Hospitality and Leisure Company

The Situation

  • Leading hospitality and leisure company with more than $4B revenue and operator of 750 properties in 80 countries with 120,000 employees serving 70 million guests per year
  • Company owns, operates and franchises seven brands of hotels and resorts and is premier developer and operator of high-quality vacation interval ownership resorts
  • Chairman, CEO and COO sought guidance and assistance in transforming fragmented acquisition company into a consistently high-performing operating company

Role(s)

  • Performance Improvement
  • Operational Assessment

The Work

  • Engaged as operational improvement consultants and facilitators with goal of increasing EBITDA, accelerating organic growth, and developing common business culture – focus included balancing global standardization with local innovation, skills, tools and decision-making in high customer touch service environment
  • Goal was to increase customer loyalty and retention, increase revenue generation, and realize cost efficiencies – due to risk of introducing large organizational change, two-month design process was utilized to ensure implementation success – enabled Black Belts as full-time business improvement project managers
  • Implemented Six Sigma throughout global business – trained executives and general managers to be champions
  • Enhanced existing management system using financial and process dashboards to identify opportunities and drive improved business performance
  • Defined, document and communicated operating processes, to aid employees in improving and delivering consistent service to consumers
  • Trained managers were trained in analytical problem solving, change management, and project implementation so that initial and ongoing process improvement became a way of doing business

The Results

  • Worked with company leadership increasing annual EBITDA by $100MM
  • Increased net margin to nearly 15%, making hotel one of most profitable companies, well above industry average of 9%
  • Operating processes were defined, documented and communicated in order to aid employees in improving and delivering consistent service to consumers
  • Managers throughout the global business were trained in analytical problem solving, change management, and project implementation so that initial and ongoing process improvement became a way of doing business

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Overview

  • Hospitality
  • Performance Improvement

Engagement Team