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The Retour vers le Futur project that was implemented in Novotel gained different responses from its staff. Initially, most of the staff members were not quite motivated to do the project. They just wanted to wait and see and do it afterwards
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Case Summary Novotel was founded in 1967 by Paul Dubrule and Gerard Pellison, neither of whom came from a hotel background. Driven by an ambitious enterpreneurial spirit, they expanded they empire by building new hotels and buying existing hotel chains. This case study focuses on Novotel in Europe, where Novotel is the market leader with 214 Novotel in 18 countries. From the beginning when they opened their first hotel, Dubrule and Pellison approached hotel management differently from their competitors. Several distinctive innovation such standarized concept, employees that where trained to do a variety of tasks, and numbers of other inovative practices that have since become standard. However, as the Novotel Network expanded, control become problematic, and standards were slipping. By the late 1980s Novotel had grown immensely. In order to manage those dispersed hotels, an nine-layered management structure had evolved. 1990s brought a period of changing fortunes for Novotel. In the...
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