How would things change in your business if it were acquired by The Four Seasons? What would happen if new management came in and asked the question: How can we be the very best provider of (your product/service)?

Even without knowing the details of your business, I can proffer some guesses how Four Seasons management would change your operations.

1. Become obsessed with quality. Four Seasons CEO Isadore Sharp commented in a seminar at The Rotman School that his goal was to be the best wherever he established a hotel. He defined “best” as delivering the best service to his guests, so he had a specific business component to focus on. He did not define “best” as having the best designed hotels (the W chain excels at design), or 5-star rated restaurants or the finest artwork. Unless those elements were necessary to contribute to the overall service experience.
2. Deliver a memorable experience. Several years ago, on a trip to San Diego, I stayed at a Four Seasons property. When I gave the valet my car keys he asked me my name to put on the valet tag. As I headed into the hotel to check in, I was greeted by name by four employees. How they could know my name when I just gave it to the valet moments before, I don’t know. What I do know is that it was a distinctive and memorable example of personal service that I never forgot.
3. Focus on the personal. When I stay at a Four Seasons, I expect a beautiful room, a plush robe in the closet, a comfortable work area and marble in the bathroom. These environmental attributes are just the essential table stakes to compete in the arena of luxury hotels. What’s unexpected, and therefore memorable, are the small, personal touches that truly resonate with the individual guest. Employees who can greet you by name. The hotel in New York knowing that you like strawberries, but not grapes, because the staff in San Diego noticed the fruit you ate and the fruit you left and noted your preferences in their online system. The hotel in Chicago that plugs in a power strip next to your desk because they know you always plug in multiple devices and two outlets just aren’t enough. They pay attention to each guest and make sure that every stay conforms precisely to that guest’s needs and desires. My preferences are different from yours, so they will treat me differently from you. And we will both be delighted with our stay.
4. Empower your staff. The single biggest contributor to the Four Seasons’ success, according to Sharp, was his decision to empower his staff to make decisions on their own to resolve guest concerns or complaints. Problems were addressed instantly, without the need for time consuming approvals and management intervention. The guests were happier, the staff members took personal pride in delivering exceptional service, and the hotel extended their competitive advantage over their lumbering competitors.

I’m pretty confident that the Four Seasons has no interest in your business, but why not examine your business processes to determine how you can radically improve your customer interactions? Brainstorm with your staff to discover ways to deliver delightful and memorable personal experiences, empower your staff to make service decisions on their own and commit yourself to delivering a level of service that provides you with an unassailable competitive advantage.