Marriott Hotel Quotes

Is this your first time staying with us?" a woman at a reception desk for the third or fourth hotel said to her, and Olive wasn't sure how to answer, because if you've stayed in one Marriott, haven't you stayed in all of them?

Don’t listen to what they say. Go see. — Chinese proverb

Listening is the single most important on–the–job skill that a good manager can cultivate. A leader who doesn’t listen well risks missing critical information, losing (or never winning) the confidence of staff and peers and forfeiting the opportunity to be a proactive, hands–on manager. Listening is also how you empower people to grow in their jobs and gain confidence as decision makers.

Nothing is as important as having managers in place who possess the people skills to support, encourage, lead, inspire and listen to associates. A

Every great corporation does one thing well, and in Marriott’s case it’s to help guests disappear. The indistinct architecture, the average service, the room-temperature, everything. You’re gone, blended away by the stain-disguising carpet patterns, the art that soothes you even when your back’s turned. And you don’t even miss yourself, that’s Marriott’s great discovery. Invisibility, the ideal vacation. No more anxiety about your role, your place. Rest here, under our cloak. Don’t fidget, it's just your face that we’re removing. You won’t be needing it until you leave, and here’s a claim check. Don’t worry if you lose it.

That’s the importance of listening and not thinking you know it all. Always try to find out what’s on the other person’s mind, and work with them, and you both might get what you want.

The problem was, they had no beds, but Gebbia did have three air mattresses. “So we inflated them and called ourselves ‘Airbed and Breakfast.’ Three people stayed with us, and we charged them eighty dollars a night. We also made breakfast for them and became their local guides,” Chesky, thirty-four, explained. In the process, they made enough money to cover the rent. More important, though, they discovered a bigger idea that has since blossomed into a multibillion-dollar company, a whole new way for people to make money and tour the world. The idea was to create a global network through which anyone anywhere could rent a spare room in their home to earn cash. In homage to its roots, they called the company Airbnb, which has grown so large that it is now bigger than all the major hotel chains combined—even though, unlike Hilton and Marriott, it doesn’t own a single bed. And the new trend it set off is the “sharing economy.” When I first heard Chesky describe his company, I confess to being a little dubious: I mean, how many people in Paris really want to rent out their kid’s bedroom down the hall to a perfect stranger—who comes to them via the Internet? And how many strangers want to be down the hall? Answer: a lot! By 2016, there were sixty-eight thousand commercial hotel rooms in Paris and more than eighty thousand Airbnb listings.

I sold a Multimixer to a guy named Willard Marriott, who had just opened a drive-in called A & W Root Beer. His method of operation fascinated me. I considered myself a connoisseur of kitchens; after all, selling Multimixers took me into thousands of them. I prided myself on being able to tell which operations would appeal to the public and which would fail. Willard Marriott looked like a winner to me from the start. I had no more idea than he did back then, though, of what a giant his Marriott Corporation would become in hotels and restaurants.

Once Guerra’s audiences learn about the brands that inspired Walnut Hill, they are more likely to understand the reason behind strategies like the “15–5” rule: At 15 feet from a patient or a visitor, an employee should make eye contact. At 5 feet the employee should greet and say hello to the patient or, if the patient looks confused, ask if he or she needs help. Guerra explains that the hospital adopted the strategy from studying hospitality techniques at hotel chains like the JW Marriott.

Non mi sembra troppo inverosimile che, tra cinque anni, i Marriott e gli Hilton del mondo inizieranno a costruire meta-versioni dei loro hotel in Horizon, consentendo agli avatar/ospiti di incontrarsi con i loro amici nella hall, o fare brainstorming nelle sale riunioni virtuali, ovviamente a pagamento.

Non mi sembra troppo inverosimile che, tra cinque anni, i Marriott e gli Hilton del mondo inizieranno a costruire meta-versioni dei loro hotel in Horizon, consentendo agli avatar/ospiti di incontrarsi con i loro amici nella hall, o fare brainstorming nelle sale riunioni virtuali, ovviamente a pagamento.

No matter how many hotels were added to the Marriott stable, and no matter how old he was, Bill was determined to go to most of the full-service hotel openings and continue his inspection visits of 100 to 200 hotels each year.

The world is a book; those who do not travel read only one page. — Saint Augustine

In 1863, as Havana continued to grow, the need for expansion prompted the removal of the city walls. The Ten Years’ War ended with a cease fire from Spain. However, it was followed by the Cuban War of Independence, which lasted from 1895 until 1898 and prompted intervention by the United States. The American occupation of Cuba lasted until 1902. After Cuban Independence came into being, another period of expansion in Havana followed, leading to the construction of beautiful apartment buildings for the new middle class and mansions for the wealthy. During the 1920’s, Cuba developed the largest middle class per total population in all of Latin America, necessitating additional accommodations and amenities in the capital city. As ships and airplanes provided reliable transportation, visitors saw Havana as a refuge from the colder cities in the North. To accommodate the tourists, luxury hotels, including the Hotel Nacional and the Habana Riviera, were built. In the 1950’s gambling and prostitution became widespread and the city became the new playground of the Americas, bringing in more income than Las Vegas. Now that Cuba senses an end to the embargo and hopes to cultivate a new relationship with the United States, construction in Havana has taken on a new sense of urgency. Expecting that Havana will once again become a tourist destination, the French construction group “Bouygues” is busy building Havana's newest luxury hotel. This past June Starwood’s mid-market Four Points Havana, became the first U.S. hotel, owned by Marriott, to open in Cuba. The historic Manzana de Gómez building which was once Cuba's first European-style shopping arcade has now been transformed into the Swiss based Manzana Kempinski, Gran Hotel, La Habana. It has now become Cuba's first new 5-Star Hotel! Spanish resort hotels dot the beaches east of Havana and China is expected to build 108,000 new hotel rooms for the largest tourist facility in the Caribbean. On the other end of the spectrum is the 14 room Hotel Terral whch has a prime spot on the Malecón.

But as Airbnb became huge, with lots of hosts and travelers, it became increasingly common to have to make multiple attempts to nail down a reservation. Meanwhile, Airbnb’s main competitors were no longer other small Internet businesses, but giant hotel corporations such as Hilton, Marriott, and Best Western. And one huge advantage these huge hotel chains offer to travelers is speedy confirmation. Their transactions are fast: by phone or on the Web, you can quickly find out whether rooms are still available and book one for the night you want. That’s because all the rooms in, say, a Hilton are managed by a central computer system, so one call lets you check all the rooms at the same time. Imagine instead if you had to call Hilton to inquire about each room individually. On any given call, the only thing the reservation clerk could tell you was whether, say, room 1226 at the San Francisco Hilton was available for the night you wanted. If not, you had to make another call to find out about room 1227, then another for room 1228. Booking a room with an Airbnb host was a little like that. So Airbnb had to figure out how a market with many hosts offering one room at a time could compete more effectively with hotels. Price was obviously important. But it was the spread of smartphones that helped Airbnb close the speed gap, and that may have mattered even more than price. Today, as hosts manage their reservations on their smartphones, they don’t have to wait until they return home to confirm a booking—they just check their phones. They can also, as soon as the room is booked, immediately update their Airbnb listing to remove its availability. That in turn makes it easier for a traveler searching for a room to find one that’s available, even though he or she still has to query one room at a time. Thus smartphones make the home hosting market work better not just because hosts can respond faster but also because they can update their bookings, which makes them more informative. This, too, reduces congestion (fewer rooms appear to be available, and a room that looks available is more likely to actually be so), and as a result helps travelers search more efficiently, with fewer time-wasting false leads.