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Philip Kotler describes a method of marketing management, which applies to the success of the Marriott marketing strategies that began in 1985 as reported by Steve Swartz. Kotler's method is based on customer satisfaction that also satisfies the corporate goals. Bibliography lists 5 sources. jvMariot.rtf
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at the Marriott (Courtyard). Rather than just build the new hotel and simply offer a product, take it or leave it, Marriott put together sample rooms with movable walks and
walked hundreds of people through, getting their comments and preferences on size, colors, etc. Marriott heard some surprises from those potential customers. For instance, "[t]hey howled at the idea of
a room a foot shy on width, but they made nary a peep when length was trimmed 18 inches" (Swartz, 1985, 1).
This discovery marked the beginning of a change that affected the entire hotel industry, as well as Marriott corporation. As Swartz said at the time, "That little discovery should
save Marriott more than $80,000 on each hotel property, or at least $24 million over the life of the project" (Swartz, 1985, 1).
Not only did the Courtyard succeed as a unit, it was specifically designed for a new segment of the marketplace, suburban hotels located in closer proximity to industrial sites
and working professionals. Marriott continues to incorporate customer-oriented strategies into corporation expansion through a number of strategic business units (SBUs) worldwide. Marriott
continues to serve as an example to every other hotelier in the world and a leader in the industry. Everything Marriott has accomplished
in its race to delete its competition and grow its business, can be tied the marketing management strategies offered by Philip Kotler, which are based in the same customer-orientation practiced
to the nth degree by Marriott. Environmental Contributions to Marriott Corporate Strategy When Marriott
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