AGE, MATURITY & SIZE Founded by J. Willard and Alice Marriott and guided by Marriott family leadership for more than 80 years, the company is headquartered in Bethesda, Maryland, USA.

J.W. Marriott, Jr., is Chairman of the board and Chief Executive Officer and William J. Shaw is President and Chief Operating Officer.

Marriott International, Inc. is a leading hospitality company with more than 4000 hotels, 18 brands, in 73 countries with 3,25,000 associates around the world.

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Marriott’s Brands

Select Service

Extended Stay

Ownership Resorts

Luxury Lodging

Full Service

PURPOSE• People: Personal and professional growth.

• Customers :Rewarding travel experiences.

• Owners & Franchisees: Profitable investments.

• Business Alliances: Collaboration with suppliers and other key relationships.

• Communities: A more sustainable future in the places where they live and work.

SERVICES OFFERED

• Events – Social events

• Weddings, Fund-raising parties, sports groups, Anniversaries, etc…• Event planners are available that will help to plan any special

occasion.– Meetings

• technology support, global conferencing, small to grand scale conferencing centers.

• Specials and Packages offered– Last minute weekend package, Design your own trip.– Senior traveling packages– Government & Military packages

OWNERSHIP

• Independent owners• Workforce and vendors• Customers and communities• Franchisees– Marriott manages or franchises the vast majority of its

hotels, and owns very few.

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Alabama (7)Alaska (1)Arizona (6)Arkansas (1)California (41)Colorado (10)Connecticut (6)District of Columbia (4)Florida (29)Georgia (14)Hawaii (4)Illinois (15)Indiana (3)Iowa (4)Kansas (2)

Kentucky (5)Louisiana (4)Maine (1)Maryland (9)Massachusetts (8)Michigan (9)Minnesota (6)Mississippi (1)Missouri (5)Nebraska (2)Nevada (1)New Hampshire (1)New Jersey (7)New Mexico (2)New York (13)

North Carolina (9)Ohio (8)Oklahoma (2)Oregon (2)Pennsylvania (7)Rhode Island (2)South Carolina (6)Tennessee (6)Texas (26)Utah (5)Virginia (15)Washington (4)West Virginia (1)Wisconsin (4)

UNITED STATES

SCALE OF OPERATIONS

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ASIA

AFRICA

Algeria (1) Egypt (3) Rwanda (1)

China (22) India (5) Japan (4) Philippines (2) Taiwan (1) Kazakhstan (1) Malaysia (3) Singapore (1) Pakistan (2) Thailand (3)

CARIBBEAN

Aruba (1) Haití (1) Cayman Islands (1) Curacao (1) México (10)Puerto Rico (1) St. Kitts and Nevis (1) Venezuela (1) Virgin Islands (US) (1)

CENTRAL AMERICA

Costa Rica (2) Honduras (1) Panama (1)

CONT...

b1EUROPE

Armenia (2)Austria (1)Belgium (2)Czech Republic (1)

Georgia (1)Germany (9)Hungary (1)Italy (3)

Portugal (2)Russia (6)Spain (1)Switzerland (1)

Denmark (1)France (5)Netherlands (1)Poland (1)United Kingdom (50)

MIDDLE EAST

Jordan (3) Oman (1) Qatar (2) Saudi Arabia (4)Turkey (2) United Arab Emirates (2)

SOUTH AMERICA

Brazil (1) ` Chile (1) Colombia (2)

AUSTRALIA & PACIFIC ISLANDS

Australia (4)

General Manager

Executive Assistant Manager

Human Resource Engg Finance Room Division Manager Sales & Marketing Food & Beverages Credit IT

Payable Cost Control Purchase Income Audit Payroll

Health Club Front Office House keeping Business Center

ORGANIZATIONAL STRUCTURE

J.W.Marriott Jr.Chairman &

CEO

William ShawVP & General

Manager

Arne SornesonEVP Chief Financial Officer

James SullivanEVP Lodging Development

Joel EisemannEVP Owner and Fracise

Services

David GrissenSVP Lodging

Operations

John MarriottVice

Chairman

Bradley WoodSVP Risk

Management

Edwin FullerVP;President &

Managing Director, Marriott

lodging International

Simon CooperPresident &

COORitz-Carlton

Hotel Company

Robert MillerPresident, Marriott

Leisure

Amy Mc PhersonEVP sales & Marketing

Charlotte SterlingEVP - Communications

Michael JanniniEVP Brand

Management

James FisherDirector, Corporate Communications

Stephen JoyceSVP Owner & Franchise

Services

Robin UlerSVP food & Beverage, Spa & Retail Services

Robert McCarthyPresident, North

American lodging operations

RESPECT OF HIERARCHY

• Marriott's structure subordinates in each department will take orders from the manager of that particular department.

• Likewise the general manager will have the authority over the managers of each department.

• All departments are linked to general manager and each component are under discipline.

TRAINING NEEDS

• Marriott arranges traniee programmes frequently in order to maintain the accuracy and quality of work.

• After these programme, make mini quizes to their employee. According to grades, they give a certificate which is signed vice president. It makes more easier to get a promotion.

DECISION MAKING-Decentralized

• All orders are taken from the head office. In Marriott the general manager maintains control of the business and makes decisions in terms of the whole organization.

• This leads to little opportunity for subordinates to make their own decisions leading to a lack of motivation.

• The Marriott prevents this from taking place by having some decentralization within the structure.

EASE OF MANAGEMENT OF POEPLE

• Marriott has a variety of initiatives to help associates manage work and life responsibilities.

• These initiatives include flexible work arrangements, paid and unpaid time off, lactation support, onsite child care, child and elder care discounts, assistance with financial and legal matters and innovative health and wellness activities.

• At Marriott, 80 percent of employees believe their managers often or almost always act with integrity and care.

COMPETITIORS

Top Competitors for Marriott– Hyatt– Hilton– Starwood Hotels and Resorts

Competitors

• Competitors such as Starwood and Hilton could have an advantage over Marriott in upgrading rooms because they own a larger proportion of their properties, so they don't need to persuade other owners or franchisees to pay for the investment.

• To some degree, Marriott is playing catch-up. Westin introduced a higher-quality bed and emphasized design in 2010. Other major competitors such as Hilton and Hyatt have similar strategies.

ADHERENCE TO LOCAL LAWS

• Hotel management agreements can be long and sometimes complex, but many of the same issues frequently arise.

• The owner's obligations to provide working capital or otherwise the finance operation of the hotel should be clearly addressed in the agreement.

• The management agreement should clearly distinguish between the responsibilities to be assumed by each of the owner and operator

• Adhere to all applicable laws and regulations of the countries, states and municipalities in which the business operates.

FUN AT WORK• The largest celebration of the year is the company-wide Associate

Appreciation Week with different activities planned each day at all locations. Throughout the year Marriott also celebrates with daily stand-ups, and get-togethers, and conferences.

• Marriott headquarters has bowling, softball and golf leagues, running, and cycling clubs.

• There is a lot of employee engagement outside of work duties. For example, the opportunity to watch the U.S. vs. Germany World Cup

game in various locations around the building.• Spirit to Serve day, where they provide community service to various

businesses or locations.

TRAINING METHODS• Marriott has a collection of training and development resources that

provide associates access to 10,000 formal learning, self-paced and informal learning options. They offer management leadership training, video coaches and ongoing sales and marketing training. There is also e-learning, language education and an emerging-leader program.

• Voyage is a virtual learning environment for on boarding that offers new hires a centralized online destination to access the training and HR resources that will get them started on their career with Marriott.

CONT..• The platform also provides access to learning paths and a variety of

learning resources, including PDF learning guides, e-learning coursework, webcasts, self-study materials, traditional classroom sessions.

• Professional Leadership program is a one-week leadership program for high-potential leaders from around the world. Participants identify their strengths and areas for growth, and create action plans to support ongoing development.

GROWTH OPPORTUNITIES

• Marriott culture encourages long-term growth and development that allows increasing levels of responsibility, accountability and leadership.

• The associates have access to services that support their physical and emotional well-being throughout their Marriott careers.

• Marriott associates average 78 hours of training and 34 hours of professional development each year.

• All Marriott associates are encouraged to gain experience in a variety of disciplines to fully understand the hospitality business and continue to expand their career options.

PROFESSIONALISM• The variety and scope of postgraduate courses in tourism, hospitality and

leisure provide excellent opportunities for graduates to progress all the way.

• In addition, the skills developed within the sector – both through academic work and practical work experience – ensure that, as a graduate of hospitality-related course, they are a marketable entity in any business sector.

• Marriot pays more attention in getting first-class housekeepers in their hotels. If housekeepers aren't good, tidy, meticulous people, they are not going to do a good job."

• Marriott Employees are well groomed always in the uniform, smiling, friendly, and efficient.

MECHANIZATION LEVELS• As the winner of the Web Marketing association’s hotels and

Lodging Standard of Excellence of 2013, Marriott International is ranked as one of the world’s most digital hotel brands.

Technology as luxury

• Marriot embeds high-definition TVs in bathroom mirrors

• The lobby as tech hub. Marriot lobby information center

has become a way to eliminate the frustration of guests

standing in line to ask .

• Meeting spaces go high tech. The company recently

introduced its Red Coat Direct service, which allows

meeting planners to electronically communicate with

hotels where they’ve scheduled events.

• Marriott’s new Workspace small businesses and

entrepreneurs, to book meeting space at Marriott

properties on half-day or full-day basis. Larger groups can

book meeting space that includes audio-visual equipment

and Wi-Fi.

MOBILE STRATERGY

•Members can check their reward balance, book rooms and get information specifically targeted toward them.

Big Idea

• Get as many people signed up for Marriott Rewards as possible.

• Marriott Rewards increases customer loyalty.

• increased customer loyalty = increased profits

ATTRITION ISSUES• increas

ed associate turnover,

• decreased guest satisfaction,

• low morale,

• inefficiency,

• internal control failures.

• Bankruptcy of a hotel owner or franchisee,

• Failure under some agreements to meet specified financial,

• Performance criteria that are subject to the risks described in the section, which the Company fails.

Tradition Vs Business like• Marriott operates the managed, leased and owned hotels, working with owners

to improve building efficiency.

• For franchised hotels, they set brand standards, but do not manage associates, building operations or maintenance.

• At the same time, franchised hotels benefit from the business systems and platforms and collaborate with Marriott.

• Marriott has realized for a long time that they can't have a service business with a lot of employees without having people who know how to manage. So they have been teaching the management how to manage.

• Good management and trained personnel are the most important factors in Marriott business.

POLITICSIslamabad Marriott Hotel bombing : (SEPT 2008)• When a dump truck filled with explosives detonated in front of the Marriott

Hotel in the Pakistani capital Islamabad, killing at least 54 people, injuring at least 266 .

• The owner of Islamabad MARRIOTT HOTEL alleged that President Asif Ali Zardari might have been involved in the attack citing his old rivalry with the President.

Impact of Political Changes in Egypt on Marriott International Operations: (FEB 2011)

• The Cairo Marriott Hotel is located on an island located on the west side of the Nile River and the JW Marriott Hotel Cairo is located approximately ten miles outside the city. The safety and security of the guests and employees is one of the top priorities and are continuing to watch events, evaluate the situation and respond accordingly.

• Marriott International operates two hotels in Cairo: Cairo Marriott Hotel & Omar Khayyam Casino JW Marriott Hotel Cairo

SALARY LEVELSDESIGNATION SALARY annually in $

Housekeeping 10000-30000

Front Desk Associate 12000-20000

Front Desk Manager 25000-50000

Night Auditor 17000-35500

Sales Manager 35000-63000

Event Manager 42000-52000

Executive Chef 43000-90000

Customer Service 15000-32000

Capital Intensive-Labour Intensive

• In 2014 Marriott International globally reaches the milestone of 7,00,000 rooms world wide with total cost of $780 millions.

• The total labour required for these are 3,25,000 associates.

BLUE COLLOR-WHITE COLLOR RATIO

• White-collar worker is a person who performs professional, managerial, or administrative work. White-collar work is performed in an office, cubicle, or other administrative setting.

• Blue-collar worker is a person who performs manual labour. Blue collar work involves sanitation, custodian work, mechanical, maintenance, warehousing, housekeeping, technical installation and many other types of physical works.

• Marriott International has 3,25,000 associates world wide among which 1,20,000 employees are White collar and remaining 2,05,000 are Blue collar employees.

MERGERS & ACQUISITION 1995: Marriott acquires the Ritz-Carlton Hotel Company.

1997: Marriott acquires the Renaissance Hotel Group and introduces Towne Place Suites, Fairfield Suites, and Marriott Executive Residences brands.

2005: Marriott and Whitbread completed transaction, forming a 50/50 joint venture

2012:Marriott Completes Acquisition of Gaylord Hotels Brand and Hotel Management Company.

2014: Marriott acquired Protea Hospitality Group (PHG), based in South Africa.

PRIYANKA POKARNA (131416)