Horst Schulze

That's why the big thing that happened in Ritz-Carlton is the empowerment piece, which was a nuclear explosion in all businesses when I said I empower every employee to make a decision up to $2,000 if a guest has it.

Well, I could do that.

First of all, we did that very carefully.

I didn't just say it.

We taught.

I thought about it for a very long time.

It was an economic decision.

I didn't want to lose a customer, because a customer that leaves unhappy becomes a terrorist against your company.

You cannot afford that, really.

I knew from the behavioral analyst that 96% of complaints is people that want to get rid of their frustration.

We learned.

I thought they complain on the front desk or the concierge.

No, they don't.

They complain to anybody who listens.

Anybody listens.

And if you don't accept it... So I had to make sure that a busboy would accept as his TV the TV that didn't work.

Forgive me.

And so I didn't want...

customers to run out there and be unhappy.

My guest is well connected.