes descend gently to the ground, and the crisp, cold air chills the palms of my hands as I touch the frosty glass.

My mind says there is no such thing as magic or flying reindeer, but as I observe the delicate snowfall and notice one lonely, half-eaten gingersnap left on our plate in the kitchen, my heart starts to believe all over again. Later, when I’m done absorbing the simple leisure of Christmas morning in my solitary silence, I drag my feet all the way to my parents’ bedroom and I wake them up. They reluctantly roll out of the comfort of their warm bed Like two teenagers getting up for school on a dreary Monday morning.

After they pour themselves a steaming hot cup of bitter, black coffee, we all congregate in the living room around the Christmas tree. Before we even consider tearing into the plethora of gifts wrapped in shiny, foil paper and topped with curly ribbons, we sit together for a while, and we are hushed by the fatigue of early ironing and the distinct elegance of the glimmering lights that dress the tall, green tree that appear like stars in a cloudless midnight sky. Eventually someone will break the infinite silence by saying “Whiffs going to open the first one? Then we dig into the various gifts, being particular with which boxes we choose first. Sometimes I shake the box like a rattle to try and guess what lies within its layers of cardboard, scotch tape, and colorful wrapping paper. We all watch each other, waiting eagerly for a surprised reaction. When we are done scavenging through every Inch of the ere, we enjoy each others company and sit contently on our couch while we watch a classic, the movie A Christmas Story.

Christmas, I’m sure, is celebrated very different from person to person. Hopefully, my family. Christmas is a time to believe, whether that be in a Jolly, old, overweight man, the spirit of giving, or the birth of Jesus Christ. Christmas is when people should let themselves feel young again, and for me, that means baking cookies and waking up early with my parents Christmas morning so we can watch a movie together. As the wise Dry. Issues once wrote, “Maybe Christmas,’ the Grinds thought, ‘doesn’t come from a store.

Dear New Yorkers, Last week, Super storm Sandy tore up the East Coast, leaving a path of immeasurable destruction and devastation in its wake. In addition, while many are still reeling and searching for necessities, we are reminded that some challenges like not having access to gas, water, electricity and damage to houses get resolved as soon as possible. It is imperative that we change these problems and fix them. That is why people like the American Cancer Society, ConEdison and volunteers are here around the clock to offer those facing trials and tribulations the information and support they continue to need.

As New Yorkers, we will fight to the finish to make sure everything will be in tiptop shape again. While the damage and disruption that Sandy brought across the Eastern US continues to be assessed, as we move through energy and gasoline, housing is really the Number 1 concern. Many homeowners will most likely rebuild their homes. Unfortunately, no one can stop Mother Nature and this weather-related catastrophe could happen again. Restructuring the sand dunes to even greater heights will only allow the tropical and hurricane force winds to displace more sand and Atlantic Ocean salt water on the streets and into the homes and businesses.

However, there is a way to alleviate some of the problems. All the municipalities along the entire New Jersey coastline should require the homeowners to rebuild their homes above ground level. These homes should be built on pilings that are anchored deep into the ground with a minimum height requirement of 6 feet above ground level. The sand dunes should be rebuilt on a minimum height scale. This would mean less displacement of sand throughout the towns. Hundreds of cars lined up for gasoline while other gas stations, with millions of gallons statewide, sit empty because they have no power to operate their pumps.

I know as New Yorkers we have questions such as why is the installation of generators in gas stations a statutory requirement for operating a gas station. Meanwhile, traffic signals at major intersections are out, creating dangerous driving conditions, while the streetlights adjacent to the traffic lights have power and are on. I know it does not take an electrical engineer to figure out what is wrong with that picture. Well the fact of the matter is, people still had to go to work and school. Therefore, they had to do what they saw best fit, which was driving.

Fortunately, more gas tankers and barges are coming to the area and ‘there will be more of a supply of gas,’ but that availability problems may continue for a few more days. The relentless dedication of our millions of supporters enables our society to deliver on our mission of saving lives by helping people stay well. In addition, helping people get well together, we can emerge from any storm that comes our way and continue to create a world with less cancer and more birthdays. I hope this note finds you and your loved ones safe and secure. -Mayor

The Effects of Hurricane Igor The people of Newfoundland and Labrador are used to watching natural disasters on television, not usually do they get to expierence them up front. But on September 22, 2010 Newfoundland and Labrador was hit by Hurricane Igor,a storm that effected everyone in different ways. Some of the effects of Hurricane Igor were flooding and power outages that lasted up to 12 days. The Hurricane ripped through Newfoundland as a category 1 Hurricane, and left at least 30 communities in state of emergency.

This was definitely something that the people of Newfoundland were not expecting to get so serious, and definitely were not ready for. As a result of Hurricane Igor the amount of rain that had fallen which was more than 200 millimetres caused flash floods which destroyed roads, bridges, and even homes. In some places flood water was higher than entire homes. Igor ruined thousands of homes do to water damages. Many people lost everything in there homes. One of the St. John’s soccer fields were completely destroyed as a esult of the storm costing the city a lot of money. In one extreme case an 80 year old man from Random Island was swept off to sea when the road beneath him was washed away. Rain was one of the major factors causing damage but there were also other extreme factors. Power outages were also a damaging factor which effected numerous homes throughout the island. Winds as high as 140 km/h not only broke off poles but also knocked down trees which in return knocked down a large number of power lines. This power disruption affected as many as 7,000 households and usinesses leaving them without power for several days. The Eastern School District was forced to close schools. In most cases up to a week or until power was restored. To help cope with the power outages places like The Salvation Army provided assisstance to people throughout the island by providing them food, clothing and shelter. This was a great help until power restored. As a result of Hurricane Igor, people who have experienced it first hand now realize how vunerable they are to natural disasters and now know that this s not something you just watch on television. This also taught the people of Newfoundland and Labrador how to better themselves for future similar occurances. For example, there was recentley a category 3 Hurricane Leslie which caused a lot of the same distruction. But at the same time, people were better prepared to cope with the Hurricane by taking it more seriously and not just waiting until it was to late to react. Which in conclusion would have made this storm a lot worse than what it was. Sarah Stevenson

Amy Huboi TIP-Four Seasons Resorts and Hotels The company that I have chosen for the theory in practice report is the Four Seasons Resorts and Hotels. The company is dually listed on the New York Stock Exchange under the ticker symbol FS and it is listed on the Toronto Stock Exchange under the ticker symbol FSH. The company originated in Toronto, Canada over forty years ago when owner and CEO, Isadore Sharp, opened up the first Four Seasons hotel. His concept was to create a chain of luxury hotels that offered excellence in service and amenities.

The hotel currently has sixty-four properties in twenty-nine countries. The majority of properties are held under the Four Seasons and Regent hotel brands. The company has also established branded share ownership properties and private residences. My personal interest in this company is a result of my husband’s employment at the Four Seasons Aviara over the last nine years. I have seen first hand how this company takes immense pride in their staff and their well-being.

The company also has extensive training for employees and provides many benefits, such as promotions and management training programs. The company has been extremely successful throughout the years because of their strong focus on specific market segments and their needs. The company has utilized successful strategies, which have aided in their financial success and stability when other competitors have failed or taken a loss. Chapter 1 Mission Statement and Values The Four Season’s has created a mission and values statement that encompasses the company’s goals, beliefs and principles.

The mission statement has been developed to serve as a starting point for the company’s overall business strategy. It is also meant to be a source of guidance for Four Season’s employees. Their mission statement incorporates four important attributes of the company; “who we are,” “what we believe,” “how we behave,” and “how we succeed[1]. ” The Four Seasons main purpose is to provide the finest luxury accommodations to their guests. The company’s goal is to be regarded as the best in hotel and resort management.

The Four Seasons believes their employees are their most vital assets. The quality of the employees is paramount for the company in their achievement of organizational objectives. Four Seasons believes it takes a unified and cooperative employee effort to satisfy the guests’ needs and to achieve success in the industry[2]. The company has developed the philosophy that individuals (employees and guests) should be treated fairly, ethically, and respectfully. Four Seasons has adopted the “Golden Rule,” which states: “Do unto others as you would have others do unto you[3]. This has become the underlying foundation for the Four Seasons company culture. Although the Four Seasons wants to be known as the leader in the luxury hospitality industry, they have a strong belief that the pursuit of this objective should not overshadow their high ethical standards. The overall financial goal of the company is to earn “a fair and reasonable profit” in order to protect the investments of all stakeholders[4]. Four Seasons also focuses on long-term strategies, which ensures profitable growth. Chapter 2 Porter’s Five Forces Model

Risk of Entry by Potential Competitors: Low The companies in this specific industry offer customers a highly differentiated product. The luxury hotel industry has high brand loyalty among their customers. This can be justified by the premium price customers are willing to pay for a hotel room. According to Karl Huboi: “Once a guest experiences luxury hospitality they will never settle for anything less[5]. The existence of strong brand loyalty is difficult for new entrants to break unless they offer a superior service, which can be quite costly.

It is difficult for new entrants to gain access to the capital requirements needed to develop and build a luxury hotel. It can cost over $200 million to build a new luxury hotel and this does not include the cost of employees and marketing[6]. The industry’s incumbents have established relationships and experience, which enables them to achieve significant cost savings. In addition to brand loyalty and costs the new entrants must also contend with the probability of retaliation from the established hotels. Rivalry Among Established Companies: High

The luxury hospitality industry is fairly concentrated. There are approximately 10 key competitors of the Four Seasons. The hotel companies are: Accor, Fairmont Hotels, Hilton, Hyatt, Millennium & Copthorne Hotels, Orient-Express Hotels, Ritz-Carlton, Starwood Hotels and Resorts, Thistle Hotels and Wyndam[7]. The level of diversity among the companies is medium to low because the majority of the companies provide similar types of high quality service. The high cost of building, furnishing and servicing the hotels in the industry create high fixed costs and high exit barriers.

In addition to monetary costs the companies also have strong relationships and bonds with employees, investors and guests, which are difficult (financially and emotionally) to divest. As a result of the economic downturn in the last few years the hotel industry has experienced slow or even stagnant growth. There were several hotel companies that held back development projects and laid off employees in order to avoid a financial loss. Currently, there has been a steadily increasing demand for luxury hotels in the lodging industry. The Four Seasons, Ritz-Carlton, Starwood luxury collection, St.

Regis and W Hotels luxury chains are the primary hotels that have begun to witness the increase in consumer demand[8]. Power of Buyers: Low The consumers of the luxury hotel industry purchase a low volume in relation to the industry’s total capacity. The level of differentiation that the companies offer is high. This makes it difficult for consumers to compare luxury accommodations with standard accommodations. Consumers that want to stay at hotels, such as the Four Seasons, are willing to pay the higher premium because they value the service.

When the quality of the service is high the buyer usually has low pricing power. There is very little threat of backward integration from the consumer due to the high costs of startup in the luxury hotel industry. Power of Suppliers: Medium The number of suppliers to the hotel industry is extremely high. The types of suppliers for hotels include: furniture suppliers, linen and bedding suppliers, food suppliers, decor suppliers, appliance suppliers, and uniform suppliers. The availability of substitutes is generally high, except when supplies are developed exclusively for hotels.

For example the Four Seasons uses specially made Bulgari and L’Occitaine products in their hotel bathrooms. The Four Seasons also has mattresses made specifically for the hotel rooms. In instances like these hotels can become reliant on specific supplies. The majority of hotels have regional contracts with suppliers. This locks the hotel companies into using certain suppliers and creates switching costs. Supplier power is slightly reduced by their reliance on the hotel industry, especially in the case of uniform and food suppliers[9]. Power of Substitutes: Low

There are substitutes for lodging, such as camping, hostels and motels, but none of these offers the service and amenities that luxury hotels provide to their guests. This is the main reason why there is a low threat of substitutes to the luxury hotel industry. Overall, the luxury hotel industry can be relatively profitable due to the low threat of new entrants, low power of buyers and low threat of substitutes. Chapter 3 Building Blocks of Competitive Advantage There are four “building blocks” that create a competitive advantage for companies: superior efficiency, superior quality, superior innovation and superior customer responsiveness.

Each of these factors can contribute to increasing the consumer’s perception of quality and decreasing the company’s cost structure[10]. The Four Seasons Hotels strives to achieve superiority in each of these components thus allowing them to maintain an advantage over their key competitors. At the Four Seasons employee productivity is the main measure of efficiency. The company has developed a rigorous interview process to ensure the hotel hires employees that match the Four Seasons criteria. Four Seasons requires that their employees have strong moral values, teamwork mentality and high quality work ethics[11].

The Four Seasons has also developed extensive employee training in order to further develop the employee’s skills and traits. The company believes in empowering their employees in order to shorten the process when dealing with problems. This gives the employees a sense of importance and pride at work regardless of their status at the hotel. The Four Seasons also provides full benefits and other perks, such as “comp nights,” in order to further generate employee satisfaction, productivity and to realize the guests experience[12].

The superior quality of the Four Seasons experience is measured by the guest’s perception of service and value. A key indicator of the consumer’s value for the Hotel’s service is the achieved daily room rates (ADR). If a guest perceives the quality and value of the Four Seasons to be high then he/she is willing to pay a higher room rate. The company’s overall ADR has increased by 4. 3% in 2003. This was above the average ADR for the luxury hotel segment. The high quality of the Four Seasons service/product is also reflected in the numerous awards and accolades they have received.

Several of the Four Seasons have achieved the five diamond status, which is a prestigious award given by the American Automobile Association (AAA). In 2004 the company had 19 properties that were awarded five diamonds[13]The Four Seasons has also dominated many surveys and polls, such as Andrew Harper’s Hideaway Report. In 2003 the company had over 13 hotels listed on the top fifty of the Harper’s Hideaway Report[14]. The Four Seasons has been a pioneer in developing innovative standards in the hotel industry[15]. They were the first U. S. ompany to include bathroom amenities, like shampoo, bathrobes, hairdryers and make-up mirrors in their hotel rooms[16]. The Four Seasons provides 24-hour room service, overnight dry cleaning, shoe shining and fitness centers. The hotels also prepare specialty meals for guests who prefer low fat meals or who have dietary requirements. The innovation of these standards has created and strengthened brand loyalty among guests who value these types of services and attention to detail. The Four Seasons has made an unwavering commitment on providing “uncompromising service” to their guests[17]. Uncompromising service is more than a paper strategy, it has become the defining competitive difference for Four Seasons[18]. ” The power that the company gives to their employees allows them to quickly and efficiently handle the most unusual requests. This enables the company to exceed the guest’s expectations of consumer responsiveness. Chapter 5 Business-Level Strategy The Four Seasons has developed their business strategy based off the concept of differentiation. They provide their guests with a distinctive and unique level of service.

Their customer focus is primarily business travelers, corporate groups and leisure travelers. Although the hotels generally attract certain clientele the Four Seasons policy does not allow for discrimination and believes all guests deserve the same exceptional experience[19]. The company has created a strategy that focuses on four important components. The Four Seasons concentrates on “small to medium sized luxury hotels[20]. ” This allows hotel management to effectively operate each hotel and provide the guests with more intimacy. The hotel company also concentrates on hotel management services instead of hotel ownership.

Management service is one of the Four Seasons main distinctive competencies. The company has established partnerships with investors who provide the backing for hotel development. The investors receive ownership in the hotels while the Four Seasons takes sole responsibility for managing the hotels and resorts. Approximately, ninety to ninety-five percent of the companies earnings are a result of the management fees[21] The company currently has majority ownership in only three properties[22]. Another component of Four Seasons strategy is their “golden rule” philosophy.

The company believes it is important for every level of employee to participate in treating others fairly and respectfully. This principle creates an atmosphere, which facilitates a positive work environment and adds to the guest’s experience. The Four Seasons has also identified their “uncompromising service” as another component of their strategy and as their “distinctive edge” against competitors[23]. The company’s knowledge and background in creating unique experiences for customers provides the Four Seasons with pricing power thus giving the company an advantage over rivals. Chapter 6 Mature Industries

The hotel industry is a mature industry. There are several different types and sizes of hotel companies, but the larger companies generally dominate the industry. The luxury hotel segment focuses more on non-price competition to deter new entrants, such as market penetration, product development and market development. The Four Seasons concentrates on increasing their market share and continuous growth by developing new hotels in different regions. At the end of 2004 the number of Four Seasons properties will have reached 70. The company president, Isadore Sharp, hopes to have a total of 100 properties by 2010[24].

The Four Seasons has also begun to expand into new niches or markets with product proliferation. In 1997 the company opened its first luxury vacation ownerships (timeshares) at the Four Seasons Resort Aviara in Carlsbad, California. The company believes this is another way to reach and satisfy guests who value the quality of Four Seasons experience. “The Four Seasons Residence Club experience will bring an exclusivity, privacy, luxury and service level never before available in the vacation ownership arena[25]. ” They have also opened up residence clubs at the Scottsdale, Jackson Hole, and Punta Mita properties.

In addition to the fractional ownership venture the company has also developed private residences in Jackson Hole, San Francisco, Miami and Scottsdale. The luxury hotel segment rarely uses price-based competition, such as price signaling or pricing games. These types of tactics can drive down room rates to a level that is not profitable for any company in the industry. This is not the goal in the luxury hotel segment. Many companies, like the Four Seasons, want to create superior value so they can justify the premium room rates. The Four Seasons does not believe in using pricing games as a strategy to deter entry.

It against their policy to cut prices as a competitive means. This strategy is warranted by the fact that the hotels attract guests based on the product not the cost[26]. Chapter 7 Technical Standards There are many established standards or specifications that must be upheld for a hotel to be classified as a luxury accommodation. These standards are also important in the selection of hotels to be deemed a five diamond or five star establishment. According to the AAA the factors to be considered when judging a hotel are its age, size, architectural design and appeal. In ddition the AAA bases its assessment on the guests overall impression of the establishment[27]. It is important for luxury hotels to follow these criteria and to receive superior evaluations because these ratings impact the hotels credibility among consumers. There are also other specific features that hotels must have in order to achieve five star or five-diamond status. Some of the examples are: valet service, 24 hour room service, live flowers and plants inside the rooms and premises, real wood detailing, fine art work, fitness centers, minimum of two restaurants (one being fine dining) and pressing services[28].

These standards make up the dominant design for each Four Seasons Hotel. This means that every hotel that is built must adhere to certain specifications that have been established by the industry. The differences that do exist among the hotels are seen in varying features such as the furnishings, architectural layouts, color schemes and locations. Chapter 8 Multidomestic Strategy The Four Seasons has followed a multidomestic strategy throughout their expansion into international and domestic regions. The key distinguishing feature of multidomestic companies is that they extensively customize both their product offering and their marketing strategy to match different national conditions[29]. ” This strategy is also feasible when the company is not reliant on cost reductions for maximizing profitability. In the luxury hotel industry it is necessary to modify certain aspects when entering the global market. The Four Seasons has maintained the highest levels of local responsiveness in their aggressive overseas expansion.

The modification of the hotels for different regions is often reflected in the hotel design and in the service features. When the Four Seasons builds hotels they always take into account the natural environment of the location. For example the, Four Seasons Resort Maldives at Kuda Huraa have been designed to resemble the tropical huts of the region[30]. The Four Seasons also considers the size of the hotel when entering a new location. It is important to not build a hotel that over scales its environment because it could be seen as offensive to the community.

The Four Seasons is also conscious of blending the local culture in with the service features of the hotels. For example each hotel offers cuisine that is unique to its location[31]. The Four Seasons has been successful at transferring their distinct corporate culture and core standards to each hotel it manages. The company is not overly concerned with lowering costs thus making it possible for them to provide customized service and quality regardless of the hotels location. The premium rates charged by the Four Seasons for their customized product offering offsets the added costs of being locally responsive. Chapter 9

Horizontal Integration In the mid 1990’s the Four Seasons decided to horizontally integrate by acquiring Regent International Hotels, a luxury hotel chain in Asia[32]. The Regent brand was experiencing a significant financial burden and was on the verge of bankruptcy. The Four Seasons decided that acquiring the Regent Hotels would help them build their market share. After being extensively investigated by Regents investors, the Four Seasons was sold the right to takeover Regent’s fifteen properties[33]. The acquisition allowed the Four Seasons to become “the dominant company in the luxury hotel market worldwide[34]. After the Four Seasons became listed on the New York Stock Exchange and the Toronto and Montreal Stock Exchanges in 1997, the company decided to sell off the Regent brand. The Four Seasons sold only the “rights to future development of the Regent Brand name to Carlson Hospitality Worldwide, a global leader in hospitality services[35]. ” The agreement between Carlson and Four Seasons allowed both companies to utilize the Regent brand reputation as a source of competitive development. The Four Seasons still maintains ownership rights to eight of the established Regent Hotels.

The Four Seasons was fortunate to acquire another company that actually increased their overall value and market share. Traditionally it is difficult for firms to successfully horizontally integrate because of the difficulties associated with merging company cultures and accurately estimating the benefits of integration[36]. The company was able to look past any potential risks in order to see the future opportunity for growth. Chapter 10 Joint Ventures The Four Seasons has recently formed a joint venture with the cruise ship developer, Ocean Development Group.

The companies plan to develop and launch the luxury cruise ship by 2006[37]. The Four Seasons will be responsible for managing the cruise ship. The concept for the cruise ship is similar to the ResidenSea, which provides its guest with the atmosphere of home while at sea. The joint venture is beneficial for both companies because they can share the risks and costs associated with the development and marketing of the cruise ship. The business venture also allows each company to focus on providing their specific assets and capabilities that will enhance the success of the project.

The Ocean Development Group will own the cruise ship and will be responsible for the cost of development. The Four Seasons will use their distinctive competencies in management service to operate the hotel under their name. The company will use their skills in customer service to create an atmosphere that is comparable to any Four Seasons on land. IRME’s SouthWest: Both the Four Seasons and Soutwest airlines have developed strong company cultures. The companies also view their employees as their most important asset.

Both companies believe that productive and loyal employees are a source of efficiency and profitability for the company. Southwest uses employee efficiency to lower costs and the Four Seasons uses their employees to create high differentiation. Harley Davidson: Both Harley Davidson and Four Seasons focus on providing their customers with a highly differentiated product/service. The companies have also developed strong brand loyalty among their customers by providing a unique experience and by being responsive to customer needs. Airborne Express: Both companies have not developed extensive advertising campaigns (i. e. TV ads).

Airborne Express has avoided this because they want to avoid attracting certain customers (like non-business shippers). The Four Seasons does not advertise on a large scale because they do not need to appeal to the general public. Their customer focus is only on specific market segments, like the business traveler. It would be a waste of resources for both companies to participate in mass marketing because of their customer focus. Dell & Shaw: The Four Seasons, Dell and Shaw have all developed strong business models, which have added to their profitability and allowed the companies to experience significant advantages.

Dell developed the direct selling business model, which allowed the company to capture a specific market (big businesses and knowledgeable buyers). Shaw developed a business model focused on providing inexpensive wine by mass marketing. This allowed the company to realize economies of scale and lower cost savings. The Four Seasons has developed a business model that is based on providing differentiated service by focusing on their expertise in hotel management services instead of hotel ownership.

Coke & Pepsi: The Four Season’s key competitor is the Ritz-Carlton, but unlike Coke and Pepsi the companies do not participate in competitive pricing and marketing strategies. Interesting Points An interesting fact that I have learned from doing this report is that the Four Seasons main business focus is in providing hotel management services. I was unaware that they only had majority ownership in three properties. I also did not realize that they had several different investors for each developed property.

This strategy has been successful for the Four Seasons, because it allows them to earn significant profits (an operating margin of 53% in 2003) through the use of specific skills and assets[38]. Another interesting thing I have learned is that the Four Seasons was able to maintain profit levels well above their competitors throughout the past economic downturn. The company refused to lay off employees and cut room rates (which is important to my husband and I) when several other hotel companies made significant cutbacks to decrease their overall costs.

The Four Seasons believed that lowering cost and service standards would ultimately have an adverse effect on the company’s reputation and established brand loyalty. This strategy has allowed the company to retain their status and to earn higher ADR than their competitors. Works Cited AAA Five Diamond Award. 2004. www. ouraaa. com Four Seasons Annual Report. 2003. www. fourseasons. com. Four Seasons EmPact. 2004. Karl Huboi’s Employee Handbook. “Four Seasons Receives Top Billing by Readers of Andrew Harper’s Report Rank as Best City Hotel in the U. S. and Abroad Plus Best Hotel in 10 Major Cities. ” PR Newswire. (September 9, 2003). ww. factiva. com. Four Seasons Resort Maldives at Kura Huraa. 2004. www. fourseasons. com. Garrahan, Matthew. “A New Spring for Four Seasons. ” Financial Times. (November 26, 2004). www. factiva. com Hill W. L. , Charles and Gareth R. Jones. Strategic Management Theory: An Integrated Approach. (Boston: Houghton Mifflin Company, 2004). Hoover’s Company Profiles. Four Seasons Hotels Inc. (November 14, 2004). www. factiva. com. Huboi, Karl. Interview with Four Seasons Employee. (December 1, 2004) Warson, Albert. “Hotels are Hot. ” Mortgage Banking 65. (October 1, 2004). www. factiva. com. ———————– 1] Four Seasons Annual Report, (2003), p. 6, www. fourseasons. com [2] Four Seasons Annual Report, p. 6 [3] Four Seasons EmPact, Karl Huboi’s Employee Handbook, p. 8 [4] Four Seasons Annual Report, p. 6 [5] Karl Huboi , Interview with Four Seasons Employee, (December 1, 2004) [6] Karl Huboi [7] Hoover’s Company profiles, Four Seasons Hotels Inc. (November 14, 2004), www. factiva . com. [8] Albert Warson, “Hotels are Hot,” Mortgage Banking 65, (October 1, 2004), www. factiva. com. [9] Karl Huboi. [10] Charles W. L. Hill and Gareth R. Jones, Strategic Management Theory: An Integrated Approach (Boston: Houghton Mifflin Company, 2004), p. 6 [11] Karl Huboi [12] Karl Huboi [13] Four Seasons Annual Report, p. 11 [14] “Four Seasons Receives Top Billings by Readers of Andrew Harper’s Report Rank as Best City Hotel in the U. S. and Abroad Plus Best Hotel in 10 Major Cities,” PR Newswire (September 9, 2003), www. factiva. com. [15] Four Seasons EmPact, p. 7 [16] Four Seasons EmPact, p. 7 [17] Four Seasons Annual Report, p. 8 [18] Four Seasons Annual Report, p. 8 [19] Karl Huboi [20] Four Seasons Annual Report, p. 7 [21] Matthew Garrahan, “A New Spring for Four Seasons,” Financial Times (November 26, 2004), www. factiva. om. [22] Four Seasons Annual Report, p. 7 [23] Four Seasons Annual Report, p. 7 [24] Matthew Garrahan [25] Four Seasons EmPact, p. 8 [26] Matthew Garrahan [27] AAA Five Diamond Award, (2004), www. ouraaa. com. [28] Karl Huboi [29] Charles W. L. Hill and Gareth R. Jones, p. 272 [30] www. fourseasons. com/maldives/index. html. [31] Karl Huboi [32] Four Seasons EmPact, p. 8 [33] Four Seasons EmPact, p. 8 [34] Four Seasons EmPact, p. 8 [35] Four Seasons EmPact, p. 8 [36] Charles W. L. Hill and Gareth R. Jones, p. 304 [37] Hoover’s Company profiles [38] Four Seasons Annual Report, p. 12

Essay I started fasting in only 2 years ago and continued keeping it for both the seasons. I was more interested in the scientific aspect of fasting, i. e. during the period of season change human body is more prone to external infections than rest of the year. Also praying to “shakti”, the power or energy which is source of all the actions and is best represented by solar influences is not only part of Hinduism but every religion believes in it. So this exercise of fasting, for me, is to maintain both physical and mental balance during climate change.

The rules of Navratri clearly say that, we should not consume meat, alcohol, grains and regular salt. I always take enough calories which can keep me going all day, so I don’t feel any difference from other days. There come few moments of weaknesses when I can feel that my stomach is empty and I can’t have anything to eat (because I don’t have access to kitchenL) and when I want to eat something “chatpata” and again I can’t have it(because I am not allowed to L) .

Most difficult of all is 8th day when it seems impossible to go on anymore and that too in a place where everyone else can eat pizza and chili potato. The people around you also affect a lot about how you feel in these days. It’s a lot easier to keep fast when I am at home. In a nutshell, 9 days of navratri are more about self control. The human body is detoxified due to this practice. In the end when it is over I can feel significant changes, I feel good because it becomes easier to avoid unhealthy meals. Basically this exercise is effective in long term.