. in What Ways Could the Ritz-Carlton Monitor Its Success in Achieving Quality

Tsang

* The company was established as a partnership between (Tsang) and his family, and his university classmate who held a small portion of ownership and occupied the position of managing director

* The company was established in Singapore

* within 25 years it could expand its business in Malaysia, Hong Kong, and China to had investments in construction materials, food and beverages, property development and others…

* Tsang Family occupied major directing and board membership positions such as financial management and important overseas business management

* Speaking the same language and accent of Chinese was one of the keys success factors

* The final decision was totally related to Tsang with some support of his wife and partner whether to go to the investment or not

* he depended on his sixth sense in this more than any other formal studies

* he was in charge to negotiate with Chinese government agencies despite the negotiation processes were initiated sometimes from other managers

* he also refused the joint ventures with the Chinese, thing that shows clearly his strong welling to have the full control of the management.

* Expatriate positions were very sensitive positions, expatriate had to learn the company's strategy from the headquarter and transfer it to their subsidiaries

* a small team of local mobile executives was formed in order to reveal the possible candidates from the family to these positions, otherwise a local senior had must served a long period of time in the company and exposed to its operation and culture in order to be a senior.

* In order to manager overseas operations; local managers had to submit reports to the management director regularly, these reports were monthly in most of cases and sometimes weekly and included information about finance, market conditions, and personal issues, and they were highly standardized and detailed,

* Founder spent over 70% of his time in China,...