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Prior to reading Isadore Sharp's memoir, I checked out the biographical information about Four Seasons' founder, chairman, and CEO at the corporate Web site. Here is a portion of it that provides an excellent introduction to his book. As Sharp explains, "The reason for our success is no secret. It comes down to one single principle that transcends time and geography, religion and culture. It's the Golden Rule - the simple idea that if you treat people well, the way you would like to be treated, they will do the same. There was no vision, there was no grand dream," since the first Four Seasons - a modest motor hotel - opened in downtown Toronto. "But there has always been a consistent thread and it propels us forward today, as we continue to grow globally, and that's service." It may seem obvious that in the hotel business, service is a primary objective, but it is how that service is delivered that sets Four Seasons apart. "One way to characterize Four Seasons service would be to call it an exchange of mutual respect performed with an attitude of kindness." Defining and enforcing the company culture was one of four key strategic decisions made in the formative years of Four Seasons history. "I sat down with our communications experts and wrote down the fundamentals of our culture, which is based on the Golden Rule - to treat others as you wish to be treated...A lot of companies talk about having a culture, but we knew we had to walk the talk if we expected it to thrive in our hotels."
The company that was launched in 1961 with a 125-room motor hotel in Toronto now has arguably the most profitable as well as the highest rated luxury hotels in the world, more than 140 in more than 40 countries. Sharp's leadership deserves much of the credit. What I most appreciate about this book is the fact that, to the best of my knowledge, this is the first time that he has discussed so comprehensively and so specifically the process by which the Four Seasons organization has evolved over the past 46 years. There are so many highlights to cover and no one else is better qualified to do so. Here is a representative selection:
1. In 1963, Four Seasons opened its second hotel, Toronto's Inn on the Park. the sophisticated urban resort-style hotel was an instant success.
2. As indicated, throughout its history thus far, Four Seasons made four strategic decisions that formed the pillars of its business platform. The first was about quality. Small, central and well-appointed, with friendly, personalized 24-hour service, the first London hotel was just what people were seeking in the new age of international jet travel at the dawn of the 1970s. Rather than being all things to all people, Four Seasons would focus on one thing: being the best in each location, with medium-sized hotels of exceptional quality.
3. The second key strategic decision that formed the business platform was about service. True luxury is defined not by architecture or décor, but by service. So Four Seasons must make the quality of our service our distinguishing feature and a competitive advantage. In 1976, Four Seasons entered the US market with its first management contract, for San Francisco's 1913 landmark hotel, The Clift.
4. Then in 1979, the first Four Seasons-branded US hotel opened on Pennsylvania Avenue in Washington, DC. It was service that made the hotel special - so much so that the new Four Seasons Hotel Washington, DC, was featured in the introduction to Tom Peters' In Search of Excellence. The 1980s unveiled flagship hotels in a dozen other US cities, including Philadelphia, Boston, Dallas, Los Angeles and Chicago. Four Seasons as a distinct brand name was coming into its own. Divesting less-strategic properties, the company began to transform itself from a hotel owner-operator into a management company. It also started to manage hotels in mixed-use developments - a new concept at the time - allowing it to extend its expertise into high-quality residential environments.
5. The third of the four strategic decisions that formed the business platform was about culture. Four Seasons had always had an implicit operating philosophy. As the company expanded, Sharp decided to make it explicit. He knew that shared values were essential to the service culture he wanted to create. Therefore, he and his team developed a formal credo, founded on the Golden Rule. This became the cornerstone of Four Seasons culture. 6. The final strategic decision that formed the pillars of the company's business platform was about the brand itself: to grow as a management company and build a brand name synonymous with quality. It began to transform itself from a hotel owner into a management company. This intensified focus freed Four Seasons to concentrate on its greatest strength: serving the luxury traveler.
7. As its fifth decade began, Four Seasons continued to grow - in both size and recognition - around the world. The company now welcomed guests to 50 properties, on every continent except Antarctica. More than ever, Four Seasons Private Residences, Residence Clubs and other branded residential offerings were integrated with urban and resort Four Seasons locations. The strength of the brand remains the same at every location, during each interaction with a guest: a promise of a quality of life.
These are but a few of the highlights throughout a process of Four Seasons' development under Isadore Sharp's leadership as founder, chairman, and CEO. However, as he would be the first to point out, all that has been accomplished thus far is the result of a team effort and he generously (and properly) acknowledges the significant contributions of dozens of his associates throughout the last four decades, including members of his family who shared his dream and also helped to make it a reality: unsurpassed luxury for all seasons.
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