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Room with a view
By Ding Qingfen (China Daily)
Updated: 2008-06-16 14:57 "The occupancy rate of Marriott hotels in China averages at 70 to 80 percent," says Garside. Sites are one of the key concerns for the group and Marriott seems very careful in choosing properties. The exterior appearance of almost all Marriott hotel buildings is nothing short of eyeball-catching. Besides the newly established twin hotels in China Central Place, The JW Marriott Hotel Beijing and the 305-room The Ritz-Carlton, Beijing, the 369-room JW Marriott Hotel Shanghai which opened in 2003 is located in the city's most bustling commercial district, Nanjing Road, and has won many awards for its design; Marriott China Hotel, Guangzhou is one of the first slew of five-star hotels in the southern city, settling down opposite the major exhibition hall of the bi-annual Canton Fair. But the more impressive side to Marriott is its quality service, a more important factor in the operation of hotel businesses. The Ritz-Carlton Hotels, the most luxury hotel brand worldwide acquired by Marriott in 1998, sets a shining example in the global industry for the service motto it claims - "We are ladies and gentlemen serving ladies and gentlemen." And The Portman Ritz-Carlton, Shanghai has won the reward of "the best employer in Asia" from Hewitt Associates, the global consulting company for consecutive three years since 2001. Marriott itself has also been keen in "paying attention to details" since the first day of its business. "Success is never final" is an expression its founder had been fond. Talents are the driving force behind. J. Willard Marriott, it was once frequently said, "People - their development, loyalty, interest and team spirit - are number one". There are over twenty different training programs for managers and associates to choose from for outstanding hotel performance and personal growth. Marriott is one of the few hotel management companies that require hotels to contribute a minimum of $750 a year in professional development for all managers. In addition, 15 minutes per day is committed to training all associates per the management contracts of the property. "We are lucky as there are only two chairmen in the Marriott's history, and they share the same philosophy (on management)," says Garside. To make sure its philosophy is well conducted around China, Marriott is very selective in choosing partners. And the most required principle in the negotiation is that they "share similar philosophy - developing and training associates and managers, getting them locally," says Garside. Whether the hotel group and the owner could share the same philosophy always plays a significant role in the hotel business. Hilton, the famous American hotel group has tasted the bitterness for failing in reaching consensus on talent development with the owners, insiders say. It has opened just 5 hotels in China while its business partners have changed substantially in the same time. (For more biz stories, please visit Industries)
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