J. W. Marriott, Jr.: The Spirit to Serve by Reginald Foucar- Szocki, Ed.D.; Ronald J. Cereola, J.D.; and Stephen D. Welpott he “Marriott Way” is built who have worked directly with Mr. J. W. “Bill” Marriott, in order to provide a quality guest Ton fundamental ideals of Jr. confirming much of what has been written about his experience has lead to numerous service to associates, customers, and “hands-on” management style and the service culture he list, not the least of which are the 66 community. These ideals serve as the fostered at Marriott International. steps for cleaning rooms at Marriott cornerstone for all Marriott associ- properties (Girard, 1991). The Man - Personal ates who pledge to fulfill “The Spirit Bill Marriott and his wife Donna “I don’t always get the suite. I don’t need a suite to Serve”. <http://marriott.com/ have four children. They enjoy usually. I just like a nice, quiet room away from the el- corporateinfo/culture/coreValues.mi spending time as a family going to evators” (Frey, 20003). accessed October 29, 2004> movies or to one of the company’s If you enter the name “J.W. J.W. Marriott, Jr. speaking in an interview with the Farrell’s Ice Cream Parlors. Like Bill, Marriott” into Google you will be Seattle Post-Intelligencer Reporter described his room who rotated through all the job sta- presented with over 501,000 “hits”. preferences when traveling round the world checking tions at the HOT SHOPPE restaurants No one article can claim to capture on the cleanliness of rooms, the courtesy of Marriott as- started by his father, the Marriott the essence and spirit of the man sociates and satisfaction of his guests. Were his guests children work summers at Marriott who is an icon among icons in the getting the same thing that he wanted after a long day operations. He is an acknowledged hospitality industry. At best, the hope on the road, “a nice quiet room away from the elevators” workaholic. He neither smokes nor is to provide readers and in particu- (http://galenet.galegroup.com/servlet/BioRC accessed drinks and is a devout follower of The lar aspiring hospitality professionals, on October 29, 2004)? It is that extraordinary attention Church of Jesus Christ of Latter-Day with a few insights about this man’s to detail and doing what it takes to satisfy the customer Saints. “My church is at the core of life and leadership and his concern that he, and his father before him, infused into the Mar- my belief system. There’s a central for those with whom he works, and riott culture that accounts for Marriott International’s learning I have from growing up in highlight just a few of his many ac- premier position in the hospitality industry. our church that I cite as an example complishments in the hospitality J.W. Marriott Jr. prefers to be called Bill. Perhaps it of those beliefs. It’s what a former business. In the end you will have is because he also calls those who work for him by their church president described as ‘decid- a better understanding of the man first names. He is one of those people who can remem- ing to decide.’ What that means to after whom you should model your ber your name, and your wife’s name, your kids and me is, decide to live a good life and attitude and behavior in your quest your birthday. “That’s his style” says Gil Grosvenor, long stay with that decision” (President for a “Spirit to Serve”. At the conclu- time friend, and Chairman of the National Geographic & CEO Magazine, 2004). Despite his sion of this article are a few personal Society (McCalla, 2002). Bill was born in Washington DC busy schedule, he devotes several communications from individuals on March 25, 1932. His father, J.W. Marriott, Sr. started hours each week as a counselor. the business from a small root beer stand and it grew to Every Marriott hotel room contains encompass the ownership of hotels, cruise ships, theme Reginald F. Foucar-Szocki, Ed.D., the Book of Mormon alongside the is the J.W. Marriott Professor of parks, and airline flight kitchens. Today, Marriott Inter- Gideon Bible. He acknowledges that Hospitality Management; Ronald national, Inc. is among the best-managed firms in the at times his community work may J. Cereola, J.D, is an assistant country. Bill Marriott, Jr. is a stickler for detail and he be contrary to his short-term busi- professor and Stephen D. Welpott is a lecturer in the Hospitality and takes the hands-on approach to management. In a recent ness interest but he believes the Tourism Management Program in interview he stated, “You have a hard time managing a benefit of long-term social gain to the College of Business at James business sitting in an office” (Frey 2003, p1). Perhaps he be paramount. Bill Marriott works to Madison University in Harrisonburg, Virginia, USA. is that way because it is how his parents raised him. “My promote high moral values for Amer- father couldn’t stand to see me idle. He always had a ica’s youth. He is involved through Authors’ note: Additional material list of things that he needed done, even chopping wood” his work with the Boy Scout Explorers for this article was derived from (The Scribner Encyclopedia of American Lives, 2004). Bill personal conversations with and in anti-drinking campaigns aimed current and former Marriott still lives by a list of things to do. His exacting attention to at teenagers (http://galegroup.com/ International professionals. detail and uncompromising efforts toward standardization servlet/BioRC accessed on October 6 Volume 16, Number 4 Journal of Hospitality &Tourism Education 7 29, 2004). He is proactive in sponsor- pany hotels and resorts, and popular priced restaurants, ott value proposition is more than ing programs dedicated to improving he does an impressive round-the-clock job of actually retaining associates; it is about the quality of education, including keeping in touch with the needs of both his guests and his the value that they create for the the Marriott Hospitality High School, associates. customer. the first public charter high school 3. A caring workplace is a bottom- dedicated to and supported by the Who Is This Leader? line issue. hospitality industry (McCalla, 2002). “Take care of your employees and they’ll take care When a guest arrives at a Mar- He has avoided getting involved in of your customers,” J.W Marriott, Sr. stated (http:// riott hotel, the odds are good the casino gambling industry and marriott.com/corporateinfo/culture/heritageJWillardMar that the arriving guest has been nightclub operations that many other riott.mi accessed October 30, 2004). ‘beaten up’ by the airlines, is large hotel chains have entered. The According to Bill Marriott, keeping costs low alone tired, lonely, and wants to get ethic of hard work and clean living is will not protect the Marriott name. He is in the people some rest. Any hotel can offer a a source of pride for Marriott, “This business, he says, and its how his associates interact with weary traveler a bed. Marriott’s is a business where it is very easy his guests that determines the Marriott difference. Bill is value proposition is genuine care, to get in trouble with all the bars keenly aware that customers know that value transcends dependability, and a sense of and nightclub operations” (http: price. The guest room may be the product, but the as- community. Associate commit- //galegroup.com/servlet/BioRC ac- sociates’ caring attitude is Marriott’s real value. That ment is one of the key elements cessed on October 29, 2004). value cannot be measured with statistics and can’t be of creating value for Marriott Mr. Marriott is not concerned manufactured. It can only be delivered by attracting, customers. Bill proposes that with the wealth that accompanies retaining, and inspiring the best people with “The Spirit delivering value to his associates being the leader of a giant organiza- to Serve”. In order to do that, employees, or associates is a key factor in the equation tion. He dresses for simplicity and as Bill likes to call them, must also be provided value be- of guest satisfaction. Associates shuns designer labels. He drives him- yond simple monetary compensation. come to work and there’s no self to work and usually flies coach In a speech to the Economic Club of Detroit on knowing what problems they may when he’s called away on a business October 2, 2000, titled, “Our Competitive Strength: Hu- face at home. They can come to trip. His attention to cost control man Capital,” Bill Marriott shared five guiding principles work and feel safe, secure, and and economy does not mean that the derived from the simple model created by his father over welcomed. It’s not just about quality and comfort of his guests and 70 years ago that stated, “Take care of your employees retaining associates; it’s how a their satisfaction are compromised. and they’ll take care of your customers.” friendly and caring workplace On a visit to one hotel, he remarked 1. Get it right the first time. environment translates to the to employees, whom he insists be We’d rather hire a person with the spirit to serve and bottom-line. Bill’s father would referred to as “associates” that, train them to work in a hotel, then take on someone sit on the couch in the lobby of “There are not enough lights out who knows the hospitality business and try teaching their first hotels and help associ- front.