Marriott Case Study

1995 Words Feb 25th, 2013 8 Pages
Marriott Bedding Program


Marriott Bedding Program
Marriott International Uses Project Management to Upgrade Bedding Worldwide
Headquartered in Washington, DC, Marriott International, Inc. is one of the leading hospitality companies in the world with more than 2,400 properties in 68 countries and territories.
As a management company, Marriott is responsible for daily operations in both company-operated and franchised properties. Marriott has an extensive portfolio of brands including full-service hotels and resorts, limited-service hotels like Fairfield Inn by Marriott and corporate housing such as
Marriott ExecuStay. In 2004, Marriott International set out to upgrade their bedding across all Marriott brands by
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Marriott Bedding Program

Stakeholder endorsement of the Marriott Bedding
Program was essential for implementation since owners and franchisees would bear primary responsibility for the necessary financial investment. Owners and franchisees are required to comply with Marriott standards and the introduction of new operational measures, but if they are not supportive of a change, the implementation process can be significantly delayed. In addition, at the time of the Bedding
Program, some properties had just opened and the new bedding standards required them to dispose of relatively new linens, which posed a financial burden for some.
With more than 143,000 employees worldwide and over
200 direct project associates, implementation of the bedding program required significant changes in hotel management processes. Thousands of people including housekeepers and laundry associates had to learn how to switch the new bedding out and also maintain the new standard form for each room and each linen change. Training had to be specific to the bedding packages designed for different brands. Additionally, property management teams needed to be educated about the rationale for the bedding change and the linen ordering process. Other training complications centered on a language barrier between property managers and housekeeping and
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