Abstract
AbstractHow does a 40‐year‐old organization handle a midlife crisis? That was the question facing the Ramada brand, which found itself in need of renovation—not a physical one, but an attitudinal one. Ramada's management team realized that to stay competitive and increase market share, the overall quality of service would have to improve. To that end, the team implemented a Personal Best Hospitality program designed to tackle the unique challenges of quality improvement in a franchise organization while meeting the needs of both employees and management.
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