Today's Hotelier - October 2016 - 43

20-MINUTE READING TIME T PHOTO: MARRIOTT.COM. here's no shortage of people who will tell you that Bill Marriott Jr. built the hospitality industry that we know today. His father, John Willard, launched the family business in the 1920s with a root beer stand in Washington, D.C. It grew into a chain of restaurants called Hot Shoppes. Later the family branched out into hospitality with the Twin Bridges Marriott. Although the elder Marriott was reluctant to take on the debt required for hotels, his son foresaw the travel boom that was to come to America and pushed to build a chain of hotels - called motor courts to distinguish them from motels. Marriott became an international company by acquiring an airline catering kitchen in Venezuela, and expanded its restaurant operations to include the Big Boy chain and Roy Rogers fast-food division. Marriott recalls: "I went to my dad one day and I said, 'why don't you let me try and run this hotel?' He said, 'well you don't know anything about the hotel business,' and I said, 'I know, but neither does anybody else around here.' And so they gave me the responsibility to supervise that first hotel and then to open the second hotel, and it just kind of went on from there." His philosophy for success evolved over 40 years as CEO of the hotel chain. He became famous for a hands-on style that he called "management by walking around." He would check into a hotel unannounced to see how it was operating. He cultivated this knowledge of how things actually work by drawing 40 percent of managers from the ranks of hourly employees. "I pull a sneak attack every now and then, but it doesn't work for long," he said during an interview for the PBS series CEO Exchange. "The word gets out, and soon as they know I'm there, then things kind of change a little." Marriott succeeded his father as CEO in 1972 and the company grew through acquisitions and the development of new lodging brands. Courtyard by Marriott was introduced as the company's second lodging brand and later entered the vacation timeshare business. After his father's death in 1985, he became chairman. The company sold its restaurants and focused on lodging, senior living and contract services. Shortly after his 80th birthday in March 2012, he gave up the CEO position, but remained an active chairman, visiting upward of 200 hotels a year. The company has continued to grow. The - John Willard "Bill" company operated more than 759,330 Marriott International hotel rooms worldwide in 2015 including Courtyard, Renaissance and Ritz-Carlton, and there are more than 800 new MarriottMarriott Jr. operated properties being planned worldwide. A key to success in this business is also showing loyalty to workers and giving them the opportunity to advance. "The loyalty and the devotion to the business, the devotion to the guests is something you just can't buy with money," he says. He recounts visiting a hotel in downtown Washington where a manager said to him: "See that young lady over there pushing the bell cart? She came out of welfare." The woman started in housekeeping, worked hard and was eventually Bill Marriott follows a set of simple business principles that promoted to making $300-400 a day as bellhop. can be applied to nearly any kind of hospitality business. "These kinds of stories are what keep us going," explains Marriott. * Challenge your team to do better, and do it often. Customer service is paramount. "Somebody asked me once, 'What's the most * Take good care of your associates, and they'll take good successful thing about going into business?' I said, 'Ask the customer what the care of your customers, and they'll come back. customer wants, and give it to him.'" * Celebrate your peoples' success, not your own. Study what your competitors are doing. "I study their products all the time," * Know what you're good at and keep improving. explained Marriott. "I'm in their hotels, walking their lobbies. I sneak into their * Communicate by listening to your customers, guest rooms every now and then to see what they're doing different, and I'm associates and competitors. out with the competition as much as I am with my own properties. Because I * See and be seen. Get out of your office, walk the want to know what's different, what's happening, what's going on, and I guess talk, make yourself visible and accessible. I'm a continuous student of the business." * Success is always in the details. On a personal level, Marriott practices actions that will keep him focused * It's more important to hire people with the right on the job at hand. One of the most important of these is the use of lists. "They qualities than with specific experience. keep me organized; they keep me focused," he wrote in a recent blog post. "I * Customer needs may vary, but their bias for quality never does. operate best with lists...." * Always hire people who are smarter than you are. He added, "No one accidentally becomes a good leader. It takes dedication * View every problem as an opportunity to grow. and discipline." Ask the customer what the customer wants, and give it to him. MARRIOTT'S TAKEAWAYS TODAYSHOTELIER.COM | OCTOBER 2016 | 43 http://www.MARRIOTT.COM http://www.TODAYSHOTELIER.COM

Table of Contents for the Digital Edition of Today's Hotelier - October 2016

Letter From the Chairman
Letter From the President & CEO
News Bytes
AAHOA Spotlight
Best Western’s New Frontier
Government Affairs
The Uneven Playing Field: Hotels & Airbnb
Finding Opportunity in the Old
Development & Renovation
Living Legends: Wisdom From Industry Trailblazers
Finance Q&A
The Latest Tech Tools for Hospitality
Guest Experience
AAHOA Events
AAHOA Founding Members
AAHOA Vendor Partners
Classifieds
Advertiser Index
Today's Hotelier - October 2016 - cover1
Today's Hotelier - October 2016 - cover2
Today's Hotelier - October 2016 - 3
Today's Hotelier - October 2016 - 4
Today's Hotelier - October 2016 - 5
Today's Hotelier - October 2016 - 6
Today's Hotelier - October 2016 - 7
Today's Hotelier - October 2016 - Letter From the Chairman
Today's Hotelier - October 2016 - 9
Today's Hotelier - October 2016 - Letter From the President & CEO
Today's Hotelier - October 2016 - 11
Today's Hotelier - October 2016 - News Bytes
Today's Hotelier - October 2016 - 13
Today's Hotelier - October 2016 - AAHOA Spotlight
Today's Hotelier - October 2016 - 15
Today's Hotelier - October 2016 - 16
Today's Hotelier - October 2016 - 17
Today's Hotelier - October 2016 - Best Western’s New Frontier
Today's Hotelier - October 2016 - 19
Today's Hotelier - October 2016 - 20
Today's Hotelier - October 2016 - 21
Today's Hotelier - October 2016 - 22
Today's Hotelier - October 2016 - 23
Today's Hotelier - October 2016 - Government Affairs
Today's Hotelier - October 2016 - 25
Today's Hotelier - October 2016 - 26
Today's Hotelier - October 2016 - 27
Today's Hotelier - October 2016 - 28
Today's Hotelier - October 2016 - 29
Today's Hotelier - October 2016 - The Uneven Playing Field: Hotels & Airbnb
Today's Hotelier - October 2016 - 31
Today's Hotelier - October 2016 - 32
Today's Hotelier - October 2016 - 33
Today's Hotelier - October 2016 - 34
Today's Hotelier - October 2016 - 35
Today's Hotelier - October 2016 - Development & Renovation
Today's Hotelier - October 2016 - 37
Today's Hotelier - October 2016 - 38
Today's Hotelier - October 2016 - 39
Today's Hotelier - October 2016 - 40
Today's Hotelier - October 2016 - 41
Today's Hotelier - October 2016 - Living Legends: Wisdom From Industry Trailblazers
Today's Hotelier - October 2016 - 43
Today's Hotelier - October 2016 - 44
Today's Hotelier - October 2016 - 45
Today's Hotelier - October 2016 - 46
Today's Hotelier - October 2016 - 47
Today's Hotelier - October 2016 - 48
Today's Hotelier - October 2016 - 49
Today's Hotelier - October 2016 - Finance Q&A
Today's Hotelier - October 2016 - 51
Today's Hotelier - October 2016 - 52
Today's Hotelier - October 2016 - 53
Today's Hotelier - October 2016 - The Latest Tech Tools for Hospitality
Today's Hotelier - October 2016 - 55
Today's Hotelier - October 2016 - 56
Today's Hotelier - October 2016 - 57
Today's Hotelier - October 2016 - Guest Experience
Today's Hotelier - October 2016 - 59
Today's Hotelier - October 2016 - 60
Today's Hotelier - October 2016 - 61
Today's Hotelier - October 2016 - AAHOA Events
Today's Hotelier - October 2016 - 63
Today's Hotelier - October 2016 - AAHOA Founding Members
Today's Hotelier - October 2016 - 65
Today's Hotelier - October 2016 - AAHOA Vendor Partners
Today's Hotelier - October 2016 - 67
Today's Hotelier - October 2016 - 68
Today's Hotelier - October 2016 - 69
Today's Hotelier - October 2016 - 70
Today's Hotelier - October 2016 - 71
Today's Hotelier - October 2016 - 72
Today's Hotelier - October 2016 - 73
Today's Hotelier - October 2016 - 74
Today's Hotelier - October 2016 - 75
Today's Hotelier - October 2016 - 76
Today's Hotelier - October 2016 - Classifieds
Today's Hotelier - October 2016 - 78
Today's Hotelier - October 2016 - 79
Today's Hotelier - October 2016 - 80
Today's Hotelier - October 2016 - 81
Today's Hotelier - October 2016 - 82
Today's Hotelier - October 2016 - 83
Today's Hotelier - October 2016 - 84
Today's Hotelier - October 2016 - 85
Today's Hotelier - October 2016 - Advertiser Index
Today's Hotelier - October 2016 - cover3
Today's Hotelier - October 2016 - cover4
Today's Hotelier - October 2016 - outsert1
Today's Hotelier - October 2016 - outsert2
Today's Hotelier - October 2016 - 91
Today's Hotelier - October 2016 - 92
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