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In 2010, the recently appointed chief executive officer of VOSS Water (VOSS), a Norwegian luxury bottled water company, had been given an opportunity to take the brand in a new direction. He knew that take-home retail markets represented a huge opportunity for growth for a company that was used to selling its water in on-premises, luxury locations such as resorts and restaurants; however, the company’s past attempts to grow into the retail space had produced dismal results. VOSS’s new leader understood that he would have to work hard to unite his team behind his vision. How could he learn from the steps of his predecessors and use hindsight to create an opportunity for the luxury water brand?

In 2010, the recently appointed chief executive officer of VOSS Water (VOSS), a Norwegian luxury bottled water company, had been given an opportunity to take the brand in a new direction. He knew that take-home retail markets represented a huge opportunity for growth for a company that was used to selling its water in on-premises, luxury locations such as resorts and restaurants; however, the company's past attempts to grow into the retail space had produced dismal results. VOSS's new leader understood that he would have to work hard to unite his team behind his vision. How could he learn from the steps of his predecessors and use hindsight to create an opportunity for the luxury water brand?

The director of analytics and reporting at The Leading Hotels of the World and his team were to present their new idea to the company's executive team: the hotel engagement scorecard (HES). HES was received well and gained recognition from the executive team of 10 members, becoming one of four company goals for the year. HES was to be implemented across all of The Leading Hotels of the World's 25 global offices and more than 430 member hotels. As the founder of the idea, the director of analytics and reporting felt responsible and motivated to make HES as strong as possible before its implementation. He wondered how HES innovation could move forward and assist member hotels as much as possible.

Student spreadsheet for W14554.

Student spreadsheet for product 9B14C047.

The director of analytics and reporting at The Leading Hotels of the World and his team were to present their new idea to the company’s executive team: the hotel engagement scorecard (HES). HES was received well and gained recognition from the executive team of 10 members, becoming one of four company goals for the year. HES was to be implemented across all of The Leading Hotels of the World’s 25 global offices and more than 430 member hotels. As the founder of the idea, the director of analytics and reporting felt responsible and motivated to make HES as strong as possible before its implementation. He wondered how HES innovation could move forward and assist member hotels as much as possible.