• Discuss the strategy that Four Season Hotels have utilized to gain a sustainable competitive advantage in the global high-end hotel industry.
• In answering this question identify and discuss the competitive strategy that they are using to compete in international markets. Include in your answer the advantages of the strategy that they selected and its effectiveness in producing the desired results.

Four Seasons Hotels is a Toronto, Canadabased manager of |uxury hotel properties. With nearly 100 pr0perties located in many of the world's most popular tourist destinations and busi- ness centers. Four Seasons commands a following of many of the world's most discerning travelers. In contrast to its key com- petitor, Ritz-Carlton, which strives to create one uniform expe- rience globally, Four Seasons Hotels has gained market share by deftly combining local architectural and cultural experiences with globally consistent luxury service. When moving into a new market, Four Seasons always seeks out a local capital partner. The understanding of local custom and business relationships this financier brings is critical to the process of developing a new Four Seasons hotel. Four Seasons also insists on hiring a local architect and design consultant for each property, as opposed to using architects or designers it has worked with in other locations. While this can be a challenge, particularly in emerging markets, Four Seasons has found it is worth it in the long run to have a truly local team. The specific layout and programming of each hotel are also unique. For instance, when Four Seasons opened its hotel in Niacheslav LopatIn/Shutterstock Mumbai. India, it prioritized space for large banquet halls to tar- get the Indian wedding market. In India, weddings often draw guests numbering in the thousands. When moving into the Middle East,,Four Seasons designed its hotels with separate prayer rooms for men and women. In Bali, where destination weddings are common, the hotel employs a \"weather shaman\" who, for some guests, provides reassurance that the weather will cooperate for their special day. In all cases, the objective is to provide a truly local experience. When staffing its hotels, Four Seasons seeks to strike a fine balance between employing locals who have an innate under- standing of the local culture alongside expatriate staff or \"cul- ture carriers" who understand the DNA of Four Seasons. It also uses global systems to track customer preferences and employs globally consistent service standards. Four Seasons claims that its guests experience the same high level of service globally but that no two experiences are the same. While it is much more expensive and time-consuming to design unique architectural and programming experiences, doing so is a strategic trade-off Four Seasons has made to achieve the local experience demanded by its highlevel clien- tele. Likewise, it has recognized that maintaining globally con- slstent operation processes and service standards is important too. Four Seasons has struck the right balance between thinking globally and acting locallythe marker of a truly transnational strategy. As a result, the company has been rewarded with an International reputation for superior service and a leading mar- ket share in the luxury hospitality segment. Note: Developed with Brian R. McKenzie. Sources: Four Seasons annual report and corporate website; and interview with Scott Woroch, Executive Vice President of Development, Four Seasons Hotels, February 22, 2014