Marriott Hotels

Paper Summary:

The paper analyzes the Marriott Corporations' services strategy and defines and evaluates the company's definition of its target markets, pricing strategies, points of differentiation and market positioning. The paper concludes with specific recommendations for improvement of Marriott's services strategy. The paper is illustrated with graphs.

Outline:
Executive Summary
Background and Introduction
Main Conclusions
Recommendations
Table of Contents
Critiqing the Marriott Hotels Service strategy
Background
Balancing Revenue Growth to Market Potential Globally
Using Pricing Optimization to Define Optimal Price Points for Each Segment
Using KPIs, Track Customer Lifetime Value More Aggressively
Best Practices in Customer Service Taught At Marriott University
Future Trends
Limitations, Conclusions and Recommendations

From the Paper:

"The full-service lodging brands include the traditional Marriott Hotels and Resorts, Marriott Conference Centers, JW Marriott Hotels and Resorts, The Ritz-Carlton, Bulgari Hotels and Resorts, and the Renaissance Hotels & Resorts as well. Marriott has chosen to define their limited service brands by scope of amenities, not necessarily customer service. Brands in the limited service segment include Courtyard, Fairfield Inn, and Spring Hill Suites. Of these, Courtyard is best known and most profitable of the three brands in this segment. In contrast to Courtyard's positioning, the Fairfield Inn concentrates on the lower moderate-price tier and is aimed at the value-driven business and leisure travelers. As Holiday Inns and other competitors have moved into this segment, Marriott launched the SpringHill Suites brand, which looks to address the need for all-suite hotels at the mid- to upper levels of the segment with messaging and amenities aimed at mid-range business travelers, mid-range leisure travels and those travelers with families. "

Sample of Sources Used:

• Airoldi, D (2007, April). Marriott on the Move. Incentive, 181(4), 28. Retrieved December 28, 2007, from ABI/INFORM Global database. (Document ID: 1257392781).
• Denton, G & White, B. (2000). Implementing a balanced-scorecard approach to managing hotel operations. Cornell Hotel and Restaurant Administration Quarterly, 41(1), 94-107. Retrieved December 28, 2007, from ABI/INFORM Global database. (Document ID: 51982591).
• Dube, L & Renagham, L (1999). Strategic approaches to lodging excellence. Cornell Hotel and Restaurant Administration Quarterly, 40(6), 16-26. Retrieved December 28, 2007, from ABI/INFORM Global database. (Document ID: 48300865).
• Enz, C & Siguaw, J (2000). Best practices in service quality. Cornell Hotel and Restaurant Administration Quarterly, 41(5), 20-29. Retrieved December 27, 2007, from ABI/INFORM Global database. (Document ID: 65905728).
• Gregersen, H & Black, Stewart (2002).J.W. Marriott, Jr., on growing the legacy. The Academy of Management Executive, 16(2), 33-39. Retrieved December 26, 2007, from ABI/INFORM Global database. (Document ID: 148540911).

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