Customer Reviews

Four Seasons: The Story of a Business Philosophy

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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.

Talk about a class act. Growing up in a modest family whose patriarch was in the construction business would not necessarily portend what was to become of Isadore Sharp and the Four Seasons Hotel empire he created. From his first hotel, a run of the mill, 125 room motor hotel (motel) in Toronto in 1961, to building and managing an operation that includes 83 of the some of the world's most impressive properties across 35 countries, Sharp has instilled a philosophy that puts service and luxury above all else for the sophisticated world traveller.

As this book describes, his personal story and philosophy is in seemless continuity with his product. Sharp describes his early days converting from a business of building mid-level apartment buildings in the Toronto area, to one day pursuing a small motel opportunity that would change his life. His first Four Seasons motor hotel (the name came from a luxury German brand, the Vier Jahrzeiten). He built a second Toronto hotel, the Inn on the Park with more luxury in mind (even a gym!) when he suddenly found himself meeting with executives at super-conglomerate ITT Corporation about building their flagship hotel, the Four Season Sheraton in downtown Toronto.

It was after his `quality' philosophy (and nearing bankruptcy on another deal) got shut down by the Sheraton rulers that a still young Sharp decided he would never work for another company again. He vowed to run his business with his own philosophy; a philosophy that puts customers first and has made the Four Seasons what it is today.

Sharp goes on to describe the many deals that he made around the world to bring the Four Seasons brand to every continent (save Antarctica) and how every deal and many innovations are what drive the brand to this day. His story of class, philanthropy (a must read chapter is the one about the Terry Fox charity run) and an overriding dedication to service are what makes the man and the company what they are today. The fact that he was finally able to take his company private again through an equity partnership with Bill Gates and Saudi Arabia's Prince Alwaleed are testament to the type of organization Sharp has built. In short, few would argue with the statement that the name Four Seasons equals `world class.'

WIth fascinating details, a full appreciation of the many who have helped him fulfill the dream, Isadore Sharp comes across as a class act in a world of less than perfect business leaders. (The book even has a magnificent array of full color pictures on the inside of the jacket!)

Highly recommended. A wonderful read.

When I first joined Four Seasons a little under 2 years ago... I thought everyone around me had "drunk the kool-aid". I had never worked in an environmen quite like this. Everyone around you was interesting in not only offering an amazing product but also invested in making you and the team succeed. And generally everyone was happy at work... from housekeeping to executive staff.

After reading this book... I now see how this corporate culture has reached all 83 hotels and all corporate offices. This memoir is inspiring and shows to be successful you don't have to be cut throat and bottom line oriented but you can also try living by the Golden Rule.

I totally recommend this book to anyone interested in the company or industry, interested in different types of business philosophy, and definitely anyone interested in working for this company.

Isadore Sharp (founder, chairman, and CEO) of Four Seasons penned this book to tell of his upbringing and how he started and made Four Seasons so successful. He begins by recounting his childhood, and how he started out in building and construction, to his first Four Seasons hotel, to the present. I had no idea that Four Seasons started much of the amenities we now consider standard: hair dryers, concierge, and televisions with concealing doors.

What makes Four Seasons different from all other hotels? The focus on service. Reading about his philosophy reminds me of the legendary Nordstrom customer service. Sharp is different from other CEOs, because he wants his managers to empower his employees. Instead of having strict rules and regulations, he hammered in that he wants his employees to go above and beyond the norm to make guests' stays more comfortable, and not be chastised for going the extra mile for customers.

All this has resulted in Four Seasons having higher occupancy rates, higher prices, and more loyal customers. Although it is currently out of my price range, I look forward to one day being able to stay at Four Seasons and experience the excellent service firsthand.

Very interesting book... Easy to read and easy to remember the most important parts.
It will certianly help anyone working in the Luxury Industry willing to increase the Customer Satisfaction.

I've been a happy customer of The Four Seasons for many decades and I've also been hired by them to conduct training programs. Many of their personnel have become my friends. Also one of my family members has worked there for more than ten years. So, when I comment on the hotels I am not merely gushing about a recent great meal or amazing customer service experience.
The Four Seasons is the real deal.
This inspiring book will tell you the back story and show you why this organization is so astoundingly successful. They didn't figure out a trick to amaze people or simply buy opulent goods to be "prettier" than the rest. They did it right. From the inside to the outside this is an organization to emulate.
I sincerely hope that this becomes one of the great business best sellers of all time. If it does then thousands more will learn the wisdom of Isadore Sharp's philosophy and strategies. Other organizations will become more like the Four Seasons.
I commend Mr. Sharp on this excellent book and I am awed at his excellence on all levels both organizational and personal.
Bravo!

Reading this book about Sharp and his "walked in your shoes" knowing makes me believe that all that is good in the world, and that being humanistic in the workplace has a place. I am so appreciative of Mr. Sharp's keen awareness that it takes everyone to be authentic and caring, and above all, empathetic to make a business a success. His empathy is empowering and should be a symbol of what it takes to make a business a real success. He leaves his ego at the door and magic happens. At the end of the day it's important to make sure that everyone feels important and taken care of. If you know this and act on it, you will be successful and fulfilled. I truly admire him and wish there were more businessmen who would think and act as he has and does.

This book gives incredible insight into the formation of the worlds top luxury hotel brand. Sharp gives you an inside look into how the company started and grew into a luxury brand to where it is currently headed. Sharp describes things very well, and the books just makes you want to book a reservation at one of his hotels. Not every four seasons is the newest or the best, but overall the service and standard levels are unmatched.

A must read for anyone interested in business, management,entreprenaurship or luxury travel.

Isadore Sharp's started out helping his father on small construction projects and eventually founded the prestigious Four Seasons Brand. The business lessons learned from his father stuck with him for the rest of his life. To this day, when Issy offers a handshake and his word, no fancy contracts are needed

Four Seasons tells the story of a business philosophy that puts the customers first. The guest experience is the cornerstone to the brand. Every decision that is made comes back to the customer - How does it benefit the customer? How does it make their stay better? This approach forces customer services to be the foundation of the company rather than an afterthought.

For example, every morning, staff members assemble to discuss the Glitch Report -- problems guests experienced from the night before. More importantly they work to resolve these complaints from the perspective of the customer. What's important is not the glitch per se but rather how it was handled. Hotel guests -- like all customers -- remember how they were treated and outcomes.

As a result, the company creates a fiercely local customer base that afford it higher occupancy and room rates than competitors. Four Seasons doesn't look at a guest as a one time transaction worth only several hundred dollars but rather a lifelong relationship worth well into the hundreds of thousands.

Creating an experience where everyone -- from managers and supervisors to bellmen, servers, and housekeepers were fully engaged around the customer took years. The biggest issue was trust. Managers needed to stop micro managing and trust employees to do the right thing to make the guest happy. It sounds easy but it's incredibly hard to weave that into the fabric of a large organization.

Reading this book made me want to stay in a Four Seasons Hotel for the first time.

Like everything Isadore Sharp does, this book is first class! It is such a pleasure to read how this amazing man built the worlds finest hotel company. Down to earth, unpretentious and filled with honesty, Four Seasons gives you the highs and lows of the founding of the company. Mr. Sharp provides a history of him upbringing which gives the reader a clear understanding of his value system and the reasons that he holds the beliefs that he does. I recommend this book not only for people interested in the hotel business, but in any business that wants to succeed and be the best. I hope that this book becomes mandatory reading in every hospitality school in the world. Too many hotels look at their clients not as guests, but as walking ATM machines. Four Seasons still remembers that this is the Hospitality industry and that there is a reason that we call these people "The Guest".

Thank you Mr. Sharp. From one hotelier to another, your company is the pinnacle that we all strive to reach.