Our corporate activities are aligned with our purpose, culture and brand. The staff must understand the importance of their functions and how each aspect contributes to the whole experience of the guest. Having an innovative mindset is aligned to learning continuously. For example, the marketing team is very technology driven and is always constantly experimenting. We instill the thinking of continual iteration in design, checking the results and experimenting again. With the fast advancement of technology, the marketing landscape has changed dramatically in the last 10 years and we innovate to adapt to these changes. We have platforms to monitor reviews around the clock. We utilize guest messaging apps, experiment with chatbots, try out new email marketing platforms, use Google analytics, tag managers and AdWords and do social media marketing. When Vitanart joined the company in 2008 he quickly set up the digital marketing arm for the company.

For CSR, giving back to the community has also always been a part of Royal Cliff’s identity. They have supported and worked with charitable institutions throughout the years, to improve the quality of life of those in need. They are always helping the local communities and contributing to charities. They have organized a city clean-up day before where our team helps clean the public beaches and surrounding roads. They also contributed funds to the Pattaya Orphanage and School for the Handicap. Finally, Royal Cliff gives the less privileged in these charities desirable job opportunities as well.

Succession Planning
Working closely with HR, Vitanart has set up a strategic plan to smoothly transition new leaders into their role. Each department have 2 – 3 potential candidates to succeed their leader. Along the way, the company will offer them more responsibilities and challenges to see how they cope. Leaders coming into their retirement age are focused on developing new talents. They emphasize on utilizing a coaching style of working where the leaders are instructed to bring out the best in their team members. There is also a guide that each department must develop so that when the next person steps in, he has a clear set of Standard Operating Procedures that would also serve as an instruction manual. HR is working more strategically in identifying who is coming into retirement and the departments that need more emphasis on developing leaders. For Vitanart he attends a series of workshop with numerous specialists on family business and succession planning where he went through different case studies and learn about the best practices.

Workplace best practices

• Providing clear expectations
• Giving staff the opportunity to use their skills which would include job rotations in various departments for new graduates
• Encouraging leaders to support their teams, teaching their teams and coaching their teams
• Encouraging the staff to contribute new ideas and getting involved in decision making.
• Keeping a mindset where customers’ needs always take precedence.
• Encouraging learning and development by creating strategies to develop people to become elite players as well as continually growing them, challenging them and bringing out the best in that person.
• Aligning the purpose, culture and brand in each task
• Encouraging staff to have a sense of ownership – wherein if they present the problem, they must come up with the solution. Each person is responsible for acknowledging and solving the problem right through to the end.
• Building a culture where everyone says thank you and where acknowledgement of great work is encouraged. This also includes sharing and complimenting brilliant examples.
• Adapting a flat structure in the organization where staff can go directly to the person that can help solve the problem straightaway