Marriott International is one of the largest hotel chains worldwide. With its headquarters in Bethesda, Maryland, the organisation has over 5,700 properties spread across more than 100 countries around the world. Throughout its nine decades of operation, the organisation has undergone numerous changes in terms of management, processes, as well as corporate and business strategy. This paper discusses a number of change aspects relating to the organisation. These include two key changes in the organisation's management style, role of senior management in preparing the organisation for its most recent change, use of vendors and spokespersons, an innovation that could positively impact on the organisation's employees and customers, as well as the organisation's ability to adapt to the changing needs of customers and the market environment.Changes in Management Style
Marriott has been in operation since 1927. Though the organisation has undergone several changes in management style over its operational history, two key changes occurred in 1992 and 2011. In 1992, Marriott split into two divisions, Marriott International and Host Marriott Corporation (Marriott, 2013). The former would offer management services to hotel owners while the latter would retain firm-owned properties. This marked a momentous change for the organisation. The company would now focus on management contracts and franchise agreements as opposed to hotel ownership. In fact, majority of the organisation's revenue today come from offering management services and franchisees (Touryalai, 2013). This has enabled the organisation to minimise the risks associated with hotel ownership. Shift of focus from hotel ownership to management services meant a number of changes in the organisation's management structure. For instance, each division would have its own board of directors and administrative system (Marriott, 2013).
In 2011, the organisation's long time CEO Bill Marriott stepped down from his position for Arne Sorenson. This marked a major change in management style. Bill has historically been described as a hands-on manager, a style predominantly inspired by his father, the founder of the organisation (Touryalai, 2013). His management style was largely characterised by leading from the front, a significant degree of micromanagement, as well as inclusive and participatory decision-making. Bill's employee-oriented style of management saw the...
Marriott Retention Employee Retention Strategies at Marriott Hotel Marriott International, Inc. is one of the world's most recognizable brand names, both in the hospitality sector and on the corporate landscape at large. Its enormous success is a produce of a number of factors, not the least of which is its unparalleled track record in employee relations. Today, according to Waddell (2006), "the Marriott family has more than 3,000 hotels in 67 countries
Another strategy companies often rely on are franchising their operations to attain economies of scale and global growth at the same time (Altinay, 2007). Franchising however has significant risk as it requires a high degree of branding consistency and brand enforcement over time (Altinay, 2007). Any expansion strategy has a direct implication on a company's value chain. A merger, acquisition, alliance or joint venture can completely re-define the value chain
The following Table labeled Table 1.0 shows the Direct Competition Comparison in the industry sector of Marriott International, Inc. Table 1 Marriott International is known for being creative and especially so in relation to the IT dollar. In a report entitled "The Keys to Marriott's Success" stated is that "Marriott and its IT department have documents and system, policies and procedures and even history and philosophy to guide their decisions frees
These best practices or optimized approaches to first measuring guest expectations and then responding to them through a series of concerted strategies is the foundation of the strategic framework Hilton uses to manage its many brands (Dube, Renagham,1999). Managing Expectations and Exceeding Them: The Mission of Hilton Management Strategically then, the managing and exceeding of expectations are the most critical strategic set of processes that Hilton management continually refines and accentuates
International Association of Amusement Parks and Attractions (IAAPA) 319 million people attended Americas 450 amusement parks, which grossed over $9 billion in revenues in the year 2001.1 ("The U.S. Amusement Industry," 2002) Amusement Parks are an essential part of American Life and have been for decades. Theme Parks blanket the country and add an interesting dynamic to the American economy. Many of us can't imagine the world without Mickey
Marriott and IMC Marriott: Background Marriott refers to one of the biggest hotel brands in the nation, which took truly in many ways represents the American dream and the American spirit of entrepreneurship and development. The company had very humble beginnings, starting in 1927 from an A&W Root Beer stand in Washington DC by J. Willard and Alice S. Marriott: over the next 30 years is developing into a full food service
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