Marriott Case Analysis

Since the stakeholders revokes their contract with Regale Properties whose strategy is to host the city’s festival as marketing strategy to launch the hotel product offerings into the market and prefer moving into franchise with Marriott for best reasons known to them. The decision problem becomes “How do we better position and market the hotel product offerings into the mature competitive market?” To better define the problem at hand, we need to identify key decision elements surrounding the problem such as:

Bethesda, Maryland is the headquarters of Marriott International Incorporate. This unique organization transpired from a root beer stand in 1927 into a world-renowned hospitality hotel chain in 1957. Information provided will focus on the evolution of the root beer stand into the Marriott International Incorporate vast hospitality empire. Today, the Marriott hospitality industry has 5,756 hotels with 30 brands in 118 countries with 1.1 million rooms. Additionally, the Marriott generated $14 billion in revenue during 2016 and had over 85 million combined loyalty members between the Marriott and Starwood Preferred Guest reward programs. Furthermore, Marriott partnered with Universal Music Group to bring their rewards member’s additional

The Warsaw Marriott case that’s assessed in this paper is a decision case where Stan Bruns (at the time general manager of the Warsaw Marriott) had to make important decisions regarding its pricing strategy and think of ways to protect Marriott’s work force from its comp set.

MARRIOTT INTERNATIONAL, INC. is a leading worldwide hospitality company, with operating units in the United States and 53 other countries and territories. Major businesses include hotels operated and franchised under the Marriott and other International brands, restaurants, and food service distribution. The company headquarters are in Washington, D. C.

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:

* Maverick Lodging: managed hotels on behalf of 3rd party owners who had franchise agreements with Marriott

In April 1988, Dan Cohrs, vice president of project finance at the Marriott Corporation, was preparing his annual recommendations for the hurdle rates at each of the firm 's three divisions. Investment projects at Marriott were selected by discounting the appropriate cash flows by the appropriate hurdle rate for each division. In 1987, Marriott 's sales grew by 24% and its return on equity stood at 22%. Sales and earnings per share had doubled over the previous four years, and the operating strategy was aimed at continuing this trend. Marriott 's 1987 annual report stated: We intend to remain a premier growth company. This means

We determined the WACC of the Lodging business to be 9.70% by using the same method of analysis.

Maverick Lodging is a hotel management company that manages the day-to-day operations of third party franchisees of the Marriott Corporation. The company has recently implemented a balanced scorecard in an effort to align company strategy, structure, performance measurements, and incentives. The organization strategy involves growth in revenue and customer base with the use of differentiation. Issues with the current scorecard and its measures have been identified. Alternative solutions have been researched. A recommended course of action is presented that will allow Maverick Lodging to achieve its strategic goals and objectives.

The Marriott Corporation, an American firm, was founded in 1927 by J.Willard Marriot.The company began as a small beer stand and soon began to sell food and provided lodging that expanded rapidly. With the help of his wife Alice, the family owned business had 45 restaurants in nine states by 1940 and grew into one of the leading service companies. The Company has three major lines of business: lodging, contract service and restaurants.

As a primary worldwide provider of travel-related services such as rentals, lodging, conference facilities, and timeshare exchange, Wyndham Worldwide has overcome inconsistent branding strategy, unstable mergers, and acquisitions, as well as the 2008 economic recession to retain its top position in the industry. An internal and external analysis of the company, opportunities, and threats faced by the firm, its competitive advantage, and a strategic focus reveal the issues that need to be addressed henceforth for it to remain relevant in an increasingly competitive global market. The paper provides a problem statement, alternatives, and recommendations that Wyndham Worldwide can engage.

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

Hilton Hotels is one of the biggest players in the hospitality industry with over 2900 (as of September 2007) hotels worldwide consisting of numerous brands and products. The hospitality industry is service centered and highly competitive. The challenge for Hilton is to create and deliver value better than its competitors. Hilton understand that it is important to improve customer experience and build strong relationships with the customers. Hilton Hotels adopted a Customer Really Matter (CRM) strategy out of necessity to cater for

(9) Marriott puts a lot of attention to hiring the best talent and based on the results they have achieved so far, we can conclude that their assessment center and the selection process work very well. The selection process includes several steps. Each step provides Marriott with valuable information about a candidate including information about his skills and experiences. The length of the selection process depends on the position, location and number of applicants. Marriott ranks several preferred candidates and if the first one denies the offer, it proceeds with the offer to the second one, and so on until one of the candidates accepts the offer. This saves a lot of time for the company.

The four components of Marriott's financial strategy are consistent with its growth objective. Managing hotel assets multiplied the total worth of hotels than otherwise owned by it, thus increased EPS. Optimizing the use of debt in the capital structure, based on a