John Willard marriott has a pioneering spirit in market development, but he is a cautious entrepreneur in management. Compared with other hotel owners in the United States, he seems to be less adventurous, accustomed to sizing up the situation and acting according to his ability. He was so jealous of borrowing that he didn't start selling stocks to the public until 1953, and the stocks sold didn't exceed 1/3 of the total at most.

Nevertheless, from the partner of a small Caigen soda shop to the chairman of a well-known world hotel and food chain group, John Willard marriott does have his own uniqueness in management. Mr. marriott has been insisting on centralized leadership since he started his business. Centralized leadership and unified management are implemented from food procurement, storage, rough processing to food service. Although there have been arguments about centralized leadership for many years, Mr. marriott has always insisted on doing so. In 1937, Mr. marriott established a unified instrument storage center and rough machining base, covering an area of 285,111 square feet, with food quality control experiments and kitchen operation inspection laboratories. The result was to effectively control the cost consumption and food quality standards.

Hotel management is under the leadership responsibility system of the general manager, who is the head of the hotel management. He issues management orders, business strategies and competitive measures; It is also he who controls and checks the service quality and decides the development direction of the enterprise. Mr. marriott also requested that all marriott hotels, motels and aviation food companies should operate and manage according to the unified management policy, instrument quality standards and service quality standards of marriott Hotel United Company. Marriott first? quot; The successful experience of a long centralized leadership responsibility system has been studied and imitated by some hotels. Marriott Hotel United Company adheres to the policy of diversified economy. Diversification is one of marriott's business policies. As early as 1971s, its business market was divided into three aspects. Namely aviation food, motels and tourist and commercial hotels, restaurants and family fast food. Its operating income accounts for 1.3 of the total income, and the daily food income in 1974 reached $1 million. The services provided by the hotels affiliated to marriott Hotel Chain Company include: unmanned vending machines, tray dining table service, buffet service, factory dining service, corporate office dining service and self-service fast food service in public places.

In addition, some special restaurants have been established in marriott, such as roadside fast food restaurants, motels and fast food restaurants, aviation fast food restaurants, and the world's largest motel with 16,511 rooms opened in new york in 1975. Marriott Hotel Management Mode: marriott realizes target management by competition, jumping, detecting market demand and effective organization.

This characteristic, which constantly promotes the leaping development of marriott hotels by means of target management and competition, not only conforms to the management mode of the United States, but also follows the development law of general hotels. For example, when Mr. marriott opened a motel in Newton, Massachusetts, he had 433 rooms. Mr. marriott invited 4,111 people to the opening ceremony and kept the guests for one night, but afterwards, the guests found that everyone had to pay the room fee normally. Obviously, Mr. marriott's management style is different. He never follows others, but uses a unique management style according to his own exploration. In the service industry, it is extremely important for employees to provide personalized service for guests. Mr. marriott often builds his hotels and restaurants near the bridge. He thinks that roads are easy to change lanes and bridges are generally difficult to move. He always changes the location of hotels and restaurants according to the change of traffic pattern. In the 1921s, cars were regarded as the key factor affecting passenger flow, and in the late 1931s, he began to pay attention to the influence of aviation on restaurant location. He was one of the first people to set foot in aviation catering service.