Between the 1980's and the early 2000's Marriot Inc. would purchase 18 different brands of hotels the most notable include:, Renaissance, Bulgari, the Ritz-Carlton, Courtyard, Residence Inn, SpringHill Suites, TownePlace Suites and Fairfield Inn. This is important, because it would allow the company to be able to increase what they were offering to consumers and become a dominate player in a number of markets around the world. ("JW Marriot Jr.," 2011) as this was a part of their larger strategy to improve earnings growth by owning properties catering to wide variety of travelers with different needs such as: budget, long-term stay and the affluent. This would give Marriot the ability to cross market different promotions and offer a number of unique services to these individuals. At which point, the company began to quickly redefine its business model.
There was also an emphasis on managing various times shares and vacation resort properties. The idea was that these properties could be constructed or acquired in: key locations and then the underlying profits could be maximized through a time share system. The way that this worked is the different condominium style resorts were constructed at key destinations such as Hawaii or Disney World. They would then rent the time out on these different types of condominium style apartments to investors / travelers. These individuals could use the time that they purchased to stay in the property or they could lease it to others who would like to stay at the location. This was an innovative idea, because the amount of money that the company was making off of this kind of arrangement was higher in comparison with managing an actual hotel. As they could focus on: managing the property and concentrate on providing superior services to their guests. Once this took place it meant that the company would be able to redefine itself, as it would shift from owning hotels to becoming a large property management organization. ("JW Marriot Jr.," 2011)
What this shows, is that the flexibility that Marriot Jr. demonstrated during his career, as this would help to guide the company. This is because, he learned that they must be able to continually adapt to the different challenges that they are facing. As a result, this basic principal must be embraced by hotel managers, due to the fact that the industry is continually changing. Given the fact demand is just starting to recover from the recent economic recession, means that this basic idea must become a part of all managers thinking in the future. If this can take place, it will help to prepare an organization for the challenges that they will constantly encounter (from numerous changes occurring in the industry).
At the same time, Marriot Jr. has made a commitment to using his leadership skills in other activities outside of the business world. Where, he works with a number of different nonprofit organizations to include: the Boy Scouts of America, the Business Council, Business Roundtable, the Conference Board, the Mayo Foundation, the National Geographic Society, the Urban League, the U.S. Chamber of Commerce and the Woodrow Wilson Institute for Scholars. What this shows is that Marriot is exercising his leadership beyond business to have an impact upon the world around us. Where, he is leading by example as he is actively involved in many of these organizations. This is important, because it shows how all leaders must be able to create a sense of loyalty and following. The only way that this can be accomplished is through engaging in actions that will instill these basic principals in everyone. ("JW Marriot Jr.," 2011)
How the various Experiences would Shape What Kind of a Leader JW Marriot Jr. became
The different experiences in life would shape what kind of leader JW Marriot Jr. would become later on. Like what was mentioned earlier, he would receive a tremendous amount of business experience working with the company at a young age. Part of the reason for this, is because his father was running his chain of restaurants when he was born. As a result, Marriot's curiosity would push to learn as much as he could about the business at an early age. This included him working directly with the Hott Shoppes to the catering business. After he finished college, he could use the experience that he gained at an early age to have a greater understanding of the business. This helped him, to be able to see changes that were coming in the economy early enough to take advantage of them. At which point, the company could adjust to these changes and continue with their upward earnings momentum when many competitors are struggling. This is important, because it shows how JW Marriot Jr.'s exposure to various events and the influence of his father gave him flexibility as well as insights he needed. (Marriot, 2000)
At the same time, working with customers and doing a number of jobs in the company early on would teach Marriot Jr. discipline, humility and treating everyone fairly. Discipline was taught to him by working in a host of jobs while he was growing up. Humility was taught to him through his experiences in the Boy Scouts, as would learn self-service towards others. Treating everyone fairly is a basic principal that Marriot would learn early. As he quickly realized that the best way to provide outstanding customer service; is to make sure that the staff is motivated to go the extra mile. These different events would help to shape who JW Marriot would become in the future. As they would teach him the skills necessary to effectively lead his organization by instilling a sense of selflessness in everyone. (Marriot, 2000)
When you step back and analyze this aspect of his life, it is clear that the experiences that JW Marriot had working with the business gave him the ability to adjust to changes quickly. This would help him to apply these strategies to the hotel industry, as he could identify new trends that were occurring (before competitors had a chance to react). At the same time, the sense of selflessness that he learned would help Marriot to lead his organization by example. This is because he was humble and believed that each person; could have a profound impact upon the underlying customer experience. Once this took place, it meant the organization could offer a unique product that is difficult to mirror at many competitors.
What can the Experiences Teach Hotel Managers?
The experiences of JW Marriot Jr. can teach hotel managers a number of different principals that they should be embracing as part of their basic philosophy. To include: having flexibility, leading by example and motivating the staff to go the extra mile. Having flexibility is when managers must be able to adapt to changes that are taking place in the industry. This means that they must be vigilant of new trends that could quickly be: emerging and how and their hotel can adapt to them. This is important, because in the hospitality industry, trends and tastes are constantly changing among consumers. As what is in for many different travelers, will vary based upon economics and what they think is fashionable. When mangers are aware of what is taking place, is the point that an organization can quickly adapt to the underlying changes that are occurring. This will help to provide their hotel with earnings stability, so that it can avoid the sudden boom and bust cycles that have been known in the industry.
Leading by example, is where managers must show the staff that they are willing to engage in the same kind of actions they are telling them to do. This is important, because many different hotel managers will often have a sense of aloofness. As they believe that staff members should follow the regulations and policies that they set forth. This problematic, because it creates division in the hotel and a poisonous atmosphere (where the staff will do just enough to get by). Over the course of time, this will have an impact upon the quality of service that is being provided. When managers are engaging in actions that support what they are telling the staff, this will reduce these barriers inside the hotel. At which point, many employees will begin to ensure that customers are receiving the best service.
Motivating the staff to go the extra mile; means that they must have some kind of incentives for engaging in particular actions. Where, the underlying levels of compensation should be higher and they must feel that managers are working with them. These two elements are important they help to improve the underlying levels of service even more. Where, the staff begins to see their employment with company, as more than just a job by turning it into a career. Once this takes place, it means that Marriot has the ability to be able to create a unique product that customers will…
Sources Used in Document:
JW Marriot Jr. (2011). Forbes. Retrieved from: http://people.forbes.com/profile/j-w-marriott/51293
JW Marriot Jr. (2011). Marriot. Retrieved from: http://www.marriott.com/corporateinfo/culture/heritageJWMarriottJR.mi