The question is in the attached image. Thank you. Century Park Sheraton Says, Move Heaven and Earth for the CustomersCentury Part Sheraton in the corner of Vito Cruz Manila is among the five starhotels in the country that have withstood the time and crisis in the hotel industry formore than three decades. The hotel, which employs an estimate of 500 people, claimsdistinctive facilities, highly personalized services, and exceptional food andbeverages. With average room rates higher than 5,000 pesos or roughly $100 dollarper night, Century Part realized it must do more than just please its customers in orderto succeed. The hotel known simply as "Sheraton" did what many experts thought nohotel could accomplish: in the mid 1990's, Sheraton was facing two 5 start Hotels asdirect competitors; Holiday Inn along Roxas Boulevard and Westin Philippine Plaza,now Sofitel.While the name "Sheraton" has been synonymous with quality for years, theluxury hotel did not actively begin its quest for total quality management until 1990.It was then that the CEP told senior managers that he was not satisfied with the hotelquality. He believed that the only reason the hotel was among those considered theleading hotel quality. He believed that the only reason the hotel was among thoseconsidered the leading hotel in the industry (together with Manila Hotel, PhilippinePlaza and Manila Intercontinental) was that everyone else was even moreunsatisfactory. The CEO then introduced a total quality initiative grounded inparticipatory executive leadership, thorough information gathering, and coordinatedplanning and execution. A trained, empowered, and committed workforce wasanother essential element. All employees learn the company's "Gold Standards" – theCentury Part Sheraton's minimum set of standards for premium service.The CEP and a team of the hotel's 5 top executives from the seniormanagement quality team which meets weekly to review performance and setstandards. “They spend a lot of time working on ways to improve our product bytalking to as many guests and employees as possible," reported the corporate director. Century Park Sheraton carefully selects and trains its employees to be qualityengineers capable of spotting defects and immediately correcting them. Employeesreceive 60 hours of annual training on quality issues. Century Park Managementbelieves that the high-quality personnel reduce costs because they do the job right thefirst time. The company reinforces its employee improvement program byrecognizing superior individual performance. Annual raises are tied to theindividual's level of performance, and work teams share in bonus pools whensolutions they recommend for quality issues are successfully implemented.Managers empowers employees to “move heaven and earth" to satisfycustomers. Whenever a customer complain or a service problem arises, employees areexpected to take immediate corrective action. Employees have total authority to dowhat it takes to satisfy customer needs without waiting for management direction.The Century Park Sheraton gathers quality data on all aspects of a guest's stay todetermine if the customer's expectations are being met. The Century Park Sheratonsurveys more than 5,000 guests each year to determine where improvement arenecessary. Century Park computers maintain data on the likes and dislikes of morethan 8,000 repeat customers.Together with Manila Hotel, Manila Peninsula, Manila Intercontinental,Philippine Plaza, and Hyatt Regency, Diamond Hotel, New World Hotel, CenturyPark earned the industry-best ranking in the five star category. Survey indicates that90% of Century Park Sheraton customers rate their stay as a "memorable visit"exceeding their expectation.Case Questions1. How has the Century Park Sheraton Manila emphasized quality?2. How has the Century Park benefitted from the quality initiatives?3. What else could the Century Park do to improve quality and attract morecustomers from their competitors?

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The question is in the attached image. Thank you. Century Park Sheraton Says, Move Heaven and Earth for the CustomersCentury Part Sheraton in the corner of Vito Cruz Manila is among the five starhotels in the country that have withstood the time and crisis in the hotel industry formore than three decades. The hotel, which employs an estimate of 500 people, claimsdistinctive facilities, highly personalized services, and exceptional food andbeverages. With average room rates higher than 5,000 pesos or roughly $100 dollarper night, Century Part realized it must do more than just please its customers in orderto succeed. The hotel known simply as &#34;Sheraton&#34; did what many experts thought nohotel could accomplish: in the mid 1990's, Sheraton was facing two 5 start Hotels asdirect competitors; Holiday Inn along Roxas Boulevard and Westin Philippine Plaza,now Sofitel.While the name &#34;Sheraton&#34; has been synonymous with quality for years, theluxury hotel did not actively begin its quest for total quality management until 1990.It was then that the CEP told senior managers that he was not satisfied with the hotelquality. He believed that the only reason the hotel was among those considered theleading hotel quality. He believed that the only reason the hotel was among thoseconsidered the leading hotel in the industry (together with Manila Hotel, PhilippinePlaza and Manila Intercontinental) was that everyone else was even moreunsatisfactory. The CEO then introduced a total quality initiative grounded inparticipatory executive leadership, thorough information gathering, and coordinatedplanning and execution. A trained, empowered, and committed workforce wasanother essential element. All employees learn the company's &#34;Gold Standards&#34; – theCentury Part Sheraton's minimum set of standards for premium service.The CEP and a team of the hotel's 5 top executives from the seniormanagement quality team which meets weekly to review performance and setstandards. “They spend a lot of time working on ways to improve our product bytalking to as many guests and employees as possible,&#34; reported the corporate director. Century Park Sheraton carefully selects and trains its employees to be qualityengineers capable of spotting defects and immediately correcting them. Employeesreceive 60 hours of annual training on quality issues. Century Park Managementbelieves that the high-quality personnel reduce costs because they do the job right thefirst time. The company reinforces its employee improvement program byrecognizing superior individual performance. Annual raises are tied to theindividual's level of performance, and work teams share in bonus pools whensolutions they recommend for quality issues are successfully implemented.Managers empowers employees to “move heaven and earth&#34; to satisfycustomers. Whenever a customer complain or a service problem arises, employees areexpected to take immediate corrective action. Employees have total authority to dowhat it takes to satisfy customer needs without waiting for management direction.The Century Park Sheraton gathers quality data on all aspects of a guest's stay todetermine if the customer's expectations are being met. The Century Park Sheratonsurveys more than 5,000 guests each year to determine where improvement arenecessary. Century Park computers maintain data on the likes and dislikes of morethan 8,000 repeat customers.Together with Manila Hotel, Manila Peninsula, Manila Intercontinental,Philippine Plaza, and Hyatt Regency, Diamond Hotel, New World Hotel, CenturyPark earned the industry-best ranking in the five star category. Survey indicates that90% of Century Park Sheraton customers rate their stay as a &#34;memorable visit&#34;exceeding their expectation.Case Questions1. How has the Century Park Sheraton Manila emphasized quality?2. How has the Century Park benefitted from the quality initiatives?3. What else could the Century Park do to improve quality and attract morecustomers from their competitors?

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How has the Century Park Sheraton Manila emphasized quality? How has the Century Park benefitted from the quality initiatives? What else could the Century Park do to improve quality and attract more customers from their competitors?