WHAT

IS
LUXURY
?
 PROLOGUE
The Ritz-Carlton® is one of the most prestigious brands in the world. We have
the opportunity to celebrate and leverage that good fortune in everything
we do by ensuring that our marketing is always first class. To achieve that
reality, please use this handbook to inspire and guide you.

• Flip through it regularly.

• Use is as a reference to influence decision making, not to dictate it.
• Call Field Marketing for assistance when you don’t find the answer
you need here.

PROPRIETARY AND CONFIDENTIAL TO THE RITZ-CARLTON HOTEL COMPANY, L.L.C.

 CHAPTER 1

THE BIG PICTURE

LUXURY IS...
 DO
NOT
DISTURB

A WELCOMING SMILE. A N H O U R T O Y O U R S E L F.
 A

HAVING YOUR NEEDS ME T F E E L I N G AT H O M E , N O M AT T E R W H E R E

BEFORE YOU HAVE TO A SK . YOU ARE IN THE WORLD.
“LUXURY IS
NECESSITY
THAT BEGINS
WHERE NECESSITY
ENDS .
”
— COCO CHANEL

10 CHAPTER 2 • THE BASICS CHAPTER 2 • THE BASICS 11

Dear
W H AT I S L U X U R Y ?

Friend
We aren’t selling hotel rooms. We’re selling an experience. If The
Ritz-Carlton were merely a hotel, our guests could find the same product
for less. And they would. Ritz-Carlton guests seek The Ritz-Carlton experi-
ence—that’s what they pay for above and beyond the sheets and food and
meeting spaces and pools. The experience we create is what sets us apart
from our competition. It’s what stays in our guests’ hearts long after they
depart and it’s what motivates them to return, loyally, time and again,
for an experience they can't imagine living without. They need it. Like
Coco Chanel said, �Luxury is necessity that begins when necessity ends.�

W H AT I S T H E R I T Z- C A R LTO N ?
Cesar Ritz created the Ritz brand over one hundred years ago. The Ritz-Carlton
Hotel Company was founded in 1983 by a team of gentlemen that includes
Hervé Humler, President and COO. Our company was built on the con-
cept of the Gold Standards which includes not just the Motto but also
the Credo, Three Steps of Service, The Employee Promise and The Ritz-
Carlton Service values. These Gold Standards are the core principles of
what we stand for and have been enlivened by all our ladies and gentlemen
worldwide for the past 29 years.

T R E AT G U E S T S A S G U E S T S , N OT A S S T R A N G E R S .
W H AT I S A H OT E L?
Hotels are places people call home when they are away from home. Some
hotels are wonderful, others woeful. For guests of The Ritz-Carlton and
our competitors, hotels are welcoming places to sleep, to eat, to meet, to
relax. They are places that offer luxury no matter the circumstances—where
guests go because they want to, not because they have to.

CHAPTER 1 • THE BIG PICTURE 13

REPUTATION “OUR REPUTATION
IS MORE IMPORTANT
THAN THE LAST
HUNDRED MILLION

$100,000,000 DOLLARS.”
— RUPERT MURDOCH

CHAPTER 1 • THE BIG PICTURE 15

 CHAPTER 2

THE BASICS
 STRATEGY
T H E O N LY D I R E C T I O N I S D O W N .
W I T H O U T S T R AT E G Y

DEFINITION
Strategy is about deciding how to get from point A to point B. A worth-
while strategy is like a roadmap that keeps immediate actions in line with
long-term goals, resources, and aspirations. The process of developing
a well considered strategy will make it clear which path to follow; every
subsequent decision should be made based on whether an opportunity
fits into the overall strategy.

HOW WE VIEW IT
In defining your path, remember you are also defining all of the paths
not to be pursued. Strategy keeps marketing efforts at The Ritz-Carlton
from veering off course, ensuring that our decisions and actions promote
our intent.

OUR BASICS
Pull in all the resources you need to build a strong strategy—without it,
you’ll be flying in the dark. Tap into regional resources, different disciplines,
corporate, other teams, and anyone else who might be able to assist you
in defining and building an effective strategy.

QUESTIONS YOU SHOULD A SK

• Did I define a strategy that acknowledges where I am today, where I
want to be tomorrow, and how I’ll get there?
• Did I develop a strategy that I can execute with the resources I have?

If so, you’ve done well. Moving forward, measure every opportunity that
comes your way against your strategy—let it inform whether to seize an
KNOW WHERE YOU’RE GOING opportunity or let it pass.
AND HOW TO GET THERE.

18 CHAPTER 2 • THE BASICS CHAPTER 2 • THE BASICS 19

“CUSTOMERS CAN’T
ALWAYS TELL YOU
WHAT THEY WANT, POSITIONING
BUT THEY CAN
ALWAYS TELL YOU DEFINITION

WHAT’S WRONG.” Positioning is about defining the singular space an organization occupies in
people’s minds, differentiating it from the space where competitors reside.

HOW WE VIEW IT
— C A R LY F I O N A , O N T H E E N T R E P R E N E U R I A L
THOUGHT LEADERS PODCAST
Positioning your hotel is critical. It can mean the difference between a
guest choosing The Ritz-Carlton or a similarly priced nearby hotel. Our
core tool for positioning is scenography, which allows us to articulate the
unique experience offered at each of our hotels. Once you have defined
your hotel’s positioning through scenography, market that positioning
through every channel that you can.

OUR BASICS
At The Ritz-Carlton, positioning can be captured succinctly
by completing this sentence:

For (insert your target audience), The Ritz-Carlton (insert your locator)
is the (insert your hotel’s scenography).

Use the scenography guidebook to define your hotel’s positioning.

QUESTIONS YOU SHOULD A SK

• Is my hotel’s positioning unique, relevant, motivating, and true?
• Does the positioning highlight the things about my hotel that make
it a better choice than competitors?

20 CHAPTER 2 • THE BASICS CHAPTER 2 • THE BASICS 21

 MARKETING

DEFINITION
Marketing includes all of the activities, institutions, and processes for
creating, communicating, delivering, and exchanging offerings that have
value for customers, clients, partners, and society at large. It is about
positively re-enforcing a brand at all touchpoints—to convey a message
that is relevant, unique, and motivating to customers (not the marketer)
in an environment that is constantly evolving.

• BR AND—The sum of all of the images and ideas that people have
about an organization make up its brand. A successful brand displays
distinctive and desirable characteristics that delineate it from com-
petitors. Context is important as a brand is subject to influence from
everything around it.
• IDENTITY—Every visual and verbal element that conveys the emo-
tional appeal of an organization and its products and services make
up an organization’s identity. The identity includes everything from
the logo to advertising and promotional materials, to associate attire
and the sales process.
HOW WE VIEW IT
Given the many options we have for communicating with Ritz-Carlton
guests, marketing is complex. But with thoughtful implementation of a
solid strategy, marketing is invaluable. It is important that we use mar-
keting to serve our business needs: building the brand, capturing share,
or changing perceptions.

OUR BASICS
The key to marketing your hotel well is consistency. Be consistent in all
that is presented to guests, and be mindful of how this relates to the larger
Ritz-Carlton brand. The Ritz-Carlton includes more than 78 hotels, each
of which offer a unique experience. Above all, we are one brand and all
marketing decisions taken at the property level affect the larger brand.
EFFECTIVE MARKETING IS It is your responsibility to represent The Ritz-Carlton at its best so that
CONSISTENT MARKETING. the sum is greater than the parts.

QUESTIONS YOU SHOULD A SK

• Have I accurately diagnosed the business problem(s)?
• Does my marketing plan address the opportunity?
• Is every piece of communication in the plan relevant,
unique, and motivating?

22 CHAPTER 2 • THE BASICS CHAPTER 2 • THE BASICS 23

“MARKETING IT’S A
IS NOT A BATTLE OF
BATTLE OF PERCEPTIONS.”
PRODUCTS... T H E 2 2 I M M U TA B L E L A W S O F M A R K E T I N G
BY AL RIES AND JACK TROUT

24 CHAPTER 2 • THE BASICS CHAPTER 2 • THE BASICS 25

 CHAPTER 3

THE CRAFT
“ADVERTISING ADVERTISING
DOESN’T
CREATE A
DEFINITION
The most critical test for whether an ad is successful is whether it makes
people stop and pay attention. If it doesn’t, the message will be ignored.
Effective ads resonate by pointing out (visually and/or in copy) what is

PRODUCT
different, not what’s expected.

HOW WE VIEW IT
At The Ritz-Carlton, there is no doubt that we have amazing products,

ADVANTAGE.
service, stories, and culture. When we call upon advertising to generate
business, we are starting with a remarkable advantage: The fact that
people simply can’t find the experience that we offer at any other hotel.
That’s the truth of why our hotels are rare and special, and that’s what

IT CAN ONLY
we need to convey.

OUR BASICS
Paid advertising (in all of its forms) is the only way to guarantee that your

CONVEY IT.” message will reach the marketplace. It is one of the fastest, most efficient
ways to communicate with key audiences about products, services, and
experiences. If handled correctly, paid advertising can augment and high-
light our brand, raise and/or maintain the cost of entry for competitors,
and preserve The Ritz-Carlton share of voice. It is a means for demon-
— WILLIAM BERNBACH
strating our brand creatively to secure a competitive advantage, and with
the rise of new media, there is opportunity to leverage interactive and
customized messaging.

QUESTIONS YOU SHOULD A SK

• Is this message worthy of being advertised?
• Who is the audience?
• Is there a channel that is better than advertising that I could use to com-
municate? What about direct mail, email, collateral at the hotel, etc.?
• Is this message befitting The Ritz-Carlton brand? Does it meet brand
standards? Is it good for the overall brand, not just my hotel?
• Does the ad highlight the things about my hotel that make it excellent
and that no other hotel can offer?
• Is this message relevant, unique, and motivating?

28 CHAPTER 3 • THE CRAFT CHAPTER 3 • THE CRAFT 29

 DIGITAL

DEFINITION
Digital marketing is often thought of in terms of e-commerce, but that
word is limiting because it focuses attention on the transactional process
and ignores the brand experience. Both are equally important and should
be considered as mutually interdependent.

HOW WE VIEW IT
Our digital space includes The Ritz-Carlton website, travel websites,
OTAs, eChannels, YouTube, Sina Weibo, Facebook, social media outlets,
and any other channel that involves a computer screen, tablet, or smart-
phone, and may lead someone to look at, talk about, or make a purchase
at The Ritz-Carlton.

This is our most valuable real estate. It is the place that almost every
Ritz-Carlton guest visits prior to making the decision to book at one of
our hotels versus with a competitor. On average, a guest visits 20 web-
sites over the course of nine sessions before making a decision. When a
potential guest visits our website, it is important that they are presented
with something that wins them over—after all, they are just one click
away from taking immediate action to make a reservation.

OUR BASICS
Our aim is to drive more direct sales through The Ritz-Carlton website.
It is the lowest cost transaction channel that we have available, we control
the experience, and online is the largest marketing touchpoint outside of
our hotels. Everything we do online is intended to drive potential guests
deeper into our purchase funnel by engaging them, informing them, and
converting them by making purchasing easy.

R I T Z- C A R LTO N G U E S T S V I S I T S T H E W E B S I T E
PRIOR TO MAKING THE DECISION TO BOOK.
30 CHAPTER 3 • THE CRAFT CHAPTER 3 • THE CRAFT 31
 DIGITAL
( C O N T. D )
As the adage goes, a picture is worth a thousand words. Use images
whenever you can to convey meaning. Keep copy short and on-brand.
Always consider where people will be coming from and where they will
go before and after visiting one of our webpages.
QUESTIONS YOU SHOULD A SK
• When was the last time I “walked the site” like I walk the hotel?
• How does this digital effort fit into my overall strategy?
• How complete is my content?
• Have I adequately highlighted what is unique and special about
my hotel?
• How will I track my results, and what adjustments can I make based
on results?
• How am I driving traffic to my hotel’s website?
32 CHAPTER 3 • THE CRAFT
MOBILE
DEFINITION
Mobile devices are those devices that people always have with them, day
and night. More specifically, this space includes all portable electronic
devices such as iPhone, Android phones, other mobile phones, and tablets
like the iPad, among others.
HOW WE VIEW IT
Mobile devices are very personal and provide the closest marketing touch-
point for reaching our guests. It is worth taking advantage of the mobile
platform while remembering to respect its intimate nature.
OUR BASICS
Mobile marketing should serve mobile behavior and a genuine customer
need. While The Ritz-Carlton website is translated into a mobile site and
a mobile App, you should refrain from creating any mobile content that
does not take into account that a viewer will be on the move. When you
market through mobile, think of the viewer's physical location: at home,
at our hotel, in transit, etc.
QUESTIONS YOU SHOULD A SK
• Is my message, offer, or content valuable (e.g., useful information,
something beautiful, something funny, something interesting)?
• Is this content something I would want to receive on my mobile
device? (If not, it would probably unpleasantly interrupt your guest’s
day and you should go back to the drawing board.)
• Does this message take advantage of and respect that the receiver is
in transit?
CHAPTER 3 • THE CRAFT 33
 M O B I L E D E V I C E S A R E T H O S E T H AT P E O P L E A LWAY S H AV E W I T H T H E M , DAY A N D N I G H T.

34 CHAPTER 3 • THE CRAFT CHAPTER 3 • THE CRAFT 35

 SOCIAL MEDIA
DEFINITION
Social media comprises a group of Internet-based applications that allow
for the creation and exchange of user-generated content. It revolves around
social interaction enabled by ubiquitously accessible and scalable digital
techniques, and has substantially altered the way organizations, com-
munities, and individuals communicate.
HOW WE VIEW IT
Social media allows The Ritz-Carlton to deepen our connection with exist-
ing guests and foster connections with prospective guests by systematically
using various social networking platforms including Facebook, Twitter,
Sina Weibo, and Foursquare, as well as prestige-building platforms such as
digital PR campaigns. No single social media component operates alone.
Rather, they all work together to become a social media landscape that
should be used to inform, amplify, and influence.
Social media can increase engagement, the likelihood that a guest will
return, and the chances that a guest will share information about The
Ritz-Carlton with friends. Additionally, social media augments our vis-
ibility in the digital world and makes it more likely that a potential guest
will discover us organically.
• SUCCESS—Social media success is platform-specific; success in digital
PR, for example, cannot be measured using the same scale as success in
Facebook activities. All social media channels share some commonali-
ties, however. Engagement represents the moment when a viewer has
actively taken a step to connect with a brand in some way, unlike passively
seeing a banner ad. A more engaged guest will be a more valuable guest.
36 CHAPTER 3 • THE CRAFT
• METRICS—Each social media platform has its own metrics for mea-
suring engagement. Varying metrics are combined with proprietary
calculations to determine results. As the industry matures, it is becoming
increasingly possible to measure the role of social media in bookings.
• NEW GUEST ACQUISITION—Digital PR efforts undertaken by
The Ritz-Carlton must consistently target publications that cater to the
appropriate market segment(s). Our efforts on other social media lever-
age the viral spread of information; as new guests see that their friends
interact with The Ritz-Carlton, they receive an implicit recommenda-
tion and become more likely to engage themselves. Word-of-mouth
recommendations from personal sources are the most trusted form
of marketing.
OUR BASICS
Produce social media content in accordance with guidelines at the brand
level. You may produce content for your hotel on your own or by using
our social media agency. Be mindful that content is carefully controlled
and curated on the social media platform(s) where it appears.
CHAPTER 3 • THE CRAFT 37

“FOCUS ON HOW TO BE SOCIAL,
NOT ON HOW TO DO SOCIAL.”
CONVINCE & CONVERT
B Y J AY B A E R
38 CHAPTER 3 • THE CRAFT
PUBLIC RELATIONS
DEFINITION
Public relations (PR) is the practice of managing the flow of informa-
tion between an organization and the public. Common activities include
pitching stories to the media, speaking publicly, winning industry awards,
working with public influencers, and communicating through channels
used by a target audience. Well-managed PR serves to expose an organiza-
tion to its target audience by spreading news and other topics of interest.
HOW WE VIEW IT
PR is the most precious marketing channel for The Ritz-Carlton. A word
of praise from someone else will always be more effective in influencing
public perceptions than us saying something good about ourselves.
Our PR goal is to ensure that the public, owners, partners, ladies and
gentlemen, and other stakeholders maintain a certain point of view about
The Ritz-Carlton, our leadership, services, philosophy, and core values.
PR is a strategic communication process that helps us support that point
of view by building mutually beneficial relationships among the media,
our guests, and all of us at The Ritz-Carlton.
MANAGING PR
• Recruit PR professionals that know how to write and pitch stories.
• Know the top 20 media outlets that are critical to your hotel’s success.
• Have your PR professional complete the annual targeted media pitch-
ing sheet of 70 outlets to focus on each year.
• Ask your PR professional the following questions each week:
• What messages have been pitched?
• What press clips do we have?
• How did we utilize social channels?
• Can you tell me about a new media contact?
CHAPTER 3 • THE CRAFT 39
 SUCCESS

DID THE PUBLISHED

PUBLIC RELATIONS
QUESTIONS YOU SHOULD A SK
MEDIA RESULTS
PORTRAY THE
RITZ-CARLTON IN
A POSITIVE WAY?
• Did the published media results support my
hotel’s business objectives?
PL ANNING A PITCH • Were the media results published in targeted
media outlets?
• What amount of traffic to The Ritz-Carlton
WHAT IS THE ESSENTIAL can be attributed to these media results?
MESSAGE I AM TRYING • Was the outcome of my message/promotion
TO CONVEY? activity carried out across multiple channels?

• What is the business objective I am trying to achieve

and how can I convert that into a media story?
• Does the message I have selected support The Ritz-Carlton
brand appropriately?
A L LO C AT I N G T I M E TO
• Is this a relevant news story worthy of media attention? ANY PR ACTIVIT Y
• Where and who is my target audience?
• Which publications should I approach with my message?
DOES THIS ALIGN
• Have I defined my target publications well enough?
• How can I position the piece to generate revenue?
WITH OUR BUSINESS
• How can I drive traffic to The Ritz-Carlton website
OBJECTIVES?
through this news?
• Have I given the media enough good reasons to write • Does this work well as a message to the A-list
about my hotel? media for my hotel?

• Have I read my media contact’s material well enough
to know what would interest them?
• Does this support the generation of revenue?
• Does this have pull-through message val-
ue across the digital space and into social
media channels?
• Will this drive a measurable increase in
media exposure in targeted media outlets?
 PARTNERSHIPS

DEFINITION
Partnerships offer a strategic imperative that can complement an organiza-
tion’s brand identity and strategy, attract relevant and desirable consumers,
and generate newsworthy buzz in the marketplace.

HOW WE VIEW IT
With the right strategic partnerships, we can elevate The Ritz-Carlton
brand to become even more relevant and desirable to our guests. By secur-
ing mutually beneficial partnerships, your hotel can leverage local and
regional relationships to help make memorable and unique experiences
for guests. The result being that your hotel will become recognized as a
“must go to, must be seen at” destination.

OUR BASICS
When entering into any partnership between The Ritz-Carlton and another
organization, confirm that the brand partner is widely recognized as a
luxury leader (i.e., securely within our brand neighborhood); newsworthy
and noteworthy, with a great story to tell; applicable to our guests; able to
contemporize and broaden The Ritz-Carlton brand image; aligned with
our strategic goals to grow in new lines of business outside of our hotels;
and shares similar corporate and customer values and philosophies to us.

QUESTIONS YOU SHOULD A SK

T H E R I G H T PA R T N E R S H I P S W I L L C R E AT E
MEMORABLE AND UNIQUE EXPERIENCES
• Does the opportunity align with The Ritz-Carlton partner filter? Specifically:
GOAL
• Does it reinforce desire for The Ritz-Carlton lifestyle?
• Does it enhance our brand neighborhood?
OBJECTIVES
• Is there a tangible return? Is it mutually beneficial? Does is achieve
goals for both The Ritz-Carlton and our partner?
• Will the partnership generate room revenue?
• Is the partner’s voice appropriate? Does it align with the “Let Us Stay
With You” platform?
• What is the plan for distribution to an influential audience?
• Is there regional relevance?

42 CHAPTER 3 • THE CRAFT CHAPTER 3 • THE CRAFT 43

“A PRODUCT CRM

FOR
C U S TO M E R R E L AT I O N S H I P
MANAGEMENT

DEFINITION

EVERYONE
Customer Relationship Management (CRM) is about far more than email
and direct mail campaigns. It entails efforts to provide the most relevant,
compelling, and profitable interactions with customers by understanding
their needs, desires, and engagement with a brand. Furthermore, it is a

RARELY
cost effective, measurable channel that can be used to drive revenue,
generate brand awareness and differentiation, and support both brand
and property level marketing initiatives.

REACHES
HOW WE VIEW IT
The goal of CRM at The Ritz-Carlton is to ensure “Loyalty Beyond Reason.”
We wish to develop a bond with guests so strong that, even when all else
tells them to consider another hotel, The Ritz-Carlton is the clear choice.

MUCH OF We employ CRM for three important reasons:

• Enhance the guest experience by improving the quality and consis-
tency of guest data collection to ensure superior, seamless service

ANYONE.”
across properties.
• Increase revenue through targeted, customized service touchpoints,
communications, and offers that increase guest share.
• Achieve operational and marketing efficiency via a shift to efficient
— SETH GODIN
booking channels and focusing resources on our most profitable guests.

OUR BASICS
What sets The Ritz-Carlton apart is our anticipatory guest service.
Through CRM, we can further refine our approach to service and cre-
ate even more meaningful differentiation from competitors. Remember,
even small shifts in guest behavior can yield significant returns.

QUESTIONS YOU SHOULD A SK

• Do I understand The Ritz-Carlton CRM strategies and is my hotel
in compliance?
• What else can I do to improve the quality of guest data collecting efforts
(e.g., email and postal address)?

44 CHAPTER 3 • THE CRAFT CHAPTER 3 • THE CRAFT 45

 REVENUE
MANAGEMENT
DEFINITION
The function of revenue management is to maximize hotel profitability
through the proper allocation and pricing of rooms and space inventory
for the transient, group, and catering customer segments. In other words:
“Sell the right product (rooms and space) to the right customer (transient,
group, or catering) at the right time (for each segment’s booking window)
for the right price.”
• REVENUE ANALYSIS—Revenue analysis is conducted for the pur-
poses of forecasting, analysis and critique, competitive assessment,
and to identify revenue and profit opportunities.
HOW WE VIEW IT
At The Ritz-Carlton, we take a three-pronged approach to revenue man-
agement:
• Group strategy refers to responding to sales opportunities, evaluating
displacement, and determining complex group pricing.
• Inventory management refers to managing room and space authoriza-
tions, rates, and restrictions.
• Market strategy/pricing refers to defining the sales strategy, identify-
ing and communicating strategic opportunities, and developing the
business plan.
OUR BASICS
Revenue management activities at The Ritz-Carlton comprise the following:
• RATIONAL PRICING—“Rational” means that there is a logical and
easily understood reason for each rate that we offer. Pricing is driven
by guest demand and rates are set locally in each market based on a
hotel’s quality (e.g., physical condition, level of service, etc.) relative
to competitors.
46 CHAPTER 3 • THE CRAFT
• PROPER RETAIL R ATE POSITIONING—A competitive “retail
rate” is established for each hotel for weekdays and weekends. All
other rates are set at a premium or discount relative to the retail rate.
• APPROPRIATE DISCOUNT R ATES—Discount rates are “fenced,”
meaning a guest must do something (e.g., advance purchase) and/or
“qualified,” meaning a guest must be something (e.g., Special Corpo-
rate), and rates must drive incremental revenue and profit.
• SINGLE IMAGE INVENTORY—Guests can find the same rates at
the same time for the same accommodations, regardless of how they
choose to book (e.g., ritzcarlton.com, toll-free reservations, travel
agents, property direct, etc.). This differentiates us from competitors
by allowing us to “sell the way the customer wants to buy” and ensuring
that guests have access to our best available rates any time, anywhere.
• ROUTINE PERFOR MANCE TR ACKING—The Ritz-Carlton
constantly monitors revenue management performance with sophis-
ticated tools and reports to ensure the success of our pricing and
distribution strategy.
QUESTIONS YOU SHOULD A SK
• Is my retail rate positioned correctly among competitors?
• What is my RevPAR Index? Is it growing or declining? Why?
• Are group MAR’s being managed? What is my ceiling?
• What are the systems indicating about demand? How are my restric-
tions managing that demand?
• What is my premium mix? How am I filling Club and Suites, and is
the business profitable?
CHAPTER 3 • THE CRAFT 47
 49

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48
 GRAPHIC
STANDARDS
DEFINITION
Graphic identity conveys what a brand stands for to the public. A strong
identity indicates that a company has a clear direction and a bright future,
is proceeding with confidence, and adheres to exceptional standards for
quality and performance.

HOW WE VIEW IT
What we do and how we communicate leaves an impression. As The
Ritz-Carlton continues to grow our premier position globally, adher-

LESS
ing to brand standards is crucial to maintaining our brand integrity.
To represent The Ritz-Carlton at its best, we have developed a brand
identity program to unify all activities, strengthen public awareness,
communicate effectively, and present the brand in a consistent manner.

IS
OUR BASICS
Graphic design and photography require a high level of skill and training,
and all communication materials for The Ritz-Carlton must be produced
by professionals. Our ladies and gentlemen should not independently
create any consumer-facing materials as this does not support our luxury

MORE
position. Keywords that we use for our graphic “look” include elegant,
simple, and clean. White space is a good thing and, most of the time,
less material on a page is preferred. The place we occupy in our guests’
minds is largely thanks to the quality of our communication; maintain-
ing a high standard is a must.

QUESTIONS YOU SHOULD A SK

• What is the assignment I am addressing? Specifically, what is the mission
statement and specific goals I am trying to achieve in communication?
• Who is the target audience?
• What is the required action I am asking guests to take? How will I
measure success?
• What is the ROI?
• Does this communication piece reflect the luxury position of The
Ritz-Carlton?

50 CHAPTER 3 • THE CRAFT CHAPTER 3 • THE CRAFT 51

“MARKETING TAKES A
A
DAY TO LEARN.
UNFORTUNATELY
IT TAKES A LIFETIME
MASTER.
TO ”
— PHILIP KOTLER

52 CHAPTER 3 • THE CRAFT CHAPTER 3 • THE CRAFT 53

 CHAPTER 3

THE TOOLS
 FIELD MARKETING

SERVICE W H O TO CO N TAC T
Field Marketing Senior Marketing Managers and Directors are aligned
with their respective regions’ RVPSM to provide guidance on market- EUROPE / MIDDLE EAST
ing communications at both the regional cooperative level as well as for Kim Snyder
individual hotels. They provide above-property marketing support on Director of Field Marketing
key areas, including: kim.snyder@ritzcarlton.com

• Developing marketing plans that identify and help fill gaps on global ASIA / PACIFIC
and national marketing campaigns. Shelon Ho
• Assisting hotels with marketing strategies to drive increased revenue Director of Field Marketing
and room nights during need times. shelon.ho@ritzcarlton.com
• Ensuring brand compliance on advertising guidelines and standards,
WESTERN REGION
as well as pull through of brand promotions.
Sivilay Henry
• Surfacing and leveraging appropriate partners and marketing channels. Senior Marketing Manager
• Developing co-operative marketing plans that leverage hotel market- sivilay.henry@ritzcarlton.com
ing dollars for cost efficiencies and increased reach and frequency.
SOUTHERN REGION
• Leveraging new marketing tools (BrandWorks, email template tools,
Scott Holmgren
The Ritz-Carlton Rewards activation, etc.) to enhance sales and mar-
Senior Marketing Manager
keting effectiveness.
scott.holmgren@ritzcarlton.com

W H E N TO M A K E CO N TAC T EASTERN REGION

Each of the Field Marketing ladies and gentlemen are available for guid- JoAnne Kim
ance and support for all hotels within their respective regions. It is Senior Marketing Manager
recommended that you schedule a planning meeting with the appropriate joanne.kim@ritzcarlton.com
contact prior to finalizing hotel marketing plans to review individual
hotel business objectives, key marketing objectives, and strategies that
will assist in meeting business plan objectives.

56 CHAPTER 4 • THE TOOLS CHAPTER 4 • THE TOOLS 57

 BRANDWORKS MEDIA AGENCY—MEC

SERVICE SERVICE
BrandWorks is an online interactive marketing tool that provides easy- MEC analyses media opportunities and outlets to align them with goals
to-use ad templates to produce cost-effective advertising for your hotel. and positioning. The media agency also assists The Ritz-Carlton by pro-
viding paid media recommendations, and purchasing and placing media
The tool is easy to access via MGS, with login using your EID and pass- on our behalf. It holds global pricing power to negotiate the best rates,
word. A tutorial is available for training, and each page in the creation placement, and value.
process is intuitive.
W H E N TO M A K E CO N TAC T
WHEN TO USE IT Coordinate with Field Marketing.
Your hotel will be able to access and utilize the tool whenever your hotel
finds the need. W H O TO CO N TAC T
Regional Brand, Co-op and Hotel media planning and buying; referral for
W H O TO CO N TAC T I F YO U G E T S T U C K all regional and local media sales opportunities; coordination with Europe/
Contact Field Marketing support for your region with any issues, ques- Middle East RVPSM, Field Marketing and MEC Global:
tions, training needs, problems uploading content, etc. Email support is
also available. Matt Adams, MEC Europe/Middle East
matt.adams@mecglobal.com
+44 207-803-2274

Maria Cerenzia, MEC Europe

maria.cerenzia@Mecglobal.com
+44 207-803-2115

Khaled Shehab, MEC Middle East

k.shehab@mec-me.com
+971 (4) 450 7300

58 CHAPTER 4 • THE TOOLS CHAPTER 4 • THE TOOLS 59

 MEDIA AGENCY—MEC SOCIAL MEDIA AGENCY
( C O N T. D )
PANDEMIC LABS
Regional Brand, Co-op and Hotel media planning and buying; referral SERVICE

for all regional and local media sales opportunities; coordination with Pandemic Labs is a specialized social media agency based in Boston, USA.
Asia-Pac RVPSM, Field Marketing, and MEC Global: It is the strategic social media brand partner for The Ritz-Carlton, and the
corporate-approved social media vendor for all of our hotels. Pandemic
ASIA-PACIFIC Labs is charged with elevating our positioning as a luxury lifestyle brand
Aaron Quinn, MEC Hong Kong and, in tandem with the corporate public relations office, positioning The
aaron.quinn@mecglobal.com Ritz-Carlton using numerous online channels as a superlative choice for
+852 228-03941 affluent and sophisticated guests.

Pandemic Labs offers strategic guidance and recommendations to build

CHINA
awareness and generate social media and other digital coverage of The
Benedicte Nilsson, MEC Beijing
Ritz-Carlton, in addition to providing property-specific services, audits,
benedicte.nilsson@mecglobal.com
roadmaps, and tutorials for hotels that wish to increase online presence
+86 (10) 85 23 36 59
through social media.
JAPAN
W H E N TO M A K E CO N TAC T
Hiroko Nakazato, MEC Japan
You should reach out to Pandemic Labs when you are ready to build a
hiroko.nakazato@mecglobal.com
digital plan for your hotel and to integrate social media with all other
+81 3 5791-2761
marketing, PR, and digital channels that you currently use.
Regional Brand, Co-op and Hotel media planning and buying; referral for
W H O TO CO N TAC T I F YO U G E T S T U C K
all regional and local media sales opportunities; coordination with East,
South and West RVPSM, Field Marketing, and MEC Global: Regional Brand and Hotel social media strategy and implementation,
coordination with Europe/Middle East RVPSM; Asia-Pac RVPSM; East,
Dallia Herrtage, MEC South and West RVPSM; Field Marketing; and The Ritz-Carlton Global
dallia.herrtage@mecglobal.com Public Relations:
212-474-0898
Ed Gazarian, Pandemic Labs
Trish O’Donnell, MEC ed@pandemiclabs.com
trish.odonnell@mecglobal.com 781-205-9897
212-474-0019
Clint Fralick, Pandemic Labs
Laura Taubman, MEC cfralick@pandemiclabs.com
laura.taubman@mecglobal.com 339-222-7620
212-474-0024

60 CHAPTER 4 • THE TOOLS CHAPTER 4 • THE TOOLS 61

 CREATIVE AGENCY
TEAM ONE/
SAATCHI & SAATCHI

SERVICE Regional Brand and Co-op Strategy; point person for Hotel a la carte
Team One/Saatchi & Saatchi guides the strategic brand positioning for services; coordination with East, South and West RVPSM, Field Market-
The Ritz-Carlton and produces the advertising creative for brand and ing, and Team One USA:
corporate efforts. Individual hotels may also use the agencies on an a la
carte basis for strategy and creative services. Jamie Kerr (Brand, All Regions), Team One DC
jamie.kerr@teamone-usa.com
W H E N TO M A K E CO N TAC T 703-294-6470
Coordinate with Field Marketing.
Sydni Scheidel (All Regions), Team One LA
W H O TO CO N TAC T sydni.scheidel@teamone-usa.com
Regional Brand and Co-op Strategy; point person for Hotel a la carte ser- 310-615-6952
vices; coordination with Europe/Middle East RVPSM, Field Marketing,
and Team One USA: Andy Tunnicliffe (S), Team One LA
andrew.tunnicliffe@teamone-usa.com
Shirine Aoun, Saatchi Dubai 310-615-4395
shirine.aoun@saatchime.com
971 4 454-7500 Matt Marion (W, E), Team One LA
matthew.Marion@teamone-usa.com
Regional Brand and Co-op Strategy; point person for hotel a la carte 310-615-4329
services; coordination with Asia-Pac RVPSM, Field Marketing, and Team
One USA:

Martin Riley, Saatchi Shanghai

martin.riley@saatchi.com.hk
86 136 6151 7975

62 CHAPTER 4 • THE TOOLS CHAPTER 4 • THE TOOLS 63

First class to the Sales and Marketing team in Chevy Chase for writing these pages
and first class to DESIGN ARMY for making it come to life so beautifully.

© 2 0 1 2 THE R IT Z -C A R LT O N HOTEL COM PANY, L.L.C. ALL RI GHT S RESERV ED .

PROPRIETARY AND CONFIDENTIAL TO THE RITZ-CARLTON HOTEL COMPANY, L.L.C.