Laura Bouvier Marriott International, Inc.

Senior Vice President, Property System Services

September 2009

Marriott International Overview

More than 3,200 properties and 570,000 rooms In 67 countries 146,000 associates 2008 sales from continuing operations $13B
2

Marriotts Strategic Objectives

Solidify Product and Service Leadership Drive Profit Optimize Growth

Marriotts Brands
Luxury Lodging

Full Service

Select Service

Extended Stay

Ownership Resorts

Marriotts Business Model

Marriotts business model is to build brand equity through superior performance to fuel growth in shareholder value. Each element in the business model influences Marriotts ability to execute the other aspects of the model and achieve increased cash flows, earnings growth, and improved returns on invested capital. Without producing strong returns to owners and franchisees, Marriott will not attain first-choice preference for new development opportunities. If Marriotts ability to grow, reinvest, and distribute its products is limited by loss of preference, brand equity and RevPAR premiums will be impaired.

RevPAR premium

Brand equity

Strong returns to owners & franchisees

Increased distribution/ market share Capital recycling

Financial flexibility

Marriotts Business Model

Marriott International is predominantly a management company
We own very few assets We receive fees for our services The revenues we generate represent our fees PLUS reimbursed costs Our income starts with the fees we earn from operations

From fees to income

Fees from operations
Minus SBU operating expenses Equals SBU Operating Profit Minus corporate expenses Minus interest expenses Plus interest income Minus taxes

Equals Net Income

Information Resources (IR) Organization

CIO

APPLICATION SERVICES
Human Resource Systems Property Systems Services Finance Systems Sales, Marketing & Revenue Management Systems

ENTERPRISE ARCHITECTURE
EA Services Framework Development IT Strategy

GLOBAL FIELD SERVICES

Field Services N/A Lodging Field Services Intl Lodging

OFFICE OF THE CIO

Human Resources Technology Communications Finance IR Business Mgmt Services Business Consultancy

SHARED SERVICES
Enterprise Planning & Engineering Enterprise Operations Enterprise Security Client Services

IR Strategic Direction agilITy Program

Marriott is embarking on a program to redefine how we implement technology to increase our ability to deliver information and technology to support our business objectives to solidify product & service leadership, drive profit and optimize growth.

Empowered Users
Support guests, associates, owners and franchisees through technologies that provide secure connectivity through multiple devices

Global Capabilities
Achieve Marriotts vision and business priorities for accelerated global growth

Greater Agility
Increase speed to market and enhance return on technology investment

Optimized Resources
Find breakthrough ways to deploy financial, human and technology resources in an environmentally responsible manner

IR Roadmap
The IR roadmap will outline how we will deliver technology for the next three years to meet Marriotts business needs.
June September November > 2009

Step One: Insight and Vision

Component Business Model Strategic Gap and Focus Areas IR Vision

Step Two: Strategy Design

Application Health Check Innovation Workshops Project Catalog

Execute Projects Manage Investment Plan Refresh Roadmap Annually

Step Three: IR Roadmap

3-Year Roadmap Benefits Case Investment Plan (2009)

Program Management and Communications

9

IR Roadmap Key Programs

Do the right thing focuses on delivering business strategy via technology innovation and modernization Do things right focuses on strategic improvement in the use and management of IT resources, assets and processes for efficient and effective IT service and solution delivery to the business.

Marriott International Business Strategies, Priorities and Initiatives

Major Business Programs shaped and enabled by technology

Key Strategies for Responding to Business and Technology Change

Critical Infrastructure Strategies and Programs

IR Operating Model Programs

10

IR Principles and Standards for IT

CORE PRINCIPLES
Maximize Enterprise Value Drive Business/IT Convergence Manage Data as a Business Asset Design for Agility Deliver Appropriate Quality Manage the Lifecycle

STANDARDS FOR IT
Field Technology Standards Information Security Standards Personal Computing Standards Strategic Alignment Review (StAR) Standards Enterprise Technology Architecture Blueprint (ETAB) Vendor Selection and Contracting Policies

11

IR StAR Standards
The StAR Standards comprise a core subset of the Technology Standards. These standards define the agreed upon technology products and processes we will follow to implement and support the technology we provide, and lay the foundation for the IT Internal Strategic Alignment Review (StAR) Process.

12

IR Governance for Standards

CIO

Shared MBOs IR agilITy Roadmap Executive Committee Metrics & Escalation CIO Direct Reports Strategy & Priorities

IR Standards Group (LWG)

New Standards

IR Roadmap Programs

13

Vendor and Contract Management

IR Vendor Relations (VR) facilitates the vendor selection, contracting and management process for technology related products and services and supports the Marriott organization through:
Vendor Selection Process Contract Negotiation and Interpretation Transaction Document Reviews (i.e. Statement of Work, Services Schedule) Vendor Reporting Adherence to Marriott International Policies and Standards for IT

14

Marriotts Technology Awards

15

Marriott International, Inc.

16