Case Study Report On Marriott

care of compared to staying at the hotel or inn. There are fewer accommodations due to their

Marriott is renowned for its elegant and comfortable hotels and resorts. The company caters to a targeted customer base, ranging from the frequent corporate business traveler to the family enjoying their occasional weekend get-away. Marriott has continued its rise in the lodging, contract services, and restaurant industries. The company continuously strives to meet the needs and wants of its customers while strategically maneuvering the rigors of today’s competitive and ever-evolving market of glamorous destinations and convenient services. In order to remain relevant in a highly-competitive environment, Marriott must strike that successful balance of minimizing costs, and gaining and effectively

By 1980, more than 23,000 rooms were offered through 55 hotels and resorts located primarily in the U.S. Approximately 70% of company-operated rooms were owned by outside investors and managed by Marriott under agreements averaging 70 years in length. These management agreements contributed approximately $40 million to operating profits in 1979—profits that tended to rise with inflation. Contract Food Service (32% of sales)—Marriott operated almost 300 contract food units, providing a wide range of food service capabilities to a variety of clients. It was the world 's leading supplier of catering services to airlines, with 62 flight kitchens serving domestic and international air travelers. The Food Service Management Division also managed restaurants, cafeterias, conference centers and other facilities for over 200 clients, including business, health care, and educational institutions. Restaurants (25% of sales)—Marriott 's Restaurant Group consisted of 476 company-owned units offering a variety of popularly priced food in 46 states. Roy Rogers fast food restaurants and Big Boy coffee shops accounted for 92% of the total units. Theme Parks and Cruise Ships (8% of sales)—The two Great America theme parks, located in Gurnee, Illinois, between Chicago and, Milwaukee, and in Santa Clara, California, were opened in 1976. Both parks combined a wide variety of thrill and

A range of quality accommodation options: Because customers are coming from different countries and at different group of ages, they prefer having wider range selection of accommodation, includes hotel, motel, local homestay…

Since its foundation in 1927 Marriott Corporation grew into one of the leading lodging and food services in the US. With three major business lines: lodging, contract services and related business, Marriott has the intention to remain a premier growth company. To achieve this goal the corporation’s strategy is to develop aggressively appropriate opportunities within their business lines. Marriott would like to be the preferred employer, the preferred provider and the most profitable company in each of the operating areas. The financial strategy includes four key elements:

Marriott International envisions itself to be the world’s lodging leader. Its mission is to provide the best possible lodging services experience to customers who vary in backgrounds, language, tradition, religion and cultures all around the world. Marriot is committed to environmental preservation through using environment-friendly technology and engages in social responsibility and community engagement.  We value our shareholder’s so we will only take steps that will ensure our growth. Most importantly, through our “spirit to serve”, we emphasize the importance of Marriott’s people and recognize the value they bring to the organization’s growth and success. It aims to increase revenues by 9% every year, to increase

In old days it was okay for a hotel to have only rooms and a restaurant. Today a hotel has to have a recreation centre, a beauty farm, a shopping

Within the luxury tier, many of the players do not actually own the hotels themselves, but instead manage the operation of the business, similar to that of FSH. In the luxury segment, competition for acquiring new management agreements becomes very high as hotel owners make their choices based on the quality and value of a company's management service and most importantly, its brand name. Moreover, guests who choose to stay in luxury hotels are commonly not very price sensitive, and thus it is essential that a hotel distinguish itself amongst its competition by providing value added services as well as maintaining an untarnished, reputable brand name and image.

The Ritz-Carlton Hotel Company operates within the upscale & luxury hotel industry. While it could be argued that Ritz-Carlton operates in the more broad and inclusive lodging industry, they offer a highly differentiated product and service and therefore find themselves operating in an exclusive industry alongside very few direct competitors, such as Four Seasons Hotels, HongKong and Shanghai Hotels, and Starwood Hotels & Resorts. Therefore when analyzing this industry I will not be including cheap hotels, motels, lodges, or inns, unless to offer potential substitutes to luxury hotels. In order to assess the attractiveness of the upscale & luxury hotel industry, an analysis of the general environment surrounding the industry must be

While, Marriott International Inc. has hotels in nearly 90 countries, and 19 different brands; As well as a reward program with nearly 55 million members all over the world, and is still expanding. In Marriott International’s 2015 annual report, is a message to the shareholders. In its message the company’s future growth is stressed. In fact, Starwood Hotels & Resorts Worldwide are acquisitions of Marriott International and are currently being incorporated. Additionally, Hotels in Africa, Asia, Europe, and the U.S. are currently under new development or renovation; although, 77% of Marriott International’s rooms were in North America at the end of 2015 (as can be seen in figure 2 on page 7). Also, the company expressed its concerns on environmental sustainability, and its goals to become more environmentally conscientious. Furthermore, technological improvements thru ought the many hotels, and reward’s program were discussed. Such as virtual reality room service, improved Wi-Fi, mobile check in, and Apple Pay. This message gave shareholders information on the company’s financial standing, and ultimately a guide on how the company plans to boost revenue by appealing to customer wants and needs.

Secondary research shows us that Ibis has a fairly respectable reputation in the UK, serving as a low profile hotel chain. A study found that over 60% of customers thought their experience was either excellent or good, with around 6-8% finding their experience either poor or unsatisfactory (Mintel 2009). Moreover, further research shows that Ibis shares a similar correlation to the ‘average’ budget hotel, scoring slightly under-par with regards to friendliness. The hotel suffers from a lack of stand-out feature, as the ‘Mintel Budget Hotels - UK - August 2009’ report points out, “Ibis ... has no particular brand identity of its own” (Mintel 2009).

On a smaller scale than the large hotel but with many of the same costs including physical location (one) and entertainment and food.

Costs can vary according to the size, location and length of your stay. If you are not on a tight budget, staying at a hotel might be more enticing than spending a night at a vacation home. Unlike a vacation rental, a hotel offers more customer-oriented services such as room-keeping services and a 24 hour reception and concierge to attend to any needs you might have. Stay in a hotel and when you are back after a long day spent exploring the city, you can be sure to return to a tidied room and clean sheets.

We positioned the intercontinental Singapore, as one of our group mates was unaware of it being a luxury hotel, and thought of it as a standard hotel, and it was also the cheapest of the three, however it is still aimed at the upper class and upper middle class. It also does not have as many amenities as the other two hotels.

Chan, ESW & Wong, SCK 2006, ‘Hotel selection: when price is not the issue’, Journal of Vacation Marketing, vol. 12, no. 2, pp. 142-159, (Online Sage).