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 . steps for cleaning rooms at Marriott cornerstone for all Marriott associ- properties (Girard, 1991). The Man - Personal ates who pledge to fulfill “The Spirit and his wife Donna “I don’t always get the suite. I don’t need a suite to Serve”. 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 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 . 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 room contains encompass the ownership of , 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, , 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 , 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. Somebody is trying to skimp” them to enjoy serving a guest. It’s very hard to teach ates with personal challenges by (Girard, 1991). The key to success, people to smile. That’s why we hire friendly associ- talking them through one prob- Marriott maintains, is controlling ex- ates and train technical skills. lem at a time. penses while keeping the company’s Today Marriott, like most large name and reputation solid. “This is 2. Money is a big thing, but it’s not the only thing. companies, is too widespread to a penny business,” Marriott said in What’s true for keeping customers is just as true solve everyone’s problems on the Duns Business Monthly, “We hold no for keeping employees. Money is one component of lobby couch. Bill Marriott’s phi- patents; all we have is our name, so value; however, Marriott not only offers competi- losophy is that companies today we watch our expenses” (Biography tive compensation to employees, but also a great must design a caring workplace. Resource Center, 2004). workplace that includes intangible factors like work One way to do that is by making a Watching expenses involves yet life balance, quality leadership, opportunity for ad- manager accountable for associ- another list, of exacting detail for vancement, a healthy and safe work environment and ate satisfaction and for turnover some 60,000 recipes for food por- training. These factors outweigh money in an associ- rates. Every day, the associates tions and preparation. While it would ates’ decision to stay or leave. According to Bill, the in their full service hotels par- be impossible for Marriott to keep longer an associate is with Marriott, pay matters less ticipate in 15 minute meetings constant watch over all of the com- and these intangible factors matter more. The Marri- in each department. A key part

6 Volume 16, Number 4 Journal of Hospitality &Tourism Education 7 of those meetings is reviewing one of the 20 basics Epilogue: In the 2002 Ameri- often tell the same joke, “When I of the day; such as Basic #1: “We practice teamwork can Traveler Survey, Marriott and came to Washington in 1927, I owed and treat each other with the same respect we af- Residence Inn were ranked #1 by $2,000, now I owe $20 million. Is ford our family and our best guests.” Each associate is business travelers for customer sat- that progress” (Girard 1999, http: given the opportunity to raise personal concerns. As- isfaction (http://www.marriott.com //galenet.galegroup.com/servlet/ sociates’ birthdays and anniversaries are celebrated. accessed October 28, 2004). BioRC accessed on October 29, “We build loyalty among our associates and in turn 2004)? The Businessman that (loyalty) translates to repeat business among our Bill Marriott’s vision for the com- Bill Marriott’s father gave him customers” (Bill Marriott’s Economic Club October 2, pany is that Marriott International two pieces of advice, “Don’t go into 2000 speech). The end result is everyone feels they be the world’s leading provider of debt, and don’t go into the hotel have a stake in making the hotel a success. hospitality services. He is known business.” Bill didn’t listen to either 4. Promote from within. for having a hands-on management (Girard, 1991). “Culture is the life-thread and glue that links our style. His “Spirit to Serve” culture is J.W. Marriott, Sr. was born on past, present, and future” (http://marriott.com/ based on a business philosophy start- a sheep ranch in Ogden, Utah. A de- corporateinfo/culture/coreCulture.mi accessed Octo- ed 76 years ago by his parents. vout member of The Church of Jesus ber 28, 2004). In the 1950s while Bill Marriott Christ of Latter-Day Saints, he did was at the , he Elevating veterans to positions of leadership helps missionary work in New York City and spent weekends watching California pass on the soul of the business to others. Just as his Washington DC. In the spring of 1927 grand prix racing and developed a father passed the Marriott ethic to Bill, the Marriott he moved to Washington, DC and on passion for fast cars. His passion corporate culture is passed from one generation of May 10, 1927 opened up an A&W Root for speed translated into pushing managers to the next by the policy of promoting from Beer stand named the Hot Shoppe performance when it came to Mar- within. Over 50 percent of Marriott managers have (Scribner Encyclopedia of American riott International. Upon taking over been promoted in this manner. Lives, 1998). the company in 1964, he listed as 5. Build your brand for your Associates. For 25 years Marriott, Sr. scrupu- one of his primary goals to grow the For most companies, branding is the antidote to the lously avoided putting the company company as fast as possible and to commoditization tidal wave that would otherwise in debt while he opened up 45 res- set an extraordinary growth rate of level the value proposition and leave a company com- taurants in nine states. In 1950 the 20 percent annually as the minimum peting only on the basis of price. If branding enables company needed cash to expand. acceptable target. the company to make the sale to a consumer who has J.W. Marriott went to the equity Most CEOs in the hotel industry unlimited choices, then why not use branding to make markets and issued 229,880 shares of are dealmakers, but Bill Marriott is the sale to potential employees who also have unlim- stock (about a third of the Company) and always has been an operations ited choices. Marriott brands employment, as well as at $10.88 a share. A $2,000 invest- man. “I don’t do deals, when you products, communicating the promise of a great work ment in 1953 would be worth well talk about the hours of negotiation experience to their associates. over $1 million today. In 1956, large- involved and then working with at- ly at the urging of his son Bill, the Echoing his speech, in an interview with President torneys and flying all over the place, company moved into the hotel seg- and CEO Magazine, Bill Marriott is quoted as saying, meeting with banks, I mean that’s ment. The Twin Bridges Marriott, “‘People first’ has been the foundation of Marriott’s cul- not my bag” (Girard 1991). He would managed by Bill Marriott, was the ture and success for over 75 years. We have a leadership often arrive at a property under con- company’s first hotel. It opened at team that is completely tuned in to the diverse world struction and begin to order changes, the foot of the 14th St. Bridge in in which we operate. I believe our culture is one of our things like wallpaper and kitchen Virginia. By the time Marriott, Sr. most important competitive advantages. It influences the design, even though sometimes the turned the company over to Bill in way we treat associates, customers, and the community suggestions resulted in cost over- 1964, he had built 120 Hot Shoppe and impacts all our successes. There are some great, runs. Like his father, who traveled restaurants, a dozen hotels, and successful companies in the marketplace, and I think the world checking on the courtesy had an $85 million-a-year busi- you’ll find that behind them is a strong culture” (http: of staff and the cleanliness of hotels, ness, all the while keeping the //www.pceo.us/modules.php?name=News&file=article&si Bill was ever vigilant over opera- company virtually free of debt. In d=61 accessed October 28, 2004). tions and always strived to maintain ensuing years, J.W. Marriott would exacting standardization. He was

8 Volume 16, Number 4 Journal of Hospitality &Tourism Education 9 well aware that his name was on By 1982, Bill was unique in the industry. No chain in the over 490,464 rooms. Marriott rev- every building. It is said that once, world could match the degree of vertical integration that enues totaled $19 billion in 2003 and while riding in a car over the 14th could be found in Marriott’s development program. His com- $476 million in gross profits (http:// St. Bridge, he happened to glance pany would identify their own sites, develop and construct marriott.com/corporateinfo/culture/ up at the Twin Bridges sign and saw the properties, and then sell them off. This process allowed heritageTimeline.mi accessed Oc- the lights of the second letter in the Marriott International to continue to grow at the breakneck tober 29, 2004). Marriott Rewards, Marriott sign were out. He called the pace he originally proposed in 1964. Through it all, Bill their frequent guest program has hotel and instructed that the light be personally approved every deal and reviewed the plans for over 20,000,000 members. fixed immediately (Girard, 1991). He every property. Major brands of businesses was never too busy to stop and pick In 1983, Bill Marriott introduced a new concept to include: JW Marriott Hotels; Mar- up a gum wrapper off a hotel floor the hotel industry, the Marriott Courtyard. It was to do riott Hotels, Resorts and Suites; and he expected his managers to do for Marriott what the Model T did for Ford. This was a , Resorts and the same. He expects the general hotel designed from the ground-up to be mass-produced. Suites; ; manager of a hotel to inspect rooms The property was specifically designed to permit Marriott Residence Inn; Fairfield Inn; Towne just as he inspects the rooms himself to rapidly enter the mid-price hotel market. The concept Place Suites, Spring Hill Suites; The when he visits. “He’s fussy that way. enabled Marriott to successfully exploit a new market Ritz-Carlton hotels and Resorts; Mar- It’s his version of management by that was vast and virtually untapped, at a time when the riott Conference Centers; vacation walking around except in his case it’s full-service hotel market had reached a saturation point. clubs and timeshare resorts; senior more like management by running Using the Courtyard concept, instead of building living communities and services; around”(McCalla, 2002). He visits a dozen or so hotels each year, a mass-produced hotel and foodservice distribution (http: as many as 250 of his nearly 3,000 was built and operated to exacting standards; it could //marriott.com/corporateinfo/ hotels every year, racking up over result in 50 to 100 new hotels each year and enable the glance.mi?WT_Ref=mi_left accessed 150,000 air miles annually. When company to continue growing rapidly. In 2003, Marriott October 29, 2004). asked why, he says, “I like to see opened its 500th Courtyard in downtown Minneapolis Business Week has named Bill the people. I like to find out what’s (www.marriott.com accessed October 28, 2004). Marriott as one of the corporate going. You got to get out and talk to During the 1990s, despite a slow down in the elite. Chief Executive Magazine has the people, find out what’s going on economy in the early part of that decade, under the named him a CEO of the year and at the hotels and the kind of service stewardship of Bill Marriott, the company continued to Fortune Magazine has called him we provide to the guests” (Frey, 2003). prosper. In 1993, the Company split into Marriott Interna- one of its 25 most fascinating busi- Operations, however critical to tional and Host . In 1995 and 1997, ness people. In 2004, for the seventh the system, was just one of the en- Marriott International acquired the Ritz- Carlton Hotel consecutive year, Fortune Magazine gines of Marriott growth. Bill knows Company, LLC, and the Renaissance Hotel Group, respec- recognized Marriott International as the simple payback of a hotel is 10 to tively. It introduced the Towne Place Suites, Fairfield one of the “100 Best Companies to 15 years. He understands you can’t Suites and Marriott Executive Residence brands. In the Work For”. Marriott ranked second grow 20 percent annually if you take latter part of the decade, it acquired the ExecuStay Cor- on the list among companies with that long to get your money back. porate housing company. Ever conscious of the company’s 100,000 or more employees, and is So, in the 1970s, Bill wholeheartedly commitment to social responsibility, Bill Marriott estab- the only U.S. based lodging com- embraced the strategy of selling ho- lished “Pathways to Independence,” Marriott’s Welfare pany on the list. Bill’s commitment tels to investors so that the company to Work program (www.marriott.com accessed October to his guests and to create a family could recoup cash out of a project 28, 2004). By the end of the decade, Bill Marriott had friendly work environment for his almost immediately, thus erasing the positioned his company as a major force for the twenty- associates is evidenced by Working th debt from its books and build more first century in every competitive market segment of the Mother Magazine, for the 14 year, hotels. The company could also earn lodging industry. naming Marriott International among healthy fees and a cut of the profits Today Marriott International employs approximately the “100 Best Companies for Working by signing long-term management 128,000 people, and operates nearly 2,600 lodging Mothers”. agreements with the new owners. properties in the (http://marriott.com/ Minorities hold 50 percent of While the Marriott Company was not careers/default.mi?WT_Ref=mi_left accessed October 29, all supervisory positions within Mar- the first to embrace this strategy, it 2004) and 63 other countries and territories, managing riott International. Bill Marriott has became the most accomplished at it.

8 Volume 16, Number 4 Journal of Hospitality &Tourism Education 9 stated that his ‘commitment to nence in the hospitality industry. Bill Marriott is a man to your associates. In my career after diversity is absolute.’ “It is the only which those in and aspiring to success in the hospitality I retired from Marriott, I became a way to attract, develop, and retain industry can point as evidence of the industry’s profes- university professor where I find my- the very best talent available. It is sionalism, compassion and commitment to ethics, and self using many of the principles and the only way to forge the business social responsibility. For that, collectively we thank you experience I gained while working at relationships necessary to continue Mr. Marriott. Marriott. our dynamic growth. And it is the One rarely knows the impact of a random act, a sim- In my opinion, you are a strong only way to meet our responsibilities ple hello, a smiling face, or just being you. What follows example of the “Servant Leader” to our associates, customers, part- are a few personal stories on the impact Bill Marriott had who does all he can do to make his ners, and other stakeholders. Our on people’s lives. people successful in reaching com- commitment is business focused. By pany goals. Instead of using the top improving the diversity of our global Bill Marriott: Walks the Talk of the management pyramid, you workforce we also create greater Thank you, Mr. Marriott. As a former twenty-two inverted the pyramid to try to make opportunities for an increasingly year Marriott employee, one couldn’t help but learn and the work environment supportive of diverse group of suppliers, custom- be influenced by you, your vision, the attention to detail the employee. Teaching can have a ers, owners, and franchisees” (http: and your strong belief in being a positive role model for similar focus. Our job is not to have //www.pceo.us/modules.php?name all you came in contact with. I remember seeing you a neat grade distribution or to be =News&file=article&sid=61 accessed regularly arriving at Marriott Corporate Headquarters known as the “toughest” or “easi- October 29, 2004). in Bethesda, around 7 a.m. You worked hard, est” professor, but rather to help the The National Association cared about all associates, and always modeled the be- students learn as much as they can, for the Advancement of Colored havior you expected from those you came in contact. You and to have them understand that People (NAACP) has ranked Marri- “walked the talk.” we want them to succeed. If you can ott at the top of the lodging industry Thank you, Mr. Marriott, for traveling several teach in a supportive and fun envi- for the 6th time in its annual lodging hundred thousand miles each year and visiting over 250 ronment then everybody wins. Much industry report card, which focuses hotels annually. When you visited our hotel, you dem- like the hospitality industry, if you on employment, vendor relations, onstrated the importance of details by shaking every take good care of your employees (stu- property ownership, advertising / associate’s hand, repeating their name, and connecting dents), they’ll take good care of your marketing and charitable giving with- with each one. In addition, your ability to complete the customers (their future employers). in the African-American Community most thorough property inspection in a short period of Thank you, Mr. Marriott, for (http://marriott.com/corporateinfo/ time was amazing and your rationale of why this was creating a Marriott culture that be- culture/recognitionDiversity.mi ac- important to do namely “because it’s my name on the lieves in consensus building. A leader cessed October 26, 2004). hotel” still brings a smile to my face today. It was clear in the hospitality industry must be The “Marriott Way”, Bill’s man- you were not only interested in the physical property, but prepared to make decisions, but if agement philosophy, is the unique you also wanted to know that our associates were happy they have hired the right people, it’s corporate culture cultivated by in their work and you stressed the importance of creat- better that all concerned to have a him. His management style includes ing an atmosphere that was conducive to make happy voice in the decision making process. concern for all associates, hands-on customers. It is easier to commit to a project management, and an unrelenting Thank you, Mr. Marriott, for being so detailed and or a task that everyone agrees is commitment to meeting customer numbers oriented. I never sat in on one of your budget the right action to take. How does needs. He believes in excellence, meetings, but the numerous stories about your attention this apply to academia? I believe, quality, service, and hospitality. His to detail and your thorough understanding of the business when we take the time to ask our philosophy is based on uncompromis- are monumental. Marriott’s budgeting process has always students what is working well for ing beliefs in treating people fairly, been very rigorous, because both you and your father them and what’s not working before working hard, paying close attention believed that accurate forecasts and budgets are the the semester is over; we can all to details and listening to custom- keys to strong performance. In my home office I have this make improvements in our classroom ers and giving them what they want statement above my computer, “the proper execution of performance and in our students’ (www.marriott.com accessed Octo- details is the key to success in every endeavor.” performance. Surveys at the end of ber 28, 2004). This is the foundation Thank you, Mr. Marriott, for always believing in the semester are too late to help of Marriott International’s preemi- education, training and the personal development of all the student completing that course.

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