enthusiastically, but noted that it

enthusiastically, but noted that it needed an additional component: a strategy for communicating the program both internally (to management and staff) and externally (to guests, investors, and the press). As important as the external audiences were, Slye knew that the internal communications strategy would be particularly crucial, given the autonomy afforded each fCimpton hotel, each with its own set of local initiatives. Getting everyone on board would require a strategy that respected that aspect of Kimpton’s culture.
Slye, Pace, and Pinetti decided to create an ad hoc network of eco-champions throughout the company. The national lead (Pace) and co-lead (Pinetti) would head up the communications effort and be accountable for us success. Each of five geographic regions (Pacific Northwest, San Francisco Bay Area, Central US., Washington D.C., and Northeast/Southeast), covering six or seven hotel properties, would also have a lead and co-lead who would help communicate the program to employees, and be the local point persons in the chain of command. One of their key roles would be to solicit employee suggestions regarding ways to make products and processes greener.
In addition, a team of national eco-product specialists would be key components of the network. These specialists would be responsible for soliciting staff input, and identifying and evaluating greener products as potential substitutes for existing ones. Products would be tested for effectiveness and evaluated on the basis of their environmental benefits, effect on guest perceptions, potential marketing value, and cost. Pinetti and Pace deter¬mined that specialists would be needed initially for six product categories: beverages, cleaning agents, office supplies, engineering, information technology, and room supplies. Meanwhile, Pace and Pinetti asked all general managers to report on their existing environmental initiatives, to get baseline feedback on what individual hotels were doing already. They turned the results into a matrix they could use to identify gaps and monitor progress for each hotel.
By February 2005, the network of eco-champions was in place, and everyone had agreed on the basic ground rules for the transition. No new product or service could cost more than the product or service it replaced, nor could it adversely affect customer perceptions or satisfaction. All leads, co-leads, and product specialists began meeting via conference call every Friday morning to discuss the greening initiative and share accounts of employee suggestions, progress achieved, and barriers encountered.
To help communicate the program's goals and achievements, and to help motivate employees seeking recognition, the team began to post regular updates and success stones in Kimpton’s internal weekly newsletter, The Word, which was distributed through-out the organization and read by ah GMs. They also ran an EarthCarc contest to further galvanize interest, which generated over 70 entries, for categories such as Best Eco-Practice Suggestion, Most EarthCarc Best Practices Adopted, and Best Art and Humor Depicting EarthCarc. The team also communicated the. environmental benefits of their activities to the staff. For example, printing on 35 percent postconsumer recycled paper would save 24,000 pounds of wood, and recycling 100 glass bottles per month would save the energy equivalent of powering one hundred 100-watt lightbulbs for 60 days.
The team of eco-champions also quickly learned that the national roll out effort would have its share of potential operational risks and challenges, which would need to be addressed:
* Potential resistance by general managers (GMs) to a centralized initiative. A, green management program mandated by corporate headquarters might threaten Kimpton’s culture of uniqueness and autonomy. GMs might chafe at what they saw as corporate intrusion upon their autonomy and would want the flexibility to adapt the program to local requirements.

Hasil (Bahasa Indonesia) 1:

enthusiastically, but noted that it needed an additional component: a strategy for communicating the program both internally (to management and staff) and externally (to guests, investors, and the press). As important as the external audiences were, Slye knew that the internal communications strategy would be particularly crucial, given the autonomy afforded each fCimpton hotel, each with its own set of local initiatives. Getting everyone on board would require a strategy that respected that aspect of Kimpton’s culture.Slye, Pace, and Pinetti decided to create an ad hoc network of eco-champions throughout the company. The national lead (Pace) and co-lead (Pinetti) would head up the communications effort and be accountable for us success. Each of five geographic regions (Pacific Northwest, San Francisco Bay Area, Central US., Washington D.C., and Northeast/Southeast), covering six or seven hotel properties, would also have a lead and co-lead who would help communicate the program to employees, and be the local point persons in the chain of command. One of their key roles would be to solicit employee suggestions regarding ways to make products and processes greener.Selain itu, tim spesialis eco-Produk Nasional akan menjadi komponen utama dalam jaringan. Spesialis akan bertanggung jawab untuk meminta masukan staf, dan mengidentifikasi dan mengevaluasi produk-produk hijau sebagai potensi pengganti yang sudah ada. Produk yang akan diuji untuk efektivitas dan dievaluasi berdasarkan manfaat lingkungan mereka, efek pada persepsi tamu, nilai pemasaran potensi dan biaya. Pinetti dan kecepatan deter¬mined bahwa spesialis akan diperlukan pada awalnya untuk enam kategori produk: minuman, pembersihan agen, kebutuhan kantor, teknik, teknologi informasi, dan perlengkapan kamar. Sementara itu, kecepatan dan Pinetti meminta semua Manajer Umum untuk melaporkan inisiatif lingkungan yang ada, untuk mendapatkan umpan balik awal di apa Hotel individu lakukan sudah. Mereka menjadi hasil pada matriks mereka bisa menggunakan untuk mengidentifikasi kesenjangan dan memantau kemajuan setiap hotel.Oleh Februari 2005, Jaringan eco-juara berada di tempat, dan semua orang setuju pada aturan-aturan dasar dasar untuk transisi. Tidak ada produk atau jasa baru bisa lebih mahal daripada produk atau layanan itu diganti, tidak dapat itu mempengaruhi persepsi pelanggan atau kepuasan. Semua spesialis Lead, Lead Co, dan produk mulai bertemu melalui panggilan konferensi setiap hari Jumat pagi untuk membahas inisiatif penghijauan dan berbagi account karyawan saran, kemajuan yang dicapai dan hambatan yang dihadapi.To help communicate the program's goals and achievements, and to help motivate employees seeking recognition, the team began to post regular updates and success stones in Kimpton’s internal weekly newsletter, The Word, which was distributed through-out the organization and read by ah GMs. They also ran an EarthCarc contest to further galvanize interest, which generated over 70 entries, for categories such as Best Eco-Practice Suggestion, Most EarthCarc Best Practices Adopted, and Best Art and Humor Depicting EarthCarc. The team also communicated the. environmental benefits of their activities to the staff. For example, printing on 35 percent postconsumer recycled paper would save 24,000 pounds of wood, and recycling 100 glass bottles per month would save the energy equivalent of powering one hundred 100-watt lightbulbs for 60 days.The team of eco-champions also quickly learned that the national roll out effort would have its share of potential operational risks and challenges, which would need to be addressed:* Potential resistance by general managers (GMs) to a centralized initiative. A, green management program mandated by corporate headquarters might threaten Kimpton’s culture of uniqueness and autonomy. GMs might chafe at what they saw as corporate intrusion upon their autonomy and would want the flexibility to adapt the program to local requirements.

Hasil (Bahasa Indonesia) 2:

antusias, tapi mencatat bahwa itu dibutuhkan komponen tambahan: strategi untuk berkomunikasi program baik secara internal (manajemen dan staf) dan eksternal (untuk tamu, investor, dan pers). Sama pentingnya dengan khalayak eksternal yang, Slye tahu bahwa strategi komunikasi internal akan sangat penting, mengingat otonomi yang diberikan masing-masing hotel fCimpton, masing-masing dengan mengatur sendiri inisiatif lokal. Mendapatkan semua orang di kapal akan membutuhkan strategi yang dihormati aspek budaya Kimpton.
Slye, Pace, dan Pinetti memutuskan untuk membuat jaringan ad hoc eco-juara di seluruh perusahaan. Memimpin nasional (Pace) dan co-lead (Pinetti) akan mengepalai upaya komunikasi dan bertanggung jawab bagi kita sukses. Masing-masing dari lima wilayah geografis (Pacific Northwest, San Francisco Bay Area, Central AS., Washington DC, dan Timur Laut / Tenggara) yang meliputi enam atau tujuh properti hotel, juga akan memimpin dan co-lead yang akan membantu mengkomunikasikan program untuk karyawan, dan menjadi orang titik lokal dalam rantai komando. Salah satu peran utama mereka akan meminta saran karyawan tentang cara untuk membuat produk dan proses lebih hijau.
Selain itu, tim spesialis eco-produk nasional akan komponen kunci dari jaringan. Spesialis ini akan bertanggung jawab untuk meminta masukan staf, dan mengidentifikasi dan mengevaluasi produk ramah lingkungan sebagai pengganti potensial untuk yang sudah ada. Produk akan diuji untuk efektivitas dan dievaluasi atas dasar manfaat lingkungan mereka, efek pada persepsi tamu, potensi nilai pemasaran, dan biaya. Pinetti dan Pace deter¬mined bahwa spesialis akan diperlukan awalnya untuk kategori produk enam: minuman, bahan pembersih, perlengkapan kantor, teknik, teknologi informasi, dan perlengkapan kamar. Sementara itu, Pace dan Pinetti meminta semua manajer umum untuk melaporkan inisiatif lingkungan yang ada, untuk mendapatkan umpan balik dasar tentang apa hotel individu lakukan sudah. Mereka mengubah hasil ke matriks bisa mereka gunakan untuk mengidentifikasi kesenjangan dan memantau kemajuan untuk masing-masing hotel.
Oleh Februari 2005, jaringan eco-juara berada di tempat, dan semua orang telah menyepakati aturan dasar untuk transisi. Tidak ada produk atau jasa baru bisa biaya lebih dari produk atau jasa itu diganti, juga tidak bisa itu mempengaruhi persepsi pelanggan atau kepuasan. Semua lead, co-lead, dan spesialis produk mulai bertemu melalui panggilan konferensi setiap Jumat pagi untuk membahas rekening inisiatif penghijauan dan berbagi saran karyawan, kemajuan yang dicapai, dan hambatan yang dihadapi.
Untuk membantu mengkomunikasikan tujuan dan prestasi program, dan untuk membantu memotivasi karyawan mencari pengakuan, tim mulai memposting update reguler dan batu sukses dalam newsletter Kimpton internal mingguan, Firman, yang didistribusikan melalui-keluar organisasi dan dibaca oleh GM ah. Mereka juga menjalankan sebuah kontes EarthCarc untuk lebih menggembleng bunga, yang dihasilkan lebih dari 70 entri, untuk kategori seperti Best Eco-Practice Saran, Kebanyakan EarthCarc Praktik Terbaik Diadopsi, dan Best Art dan Humor Menggambarkan EarthCarc. Tim juga mengkomunikasikan. manfaat lingkungan dari kegiatan mereka kepada staf. Misalnya, mencetak pada 35 persen postconsumer kertas daur ulang akan menghemat £ 24.000 dari kayu, dan daur ulang 100 botol kaca per bulan akan menghemat energi setara powering seratus 100-watt bola lampu selama 60 hari.
Tim dari eco-Juara juga cepat belajar bahwa upaya roll out nasional akan memiliki pangsa risiko operasional potensi dan tantangan, yang akan perlu ditangani:
* Potensi perlawanan oleh manajer umum (GM) untuk inisiatif terpusat. A, program manajemen hijau diamanatkan oleh kantor pusat perusahaan mungkin mengancam budaya Kimpton tentang keunikan dan otonomi. GM mungkin radang pada apa yang mereka lihat sebagai intrusi badan pada otonomi mereka dan ingin fleksibilitas untuk menyesuaikan program untuk kebutuhan lokal.