Swot Marriott 2010

Marriott International, Inc.

Company Profile Publication Date: 20 May 2010

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Marriott International, Inc.

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Marriott International, Inc. TABLE OF CONTENTS

TABLE OF CONTENTS Company Overview..............................................................................................4 Key Facts...............................................................................................................4 SWOT Analysis.....................................................................................................5


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Marriott International, Inc. Company Overview

COMPANY OVERVIEW Marriott International Inc. (Marriott or “the company”) is a global hospitality company that operates and franchises hotels and lodging facilities. The company primarily operates in Americas, Europe, Africa, and Asia-Pacific. It is headquartered in Bethesda, Maryland and employs about 137,000 people. The company recorded revenues of $10,908 million during the financial year ended December 2009 (FY2009), a decrease of 15.3% over 2008. The decline in revenue was primarily attributed to weak economic conditions in the United States, Europe and much of the rest of the world, which affected the lodging demand throughout the world in 2009. The operating loss of the company was $152 million in FY2009, as compared to the operating profit $765 million in FY2008. The net loss was $353 million in FY2009, as compared to a net profit of $347 million in FY2008.

KEY FACTS Head Office

Marriott International, Inc. 10400 Fernwood Road Bethesda Maryland 20817 USA

Phone

1 301 380 3000

Fax

1 301 380 3967

Web Address

http://www.marriott.com

Revenue / turnover (USD Mn)

10,908.0

Financial Year End

December

Employees

137,000

New York Ticker

MAR


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Marriott International, Inc. SWOT Analysis

SWOT ANALYSIS Marriott is a global hospitality company that operates and franchises hotels and lodging facilities. The company with its global presence and strong brand recognition is a formidable player in the international lodging market. However, the threats of terrorist attacks could hamper the company ’s international operations. Strengths

Weaknesses

Technical innovations to ease the business process and increase hassle-free experience for the customers Higher brand recognition and recall makes the company priority choice for clients Global presence and strong brand portfolio diversifies the revenue sources

Business model which has the potential to dilute the brand perception and limit the revenue growth High leverage combined with downgrade in rating will affect the future capital generation and expansion projects Weak financial performance affecting the company ’s expansion plans

Opportunities

Threats

Strong growth in the hotel and motel industry in emerging markets Improving hospitality market in the US Brand innovations to suit the changing customer preferences

Vulnerability to terrorist attacks raises security and safety concerns Timeshare business vulnerable in a dismal capital and credit market Fragmented and intensely competitive lodging industry

Strengths

Technical innovations to ease the business process and increase hassle-free experience for the customers Marriott had adopted several innovative technical programs to suit its business r equirements and support the customer related problems. These programs have been developed either in-house or with the external support. One of the frontrunners of the technical success has been the Marriott's Automated Reservation System for Hotel Accommodations (MARSH), a well known reservation system being used by the Marriott. This system encompasses the entire database of all its customers visiting anywhere in any part of the world. Thus, the information of a customer visiting Courtyard, London would already be available through MARSH as that customer had once visited Ritz-Carlton, Millenia Singapore.The MARSH, hence, gives the Marriott an edge over its competitors, in providing personalized attention to each of its customer. The MARSH success led to the implementation of


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the e-business strategy which transformed Marriott from a property-focused to a customer- focused company. The main aspect of this strategy was the more importance given to revenue earned per customer than the revenue earned per property and to provide better customer service through the use of information technology proactively and through facilities on offer through websites. Another technical innovation at Marriott was related to the development of an auditing tool for price auditing.The tool was developed as a response to the renegotiation requests from its clientele during the recent recession. The renegotiation was proving extra burden financially for the hotels as they were forced to undertake the labor-intensive task of continually loading, auditing and monitoring the shifting corporate rates. Marriott tackled this problem by automating the process and developed the Property Guest Object Oriented System (PGOOS), an auditing tool which automatically audited every night its central reservations system (MARSH). The implementation of PGOOS enabled the company to streamline its published rates with the negotiated rates and ensured that the negotiated rates are at or below published rates. Thus, PGOOS became one of the competitive advantages of Marriott since the customers where proactively given lower rates that coincided with market situation. The clients were, thus, assured of better rates at Marriott. The continuous focus on using technologies to better the customer experience at Marriott, hence, is one of the competitive edges of the company and enables it to distinguish itself from its competitors. Higher brand recognition and recall makes the company priority choice for clients Marriott is one of the leading hotel and leisure companies known for its strong brand portfolio in all the major segments and market. The company operates in most major markets and segments around the world through its luxury brands such as Marriott Hotels & Resorts, JW Marriott Hotels & Resorts, The Ritz-Carlton, Bulgari Hotels & Resorts, Grand Residences and mid-priced brands like Courtyard, and Fairfield Inn. At a corporate level, Marriott has a high brand recall. The company ranked 37 in the Fortune’s 2009 rating of World ’s Most Admired Companies after ruling the list as the number one for ten consecutive years. The "Most Admired" list is made up of companies that are ranked by Executives, Directors, and Analysts in their own industry on eight criteria, including innovation, people management, uses of corporate assets, social responsibility, quality of management, financial soundness, long-term investment, and products/services quality. The J.D. Power and Associates ’ recent North America Hotel Guest Satisfaction Index Study gave the best scores to the two Marriott brands; Ritz-Carlton Hotel in the Luxury Segment and SpringHill Suites in the Mid-Price Limited Service Segment. In addition, three brands were placed second in their segments; Renaissance Hotels and Resorts, Courtyard, and Residence Inn. The Marriott brands occupied the survey with either first or second place in five of the six segments into which J.D. Power divided the industry. The brand recognition and acceptance related with customer satisfaction makes Marriott a popular choice among the customer base. This gives Marriott an edge over its competitors when clients opt for lodging facilities. Besides, it also helps in retaining and maintaining a loyal customer base. Global presence and strong brand portfolio diversifies the revenue sources


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Marriott is one of the key players in lodging and hospitality industry with operations spanning 68 countries around the globe. Although the US is single l argest market of the Marriott, yet 43% of the earning before interest and tax is contributed by the company ’s international operations. Thus, the company does not depend on a single market for its revenues. It earns revenues from both matured and emerging markets.The established presence in matured markets like the US and Canada drives the value growth while the presence in emerging markets drives the volume growth. Besides, a global presence shields the country from risks specific to a particular economy. Besides, having a diversified geographical base, Marriott sources i ts revenues from a diverse customer base. The company has presence in all the segments: luxury, upper moderate, moderate and lower moderate price segments. Ritz-Carlton, JW Marriott and Bulgari brands of the company cater to the luxury segment while Marriott, Renaissance, SpringHill Suites and Courtyard target upper moderate-price tier segment and Fairfield Inn competes in the lower moderate-price tier. In addition, to these, the company has brands like Renaissance, TownePlace, Marriott Vacation Club and Grand residences which compete in different market segments. Marriott ’s hotel brands are one of the respected and known brands in the lodging industry. The awards and recognition, like the Fortune’s “Most admired Brand” as mentioned above, signifies the company’s brand value. The brand value combined with presence in all segments helps the company in generating revenues from diverse customer base.

Weaknesses

Business model which has the potential to dilute the brand perception and limit the revenue growth Marriott follows the business model wherein it emphasizes on managing and franchising hotels, rather than owning them. The company operated 46% of its hotel rooms under management agreements, 52% under franchise agreements, and only 2 % were owned or leased as of December, 2009. But, as compared to this, only 33.6% of the revenue in FY2009 were earned through franchise and management agreements while 66.4% from owned or timeshare sales and service (excluding revenues from cost reimbursement). The emphasis on management contracts and franchising although tends to provide more stable earnings in periods of economic softness, however does not provide much scope for revenue growth. Besides, the revenues generation from incentive fees, revenues earned when hotels reach certain profitability level, is very much dependent on the economic scenarios. The company faced similar situation when incentive fees halved from 2008 level, the company generated $154 million in FY2009 as against $311 million in FY2008 indicating a decline of almost 50.5%. Moreover, the franchise and management agreement can dilute the brand equity associated with Marriott properties. If the parties involved in franchise or management agreement with Marriott does not deliver the quality with which the company is associated, it could seriously harm the company ’s reputation. The franchised or business model, although gives a constant and safe source of income, but brings demerits like diluted brand perception and limited revenue growth. High leverage combined with downgrade in rating will affect the future capital generation and expansion projects


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The company has substantial debt to equity ratio. The ratio increased from 0.7 in 2006 to 2.24 in 2008 and stood at 2.01 in 2009. In percentage terms, the company ’s long term debt to equity ratio stood at 291.96% as against the industry standard of 56.07%. The lodging industry being capital intensive, generally have higher leverage. But, the cost of capital issue attached with the high leverage can hamper the profit generation capacity of the company. Currently, the US is following low interest rate regime to encourage investment and consumption. The interest rate in the US as of April 2010 stood at 0.25%. However, renewed inflationary pressure, the Consumer Price Index (CPI) for the period January, February and March 2010 stood at 2.6, 2.1 and 2.3 respectively as against annual average rate of -0.4 in 2009, and increasing debt issuance by the US government is expected to pull up the rates. A high debt leverage of Marriott, in a rising interest rate scenario, will increase the interest expense burden and hence will affect the profit margins. Besides, Marriot’s credit rating was downgraded by Standard & Poor ’s Ratings Service (S&P) in April 2009 from BBB to BBB-.The credit rating was revised to reflect the downward expectation for 2009 revenue per available room in the US lodging industry, which was expected to decline by 14% to 16%. The rating agency continued with the downgraded rating as signs of recovery in the lodging industry are still in the initial stages. Downgrade in rating makes it difficult and expensive for the company to access the credit market. Any further downgrades of credit ratings by S&P or other similar rating agencies would increase the company's cost of capital and adversely impact its profits. Weak financial performance affecting the company’s expansion plans Marriott registered weak financial performance in the FY2009 due to the slowdown in the economy and the lodging industry. The company’s revenues declined by almost 15.3% in 2009 compared to the previous fiscal. Moreover, the company registered operating and net losses for the fiscal 2009. The company had performed poorly in the fiscal 2008 as well. The company reported declining revenues and profits in the last fiscal. The revenues for the FY2008 declined by 0.9% as compared to the FY2007, the operating profit declined by 33.9% and the net profit by 48%. Besides, the profit margins have also dropped drastically. The operating margins reduced from 9.1% in FY2007 to 6.1% in FY2008 and negative 1.4%in FY2009, which indicates that the company has not been able to manage its cost structure efficiently. The poor revenues and operating profit affected the net profit of the company; Marriott registered net loss of $353 million for FY2009, and hence reduced the net profit margin to a negative value of 3.2%. The company was facing pressure on its margins since 2008 as the net profit margin declined to 2.8% in 2008 from 5.4% a year ago. The adverse business environment have resulted in declining revenues for Marriott and impacted the company’s profit making capacity. As a result of the weak financial performance, the company’s capital expenditures outlay reduced from $671 million in FY2007 to $147 million by FY2009. This reduction could hamper the company ’s growth and expansion plans to tap the new and growing markets Moreover, the company ’s cash position has also weakened considerably; it declined from $332 million in FY2007 to $115 million by FY2009. The weak cash position, if continues, could hamper the company ’s day-to-day business activities as well as future expansion plans.

Opportunities


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Strong growth in the hotel and motel industry in emerging markets The global lodging industry has seen remarkable growth from emerging markets like China and India over past few years. The GDP growth, economic prosperity and the rise in disposable income in these countries have contributed to the growth of lodging market. The GDP growth has increased the number of business travelers travelling within these countries while growth in disposable income have resulted in increased leisure travelers According to the Datamonitor 's report on "Hotels & Motels in India", December 2009, the Indian hotels and motels industry generated $5600 million in 2008, representing a growth of 17.1% over the previous year. The Indian lodging market is expected to grow to the value of $10100 million by 2013, an increase of 80.5% since 2008. China, the world ’s fastest growing economy, have also registered strong growth.The Chinese hotels and motels industry generated total revenues of $30,900 million in 2008, representing a compound annual growth rate (CAGR) of 16.8% over the previous year. The Chinese lodging industry, in the long run, is expected to thrive with an anticipated CAGR of 11% for the five-year period 2008 – 13 and projected value of $52,000 million by the end of 2013. Marriott’s 47 property bases along with franchised and managed agreements at prime locations in China make it a formidable player in the luxury and the moderately-priced segment. Besides, the company is adding new properties to increase its number strength. The Renaissance Shanghai Zhongshan Park Hotel in Shanghai, China, was opened in January 2009. The following month, 411-room JW Marriott Hotel was opened in Shenzhen. The hotel is the fifth JW Marriott branded hotel in China. The other four JW branded properties in China include 602-room JW Marriott Hotel Hong Kong, 342-room JW Marriott Hotel Shanghai, 470-room JW Marriott Chongqi ng, and 549-room JW Marriott Hotel Beijing. Furthermore, Marriott International's Cour tyard brand opened its 800th hotel in Shanghai, China, in the same month. The company, in addition to licensed and franchised agreements, has increased its property base in China from 32 in 2007 to 47 by 2009. The company had made similar growth in Indian market by increasing its owned property base from 6 to 9 during the same period. With further planned expansion to open new hotels both under owned and franchised system, the company is expecting to increase its volume strength in these markets. The expanding property base and strong brand recognition associated with Marriott, hence, gives the unique positioning to the company, to compete effectively with local and international players in the emerging markets. Improving hospitality market in the US North America, the single largest market of Marriott, is showing signs of normalcy after recessionary turbulence. The lodging industry, which derives its growth from the economic climate, is also recovering fast from the recessionary blues. The industry is showing improvement in all key performance metrics. The occupancy rates for the week ending May 2010 rose to 57%, indicating an increase of 6.4% over the previous year. Another key metric, revenue per available room also rose by 5.6% and totaled $55.3 for the same period. However, the biggest gainer was the luxury segment which reported largest increase as compared to other segments. The segment’s occupancy rate for the week ending May 2010 stood at 67.8%, an increase of 11.8% over the previous year. The average daily rate, for the same period, charged by the luxury hotels totaled $240.8, an increase


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of 2.5% over the previous year while the revenue per available room increased by 14.6% to reach $163.15. The improvement in luxury segment is a boon for the company ’s premium brands like Ritz-Carlton, Bulgari and JW Marriott which had to bear the impact of the turbulent US economy. The company would be a forerunner in the lodging industry to reap the benefits of the improving economic climate considering its volume and brand value in the North American lodging market. Brand innovations to suit the changing customer preferences Marriott, through owned, leased, franchised and managed properties, is expanding its investment to either launch new brands or renovate the old brands with new style and features. Among the new brand launches, Autograph Collection would include a range of upscale luxurious and independent hotels in prime destinations around the world. The company plans to add 25 hotels in the Autograph Collection by 2010. Additionally, it is planning to launch Edition Hotels, a new range of lifestyle boutique brand developed in partnership with Ian Schrager, by opening two new hotels in later half of 2010. Besides addition of the new brands, the company is investing in renovating its old brands. JW Marriott Washington celebrated its 25 years in June 2009, with the completion of $40 million renovation to inculcate high-tech, high-style innovations and a fresh new design. While in July 2009, Renaissance Amsterdam finished its two year, multi-million dollar renovation to meet the demands of today’s business and leisure travelers. In another major renovation effort, the company announced the completion of the $70 million renovation of the three Marriott Miami Airport Campus properties; the Miami Airport Marriott, the Courtyard Miami Airport South, and the Residence Inn Miami Airport South. In addition to renovating design and features of its hotels, Marriott is also tr ying to introduce green hotels in its portfolio.The company, in 2009, announced its plans to expand the green hotel portfolio ten-fold over the next five years by introducing a green hotel prototype that will be pre-cer tified Leadership in Energy and Environmental Design (LEED), an internationally recognized green building certification system designed by the US Green Building Council (USGBC).The green hotel prototype is expected to save approximately $100,000 and six months in design time, and reduce a hotel’s energy and water consumption by up to 25 percent. The company through brand introduction and renovation is changing itself to suit the needs and interests of the present business and leisure travelers. The brand innovation efforts, hence, is an effort to keep offerings and ambience at Marriott properties contemporary.These initiatives will help the company to provide the services to its customers in a better way. Improved service offering increases the customer's recall of Marriot thus leading to repetitive visits and a steady stream of revenues.

Threats


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Vulnerability to terrorist attacks raises security and safety concerns The tourism industry is affected by threats from terrorist attacks after September 11, 2001. Marriott, a symbol of American luxury and power, has been a prime target of terrorist attacks. The company has suffered many bomb blasts in the recent past. The 2002 car bombing at Karachi outside Marriott Hotel and 2003 attack on Marriott hotel, Jakarta, Indonesia killed many people while several were injured. . The Marriott was again targeted in 2004 and then in 2008 in Islamabad, Pakistan causing many deaths. In another big attack on Marriott properties, Ritz Carlton and JW Marriott hotels in Jakarta, Indonesia were targeted in July 2009, resulting in the deaths of eight people while injuring at least 51 people.The attacks on Marriott properties have exposed the vulnerability of the hospitality industry to terrorist attacks. The aftermath of these terrorist attacks have weakened the consumer confidence in the security arrangements around Marriott and has instilled doubts and fear in the minds of certain international customers. These incidents could result in lower check-ins at Marriott hotels which will affect the company’s business and reputation in the long run. Timeshare business vulnerable in a dismal capital and credit market The timeshare business segment of the company is still facing the heat of troubled financial and credit markets. The company, under this segment, markets and sells residential properties; finances consumer purchases; and operates resorts. The company provides financing to the purchasers of its timeshare and fractional properties by securitiz ing the loans periodically in the securities markets. However, the turbulence in the financial markets in the second half of 2008 and whole of 2009 in the US impaired the timing and volume of the timeshare loans, as well as the financial terms of such sales. Deteriorating market conditions resulted in the delay of a planned fourth quarter 2008 sale of loans to the 2009 first quarter and at interest rates higher than pre-recession era. The continued weak performance of the financial markets in the US could delay future securitization of loans. The rates charged on these loans will also go up as investors would demand a premium considering the BBB- grading by Standard & Poor. Thus, a turbulent financial market would impact the timeshare business of the company and increase the cost of financing the timeshare business. Fragmented and intensely competitive lodging industry The company faces a strong competition both as a lodging operator and as a franchisor. The US lodging market is highly crowded with several key players like Accor, Hilton Hotels, Starwood and Intercontinental Hotel Group and others, have a strong established base in US. These operators are primarily private management firms, but also include several large national chains that own and operate their own hotels and also franchise their brands. According to the industry repor ts, the lodging industry is highly fragmented and no player commands more than 20% of the market share. Marriott holds 9% share in the US hotel market (based on number of rooms) and 1% share of the lodging market outside the US. The company as mentioned above faces strong competition from Accor, Best Western International, Choice Hotels International, Hilton Hotels, InterContinental Hotels Group and Starwood Hotels & Resorts in most of the markets. The intense competition results in a high demand for property space causing the increase in real asset prices. Marriott, known for its luxurious spacing and large hotels, have to undertake heavy capital outlay to acquire such properties. Moreover,


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intense competition fuels price war which makes Marriott ’s luxurious brands uncompetitive resulting in low market penetration opportunities for the company.


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Swot Marriott 2010

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