Subject category:
Human Resource Management / Organisational Behaviour
Published in:
2015
Length: 20 pages
Data source: Published sources
Abstract
The luxury hotel sector in Paris has become increasingly competitive with the growth of 5 star hotels. In response to this complex and dynamic environment, Clarisse Hotel Paris - one of the six establishments officially recognized as a palace - hired a new Chef in 2003 (who obtained a third Michelin star in 2007) and a new General Manager in 2006. However, widespread allegations against the Chef in the media have disrupted the image of the palace. This case study examines the challenges an organization faces as it seeks to attract and retain the most talented employees capable of providing irreproachable service to guests and turning them into loyal customers.
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Abstract
The luxury hotel sector in Paris has become increasingly competitive with the growth of 5 star hotels. In response to this complex and dynamic environment, Clarisse Hotel Paris - one of the six establishments officially recognized as a palace - hired a new Chef in 2003 (who obtained a third Michelin star in 2007) and a new General Manager in 2006. However, widespread allegations against the Chef in the media have disrupted the image of the palace. This case study examines the challenges an organization faces as it seeks to attract and retain the most talented employees capable of providing irreproachable service to guests and turning them into loyal customers.