Starting with The Ritz Paris and The Carlton in London, Cesar Ritz emphasized the guest experience, created opulent physical environments, and established what has become the gold standard for luxury service excellence.

After a series of financial challenges and crises, Marriott International purchased a 49 percent stake in Ritz-Carlton leadership and management culture has remained strikingly autonomous and independent. The hotel company has grown to manage 69 hotels worldwide.

This book helps managers, owners, and leaders understand the driving principles, processes, and practices that have generated unusual staff loyalty, excellent customer engagement, and significant brand equity for Ritz-Carlton.

The Gold Standard is really a tri-fold pocket card known popularly as the Credo Card. It is part of every staff member's uniform and it is typically referred to on a daily basis and readily shared with guests. The credo was developed in 1986. The word "credo" is a Latin derivative meaning "I believe". The Ritz-Carlton credo is easily remembered: "The Ritz-Carlton is a place where genuine care and comfort of our guests is our highest mission. We pledge to provide the finest personal service and facilities for our guests who will always enjoy a warm, relaxed, yet refined ambience. The Ritz-Carlton experience enlivens the senses, instills well-being, and fulfills even the unexpressed wishes and needs of our guests."

The credo is a condensation of the essence of the hotel's mission statement in such a way that even brand new employees could fully understand the company's culture. The employees are known as Ladies and Gentlemen and the Ritz-Carlton motto is: "Ladies and Gentlemen serving Ladies and Gentlemen".

Many guests of the hotel are repeat customers. In a letter of appreciation, a guest recounts: "One of your employees and I got on an elevator in your building. I pushed the sixth floor button and he pushed none. Instead of getting off with me on the sixth floor, your employee said: 'Have a nice day'. Upon exiting the elevator, I asked: 'Where are you going? Aren't you getting off here?' Your employee replied: 'No, I'm going back down to the fifth floor.' I couldn't believe it, how do you find people who are invested in placing the needs of their guest above their own?'

The book goes on to describe some secrets of how the hotel managed to keep up with their famous customer service. Mark DeCocinis, regional vice president of Asia Pacific notes: "With our sound human practice, where every employee joining Ritz-Carlton receives more than 250 hours of training in the first year of operation, we develop and nurture a well-trained and loyal team of Ladies and Gentlemen who are at the very heart of our operations".

-- Tan Chee Teik