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Marriott International Group

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Chad Dunham

on 4 March 2015

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Transcript of Marriott International Group

Drake Branson, Sean Conroy, Chad Dunham, Thomas Clay Van Buren and Jey Yokeley
Key Measures:
Occupancy Percent (Rooms sold/rooms available)
Average Daily Room Rate (total room revenue/rooms sold)
Revenue per Available Room (RevPAR)

Occupancy Percent = 69.6%
Average Room Rate = $133.26
RevPAR = $92.69

Brand Portfolio:
The Ritz-Carlton
, Residence Inn,
TownePlace Suites
Fairfield Inn
, SpringHill Suites, newly acquired
Gaylord Hotel
Competitor Analysis
Competitive Advantages
Client Analysis
-Hilton is growing at a faster rate than Marriott
-Copy cat industry everyone follows what the other does (Points, rewards)
-Rising costs of construction
-Travel permit restriction
-Environmental issues and conservation problems
-High Exposure for data security breaches
-Lesser known hotel and resorts have increased quality
Issue Recognition
-Continue to uphold luxury standard
-Services and Quality
-Monitor Hilton's Growth
-Innovative measures to save money
-Align with travel websites
Strategic Recommendation:
Short Term
-Acquire lower tier hotel brand
-New brand perception
-"Quality and Class on a Budget"
-Global expansion persistence
Strategic Recommendation:
Long Term
MGT5750- Hayward
Marriott International Headquarters
Bethesda, Maryland
Recent Acquisitions:
Threat of New Entrants
Industry Analysis
Bargaining Power of Suppliers
Porter's Five Forces
Bargaining Power of Buyers
Threat of New Entrants
Threat of Substitute Products or Services
Rivalry Among Existing Competitors
Threat of Substitute Services & Rivalry Among Existing Competitors
Bargaining Power of Buyers and Suppliers
-Must offer the best services and offer best amenities to continue getting traffic to hotels
-Third party booking services
-(Expedia, Booking.com, Travelocity)
-Suppliers of land, capital and existing buildings have some bargaining power
Key Economic Drivers
-Consumer Spending
-Consumer Sentiment Index
-Domestic travel by US residents
-Inbound travel by non-US residents
Hilton Corporation
Brand Portfolio:
Hilton Graden Inn
, Embassy Suites,
Homewood Suites
, LaQuinta Inn,
LXR Luxury Hotels and Resorts

Occupancy Percent: 72.5%
Average Room Rate: $115.43
RevPar: $82.46

Global Revenue: 3.7% (annual average)
Domestic Revenue: 4.0% (annual average)
Starwood Hotels
Brand Portfolio:
Le Meridien
, W,
Four Points
, and

Global Revenue: +0.1% (annual average)
Domestic Revenue: -2.5% (annual average)
-Barriers to entry are medium
-Takes a lot of capital to start a hotel/hotel chain
-Supply of land and existing buildings are medium to low
-Started off as a small hotel chain
-Evolved by buying up smaller hotel chains
-Began expanding globally
-Recently started buying up larger chains to diversify their portfolio
-Narrow, but getting closer and closer to broad
-Narrow because it caters more to business travelers & higher income clientele
-Getting closer to broad because of vast global expansion
Where does Marriott Stand?
-Differentiate because they try and offer the best quality experience
-Price of service
-Get additional benefits
Wyndham Worldwide
Brand Portfolio:
Days Inn
Knights Inn
, Ramada,
Super 8
Howard Johnson
, and

Global Revenue: +0.8% (annual average)
Domestic Revenue: -1.5% (annual average)
Competitive Disadvantages
-Brand/ quality perceived
-Global presence
-Environmental cost savers
-Attract top work-force
-Loyalty Program
-Timeshare Program
-Customer Service
-Hard to hold competitive advantages in this industry
-Copied very fast
Full transcript