The Marriott International's Marketing Activities - Case Study Example

MARKET RESEARCH TECHNIQUES & RESEARCH METHODS Marriott International (Degree for which this dissertation is being submitted) Submitted in part fulfillment of the Date of Submission 1. Introduction of selected organization: Marriott International Marriott International (Marriott) prides itself for its global operator and franchiser of hotels and related lodging facilities. As of 2005, it has a wide range of lodging properties in the UK and Ireland and internationally, accounting to more than 2,700 lodging properties. Its key business is the lodging business where the company develops, operates, and franchises hotels and corporate housing properties. It has a wide range of brands, which includes Marriott Hotels and Resorts, The Ritz-Carlton Hotels, Bulgari, Rennaissance Hotels and Resorts. The company operated or franchised 2,741 lodging properties worldwide, with 499,165 rooms as of fiscal 2005. These include 2,447 properties in the Americas, 26 in the Middle East and Africa, 79 in Asia, 105 in Europe and 76 in the UK. In addition, it provides 1,850 furnished corporate housing rental units (online Marriott International). The company's operations are grouped into five business divisions: full-service lodging, select-service lodging, extended stay lodging, timeshare and synthetic fuel (Marriott International Annual Report 2005). 2. Aims and Objectives Despite being recognized as one of the largest players in the global hospitality industry, Marriott International has been for a long time been over dependent on the UK hospitality and tourism market. It has affected Marriott significantly as the economy slows down and real estate costs rise. The This study shall examine Marriott International implementation of results of marketing Research of is environment and competition that will provide critical information on how the organization will enhance their brand management and relationship-building marketing strategies. The present macro environmental changes in the global marketplace make it necessary for them to customize these strategies that should be consistent and supportive of overall organizational goals. Marriott International ought to scrutinize its business norms to be responsive to external changes, and still maintain competitive advantage over competitors. The current study wishes to concentrate on its relationship marketing efforts. Market Research Techniques & Methods for the organization's existing strategies and impact of the external environment with recommendations to improve will also be included 3. Marketing Environment Marketing activities are influenced by several factors inside and outside the business firm. These factors or forces influencing marketing decision-making are collectively called marketing environment. It comprises all these factors, which have san impact on market and marketing efforts of the Marriott International. According to Philip Kotler, marketing environment refers to "Eternal factors and forces that affect the company's ability to develop and maintain successful transactions and relationships with its target customer." The marketing environment of Marriott International may be broadly divided into two parts Microenvironment Macro environment Microenvironment implies the factors and forces in the immediate environment, which affect the company's ability to serve its market. These factors are given below: Suppliers Market intermediaries Customers Public Macro environment refers to those factors, which are external forces in the company's activities and do not concern the immediate environment. Macro environment are uncontrollable factors, which indirectly affect the concerns ability to operate in the market effectively. The components of macro environment affecting the company are as stated under (a) Demographic forces (b) Economic forces (c) Political and legal forces (d) Social and cultural forces (e) Physical forces (f) Technological forces (Source: Stephen, 2005, page 101) 4. Environmental Analysis for Marriott International Global Hospitality Market The recent acceleration in the growth in the global hotels and motels industry is expected to level out and continue at current levels (Datamonitor 2005). The global hotel and motel industry generated total revenues of $ 488.6 billion in 2006, this represents a compound annual growth rate (CAGR) of 4.9 percent for the five-year period spanning 2002-2006. In comparison, the Asia-Pacific and European industries grew with CAGR of 4.8% and 3.5% over the same period, to reach respective values of $96 billion and $204 billion in 2006 (Datamonitor 2005). The domestic consumer segment is still the industry's most lucrative in 2006, generating total revenues of $321.5 billion, equivalent to 65.8% of the industry's overall value. The international segment contributed revenues of $93.7 billion in 2006, which accounts to 19.2% of the industry's aggregate revenues (Datamonitor 2005). Europe is the leading region in the global hotels and motels industry, forming 41.8% of the industry's market value. United States follows Europe accounting for 27.4% of the market value. However, the Asia-Pacific region is the lucrative market moving forward. Industry experts expect the Asia-Pacific region to grow CAGR of 6.2% to reach $129.6 billion by 2011 (Datamonitor 2005). Moving forward, the global hotel and motel industry is expected to grow to $ 640.9 billion by 2011 at a compound annual growth rate of 5.6%. This is also an increase of 31.2% since 2006 (Datamonitor 2005). 5. Michael Porters' Five Forces Model Michael Porter created the Five Forces Model to help managers identify forces in the environment that are potential threats. According to Porter, the nature of competitiveness in a given industry can be viewed as a composite of five forces Porter discusses the five forces of competition in an industry. He illustrated the five competitive forces as: (1) Rivalry between competing sellers in an industry, (2) potential entry of new competitors, (3) the market attempts of companies in other industries to win customers over to their own substitute products, (4) the competitive pressures stemming from supplier-seller collaboration and bargaining, and (5) the competitive pressure stemming from seller-buyer collaboration and bargaining (Porter 1985). (Source: Stephen, 2005, page 112) Porter's five forces include three forces from horizontal competition and the last two from vertical competition. The threat of the entry of new competitors: There is very little threat of new entrants in the industry because of high-capital outlay required to compete and because the technology cannot be easily transferred. Suppliers are generally consumer goods companies offering wines and beers and property developers. While very minimal government regulation restricts operation of hotel operators, there are guidelines and limitations in the expansion as some hotel operators include gaming such as betting and casinos in certain location. Nonetheless, as the US market slows down and with rising interest rates, industry players are expanding to lucrative emerging market to carve a niche in there. The intensity of competitive rivalry: ACCOR Accor is one of the world's leading hotel operators, present across all market segments with about 3,973 hotels and 463,427 rooms in 92 countries. The company also operates in 140 countries and is headquarted in Evry Cedex, France. As of the fiscal year ended December 2005, the company recorded revenues of $9.5 billion, 7.9 higher than revenues in 2004. Net earnings grew to $413.9 million in the same year, which is an increase of 42.9% over 2004 (online Accor; Accor Annual Report 2005). Hilton Hotels Corporation. Hilton Hotels Corporation is a leading hospitality company. The company owns, manages, and franchises hotels with several of the world's most recognized brand includingL Hilton, Doubletree, Embassy Suites Hotels, Hampton, Homewood Suites by Hilton, Hilton Garden Inn, Hilton Grand Vacations and Conrads. It operates and franchises over 2,400 hotels mostly in the US also in around 15 other countries. Hilton Hotels is currently headquartered in Beverly Hills, California. As of fiscal year ending December 2005, the company achieved total revenues of $4.1 billion, 7% higher than in 2004. The net income in 2005 grew by 93% to $238 million (online Hilton Hotels Corporation; Hilton Hotels Annual Report 2005). Intercontinental Hotels Group Plc. Intercontinental Hotels Group (IHG) is engaged in the ownership, management, and franchising of hotels and resorts worldwide. IHG also retains an interest in, manages and controls Britvic. The company is currently headquartered in Berkshire, United Kingdom. As of fiscal year ending December 2005, the company revenues reached $1.5 billion, decreasing by 17.3% from 2004 (online InterContinental Hotels Group; InterContinental Hotels Group Annual Report 2005). Marriott's Competitive Position A company's strategy consists of the competitive efforts and business approaches that managers employ to please customers, compete successfully, and achieve organizational objectives. It represents management's answers to such fundamental business questions as whether to concentrate on a single business or build a diversified group of business, which cater to a broad range of customer or focus on a particular market niche. A strategy thus reflects the managerial choices among alternatives and signals organizational commitment to particular products, markets, competitive approaches, and ways of operating the enterprise (Hooley et al. 2001). Sustainable competitive advantage as argued by John Kay is only achieved if the company has distinctive capabilities or resources that its competitors does not have. Kay (1999) argues that resources can be considered as unique or reproducible. A unique resource, for example the brand name of Marriott, can be considered as an important asset that can be a basis of sustainable competitive advantage. A reproducible resource and capabilities, on the other hand, pertains to assets that can be easily copied or reproduced by competitors and does not offer the company the distinctive competitive advantage. A good example of a reproducible resource would be the construction of hotels and resorts. Many are now able to invest in developing hotels and resorts on their own; however, what differentiate industry leaders is their capability to deliver consistent quality of service across borders and the same level of customer service that Marriott brand have been known for (Kay 1999). The bargaining power of customers: Customers of hotels and lodging sites are generally tourists and business trips. Customer loyalty is very hard to establish among travelers because travelers have changing preferences. In fact, key considerations of hotel spots of customers are the following: location to their destination, the price, and their length of stay. The strategic position of Marriott International in the UK is very strong given its strong hotel presence and a strong brand portfolio line up. While competition within the area is stiff, the United States continually attracts tourists and businessmen thereby creating room for growth in the company. Its prime property location in the State is a competitive resource that is important in attracting customers. Furthermore, because of the high-capital investment to enter into the industry, the company is able to protect and improve market share with fewer competitors. Nonetheless, moving forward growth will be driven outside the United States in particular in China and India. Rivalry of Sellers Despite a high number of competitors in the industry, competition within the industry is very stiff with a number of established competitors jockeying positions to increase market share and improve customer loyalty. Marriott International's key competitors include InterContinental Hotels, Hilton Hotels, and Accor. These are established hotel operators in the United States with strong financial position. Competitors plan to continually grow operations through acquisitions of existing hotel operators with strong brand recognition and through development and expansion of existing property and facilities. It also is expanding with emerging markets such as India and China. 6. The Market and Customer Analysis "According to the American Marketing Association, marketing research is the systematic gathering, recording, and analysing of data about problems relating to the marketing of goods and services." (SBA, Marketing research.) Although market research is imperfect science, it deals with customers and their continual changes feels and behaviours, which are influenced by innumerable subjective causes. (SBA, Marketing research.) 6.1 Marketing mix Marketing mix represents the total marketing programme of Marriott International. It involves decision, with regards to product, price, place and promotion. Marketing mix serves the linkage between a business firm and its customer. Thus marketing mix is a blending of decisions in the 4 P's. It is a system comprising the subsystems of product, promotion and distribution. These elements of the marketing mix are interrelated because decisions in one area affect the others. Marketing mix is a dynamic concept as it keeps on changing with changes in markets and the environment Philip Kotler has defined the term marketing mix as "the set of controllable variables that the firm can use to influence the buyer's response". (59) The marketing mix denotes a combination of various elements, which in their totality constitute Marriott International's "marketing system". These elements are often described as FOUR P's: Product, Price, Distribution (Place) and Promotion. Concept of Market Mix In order to fulfill the objectives there are several variables that have to be incorporated into the elements of the marketing mix: Product - must be high in quality. Price - must be at a premium price/high value. Promotion - media and merchandising coverage. Place - must be available at local shops, supermarkets and other retail outlets. People - people provide most services. Physical evidence - must illustrate the service quality through physical evidence. Process - choose among different processes to deliver the service. 7. Literature Review Research Methodology This study employs a quantitative research design. Quantitative methods have a number of attractions for the inexperienced researcher. The main attraction is that they appear to be clearer cut, with more obvious boundaries around the data collection phase. However, there are also disadvantages. To meet the requirements of the underlying philosophy of this approach the research instrument must be scientifically respectable. Chisnall (1997) makes the point that the development of the research instrument must incorporate rigorous design, administrative control and clerical accuracy. Also, if there is to be any subtlety of analysis it will be necessary for the research to be moderately large scale. Malhotra & Birks (1999) suggests samples of 100's or 1000's are required if reliable results are to be produced. They further suggest that the quantitative philosophy leads to a preference for the use of written multiple choice questionnaires and surveys, and the statistical analysis of the results. On the other hand, the qualitative research approach is based on a "world view" which is holistic and has the following beliefs: (1) there is not a single reality; (2) reality based upon perceptions that are different for each person and change over time; and (3) what we know has meaning only within a given situation or context. The reasoning process used in qualitative research involves perceptually putting pieces together to make wholes. From this process meaning is produced. However, because perception varies with the individual, many different meanings are possible. The present study uses a deductive approach, capturing a blueprint that enables the researcher to structure a research problem in such a way that the outcome is the production of valid, objective and replicable answers (Chisnall, 1997; Cohen & Manion, 1989). The current study utilizes a deductive research design. Quantitative data shall be gathered through a self-constructed assessing Marriott International-UK's customer relationship strategies. Qualitative data shall also be gathered to supplement the quantitative data answering all issues related to relationship marketing strategies of Marriott International-UK. Secondary research will be reviewed by academic, journalistic and relevant literature and why they will be relevant to the investigation including theoretical literature on relationship marketing. A review of the marketing literature was conducted, gathering past literature on relationship marketing in the macro-micro environment in order to develop research hypotheses. Primary research data will be gathered from survey questionnaires deployed to through a street questionnaire. Only those who have had at least experienced the services of Marriott International-UK will have the chance to participate in the study. This will be done by asking the assistance of field researchers based in UK to personally hand out the questionnaires through a street survey. The duration for data gathering shall be two weeks. Information on statistics will be gathered through Marriott International's annual report, government information, Datamonitor, and Mintel. The primary data gathered shall be analysed by extracting themes from the interviewer's responses. Instrument The questionnaire has been self-constructed, dealing with various relationship marketing dimensions used by Marriott International-China. The instrument will be content and face validated. This will be pilot tested with at least 3 respondents to ensure clarity of phrasing and consistency of content / flow. These close-ended questions had fixed options given for each, and the respondent simply checked which option/s is applicable for him/her. Close-ended questions are questions that the researcher provides, and which may be accomplished by putting a check mark on a box or by encircling a response that corresponds to your choice. Oppenheim (1992) suggests these questions are straightforward and thus easier and quicker to answer; they are very useful in testing specific hypothesis. Most probably, they shall be utilized in the beginning of the investigation, since the unrestricted responses they attract create a better picture of the survey for the researcher. The main advantage of this kind of question is its ability to obtain a summated value. As Chisnall (1997) suggests that mail questionnaire is a predetermined set of questions that is sent to a predetermined sample. Its advantages over other methods include its low price, reassured anonymity, confidentiality, its large target scope and its ability to keep certain standards. Mail questionnaires are advantageous when responses have to be obtained from a sample that is geographically dispersed, or it is difficult or not possible to conduct telephone interviews to obtain the same data without much expense. Respondents can take more time to respond at convenience. However, the return rates of mail questionnaires are typically low. A 30% response rate is considered acceptable. Another disadvantage of the mail questionnaire is that any doubts the respondents might have cannot be clarified. Another disadvantage is the restriction to verbal behaviour; answers must be accepted as written without the benefit of additional explanations which interviewers could obtain by probing questions, and overall lack of control on the settings of the research (Chisnall, 1997). Because of these constraints, the researcher decided to personally administer the tool to the respondents. It was finally decided that the self-administered questionnaire would be used for the purposes of this research. This was attributed to limitations in monetary funds and time, as well as the fact the entire preparation, administration and final discussion had to be solely assessed by the researcher. Because of constraints on the location of the researcher, he shall solicit the assistance of field assistants who shall deploy the instrument to patrons of Marriott-China hotels. There are some strong advantages that set out the self-administered questionnaire over other data collection techniques (Bryman 1992). When compared to the mail questionnaire, the chosen method secures a higher response rate and costs less. The first of these advantages can be attributed to the fact that it is handed out in person, and that the interviewer is present. As a result, the overall atmosphere is warmer, friendlier and less impersonal. Additionally, because of the presence of the interviewer, the participants are accorded a wider scope of clarity. If anything is not clear in the questionnaire, the researcher can clarify a particular question, achieving a higher degree of accuracy and consequently more reliable responses (Burrell & Morgan, 1994). With regard to the second advantage, the selected method can be followed at a comparatively low cost, as there is no demand for trained staff but solely the cost of printing the actual questionnaire forms (Bryman, 1992; Burrell & Morgan, 1994). 7.1 Introduction to the Method This chapter details how the information was gathered for this research, as well as discussing the results of data collection. Also presented are the rational for the method used including details of validity, reliability and generalizability (Yvonne, 1999, p105). It is expected that the orientation toward the objectives of this study will the over-riding will contribute to an extension of the understanding of cultural influences of globalization in Marriott International in the 21st century. The present chapter will clarify the following areas: Secondary data research collection method. The internet as a data collection medium. The selection of Hotel park inn documents. 7.2 Secondary Data as a Research Collection Method Secondary data is the information collected by researchers that is used for purposes other than its original intention. Secondary data collection can be either qualitative or quantitative. Secondary data can be used as a research method for comparing studies on a given topic (Yvonne, 1999, p 115). . In its qualitative form, data is collected from diaries, newspapers, letters, general literature and novels as well as hand-books and policy statements. In its quantitative form secondary data is sourced from published statistics such as government documents and research journals, professional bodies, data archives and the Internet. The advantages of using secondary data are that the available information in existing published studies may be completely adequate to answer the research question of another study. This is especially ideal when primary research is unable to be undertaken. In most cases this is because collection of secondary data tends to be much more economically feasible than the collection of primary data. Also, in regards to time, it is generally more efficient to use a secondary data collection method, as opposed to constructing and disseminating a survey, or designing and carrying out an experiment, or organizing a focus group and transcription of results. Using secondary data can usually ensure that a large sample is acquired, large sample sizes tend to be more difficult with primary data. There are however notable disadvantages of using secondary data as a research collection method. Firstly, the data tends to have been originally collected to answer a different research question. Secondly, as time passes the data may be obsolete or at least less meaningful. Also, the definitions used in the original study may not meet the requirements for which the secondary data is needed. In regards to measurement error, such as standard deviation and standard error, not all sources of original qualitative data report these, and so the degree of precision of compiled data cannot be guaranteed. Additionally, reliability, validity and generalizability of secondary data are low, as different researchers are likely to uncover different documentation at different times. Face validity can be checked by comparing the findings reported with the objectives set to see if they meet those objectives; however this is a highly subjective process (Yvonne, 1999, p 119). 7.3 The Internet as a Data Collection Medium The secondary data for this research was collected using the Internet. The Internet is a global network of interlinked computers and servers. The Google search engine, as well Google Scholar, was used to source peer-reviewed journals, using key words such as; "Marriott International," The advantages of using the Internet included the ease of use of the medium, the access to current data, the speed with which data could be accessed, and the ability to source large amounts of quality data that met the research objectives. In turn, the advantage of using an online database is the ease of use and the speed at which up-to-date precise information can be sourced. A disadvantage to using the Internet is that a number of databases require subscription in order to access the journals, and these costs are not always feasible. For this reason the university's research databases were used, accessed via the library. Also, the use of inefficient key words and phrases can slow the search, or result in no data found. An important disadvantage to using the Internet is that there is low reliability, validity and generalizability of results, as over time key words changes in the degree of importance, and it is unlikely that another researcher will obtain the exact results even if they use the same web browser and search engines. 7.4 Marriott International Documents The Hotel Marriott International Staff Handbook was selected to provide insight as to the overriding principles of policy implementation within the Hotel. This document, and other staff policy documents, which were considered likely to indicate the overriding beliefs and values of the corporate culture at the Marriott International Also, the financial statement for 2005 was sourced, as it contained financial data also for 2004 it was anticipated that the document would inform about the profitability of the company over the year 2004/2005, and provide insight into the overall corporate culture, within the company. 7.5 Discussion of Results Unfortunately there was no available full copy of the end of year financial statement for the Marriott International, although an email was sent to administration requesting access to the document. However, a staff member was able to furnish a Marriott International Staff Handbook, and complimentary staff policy documents. Without the end of year financial statement this study is unable to ascertain the guiding business strategy employed by Marriott International, nor to identify their innovation strategies for the future, both long-term and short-term. Additionally, the website was under reconstruction for a period of time during data gathering, and it is felt that this too has constrained the results of this study. 8. Conclusion The success and high standard in UK and its neighboring countries improving their economy which help in flourishing hotel industry and as a consequence stimulating the growth of more venues and location. Finally it can be concluded that Marriott International scores high on price and quality keeping in mind the fact that they yet to unveil their expansion and improvement plans the flourish the business further. 9. Recommendation My recommendation are based on information provided by firm, research as well as on analysis 1. In addition to their new extension plan Marriott International must insure that their prices are attractive and then offer the best design facilities available in the market. This is because there is strong connection between good design and volume of business according to most research (PKF, 1999). 2. Extension of the existing room capacity should be done as early as possible to retain their customer. 3. The firm should invest in employee training education and retention which will help in improving the service. 4. The form should also invest in computer technology which will also help in reducing the cost. Bibliography & Reference From book: Anita Roddick. (1985) The Marriott International Book. About Marriott International . Macdonald publications. Anita Roddick. (2005) Business as Unusual: My entrepreneurial journey. The business environment and competitive advantages of Marriott International . Anita Roddick publications. Blattberg, R. & Deighton, J. (1996). Manage marketing by the customer equity test. Harvard Business Review, July/August, 136-144. Bryman, A. (1992). Quantitative and qualitative research: further reflections on their integration. In: Mixing Methods: Qualitative and Quantitative Research. Avebury. Burrell, G. & Morgan, J. (1994). Sociological Paradigms and Organizational Analysis: Elements of Sociology of Corporate Life. London: Heineman. Brock, Pope. "Anita Roddick: Life is short, and the restless mind behind the Marriott International is determined to take no time-outs." People Weekly. May 10, 1993: 101- 06. Chisnall, P. M. (1997). Marketing research (5th edn.), Berkshire: McGraw-Hill. Christopher, M., Clark, M., Payne, A., & Peck, H. (1999). Relationship marketing: Strategy and implementation. Jordan Hill, Oxford: Butterworth-Heinemann. Cohen, L. & Manion, L. (1989). Research methods in Education. 3rd ed. London: Routledge. Day, G. (1994). The capabilities of market-driven organisations. Journal of Marketing. 58 (4): 37-53. Gordon, I. (1998). Relationship marketing: new strategies, techniques and technologies to win the customers you want and keep them forever, John Wiley & Sons Canada, Ltd, Ontario, Canada. Gummesson, E. (1994). Making relationship marketing operational, International Journal of Service Industry Management, 5, 5, 5-20. Gummesson, E. (2002a). Practical value of adequate marketing management theory, European Journal of Marketing, 36 (March), 325-350. Gummesson, E. (2002b). Relationship marketing and a new economy: It's time for de-programming, The Journal of Services Marketing, 16 (July), 585-589. Gummesson, E. (2003). All research is interpretive! The Journal of Business and Industrial Marketing, 18 (June/July), 482-492. Ian Wycherley. (1999). The case of the Marriott International . Competitive advantage. Vol 8, Issue 2. Pgs 120-127. Hooley, G. et al. (2001). Market-focused Resources, Competitive Positioning and Firm Performance. 17: 503-520. Kay, J. 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Classifying buyers to gain marketing insight: A relationships approach to professional services. International Business Review, 3 March, 15-30. Stone, M., Woodcock, N., & Machtynger, L. (2000). Customer relationship marketing. London, UK: Kogan Page Limited. Thompson, A. & Strickland, A. J. (2001). Strategic management: Concepts and cases (13th edn). McGraw-Hill, US. Venetis, K. & Ghauri, P. (2004). Service quality and customer retention: building long-term relationships. European Journal of Marketing, 38 (November/December), 1577-1598. From Websites: Asiatraveltips.com. (2004). Major expansion for Marriott in Asia-Pacific-Australia region. Retrieved on March 14, 2007 from http://www.asiatraveltips.com/travelnews04/262Marriott.shtml About The Marriott International . Available from [Accessed 24 October 2007] Porter's five forces. Available from [Accessed 24 October 2007] The Key capabilities and Competitive advantage. Available from < http://www.thebodyshopinternational.com/NR/rdonlyres/BC4D6E4A-DA4F-4FB7-8F6A-A68988D863DF/0/tbs_values_report_1997.pdf> [Accessed 24 October 2007] General Information on The Marriott International Available from [Accessed 24 December 2007] Porter's generic strategy Available from [Accessed December 18, 2007] SBA. (no date) Marketing research. Available from [Accessed on January 12, 2006] SBA. (no date) Competitive Analysis. Available from ,http://www.sba.gov/starting_business/marketing/analysis.html> [Accessed on January 15, 2006] Harrah's Entertainment (2005). Annual Report and Financial Statements 2005. [Online] Available: http://investor.harrahs.com/phoenix.zhtmlc=84772&p=irol-irhome Hilton Group (2005). Annual Report and Financial Statements 2005. [Online] Available: http://phx.corporate-ir.net/phoenix.zhtmlc=88577&p=irol-reportsAnnual Marriott International Website: http://marriott.com/default.mi Marriott International Plc. Annual Report. (2003). Retrieved on March 14, 2007 from http://www.google.com.ph/searchhl=tl&q=annual+report+Marriott+International&meta= Marriott International Plc. (2005). Annual Report and Financial Statements 2005. [Online] Available: http://ir.shareholder.com/mar/information.cfm MGM Mirage (2005). Annual Report and Financial Statements 2005. [Online] Available: http://phx.corporate-ir.net/phoenix.zhtmlc=101502&p=irol-reports Datamonitor (2005). Global Hotel and Motel: Industry Profile. Accor company website: http://www.accor.com/gb/index.asp Accor Annual Report (2005). Annual Report and Financial Statements 2005. [Online] Available: http://www.accor.com/gb/upload/rapport_annuel/gb/PDF/doc.pdf Hilton Hotels Corporate website: http://www1.hilton.com/en_US/hi/index.do Hilton Hotels Corporation Annual Report (2005). Annual Report and Financial Statements 2005. [Online] Available: http://library.corporate-ir.net/library/88/885/88577/items/190737/2005_AR.pdf Intercontinental Hotels Group Plc Corporate website: http://www.ichotelsgroup.com/h/d/ic/1/en/home Intercontinental Hotels Group Plc Annual Report (2005). Annual Report and Financial Statements 2005. [Online] Available: http://www.ihgplc.com/files/reports/ar2005/downloads/AnnualReview2005.pdf Milligan, M. A brand you can trust worldwide: Western Hotel chain plots a course for International Expansion. China Travel Weekly. [Online] Available: http://www.travelweekly.com/multimedia/TWSURVEY2005/going_hotel.htm Appendix A - Questionnaire QUESTIONNAIRE 1) Have you had the chance to experience the service of Mariott International China Yes No 2) Within this past month, how many times have you visited Marriott International-China Once Twice Thrice Four times More than four times 2) What are your top 3 reasons for patronizing Marriott International-China Location Ambience of the facility Personalised service Promotional offers Variety of services offered Reputation of being a strong global brand Other reasons 3) What are your top 3 reasons for not patronising Marriott International-China Please check three options: Better ambience of other hotels Limited services offered by Marriott International-China Service not up to par with my expectations Other reasons For the following questions, indicate your level of agreement to the statement by encircling the number that corresponds to your choice. 4) I patronize Marriott International-China because of the convenience of its location. 4- Strongly Agree 3- Agree 2- Disagree 1- Strongly Disagree 5) I patronise Marriott because of the ambience of its facilities.. 4- Strongly Agree 3- Agree 2- Disagree 1- Strongly Disagree 6) Marriott International-China offers personalized service. 4- Strongly Agree 3- Agree 2- Disagree 1- Strongly Disagree 7) Marriott International-China has attractive promotional offers of late. 4- Strongly Agree 3- Agree 2- Disagree 1- Strongly Disagree 8) I patronize Marriott International-China because of the wide variety of services that the facility offers. 4- Strongly Agree 3- Agree 2- Disagree 1- Strongly Disagree 9) Marriott International-China is effective in projecting itself as a strong global brand. 4- Strongly Agree 3- Agree 2- Disagree 1- Strongly Disagree 10) Indicate your overall satisfaction with the Marriott International-China brand. 4- Strongly Satisfied 3- Satisfied 2- Dissatisfied 1- Strongly Dissatisfied ***END OF SURVEY. THANK YOU FOR YOUR PARTICIPATION.*** Read More