Radicor Hotel Darling Harbour
Rockefeller Plaza,
New York, NY 10111
USA
28th August 2013
Tom McLaren
General Manager
Radicor Hotel Darling Harbor
Sydney NSW 2000
Australia
My Dear Friend Tom,
Thank you for writing our consultancy in regards to the predicament facing you and your team at the Radicor Hotel Darling Harbor Sydney. I understand this time must bring you considerable angst; especially considering Simcom- the partial owners- intend on divesting from one of her hotels: the Radicor being one such possibility. As such, I have taken this case under my personal consideration. You will find at the end, an appendix (Reference List) for any sources which I have used to underline criteria or feedback regarding the adverse review received by your premium restaurant- The Abbey. This letter touches on what I had advised to the Managing Directors and Executive Chef Marcus Vesty for the first twenty four hours upon receiving the review; but, also delves deeper into the issues facing not only the Abbey, but the Radicor Hotel Darling Harbor as well. Unfortunately some of the resources materials you have sent my firm seem to be lacking in some areas, therefore my comments will make do with the data provided. I will go into these areas later below. First an outline of the presenting issue.
The Radicor Hotel at Darling Harbor Sydney prized itself as a premium luxury hotel, focusing on the idea of paramount customer service coupled with paramount customer satisfaction. On the back of that premise Marcus Vesty opened The Abbey in 2009 to match that service quality excellence. To reiterate my twenty four hour contingency plan, first the primary stakeholders need to be identified. In the case of the Abbey and the Radicor the primary stakeholders affected by JohnTrevallin’s ill-fated review, are Marcus Vesty and the Radicor Hotel Darling Harbor’s Management and Operations team for this particular joint-profit venture.
Let me get this out of the way Tom, even if the review by John
New York, NY 10111
USA
28th August 2013
Tom McLaren
General Manager
Radicor Hotel Darling Harbor
Sydney NSW 2000
Australia
My Dear Friend Tom,
Thank you for writing our consultancy in regards to the predicament facing you and your team at the Radicor Hotel Darling Harbor Sydney. I understand this time must bring you considerable angst; especially considering Simcom- the partial owners- intend on divesting from one of her hotels: the Radicor being one such possibility. As such, I have taken this case under my personal consideration. You will find at the end, an appendix (Reference List) for any sources which I have used to underline criteria or feedback regarding the adverse review received by your premium restaurant- The Abbey. This letter touches on what I had advised to the Managing Directors and Executive Chef Marcus Vesty for the first twenty four hours upon receiving the review; but, also delves deeper into the issues facing not only the Abbey, but the Radicor Hotel Darling Harbor as well. Unfortunately some of the resources materials you have sent my firm seem to be lacking in some areas, therefore my comments will make do with the data provided. I will go into these areas later below. First an outline of the presenting issue.
The Radicor Hotel at Darling Harbor Sydney prized itself as a premium luxury hotel, focusing on the idea of paramount customer service coupled with paramount customer satisfaction. On the back of that premise Marcus Vesty opened The Abbey in 2009 to match that service quality excellence. To reiterate my twenty four hour contingency plan, first the primary stakeholders need to be identified. In the case of the Abbey and the Radicor the primary stakeholders affected by JohnTrevallin’s ill-fated review, are Marcus Vesty and the Radicor Hotel Darling Harbor’s Management and Operations team for this particular joint-profit venture.
Let me get this out of the way Tom, even if the review by John