Part 1:
Strength: Marriott International has a world-renowned reputation for being a trustworthy hotel brand that provides excellent service. It is also a leading brand due to its established loyalty program, which has millions of members and creates a pattern of repeat customers (Marriott Bonvoy Website).
Weakness: While Marriott’s franchise model has been a major driver of its global expansion and brand reach success, it can occasionally lead to variation in service delivery across properties. This presents an ongoing opportunity for Marriott to strengthen brand reputation and consistency through enhanced training, quality assurance programs, and franchisee engagement initiatives (as discussed with David Pinkham, Senior Director at Marriott, during our networking call).
Opportunity: There is a chance to expand in the emerging markets in countries such as China, India, and other parts of Asia. By doing this, the company can emphasize the luxury hotel experience and the excellent food. Due to the pandemic, people want to travel more, which is why they have the opportunity to expand in the first place.
Threats: With the rise of Airbnb and other like-minded companies, some people choose alternative travel accommodations over traditional hotels.
Part 2:
Long-term goal: Marriott will expand its hotel base in emerging markets, particularly in Asia, by opening 40-60 new luxury properties over the next five years and introducing a loyalty program to welcome repeat customers.
Analysis: The SWOT analysis informs this goal, as Marriott has an opportunity to grow. That said, Marriott is already a remarkable company and a powerhouse in the hospitality industry. It must keep doing what it does well, like the guest loyalty program, and expand that to a new part of the world.
Part 3:
Goal - Learning and Growth:
Objective: Marriott will train 100% of its employees twice a month to be kinder to guests until January 2026.
Relation to the long-term goal: Marriott will continue strengthening its worldwide reputation by being kinder to guests. This means that when more Marriotts are opened, there will be good word about how the company treats guests.
Performance measure: Percent of employees who cooperate with Marriott training efforts.
Internal accounting Information: It will be essential to determine the number of employees attending the training to ensure everyone prioritizes being kind to guests.
Goal - Internal Business Processes:
Objective: During the holiday season, Marriott will have 90% of its rooms booked from December 1st to January 31st.
Relation to the long-term goal: By utilizing hotel space during the busy holiday seasons, guests will be more likely to recommend their stay to family and friends, thus increasing international awareness about the brand's quality.
Performance measure: The percentage of the hotel filling up during the holiday season.
Internal accounting system: Guest's ratings after staying with Marriott during the holiday season.
Goal - Financial:
Objective: Marriott will increase its total revenue by 3% by January 2027.
Relation to the long-term goal: By increasing revenue, Marriott will have more money to spend on future properties.
Performance measure: Increased cash flow from hotel guests.
Internal accounting system: The company will earn more net income if more guests stay at the Marriott each year.
Goal - Customer:
Objective: 500 new customers will leave a five-star rating at the Marriott hotel by March 2025.
Relation to the long-term goal: If guests are happier and leave better reviews after their stay, word will spread about the need for more hotels like Marriott.
Performance measure: Hotel ranking among the top hospitality groups.
Internal accounting system: Percent of guests leaving five-star ratings after their stay.