Introduction

MARRIOTT HISTORY

Marriott is one of the highly recommended and leading names in the

international hotel industry. The chain that acquired two thousand
hotels by year 2000 has blossomed into a tree from a very humble
beginning.

In 1927 J. Willard Marriott and Mrs. Alice Sheets Marriott opened a

tiny root beer stand in Washington dc which gradually led to their first hotel twin Bridges
motor hotel in Arlington in January 1957 with 365 rooms and Drive in Registration.
In 1972 Marriott expanded its chain outside USA and began international operations by
accepting within their chain high class hotels in Europe, Middle East and Africa. With the
acceptance of the hotels in Karachi and Islamabad on October 01, 1992, Pakistan is the first
country in Asia to be accepted by Marriott.

With the dynamic approach and foresightedness of the Chairman, Mr. Sadruddin Hashwani,
the Marriott hotels in Karachi and Islamabad have assumed the role of leading hotels in
Pakistan.

MARRIOT MILESTONES

• 1927- J.Willard Marriott and Mrs. Alice Sheets Marriott open a nine seat root beer
stand in Washington D.C.

• 1937- Airline catering business starts at Hoover Field named “In Flight Catering”.

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• 1938- Hot Shoppes launches food service management business at U.S. Treasury.

• 1953- Marriott goes public stock sells out in two hours of trading.

• 1957- First hotel opens the 365 room Twin Bridges Motor Hotel in Arlington, Va.

• 1967- Corporate name changes from Hot Shoppes, Inc. to Marriott Corporation.
Marriott’s Fairfield Farm Kitchens, (FFK), a 300,000 square foot food
production and purchasing facility opens in Beaver Heights, Md.

• 1983- First Courtyard moderate- price segment hotel opens near Atlanta, Ga.

• 1984- Marriott enters vacation time sharing business with the acquisition of
American Resorts Group.
• 1985- Marriott sells FFK and opens a technologically advanced Marriott Distribution
Centre in Savage, Md.

• 1987- Marriott acquires The Residence Inn Company, and extended stay hotel chain,
and enters the economy lodging segment with the first Fairfield Inn.

• 1988- Marriott acquires Basic American Retirement Communities, giving the

company a major presence in the rental retirement market.

• 1993- Marriott splits into two companies: Marriott International and Host Marriott
Corporation.

• 1994- Marriott acquires Ritz Carlton Hotel Company, the premier brand in the luxury
segment.

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• 1997- Marriott acquires the Renaissance Hotel Group, doubling its presence overseas.
The Town Place Suites, Marriott Executive Residences and Fairfield Suit
Brands are introduced.

• 1998- Marriott completes the merger of its food service and facilities management
business with Sodexho Alliance’s North American operations and spins off
a “new” Marriott International comprising its remaining lodging, senior
living and Distribution services businesses. Marriott introduces the Spring
Hill Suites brand.

• 1999- Marriot enters the corporate housing industry with the acquisition of
ExecuStay.

• 2000- 2,000th property opens in Tampa Marriott Waterside Hotel.

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 About Organization

GOALS AND MISSION STATEMENT

Mission Statement

We are committed to dynamic growth and service excellence built upon our heritage of
traditional hospitality. We strive to consistently meet the surpass guests, employees and other
stake holders’ expectations. We feel pride in making efforts to position Pakistan in the forefront
of the international arena.

Goals

The mission reflects the founder’s belief that if he treated employees well they would in turn
treat customers well. Since the first day, Marriott has focused on hiring good people, clearing
avenues to performance, and listening to employee concerns and ideas. Marriott strives to
become

• Preferred employer with best management team.

• Preferred service provider.
• The most profitable.

At the local level, hotel managers have some leeway in setting prices and controlling costs. And
they use this autonomy to help achieve operational goals. They are however expected to run their

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hotels according to the corporation’s many standing plan, which cover virtually every hotel
function ,which include right way to clean bathroom sink. These standing plans help Marriott
ensure that every one of its hotels maintains uniformly high standard for quality and customer
service. With a clear vision ,challenging goals ,and coordinated planning geared to local and
global conditions ,Marriott is able to continue growing and spreading its special brand of
hospitality around the world.

ORGANIZATION TODAY

Aga Khan Road

Shalimar 5-PO
Box1251
Islamabad,
Pakistan
Phone: 92 51-2826121
Fax: 92 51-2820648

DESCRIPTION:
The Marriott Islamabad is located at the foot steps of Margalla hills, and is close to Rawal Lake
& the town centre, President & Prime Minister's House, Foreign Missions, World Bank, and
Government Offices. Choice of smoking and non-smoking rooms, suites and executive level
rooms equipped with modem ports. The Health Club offers separate gyms for ladies and gents ,
sauna and steam bath, all-weather swimming pool. There is a round-the-clock Business Centre,
as well as 32000 square feet of banquet facilities that can cater to the needs of 15 to 1500 people.

Plan Events & Meetings

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Business & Meetings
We're the experts you can count on to make your meeting a success. Our meeting professionals
approach every event, large or small, with a dedicated focus--providing you the comfort level
you deserve.
Meeting Space Highlights
• 14 meeting rooms
• 13,126 sq ft of total meeting space
• Largest meeting room is Marquee with maximum meeting space of 12,752 sq ft and
maximum seating capacity of 700
• Maximum of 8 breakout meeting room(s)
• Exhibition space on-site
Social Events & Weddings
Extraordinary events call for extraordinary places. Make your special occasion a dream come
true.

THE FIVE MANAGERIAL FUNCTIONS

The functions of managers provide a useful structure for organizing management knowledge.
There have been no new ideas, research findings, or techniques that cannot be readily placed in
the classifications of

• Planning
• Organizing
• Staffing

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 • Leading
• Controlling

Planning
Planning involves selecting missions and objectives and the actions to achieve them; it requires
decision making that is, choosing future course of action from among alternatives. There are
various range of plans ranging from overall purposes and objectives to the most detailed actions
to be taken, such as renovating a whole floor, as Marriott did a few months back. No real plan
exists until a decision—a commitment of human or material resources or reputation has been
made. Before a decision is made all that exists is a planning study, an analysis or a proposal;
there is no real plan.
Planning helps in the effective use of the inputs available.

Organizing
Organizing is the part of management that involves establishing an intentional structure of roles
for people to fill in an organization.

The concept of role implies that what people do has a definite purpose or objective; they know
how their job objective fits into group effort, and they have the necessary authority, tools and
information to accomplish the task.

Organizing is intentional in the sense of making sure that all the tasks necessary to accomplish
goals are assigned and assigned to people who can do them best.

The purpose of an organization structure is to help in creating an environment for human

performance. Marriott has done a good job in this matter. They made a pleasant and healthy

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environment for their workers and the workers in turn feel pride in being employees of this
organization.

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Staffing
Staffing involves filling and keeping filled the positions in the organization structure. This is
done by identifying work force requirements; inventorying the people available; and recruiting,
selecting, placing, promoting, appraising, planning the careers, compensating and training or
otherwise developing both candidates and current job holders so that tasks are accomplished
effectively and efficiently.

Marriott prides itself in having efficient staff and keep a deep check on each one.

Leading
Leading is influencing people so that they will contribute to the organization and group goals; it
has to do predominantly with the interpersonal aspect of managing. Most problems arise from
people their desires and attitudes, their behavior as individuals and in groups and that effective
managers also need to be effective leaders. Since leadership implies followership and people
tend to follow those who offer a means of satisfying their own needs, wishes and desires.
Leadership involves motivation, leadership styles and approaches and communication.

Controlling
Controlling is measuring and correcting individual and organizational performance to ensure that
events conform to plans. It involves measuring performance against goals and plans, showing
their deviation from standards exist, and helping to correct them.

Control activities generally relate to the measurement of achievement. Some means of

controlling used by Marriott are the budget for expenses, inspection records and the record of
labor hours lost. Each measure shows whether plans are working out. If deviation persists,
correction is indicated.

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 THE 10 MANAGERIAL ROLES

FIGUREHEAD: The manager performs ceremonial and symbolic duties as head of the
organization.

LEADER: The leader fosters a proper work atmosphere and motivates and develops
subordinates.

LIASION: The duty of the liaison in Marriot is to develops and maintains a network of external
contacts to gather information.

MONITOR: The monitor gathers internal and external information relevant to the organisation.

DISSEMINATOR: The disseminator transmits factual and value based information to

subordinates.

SPOKESPERSON: The spokesperson communicates to the outside world on performance and

policies.

ENTREPRENEUR: The entrepreneur designs and initiates change in the organisation.

DISTURBANCE HANDLER: The disturbance handler deals with unexpected events and
operational breakdowns.

RESOURCE ALLOCATOR: The resource allocator controls and authorizes the use of
organizational resources.

NEGOTIATOR: The negotiator participates in negotiation activities with other organizations

and individuals.

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 Manager Skills

The managers from whom we have interviewed was a Top level manager, she gave us a whole
view of the day to day activities which were been carried out in the hotel. She told us that how
she had been using her skills to manage her routine work. She possessed conceptual skills. These
are the skills by which the manager see all the organization as a whole , understand the
relationship between various subunits, and visualize how the organization fits into its broader
environment. She also said that in Marriot people are not been paid for how much time they
spend in the organization, rather they are been paid for the quantity and quality of output they
produce. So they are urging people to work smarter rather than harder and design there work
such that they can spend quality and time well.

As a manager she told that it is very difficult some times to keeping the tasks, projects and
keeping the cost under control. Most of the works such as assigning duties and sending
information is done through emails. When it comes to the customers they are considered as the
main assets of the hotel they try their level best to satisfy there needs such as quick service,
friendly and efficient disposal of your needs, timely help, accurate information, safety and
security. They try to create a customer responsive organization where employees are friendly
and courteous, accessible, knowledgeable, prompt in responding to customer needs.

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 SWOT ANALYSIS

STRENGTHS

Marriott Franchise

Pakistan is the first country of Asia to get franchise of Marriott hotels. Its greatest strength is that
it is a part of an international chain of hotels. Advertisement, therefore is not needed,
international tourists and business travelers recognize it by name, and have no reason to question
its quality.

Service

High quality service is provided. The employees are trained to handle many events like
exhibitions, weddings, meetings and conferences in a single day. Crystal ball room is booked for
three or four events in a day, similar is the case for other halls like Chandni and Kohinoor. But
the customers never feel any sort of mismanagement or havoc. Every thing runs smoothly.

Quality

A wide range of cuisines is available and is of good international standards.

Human resource

People working at Marriott are loyal and have job satisfaction. They enjoy high pay scales
rewards and other fringe benefits. That is why they are not willing to quit their position despite
getting attractive offers from competitors.

Friendly environment

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Employees enjoy a family type environment. Majority of employees have worked all their life at
Marriott, so they feel like home and work efficiently.
Experienced Staff

The chain of Hashu group is never short of experienced staff. When the project of PC Bhurban
was launched best management and staff members were posted over there and after one or two
years they were called back at their place.

Continuous phase of development

Marriot is in continuous phase of development in terms of plans meetings and training programs
for employees.

Foreign Chefs

Chefs from other countries are hired, they are also paid a heavy amount almost up to $14000 per
month.

Edge over competitors

Hashu group hotels are dominant in every major city. Marriott supersedes in Islamabad and
Peshawar. PC Karachi supersedes Avari and Sheraton. PC Lahore has an edge over Avari,
Holiday Inn. PC bhurban is the only five start resort. Serena Gilgit is very small, and Shangrilla
Swat is not compatible.

Specialty restaurants

Restaurants offer Chinese and Thai foods. A special atmosphere with needed furniture and
interiors is also arranged.

Live Music

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Traditional ghazals and latest songs mesmerize the atmosphere for Hi-Tea and Buffet customers
enjoying candlelight dinners.
WEAKNESSES

Old property

This building was built back in 1978.its expansion isn’t possible. Building another floor on the
rooftop can possibly cause the structure to collapse.

Limited area for parking

Customers often face difficulty in parking their cars which is irritating. Previously swimming
pool was on the front .It was shifted back to provide more parking space. But still it isn’t
sufficient.

Iraq War
Few months back the plan for building another twin building at the back plot was finalized, but
Iraq war led to its postponement. Now the plan is almost considered cancelled because war has
caused a considerable decrease in customers and also revenues.

Constraints by Pakistani law

Along with many facilities that all Marriott Hotels are bound to provide like swimming pool
coffee bar restaurants etc. Marriott hotels in Pakistan are not allowed to have a bar. This makes
some of its customers indifferent. There are also many other facilities that hotels in non Muslim
countries offer but Pakistan imposes restrictions due to which tourism can’t be developed.

THREATS

Epidemics
International epidemics like SARS cause a drastic decrease in the number of customers.
War threats

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Pakistan and India generally remain under war threats with tensions on line of control; this also
serves as a discouragement for customers. They try to avoid visit to Pakistan.
Serena Hotel

Before Serena, Marriott had a monopoly in Islamabad. Customers had no other choice but to turn
to this place. But now Serena is competing. it has a huge and attractive infrastructure .

Employees are leaving jobs

Serena offered a double salary to the experienced employees of Marriott. Some of them have
switched their jobs.

Vulnerable to recession.

The business cycle of our country is generally facing depression due to change in governments
and other economic & political factors. This restricts the profits.

High costs
Due to many international factors revenues have declined therefore like many other
organizations Marriott has opted for downsizing. Person getting high salary is substituted for a
low salary employee. Due to a slump in economic activities Marriott decided to compromise on
human resource.

OPPORTUNITIES

Diversification
New dishes are added to the menu considering the changing tastes of consumers. Recently Nadia
coffee shop has added steaks.

Complementary services
A free room is offered for the wedding night to the bride & groom including free breakfast.

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Valet service at nominal rates is offered to the customers without personal drivers. Their cars are
parked by Marriott drivers.

Serena a healthy competition

Although Serena has broken a long time monopoly but at the same time provided opportunity for
betterment in terms of quality and services.

Provide more facilities

Marriott has renovated its 4th floor .the executive lounge is being provided with new furniture
carpets Computer system, internet and fax facility in each room.

Science & technology

Reservations are automated by website. Customers at any place can get their room reserved t any
of Marriott branch.

Customers returning from Serena.

Old and long time customers were initially attracted towards ostentatious building of Serena but
were dissatisfied by its service quality. Some customers complain about its bad quality food..

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 Suggestions
1. We just spent some time at the Marriott hotel and it was a nice experience.
2. We used our reward points and then upgraded to the executive level and the lounge is
great, lots of good food, computers, TV's, all kinds of drinks, and the staff there were
very accommodating
3. Everything in the hotel worked fine, they couldn't have been more helpful. I was thankful
for that, just in case someone else could be dishonest.
4. There is a nice restaurant, bar, lobby, parking, a large fitness area, even a hair salon.

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 Recommendation

Marriott is a well established organization who enjoyed monopoly for quite a long time. With the
arrival of Serena Hotel they have certainly met their match. Competition is always healthy and
provides innovations for the customers. Marriott is competing now and they have already taken
some good steps but they have to do more in order to retain their customers.

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 Conclusion

In the end we would conclude that only the name does not matter unless there is something more
solid and real of worth associated with it. Because the name only does not counts and welfare
never develops on the name only it develops by good values and work.

Bibliography

www.marriott.com/hotels/.../isbpk-islamabad-marriott-hotel/ -

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