Documents
Resources
Learning Center
Upload
Plans & pricing Sign in
Sign Out
Your Federal Quarterly Tax Payments are due April 15th Get Help Now >>

Meeting Event Reliability Victory Teamwork_ Improving Performance

VIEWS: 21 PAGES: 46

1927, The Ritz-Carlton Boston hotel welcomed its first guests to stay honorable. Since then, the lion and crown logo has been marked a supreme luxury and beautiful legends like the kind hospitality of the Road. Today, headquartered in the United States, The Ritz-Carlton Hotel Company, has developed into the world's leading luxury hotel management company. In the international upscale hotel, The Ritz-Carlton has been recognized as a leading super brands. The Ritz-Carlton hotel is committed to excellence, quality, elegance and outstanding service, exclusive luxury hotel facilities and exquisite delicacies Jacuzzi, it has long been a world-class hotels occupy the leading position.

More Info
									                           MerV
           Meeting Event Reliability Victory


     Teamwork, Improving Performance From...


    Better
                           To
                                  Best
The Ritz-Carlton, Naples
                   The TEAM
                                                    MerV
• Ted Cwikowski,
  Conference Services            • John Golec,
                                   Audio Visual
• Mike Collins,
  Rooms Division                 • John Pochopin,
                                   Conference Services
• Manuel Deisen,
  Conference Services            • Mary Ann Szlachetka,
                                   Food & Beverage
• Jennifer Ehrmann,
  Sales Department
                   The Ritz-Carlton, Naples
                                                 How does the
                                              improvement project
                                                           MerV
                                            support Ritz-Carlton’s
                                               strategic plan?




REASON for IMPROVEMENT   The Ritz-Carlton, Naples           Element 1.1
   Who is impacted by the MerV System?
                                                                             MerV



       STAKE-                                      PHASE
      HOLDERS            Sales         Pre-Event             Event      Post-Event
                                              Meeting Planner
     External
                                                            Attendees
                    Sales Mgr.
                         Conference Service Managers & Destination Services
     Internal                                  Culinary Staff
                                      Banquets & Rooms Division
                                                                        Accounting


REASON for IMPROVEMENT           The Ritz-Carlton, Naples                     Element 1.2
                  Who helped establish the
                   improvement project?
                                                                MerV
Corporate Office
     Sets The
Strategic Direction

                       The Ritz-Carlton,
                            Naples
                        Guidance Team
                      Sets The Approach
        Client                                 Project
       (Meeting              &                  Team
       Planner)
                         Allocated
       100%              Resources
      Customer
      Retention



REASON for IMPROVEMENT               The Ritz-Carlton, Naples    Element 1.3
                      Who helped establish the
                       improvement project?
                                                                                          MerV

                        IMPLEMENTATION                            IMPLEMENTATION




                                                                                                  MerV PHASE III
                               PHASE I                                   PHASE II
 START




                       June ‘99                               June ‘00
         April. ‘99                          May. ‘00                               Sept. ‘00


            Project Team                                      MerV Process Team
                PHASE I                                              PHASE II

                 Reduce                                                Improve
                Difficulties                                            System
                     &
                                    Transition                       Performance
             Improve Process                             Naples is one of a four hotel pilot
               Performance                                  to achieve Meeting Event
                                                           Reliability Victory (MerV)

REASON for IMPROVEMENT             The Ritz-Carlton, Naples                                 Element 1.3
   How did the TEAM select the project?
                                                                               MerV

Average Room, Food and Beverage Revenue by Market Segment

   $70,000
                             $67,664                          Target
   $60,000
                                                              Market
   $50,000
                                                         Source: 1999 P&L
   $40,000                                               Note: Does not include ancillary
   $30,000                                               revenues such as parking,
                                                         telephone, retail, and other.
   $20,000
   $10,000                                        $1,226
       $0

               Group (Meeting Planner)      Transient (Individual)

REASON for IMPROVEMENT        The Ritz-Carlton, Naples                           Element 1.4
               How did the TEAM select the project?
                                                                                                                                                    MerV

                                               Satisfaction Drives Loyalty

                                       96%                                                                       Using average revenue and
                           100%                            92%                                                   probability calculations, the
The Ritz-Carlton, Naples
How Likely to Return to




                                                                                                                 hotel has a $393,819 loss in
                                                                                     74%
                           75%                                                                                    return business for 2000.


                                                                    Loss per Group
                                                                                                                        53%




                                                                                                Loss per Group
                                                           $2,436
                           50%




                                                                                      $14,751




                                                                                                                                   Loss per Group
                                                                                                                         $28,735
                           25%

                            0%
                                  Extremely Satisfied   Very Satisfied               Satisfied                       Somewhat/Very
                                                                                                                       Dissatisfied
JD Power & Associates Meeting Planner Study
January 1998 through April 1999, n = 217 respondents

REASON for IMPROVEMENT                                   The Ritz-Carlton, Naples                                                                    Element 1.4
   How did the TEAM select the project?
                                                                       MerV

                          Satisfaction Drives Referrals
  • The average revenue for a group is $67,664.
  • 2000 group volume continues to equal 1999 volumes.
  • Based on research from TARP and Ritz-Carlton surveys:
       ! Each Extremely Satisfied Meeting Planner tells two people .
       ! Approximately 50% of people are affected by positive word of mouth.
  • 20% of the people who are told about a Meeting Planner’s
    experience actually book meeting facilities.
  • Each Extremely Satisfied Meeting Planner is worth $13,532 in referrals.
    ($67,664 x 2 x 50% x 20% = $13,532)

TARP: Technical Assistance Research Program, now E-Satisfy
REASON for IMPROVEMENT              The Ritz-Carlton, Naples            Element 1.4
       Who are the customers of the process
      and what are their key requirements?
                                                                                 MerV
Degree of Delight                                                        Degree of Expectation


 Experience will                      MEMORABLE
     always                           EXPERIENCE                                 Unexpected
 be remembered                    Unexpected response to                          response
                                     an important need
                                   resulting in “Delight”
   Experience
 will probably be               LUXURY EXPERIENCE
  remembered                  • Resort Location & Amenities
                              • Responsive & Flexible Staff
                              • Food & Beverage Quality
   Experience
                                  ERROR-FREE EVENT                                Expected
    will not
  remembered        Basic Expectations, i.e., Cleanliness, Correct Room Set-up    response
                                       Degree of Need
 REASON for IMPROVEMENT            The Ritz-Carlton, Naples                        Element 1.5
                             Did the process meet
                          key customer requirements?
                                                                             MerV


                                                                  Jan. - June, ‘99
              58%
              Extremely Satisfied (Top Box)
                                                   Memorable
                                                   Experience
                90%
                Overall Satisfaction         Luxury Experience


       54%
                                               Error-Free Event
       Event Difficulties
Source: JD Power & Associates


REASON for IMPROVEMENT                 The Ritz-Carlton, Naples               Element 1.6
    Was there a process performance gap?
                                                                                               MerV


                               R anking D istribution
                                                                          Naples Ranked
     90% Satisfaction                                                      73 Percentile
     10% Gap from Perfection
     27 Percentile Gap from Best Hotel
                                                                                   #8 Total Company
                                                                                   #3 Resorts



                                                                                   Comparative
Baseline Data:                    83%    85%    87%    89%   91%   93%   95%
JD Power & Associates                                                              Ranking Distribution
January through June of 1999              l
                                   O ve ral S atisfaction                          of All Ritz-Carlton Hotels
n = 1,318 respondents


REASON for IMPROVEMENT                         The Ritz-Carlton, Naples                          Element 1.7
          What was the Team’s Mission?
                                                              MerV

  Team Charter:          Event Difficulty Project Team
  Timeframe:             April ‘99 - April ‘00
  Objective:             Reduce difficulties that cause
                         Meeting Planner dissatisfaction

  Team Charter:          MerV Process Team
  Timeframe:             May ‘00 - Sept. ‘00
  Objective:             Improve the performance of the
                         12 key event processes to increase
                         Meeting Planner Satisfaction

REASON for IMPROVEMENT     The Ritz-Carlton, Naples            Element 1.8
                      What improvement target
                         was established?
                                                                                         MerV


                Meeting Planner: Overall Satisfaction
 100%
                                    Project
                                     Team                                   1%
  95%                                                          1%                94%
                                                  2%                93%
          92%           92%                            92%
                                     90%
  90%
            HISTORY



                         HISTORY



                                       BASELINE                                          GOOD



                                                        GOAL




                                                                     GOAL



                                                                                  GOAL
  85%


  80%
          1997          1998       Jan.-July,          2000         2001         2002
                                      '99

REASON for IMPROVEMENT              The Ritz-Carlton, Naples                              Element 1.9
 How did the TEAM establish the Target?
                                                           MerV

                         Benchmarks:
                         • Industry performance is unknown ?%
                         • Competitor performance is unknown ?%
                         • Best in Company Performance 95%

    Historical:
    1997 92%
    1998 92%
    June 90%
    1999

REASON for IMPROVEMENT       The Ritz-Carlton, Naples       Element 1.10
   What Was the TEAM's Approach To
Identifying the Root Cause of the Problem?
                                                                              MerV


                                 PHASE I                          PHASE II
                             Project Team                    MerV Process Team
                            April ‘99 - April ‘00              May ‘00 – Sept. ‘00
                      •   Bi-weekly Meetings             •   Weekly Meetings
     Infrastructure   •   Operations Dominant            •   Planning Dominent
                      Continuous Plan, Do                Six-step Development &
           Method Study, Act Cycles (PDSA) Improvement Process

    Sources of Data   •   Staff Focus Groups             •   Event Difficulty Log
     & Information    •   Client Interviews              •   Satisfaction Studies
         Diagnostic   •   Difficulty Pareto Charts       •   Gap Analysis
              Tools   •   Flowcharts & Diagrams          •   Regression Analysis

ANALYSIS                      The Ritz-Carlton, Naples                          Element 2.1
                       What potential factors contributed
               35              to the problem?                                                                                                                                                       90.4%
                                                                                                                                                                                                                        93.4%
                                                                                                                                                                                                                                       96.1%
                                                                                                                                                                                                                                                     98.2%
                                                                                                                                                                                                                                                                                   100%

                                                                Diffic ulty P areto C hart                                                                            82.5%
                                                                                                                                                                                 86.4%                                                                            MerV             90%
               30                                                                                                                                                                                                                     Vita l F e w
                                                                                                                                                       77.2%
                                                                                                                                       71.5%                                                                                                                                       80%
                                                                                                                                                                                                                                      S ignific a nt Ma ny
               25                                                                                                                                                                                                                                                                  70%
                                                                                                                           64.5%

                                                                                                          57.5%




                                                                                                                                                                                                                                                                                          C umulative %
                                                                                                                                                                                                                                                                                   60%
F requenc y




               20                                                                49.6%
                                                                                                                                                                                                                                                                                   50%
                                                                 39.0%
               15                                                                                                                                                               JD P ower M eeting P lanner, E vent Difficulties
                                                                                                                                                                                January 1997 - M arch 1999                                                                         40%
                                          28.5%                                                                                                                                 228 Total Difficulties
               10                                                                                                                                                                                                                                                                  30%


                    14.5%                                                                                                                                                                                                                                                          20%
                5
                                                                                                                                                                                                                                                                                   10%

                0                                                                                                                                                                                                                                                                  0%




                                                                                                                                                                                                                          Bellstaff
                                                                                                           Audio V isual




                                                                                                                                                                       O ther




                                                                                                                                                                                                                                          O utlets
                                                                                                                                                                                                      S ales M anager
                                                                                                                            Banquets




                                                                                                                                                                                                                                                      P ackages
                                                                                                                                                         Front Desk
                                                                  E ngineering




                                                                                                                                        Reservations




                                                                                                                                                                                                                                                                    Housekeeping
                                                                                                                                                                                   Food & Beverage
                    Conference S ervice




                                                                                  Advising of Conflicts
                                          P hones, M essage &




                                                                                                                                                                                                                                                                                          Element 2.2
    ANALYSIS


                         M anager


                                                   Fax




                                                                                                                               The Ritz-Carlton, Naples
         What potential factors contributed
                 to the problem?
                                                                                      MerV
   Conference Service Manager            62%                   Overall
         Responsiveness                                         Event
                                         8%                  Satisfaction    65%
    Event Reservation Service
                                         6%                   Pre-Event
   Conference Service Manager                                 Advising       9%
       On-site Flexibility                4%                 of Conflicts

        Hotel Cleanliness                                                            OVERALL
                                                              Received
                                                                Bill
                                                                             6%    SATISFACTION
                                                                                     OUTCOME
       % equal R2 (Influence)                                 Banquet
                                                               Set-up        5%
SOURCE: JD Power & Associates Meeting Planner Study
                                                              Accuracy
DIAGNOSTIC TOOL: Multiple Regression Analysis, P >=.05
                                                               Timely        5%
                                                               Breaks

                                                                              5%
                                                               Banquet
                                                            Staff Attitude
ANALYSIS                                    The Ritz-Carlton, Naples                    Element 2.2
           What “Root Cause(s)” were identified?
                                                                                       MerV

             Conference Service                        Sales Conflicts
           Staff
           Technique             Staff                                 Communication
                                 Talent                                Philosophy
                                                        Conflict
               Staffing                                 Definition

                                                                                 Dissatisfaction
           Phone Line Quantity
                                                                       VA
                                                     Staff             Valve
           Voice Mail Server
                                                     Procedures
            Package Delivery              Staffing
            Procedures




                                                                                                   Element 2.3
ANALYSIS




              Phones/Message                Room Temperature

                                            The Ritz-Carlton, Naples
                   How did the TEAM
           solicit feedback from customers?
                                                                            MerV

                                                 Method
        STAKE-
                              Qualitative            Quantitative
       HOLDERS
                      Interviews Focus Groups Measurement      Surveys
   Meeting Planners      "               "                                  "
   Sales Managers                        "
   Conference Mgr.                                      Difficulty Log
   Package Central       "                                GIA Log
   PBX (Phones)          "
   Engineering           "
   Banquets                              "              Difficulty Log
   All Staff                                                             Contest 2x


ANALYSIS                     The Ritz-Carlton, Naples                         Element 2.4
               How did the TEAM validate the
               “Root Cause” of the problem?
                                                                                                                                                      MerV

               Root Cause: Conference Service ~ Staff Talent
10             Overall Satisfaction Benchmark and Contrast Hotels
 9                               Staff Talent Index
 8
 7
 6
 5                                                                                                                                                    GOOD
 4
 3
 2                                                                                                                                                   Key Themes:
 1                                                                                                                                                   • Discipline
 0
                                                  E n terp riser




                                                                                                       R elation sh ip
                                                                       C om p etition
                           D iscip lin e




                                                                                        P ersu asion




                                                                                                                                       P ositivity
                                                                                                                         E m p ath y
                                                                                                                                                     • Positivity
                V alu es
     F ocu s




                                                                                                        C u stom er                                  • Persuasion


                                           T op                                                C on trast
ANALYSIS                                                           The Ritz-Carlton, Naples                                                             Element 2.5
           How did the TEAM validate the
           “Root Cause” of the problem?
                                                       MerV

                  Root Cause: Sales Conflicts

       During a Sales and Conference Service
       Managers focus group, the staff validated:
    • Assumed philosophy of resolving the conflict
      prior to communicating it to the client.
    • Unclear definition of what is and is not a conflict.




ANALYSIS                The Ritz-Carlton, Naples        Element 2.5
           How did the TEAM validate the
           “Root Cause” of the problem?
                                                                                                                                                                          MerV

           Root Cause: Phones/Message ~ Package Delivery
                 Using a Six-step Problem Solving Process,
   Identified Procedural Deviation from Standard Operating Procedures
                                                                                                             1
                                                                                                         *Receiving
                                                                                                       ***9:30-12:30                   START
                                                                                                              e
                                                                                                   Packages D livered by
                                                                                                    Federal Express/UPS
                                                                                  2
                                                                              Packages



                        American Hotel & Motel
                                                                           Transported t o
                                                                           Package C entral
                                                                                Office
                                                                                                                                            C AG
                                                                                                                                          PA K E
                                                                                  3
                                                                           Package Central
                                                                                                                                             IV Y
                                                                                                                                          DEL ER
                      Association Literature Search                            Records
                                                                            Packages in a
                                                                              Logbook
                                                                                                                                            O ESS
                                                                                                                                          PR C
                                                                                   4
                                                                              Bad Label?
                                                                                                  YES
                                                                                                             Investigation
                                                                                                                Process                          OLD PROCESS
                                                                                  NO


                                                                                 5
                                                                        Package Recorded in
                                                                              Logbook




 Ad-hoc Team:                         1. Identify                            C
                                                                                  6
                                                                              heck Labe l
                                                                              for Group?
                                                                                                    NOT
                                                                                                   Group
                                                                                                                       7-A
                                                                                                                   *Front Desk
                                                                                                                    **45 min.
                                                                                                                  ***12-2 p.m.
                                                                                                               Pkg. Central & Page
                                                                                                                                                       8-A
                                                                                                                                                    Inhouse?
                                                                                                                                                                        YES
                                                                                                                                                                                   *G
                                                                                                                                                                                       9-A-1
                                                                                                                                                                                      uest Rooms
                                                                                                                                                                                    **60-90 min.
                                                                                                                                                                                     ***1-3 p.m.
                                                                                                                                                                                                                 10-A-1
                                                                                                                                                                                                                 Privacy?




 • Banquets
                                                                                                                                                                               Page Delivers Packages
                                                                                                                        st.
                                                                                                               lookup G Name &

                                       & Select                                 Group
                                                                                                                 Rm. # in Encore
                                                                                                                                                                                   to Guest Room


                                                                                                                                                                                                                   YES

                                       Problem                                    7-B
                                                                             **120 min.                         Investigation        Not in
                                                                                                                                                     9-A-2
                                                                                                                                                Input Text Field




 • Package Central
                                                                           ***10-12 p.m.                           Process           Encore       Message in

                           6. Evaluate            2. Analyze
                                                                         Pkg. Central & Page
                                                                         lookup C nt Name
                                                                                   lie
                                                                          & Funct ion Rm. on
                                                                                                                                                     Encore


                                                                               Contract

                             Solution              Problem                                                                                          10-A-2                        11-A-2                     12-A-2




 • PBX
                                                                                                                                                   Packages                   Package place d            Daily check of
                                                                                8-B                                                             Transported t o               in Be llcage w/           inhouse guests
                                                                             ave ontract
                                                                            H C                                                                    Bellstand                    arrival date             w/ Front Desk


                               5.                    3.                        Info.?

                                                                                                                                                                                                                            NO
                                                                                 YES


                           Implement              Generate                                                                                                                         14-A-2




 • Purchasing
                                                                                                                           10-B-1                                              Daily check of               13-A-2
                                                                                                       NO              Package Noted                              END
                                                                                 9-B                                                                                          inhouse guests              In-house?
                                                                  NO                               ( 70% for            on Tracking                                            w/ Front Desk

                            Solution              Potential    ( 50%)         In-house?
                                                                                                  2-4 weeks)          Board and Place d
                                                                                                                           in Bin
                                                                                 YES

                                                  Solutions
 • Security                         4. Select &                                10-B-2                                                                      END
                                                                                                                11-B-2
                                                                          Package C   entral
                                                                                                           Catering M anager
                                                                          Notifie s Catering
                                                                                                             Notifies Client
                                                                              M  anager

                                        Plan                                                                                                               12.
                                                                                                                                                       ***3 p.m.
                                                                                                                                                Log Copied to PBX, Front

                                       Solution                         C
                                                                                11-B-1
                                                                         Package C
                                                                         onference C
                                                                                    entral and
                                                                                      oncierges                  END
                                                                                                                                               Desk, Belldesk, Concie rges,
                                                                                                                                                 Conference C oncierges

                                                                          Delive r Package to
                                                                            Function R  oom
                                                                                                                                                                                                          Key:
                                                                                                                                                                                                          * Location
                                                                                                                                                                                                          **Cycle Time
                                                                                                                                                                                                          ***Time Frame




ANALYSIS                      The Ritz-Carlton, Naples                                                                                                                                 Element 2.5
             How did the TEAM validate the
             “Root Cause” of the problem?
                                                                               MerV

    Root Cause: Room Temperature ~ Procedures & VA Valve

  Engineering & Difficulty Logs help Identify
Chronic Locations for replacement of VA Valves
    DAY       LOCATION      FUNCTION             SUB-CATEGORY
  Sun     Plaza             Meeting  ability to control temerature
  Thur    South Mezzanine   Meetings ability to control temerature
  Wed     South Mezzanine   Meetings ability to control temerature




                                  Interviews with Banquet Captains indicated
                             Procedural Variation causing an “over compensating
                             effect.” For example, when someone asked for colder
                                temperature, it was made colder regardless of a
                               previous adjustment to a make the room warmer.

ANALYSIS                                            The Ritz-Carlton, Naples    Element 2.5
                                  Analysis: PHASE II
                                                                                                                      MerV

                                  ACT                                              12.
                                                                                 E vent
                                                                              Improvement


                                                                                                      DO            CH EC K
                                                         PLA N
                                                                                                         8.
                                                                                                     D etailed
   PHASE II                           1.
                                  P rim ary
                                                                                        6.
                                                                                    B uilding         W ork
                                 N um eric s                                          P ric e         P lans
      MerV                                                3.                       Q uotation                             11.
                                                        E vent
  Process Team                                       P lanning                                            9.
                                                                                                                     P os t E vent
                                                                                                                    C onvers ation
                                                 R es pons ibilities                                 P re-event
May ‘00 - Sept. ‘00                   2.
                                                                                        7.
                                                                                   F unction
                                                                                                   C onvers ation
                                 S econdary
                                                                                     S pac e
                                  N um eric s                                                           10.
                                                                                  Management
                                                                                                      E vent
                                                                                                     S et-up
                                                                                                     C ontrol


                                                      4. C S M Availability & R es pons ivenes s
                                                               5. Advis ing of C onflic ts



 SOURCE: Staff Focus Group to include the Directors of Quality from Buckhead, Laguna Nigel, Naples, and Tysons Corner
 DIAGNOSTIC TOOL: Relationship Diagram

 ANALYSIS                                          The Ritz-Carlton, Naples                                               Element 2
    How did the TEAM develop solutions
         to remedy the problem?
                                                                            MerV
One-on-one Client Interviews
Client verbatim comments were reviewed              Brainstorming
for common suggestion themes, i.e., what                            Team members
skills and behaviors does a client want in                          generated and
relation to a Conference Service Manager?                           prioritized ideas.
                                                                    Every Idea Was
                                                                    A Good Idea


                                                    Benchmarking
                                                                The Ritz-Carlton,
                                                                Amelia Island,
                                                                Ranked #1 in the
                                                                company for 1999.



COUNTERMEASURES                    The Ritz-Carlton, Naples                   Element 3.1
          What solutions were selected
            to correct the problem?
                                                                        MerV


                  Remedy: Conference Service

                                              Solutions
                        Enhanced interpersonal skills based upon probing
                        questions during the 136 client interviews.
    Staff Technique     • Knowledge of hotel services.
                        • Quick Response to questions and requests.
                        • Creativity and Flexibility in planning.

                        Hire new staff based upon Talent Benchmarks to
         Staff Talent   complement the Conference Services Team.

                        Increased Conference Concierge Staffing, thus
             Staffing   allowing for more planning time.

COUNTERMEASURES            The Ritz-Carlton, Naples                      Element 3.2
          What solutions were selected
            to correct the problem?
                                                                              MerV


                   Remedy: Sales Conflicts

                                            Solutions
                       Identified categories of conflicts and incorporated
                       conflict definition table with sales process:
                       • NOISE such as groups with bands or music,
           Conflict      corporate groups – team building, buffets or
          Definition     receptions utilizing foyer space.
                       • SPACE/OTHER such as anytime a group is
                         booked with less than an 1 hour turn time with a
                         function prior or after or competitor conflict.
    Communication      Top management personally communicated the
       Philosophy      process to involve clients with conflict resolution.


COUNTERMEASURES             The Ritz-Carlton, Naples                           Element 3.2
          What solutions were selected
            to correct the problem?
                                                                           MerV

                   Remedy: Phone/Message

                                              Solutions
         Phone Line     Installed an intelligent software to re-allocate in/out
           Quantity     lines based upon variable traffic.

         Voice Mail     Implemented daily shift audits to ensure the queue
             Server     and memory buffer are not backed-up with traffic.

           Package      Centralized the storage of all packages, thus
           Delivery     eliminating multiple package storage locations.

                        Standardized a four person staffing guideline for
             Staffing   >80% occupancies.

COUNTERMEASURES             The Ritz-Carlton, Naples                        Element 3.2
          What solutions were selected
            to correct the problem?
                                                                           MerV


                  Remedy: Room Temperature


                                              Solutions
                       •   Incorporated room temperature as a planning
               Staff       question, i.e., what pre-set temperature is desired.
         Procedures    •   Trained banquet staff only to make adjustments
                           based upon client, not attendee requests.
                       Installed a new VA Valve to regulate airflow in the
           VA Valve    Plaza and Ballroom.




COUNTERMEASURES             The Ritz-Carlton, Naples                        Element 3.2
     How did the TEAM select solutions?




                                                                          Implement
                                                             Resistance
                                                                                                      MerV




                                                                           Time to
                                          Impact


                                                   Benefit




                                                                                             Safety
                                                    Cost/




                                                                                      Risk
                               Cost
 Selection Criteria
        Solutions
 Conf. Serv. Staff Technique             +          ++       --            -
    Conf. Serv. Staff Talent   -         ++         +                      --
       Concierge Staffing      --        ++         +                        -        -
       Conflict Definition               ++         ++        -              -
 Communication Philosophy                ++         ++        -              -
       Phone Line Quantity     -         ++         ++                     ++         -
         Voice Mail Server     -         ++         ++                     ++
         Package Delivery                ++         ++        -             -         -
     PBX (Phone) Staffing      --        ++         +                      ++         -
  Banquet Staff Procedures                +          +        -            --
                 VA Valve      -          +          +                     +
COUNTERMEASURES                     The Ritz-Carlton, Naples                                           Element 3.3
   What voice did customers have in the
         selection of solutions?
                                                                                                                  MerV
                                                  136
   External:                                  Interviews1
   Meeting
    Planner                                       369
                                                Surveys2

                                                17
    Internal:                               Departments3
      Hotel
      Staff                                      23
                                           Special Guests4
      1 Sample time frame of September, 1999 through April of 2000
      2 Sample time frame of January, 1998 through April of 2000
      3 Seventeen departments participated in team meetings (63% of all departments)
      4 Special guests were hotel staff invited to project meetings to co-plan and implement solutions (6 or 26% hourly)

COUNTERMEASURES                              The Ritz-Carlton, Naples                                               Element 3.4
             How did the TEAM prove
              the solutions worked?                                     MerV



                                                     Determined who, what,
                                                     when, where and how
    Made design             Act         Plan
    changes
                           Study         Do
                                                          Pilot tests
             Studied and
             discussed test results          Small scale trial
             at Team Meetings

COUNTERMEASURES           The Ritz-Carlton, Naples                       Element 3.5
                         Did the solutions satisfy
                       key customer requirements?
                                                                                                       MerV




                 Baseline: Jan. - June, ‘99                                    Results: July ‘99 - June, ‘00

           58%                              ∆35%                            78%
           *Extremely Satisfied (Top Box) Memorable *Extremely Satisfied (Top Box)
                                          Experience

                90%                                           ∆4%                                 94%
                Overall Satisfaction                                               Overall Satisfaction
                                                         Luxury Experience
                                                              ∆63%
       54%                                                                                            20%
       Event Difficulties                                Error-Free Event                % Event Difficulties
 Source: JD Power & Associates
* Denotes the best proxy for “likeliness to recommend”
∆ Denotes the percent of change from baseline performance.
COUNTERMEASURES                                     The Ritz-Carlton, Naples                              Element 3.6
          What is the Cost/Benefit of the
            implemented solutions?
                                                                            MerV
                                  Item                                     Cost
  Operating Cost:
  303 hours in Meeting Salary from March 5th ‘99 to June 21st ‘00        ($6,060)
  Market Research and Consulting                                         ($20,313)
  Twelve Months of Conference Concierges Staffing Increase               ($55,910)
  Twelve Months of Message/Fax Staffing Increase                         ($43,605)
  Capital Cost:
  Voice Mail Hardware and Programming                                    ($2,700)
  Electronic VA Valve to Regulate Heating and Air-conditioning.          ($9,000)
  Intelligent Software to Re-allocate In/Out Lines                       ($20,000)
                                                            Total Cost   $157,588

COUNTERMEASURES                  The Ritz-Carlton, Naples                    Element 3.7
           What is the Cost/Benefit of the
             implemented solutions?
                                                                                MerV

                                     Item                                     Revenue
   Return Revenue ~ Refer to Satisfaction Drives Loyalty Model
   Before: Loss Projection for 2000 (58% Extremely Satisfied Client)          ($393,819)
   After: Loss Projection for 2000 (78% Extremely Satisfied Client)           ($240,249)
   Recovered Repeat Business                                                   $153,570
   Referral Revenue ~ Refer to Referral Model
   Before: Referral Projection for 2000 (58% Extremely Satisfied Client)      $3,686,220
   After: Referral Projection for 2000 (78% Extremely Satisfied Client)       $4,321,775
   New Business                                                                $635,555
                                                              Total Benefit    $789,125


COUNTERMEASURES                    The Ritz-Carlton, Naples                      Element 3.7
         What is the Cost/Benefit of the
           implemented solutions?
                                              MerV


                   5 to 1
                  Return

    Cost…………...$157,588
    Benefit………...$789,125
    2000 Return…...$631,537
COUNTERMEASURES    The Ritz-Carlton, Naples    Element 3.7
              What method did the TEAM use to
                 implement the solutions?
                                                                                                                                                                                                      MerV


                                                                                                                                            Flowcharts         1
                                                                                                                                                          *R ceiving
                                                                                                                                                             e
                                                                                                                                                        ***9:30-12:30                   START
                                                                                                                                                                                                                                  NEW PROCESS
                                                                                                                                                    Package s Delivered by
                                                                                                                                                     Fede ral Express/UPS




                                           Action Plans                                                                            2
                                                                                                                               Packages
                                                                                                                            Transported to
                                                                                                                            Package C entral
                                                                                                                                 Office
                                                                                                                                                                                                PAC A E
                                                                                                                                                                                                    KG
           Focus                                        Improvement Plan                            Completed
Maximize Client Satisfaction    (A) Ensure every client receives a post con.                                                       3                                                              L ER
                                                                                                                                                                                                DE IV Y
                                                                                                       √
                                                                                                                            Package C entral

with Conference Service                                                                                                         Records



Manager.
                                                                                                                            Package s with a
                                                                                                                              Package Slip
                                                                                                                                                                                                   O ESS
                                                                                                                                                                                                 PR C
                                (B) Identify specific factors that qualif y a perfect CSM score.   In-process                      4
                                                                                                                                                       YS
                                                                                                                                                        E
                                                                                                                                                                  Inve stigat ion
                                                                                                                                    abe
                                                                                                                               Bad L l?                              Proce ss


                                                                                                                                   NO

Maximize Client Satisfaction
with Event Phase related
                                1.   Reviewed and updated the meeting event numeric (Green
                                     Book, Chapter 10) BEO and Resume.
                                                                                                       √                 Package R
                                                                                                                         L
                                                                                                                                   5
                                                                                                                                  ecorded in
                                                                                                                          ogbook at the end of
                                                                                                                                  ork
                                                                                                                             the W Day


Communication.                  2.   Weekly event review prior to leaders meeting.
                                                                                                       √                           6
                                                                                                                                                        NOT
                                                                                                                                                                            7- A
                                                                                                                                                                        *Front Desk
                                                                                                                                                                         **45 min.
                                                                                                                                                                                                          8- A
                                                                                                                                                                                                                                      *G
                                                                                                                                                                                                                                          9-A- 1
                                                                                                                                                                                                                                         uest Rooms
                                                                                                                                                                                                                                       **60-90 min.                  10-A- 1
                                                                                                                              C      abe
                                                                                                                               heck L l                                ***12-2 p.m.                                       YES
                                                                                                                                                        Group                                          Inhouse?                        ***1-3 p.m.                   Privacy?
                                                                                                                               for Group?                           Pkg. Central & Page
                                                                                                                                                                                                                                  Page Delivers Package s
                                                                                                                                                                    lookup Gst . Name &

Eliminate Phones, Message & # Identify the root causes of problems.                                     √
                                                                                                                                                                                                                                      to Guest Room
                                                                                                                                                                       m.
                                                                                                                                                                      R # in Encore
                                                                                                                                                                                                           NO
                                                                                                                                  Group

                            # Based upon problem root causes, develop a corrective action
                                                                                                                                                                                                                                                                       YES
Fax Difficulties.                                                                                                                 7- B                                                                   9-A-2
                                                                                                                              **120 min.

                                                                                                   In-process
                                                                                                                                                                     Inve stigat ion                       e
                                                                                                                                                                                                    Input T xt Field
                              plan.                                                                                         ***10-12 p.m.
                                                                                                                          Pkg. Central & Page
                                                                                                                                                                        Proce ss
                                                                                                                                                                                          N in
                                                                                                                                                                                           ot
                                                                                                                                                                                          Encore      M essage in
                                                                                                                                                                                                         Encore
                                                                                                                          lookup Client Name
                                                                                                                           & Function Rm. on
                                                                                                                                Contract

Eliminate Engineering           (A) Develop an effectiv e process to regulate meeting room                                                                                                                            10-A  -2
                                                                                                                                                                                                                                                      11-A  -2
Difficulties.                   temperature.
                                                                                                       √
                                                                                                                                                                                                                  Packages store d
                                                                                                                                                                                                                                                   Daily che ck of
                                                                                                                                  8- B                                                                              at Package
                                                                                                                                                                                                                                                  inhouse guests
                                                                                                                             H C
                                                                                                                              ave ontract                                                                               ent
                                                                                                                                                                                                                       C ral
                                                                                                                                 Info.?


                                                                                                                                   YES

                                                                                                                                                                                  10-B-1

Advise the Client of Possible   (A) Create a heightened sense of awareness with regards to
                                                                                                       √
                                                                                                                                                          NO                  Package N oted
                                                                                                                   NO             9- B
                                                                                                                                                       (70% for                on Tracking
                                                                                                                ( 50%)         In-house?
                                                                                                                                                      2-4 wee ks)            Board and Placed

Conflicts.                      potential conflicts.                                                                               YES
                                                                                                                                                                                  in Bin



                                                                                                                                10-B-2                                                                          END
                                                                                                                                                                     11-B-2
                                                                                                                           Package C  entral
                                                                                                                                                                Catering M anager
                                                                                                                           Notifies Catering
                                                                                                                                                                  Notifies Client
                                                                                                                               M anager
                                                                                                                                                                                                                12.
                                                                                                                                                                                                            ***3 p.m.
                                                                                                                                                                                                    Log Copied to PBX, Front
                                                                                                                                 11-B-1                                                            Desk, Be lldesk, Concierges,                                Key:
                                                                                                                                    e
                                                                                                                          Package C ntral and                                                        Conference C  oncierges                                   * Location
                                                                                                                         Confere nce Concie rge s                      END                                                                                     **Cycle Time
                                                                                                                            e
                                                                                                                           D liver Package to
                                                                                                                                                                                                                                                               ***Time Frame
                                                                                                                             Function Room
                                                                                                                                                                                                                                                             e
                                                                                                                                                                                                                                                            N w/Changed Step




COUNTERMEASURES                                                      The Ritz-Carlton, Naples                                                                                                                     Element 3.8
 When implementing solutions, how did
the TEAM handle Resistance to Change?
                                                                         MerV
    Why are we
      walking
     through a                                        Created Project Apostles:
       maze?                       Counter            Involved staff in the design
                                                      and implementation planning.
UNSEEN
VALUE & PURPOSE

                    Here comes
                  process change

                                                      Conducted Small Scale Test:
                                   Counter            We asked the staff to get their
     FEAR                                             feet wet before jumping in
     OF UNKNOWN                                       the lake.

COUNTERMEASURES            The Ritz-Carlton, Naples                        Element 3.9
                   After implementing solutions,
                    is there performance gap?
                                                                                              MerV



                               Ranking Distribution                      Naples Ranked
     94% Satisfaction                                                     96 Percentile
     6% Gap from Perfection
     4 Percentile Gap from Best Hotel                                            Total Company:
                                                                                 From #8 to #2
                                                                                 Resorts:
                                                                                 From #3 to #1


                                                                                  Comparative
Results Data:                     83%   85%    87%   89%   92%   95%
JD Power & Associates                                                             Ranking Distribution
                                   Overall Satisfaction                           of All Ritz-Carlton Hotels
January through June of 2000
n = 1,226 respondents


RESULTS                                       The Ritz-Carlton, Naples                          Element 4.1
          Did the TEAM meet it’s targets?
                                                                                                   MerV


                    Meeting Planner: Overall Satisfaction
  100%



                                  Project                                                           GOOD
   95%                             Team                               94%                  94%
                                                       93%                          93%
          92%          92%                                             92%
                                    90%
   90%




                                                                       RESULTS
                                                         RESULTS
          HISTORY




                                                                                    Achieved:
                        HISTORY



                                       BASELINE



                                                                                    2001 Goal in Dec. 1999
   85%                                                                              2002 Goal in June 2000


   80%
          1997          1998      Jan.-June '99 July. - Dec. '99 Jan. - June '00   2000    2001    2002

                                                             Actual    Goal

RESULTS                                           The Ritz-Carlton, Naples                           Element 4.2
 How does the TEAM communicate results?
                                                                                                                                                                                                                                                                                                                       MerV
      Daily Commit to Quality                                                                                                                                             Quarterly at Staff and
                                                                                                                                                                           Executive Meetings

                                                                                                                                                                                                              CORE INITIATIVE
                                                                                                                                                                                                  PROJECT TEAM UPDATE
                                                                                                                                                             PROJECT TEAM:                                            3. Error-Free Meeting Events
                                           Event Planning Responsibilities                                                                                   MEETING DATE/TIME: Biweekly on Fridays from 11:00 a.m. to 12:00 p.m.

                                                  Contest Results                                                                                            PROJECT TEAM:
                                                                                                                                                                                                                      Ted Cwikowski, Team Leader
          22 entries received which identified numeric (communication) defects.                                                                                                                                       Lisa Camolli, Banquet
                                                                                                                                                                                                                      Jennif er Ehrmann, Restaurant Reservations
          11 by e-mail & 11 by paper.                                                                                                                                                                                 Manny Deisen, Catering/Conference
              Food & Beverage:                                 Sales:                        Rooms Division:
              Mary Ann Szlachetka, Banquets                    Desiree Reyes                 Marla Ottenstein , Club Floor                                                                                            Mario Mazza, PBX (Communication) – Ad-hoc
              Erik Jansen, Guidance Team                       Jacques Brial                 Chris Jonsson, Front Desk                                                                                                Jeff Brown, Engineering - Ad-hoc
              Ken Lanigan, Gumbo Limbo                         Jenn ifer J. Ehrmann          Michael Collins, Housekeeping
              Jeff Hassel, Pool Side Cafe                      Ike Eicher
              Regan Wessar, Restaurant Resv.                   Chris Riccardi                Catering an Conference
              Peterson, Restaurant Reservations                                              Services:                                                       I. Objective/Goal and Measurement of Performance:
              Michael Katz, Terrace                            Destination Services:         Roberta McFarland
              Steven Rauscher, Stewar ding                     Michael Giovanni              Mary Ann Shea                                                   The project team will study the percentage of events with difficulties; from the J.D. Power monthly reports.
                                                               Nicole Greer                  Pam Loudermilk                                                  At this time, our hotel is not meeting the targets set on the business priority matrix.
                                                                                             Kimberly Payne
          Mary Ann Shea is the random drawing Winner (choice of massage or dinner).                                                                                                                                                   M eet in g Pla nn er S at is fa ctio n
                                                                                                                                                                                                                                       % o f E v e nt s w/diff icu lties
                                                                                                                                                      %
                                                                                                                                                                                 60%
                                                                            Numeric & Description                                              Votes Total
                                 54. Food And Beverage Divisi on (Ple as e Refer To The Agenda To Identify Times W hen Your Outle t
                                 May Be Utili zed. The Gro up Has Meal Coupons. Restaurants, etc.                                                 14   7%                        48%                                                                                                                                              GOOD

                                 31. M as ter Account M- To Cover: (Al l Charges For All Gue sts To Mas ter A cco unt For (Specific Dates)
                                 Or A ll Dates. Room And Tax For A ll Gue sts To Mas ter Account On A ll Dates. Refer To Ro omi ng List
                                                                                                                                                                                 36%




                                                                                                                                                                    Percentage
                                 For A dditional Instructions. Scheduled Banque t Charges.                                                        13 14%
          Staff voted on these




                                 54a. Food & Beverage Bi lling I nstructi ons, Individual/Master Account # , Incl ude/Excl ude Alcohol ,
          (for improvement)




                                 Group Coupons, Gratuity)                                                                                         11 20%                         24%

                                 28. VI Ps (Arrival, Eta, Name s, Title, Departure Date s, A cc ommodations)                                       9 25%
             top numerics




                                 13. Group P rofil e: (Repeat-Hotel/Company, Mal e/Female, Guest Profi le, Purpose Of Meeting, Age                                               12%
                                 Group)                                                                                                            8 29%
                                 34. Front O ffice (Arrival /Departure Mani fest Provided By Transportation. Arri vals A t Leisure. Please
                                                                                                                                                                                 0%
                                 Obtai n Credit Card Imprint O r Cash Depos it Upon Arrival. No Need To Es tablis h Credit. All Charges To
                                                                                                                                                                                          JAN          F EB          MAR       AP R        MAY       JU N        JU L           AU G       SEP        O CT      N OV      D EC
                                 Master A ccount. Satellite Check-In Required.                                                                     7 32%
                                 22. Room Type (Coas tal/Roh, Courtyard Vi ew, Gulf Front, Club Room , Gulf View , Royal Sui te, Club                                                                         1999                                        1999 Targ et                                                    1998
                                 Suite, Cl ub Royal Sui te, Pres. S uite)                                                                          7 36%
                                 30. Billing Instructions: (no-shows Wi ll Be Charged The Ful l Room Revenue For The Dates Of The                                  1 99 9 Ta r ge t = 0                   Jan         Feb      Mar        Apr     May        Ju n        Ju l      Au g      Sep       O ct     Nov      Dec      YT D
                                 Reservation. For Any Reserve d Rooms Vacated Prior To The Scheduled De parture Date, There W ill                                Sa m ple S i z e               1999           18       22       20         12       17        11           7          8         10      13       20        8      166
                                 Be Full Re venue Assessment To The M as ter A ccount.                                                             7 40%                                                 50.0 %       59.1 %   60.0 %    41.7 %   29.4 %     27.3 %     57.1%      25.0%    30.0 %     23.1 %   30.0 %   37.5 %   41.0%
                                                                                                                                                                                                1999
                                 42. Leisure Ac tivities (Times Noted In The A genda) Include: Shopping, Sai ling, Evergl ades)                    7 43%                 P erc entag e
                                                                                                                                                                                                1998          6.3%    27.8 %   16.7 %    20.0 %    8.3%      27.3 %     16.7%      25.0%    30.0 %     25.0 %   30.8 %   27.3 %   21.4%
                                 25. Total Guests                                                                                                  6 47%
                                                                                                                                         Other   102 53%                         T ota l RC     1999     33.6 %       50.7 %   42.9 %    43.8 %   45.2 %     34.1 %     36.5%      36.0%    32.0 %     32.3 %   23.5 %   19.3 %   36.4%
                                                                                                                                                                         P erc entag e                                                                                                                                            21.9%
                                                                                                                                         Total   191 100%                                       1998     23.5 %       21.5 %   26.8 %    26.4 %   19.5 %     14.9 %     16.5%      19.4%    26.4 %     23.0 %   22.3 %   20.8 %




RESULTS                                                                                                                           The Ritz-Carlton, Naples                                                                                                                                                                     Element 4.3
   What measures did the TEAM take to
       change employee’s habits?
                                              MerV



   • Revised Standard Operating Procedures

   • Replacement of old forms and documents

   • Training, Training, Training

   • Spot Check Audits

STANDARDIZATION    The Ritz-Carlton, Naples    Element 5.1
                                         How is the TEAM monitoring the new
                                          process and performance results?
                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                       MerV

                           Real-time During & After                                                                                                                                                                                                                                                                                                                           Event Difficulties
                              Process Measures                                                                                                                                                                                                                                                                                                                          % of Difficulties to Total Events
                                                                                                                                                                                                                                                                                                                                     SQI                                                                                                                                     10j. Banquet Event                                                                                                                     The Ritz-Carlton, Naples


                                            Planning Difficulties                                                                                                                                                                                                                                                                                                    9.0%


                                         % Difficulties to Total Groups                                                                                                                                                                                                                                                                                              8.0%


SQI                                                                                                                               9. Event Difficulties
                                                                                                                                                                                                                                                                          The Ritz-Carlton, Naples
                                                                                                                                                                                                                                                                                                                                                                     7.0%
                                                                                                                                                                                                                                                                                                                                                                                                                                                                                        GOOD




                                                                                                                                                                                                                                                                                                                                     Difficulties as a % of Covers
                       250.0%                                                                                                                                                                                                                                                                                                                                        6.0%

                                                  NOTE:
                                                  Reported difficulties are divided by the total number of in-house groups.                                                                                                                                                                                                                                          5.0%
                                                  Therefore, difficulties per in-house groups can exceed 100%, i.e., 5 groups and 6 difficulties equals 120%
                       200.0%                                                                                                                                                                                                                                                                                                                                        4.0%


                                                                                                                                                                                                                                                                                                                                                                     3.0%
% of In-house Groups




                       150.0%                                                                                                                                                                                              GOOD
                                                                                                                                                                                                                                                                                                                                                                     2.0%


                                                                                                                                                                                                                                                                                                                                                                     1.0%

                       100.0%
                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                     0.6%
                                                                                                                                                                                                                                                                                                                                                                     0.0%

                                                                                                                                                                                                                                                                                                                                                                            1/1/00
                                                                                                                                                                                                                                                                                                                                                                                     1/8/00




                                                                                                                                                                                                                                                                                                                                                                                                                            2/5/00




                                                                                                                                                                                                                                                                                                                                                                                                                                                                   3/4/00




                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                          4/1/00
                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                   4/8/00




                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                          5/6/00




                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                 6/3/00




                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                        7/1/00
                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                 7/8/00
                                                                                                                                                                                                                                                                                                                                                                                              1/15/00
                                                                                                                                                                                                                                                                                                                                                                                                        1/22/00
                                                                                                                                                                                                                                                                                                                                                                                                                  1/29/00


                                                                                                                                                                                                                                                                                                                                                                                                                                     2/12/00
                                                                                                                                                                                                                                                                                                                                                                                                                                               2/19/00
                                                                                                                                                                                                                                                                                                                                                                                                                                                         2/26/00


                                                                                                                                                                                                                                                                                                                                                                                                                                                                            3/11/00
                                                                                                                                                                                                                                                                                                                                                                                                                                                                                      3/18/00
                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                3/25/00




                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                            4/15/00
                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                      4/22/00
                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                4/29/00


                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                   5/13/00
                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                             5/20/00
                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                       5/27/00


                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                          6/10/00
                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                    6/17/00
                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                              6/24/00




                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                          7/15/00
                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                    7/22/00
                       50.0%


                                                                                                                                                      18.8%

                        0.0%

                                                                                                                                                                                                                                                                                                                                     We don’t have to wait for survey feedback
                                1/1/00
                                         1/8/00

                                                    1/15/00
                                                              1/22/00

                                                                        1/29/00
                                                                                  2/5/00
                                                                                           2/12/00
                                                                                                     2/19/00
                                                                                                               2/26/00
                                                                                                                         3/4/00

                                                                                                                                  3/11/00
                                                                                                                                            3/18/00

                                                                                                                                                      3/25/00
                                                                                                                                                                4/1/00
                                                                                                                                                                         4/8/00
                                                                                                                                                                                  4/15/00
                                                                                                                                                                                            4/22/00

                                                                                                                                                                                                      4/29/00
                                                                                                                                                                                                                5/6/00
                                                                                                                                                                                                                         5/13/00
                                                                                                                                                                                                                                   5/20/00
                                                                                                                                                                                                                                             5/27/00
                                                                                                                                                                                                                                                       6/3/00

                                                                                                                                                                                                                                                                6/10/00
                                                                                                                                                                                                                                                                           6/17/00
                                                                                                                                                                                                                                                                                     6/24/00
                                                                                                                                                                                                                                                                                               7/1/00
                                                                                                                                                                                                                                                                                                        7/8/00

                                                                                                                                                                                                                                                                                                                 7/15/00
                                                                                                                                                                                                                                                                                                                           7/22/00




STANDARDIZATION                                                                                                                                                                                                                                                           The Ritz-Carlton, Naples                                                                                                                                                                                                                                                                                                 Element 5.2
         How did the TEAM share the Best
            Practice they developed?
                                                      MerV



The Pilot is being standardized across all Ritz-Carlton Hotels.




The Ritz-Carlton, Naples




STANDARDIZATION            The Ritz-Carlton, Naples    Element 5.3
                           MerV




The Ritz-Carlton, Naples

								
To top