A thorough investigation of J.W. Marriott Jr

JW Marriot Jr.

[Type the document title]

Life of JW Marriot Jr.

Experiences

What can this Teach Hotel Managers

JW Marriot Jr.

In business there are those individuals that are able to overcome tremendous obstacles to become innovators in their field. Part of the reason for this, is because their life experiences would shape how they viewed the various challenges to become successful. A good example of this can be seen with studies that were conducted by the U.S. Army. They found that the best military officers for promotions to position of command were: those who had previous experience in their career field and life. This could be based off of different events that occurred at any point in their lives, which would influence their personality in dealing with actual events on the job. (Bass, 1998, pp. 92 -- 99) as a result, this is clear sign that good leaders have a host of experiences that have shaped: who they are and what kind of leadership style they are utilizing. In the case of JW Marriot Jr., he was influenced by these different experiences to: reinvent the hospitality sector and set the example for how to effectively lead. This is important, because learning from the experiences of other great leaders, can help to identify what practices and principals should be embraced by all hospitality industry managers. To fully understand this requires examining the life of: JW Marriot Jr. And analyzing how the various experiences would shape what kind of leader he would become. Once this takes place, it will provide the greatest insights as to how his life could help all executives to understand the most effective ways to lead their organizations in the future.

The Life of JW Marriot Jr.

JW Marriot Jr. was born on March 25, 1932 in Washington DC. He is the son of JW Marriot, who was an entrepreneur that started a working in the hospitality industry through an indirect route. What happened was Marriot Sr., started a small franchise selling root beer in 1927. During the Great Depression, his business would flourish, prompting him to open a series of restaurants called Hott Shoppes. Then, in 1937 Marriot Sr. would begin catering to different airlines. This would evolve to the point, that Marriot was receiving large industrial and government contracts during World War II. The success that was realized in the catering and food businesses would push the elder Marriot to establish a publically traded corporation in 1953. At which point, they would focus on building their hotel business, with the first one opening in 1957. This is significant, because these different events would have a dramatic impact upon the life of JW Marriot Jr. As he would be influenced, by these experiences and the businesses that was opened (giving him a basic foundation for working in the business world from an early age). (Bowdon, 2004)

Yet, when you look a little close at the life of JW Marriot Jr.; it is clear that there are many other events that would have an impact upon what kind of leader he would become in the future. As the younger Marriot received his formal education in Washington DC and would receive a Bachelors Degree in Finance from the University of Utah. This is because he would spend time in both places. As a result, JW Marriot Jr. would be influenced by a host of ideas as he was growing up, which would have a profound impact upon his life to include: becoming an Eagle Scout and receiving the Distinguished Eagle Scout Award. These events are important, because they would help to create a sense of: purpose and they helped to build strong leadership skills. (Bowdon, 2004)

After the younger Marriot finished college, he would serve as an officer in the United States Navy for four years. During this time, his leadership skills would improve as he was placed in positions of command. This helped to augment the basic leadership skills that Marriot received when he was younger, by giving him a sense of responsibility and real world experience. At which point, he would take what he learned and began to work actively for the company starting in 1956 (at the position of Executive Vice President). This is important, because it shows how the experiences that JW Marriot Jr. received at an early age would set the foundation for the rest of his life. As he would learn the basic principles of business and augment them with real world skills he learned on his own. When you put these elements together, they are showing how the life experiences of Marriot would prepare him for the challenges that he would face in the future. ("JW Marriot Jr.," 2011)

Realizing the potential benefits that could be gained from the hospitality industry, Marriot began to aggressively engage in a strategy of growing the company as much as possible. This started with him taking control of the hotel division, shortly after joining the company. Where, he wanted to create a brand that could stand out in the minds customers by: highlighting superior quality and outstanding service. To achieve this objective he had to create a one of a kind trademark that could attract the cliental that they were looking for (i.e. business travelers and tourists). While at the same time, creating a unique experience that would help Marriot to distinguish itself from competitors.

To achieve this goal, meant that the company would have to hire some of the brightest and ambitious individuals inside / outside of the industry. As a result, Marriot took a hands on approach by: offering employees better incentives and pay than his competitors. A good example of this can be seen with him saying, "If you treat your people right, they will treat the guest right." ("JW Marriot Jr.," 2011) This is basic philosophy that would become the corner stone of the various hotels that were opened during the late 1950's to the 1970's. As the company would rapidly expand into a host of different markets and they would offer a number of different services that went beyond what was offered by many competitors. These two elements would help Marriot to be able to create luxurious hotels that offered the best of amenities to their guests. During this time, basic strategy coupled with offering generous benefits to employees, as this would help everyone to go the extra mile. At which point, Marriot hotels would become synonymous with style and luxury. This is important, because it shows how Marriot Jr. would treat his employees with respect, to help motivate them when they are working with customers. In many ways, one could argue that this strategy helped him to be seen as someone who is working with the staff to offer a one of kind product. Those individuals who embraced these ideals were rewarded and encouraged to tell others about their experiences. These elements would reshape the relationship between the staff and employees, as the divisions of labor in most hotels were not apparent at any of the Marriot properties. Once this occurred, it meant that a new culture inside the hotel industry would emerge, with various chains trying to mirror the same kind of services that were being provided by the company. (Schrio, 2000) ("JW Marriot Jr.," 2011)

At the same time, the Marriot Jr. learned that he must have the flexibility to adjust with changes that are taking place in the economy and the industry. This began at an early age, when he would work at the different Hott Shoppes and watched his father grow the business during one of the most challenging economic environments. Then, when he seen the company focus on catering to: the airlines and large corporate customers (through their food service business); is when this basic principal was instilled in him for the rest of his life. As a result, Marriot took these different experiences (even though they occurred at an early age) to: understand the basic fundamentals of hospitality industry and how to adjust to these changes. ("JW Marriot Jr.," 2011) (Bowdon, 2004)

This helped during the 1970's when he realized that the industry was changing. What was happening is demand was beginning to slow at number of different chains around the country. This was because of the economic recessions and the high price of crude oil, as both of these factors would lead sharp slowdowns in demand. At which point, Marriot began to face a lack of upward earnings momentum because their business model was focused on catering to full service clients. To prevent the company from facing a prolonged period of slow growth, Marriot Jr. would refocus the strategy. What happened is the corporation would change from directly owning the different properties to managing them. While simultaneously, purchasing luxury competitors, who were facing a number of challenges on their own. This would help Marriot to be able to shift their business model, as they could begin to offer a variety of services to every category of travelers. 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.