Marriott's started out in the catering industry, and he is still the second largest banquet contractor in the U.S. catering industry after McDonald's Corporation. But Marriott is better known for its restaurant business.

Then, when Mr. and Mrs. Marriott started their business, the U.S. business market was not yet sound, as long as the courage, willing to work hard, there are opportunities everywhere. But when Bill took over the parents created the foundation, the market has been quite perfect. On the basis of meticulous market research, Bill took a unique approach to the family industry.

In 1927, Mr. and Mrs. Mariotte opened a draft beer store in Washington. The summers in Washington were hot and long, and people often bought soft drinks from the draft beer store. So the Mariots planned to add cold drink service. But Washington's winters are just as long, and it's a tough off-season for the cold drink business. So the couple added Mexican food, something never before seen in the Washington area, to keep the winter season going.

The small restaurant, known as the Red Hot Store, did indeed thrive, attracting many customers with its fine, flavorful food and homey atmosphere. By 1929, the Red Hot Store Co. was officially incorporated.

Even during the Great Depression, the business remained profitable. In order to expand their business, in 1937 the Mariots took their first step outside of the door-to-door operation and went to Washington's old airport, Hoover Air Terminal, to supply fast-food boxed lunches to large flights of Eastern Airlines, American Airlines, and other airliners. After their success at the airport, the couple won a contract to serve box lunches at the U.S. Treasury Building in 1939. By the 1950s, this box lunch business was expanded to include Washington Children's Hospital. Red Hot Stores Inc. also opened five larger restaurants.

The Mariots entered a new industry again in 1957 when they opened the Mariott Motel in Virginia, their first foray into the hotel business. From then on, one could continually read newspaper revelations about the official opening of new hotels and restaurants by the Red Hot Shops Company.

The Mariots turned the company over to their son, Bill, in 1964, at which point Red Hot Shops, Inc*** owned 45 restaurants and four large hotels. Bill's rise to power accelerated the growth of Red Hot Shops Inc. He focused on the development of the hotel industry, that the hotel industry this comprehensive industry, both to promote the catering industry and can promote the real estate night, "an investment, multi-channel money" good business. After six consecutive years of construction and acquisitions, Bill expanded the size of the company's hotel industry four times, so that the company's revenues and profits over the Hilton Hotel.

Growth in the restaurant business didn't stop there, either. Since buying a Venezuelan airplane food-supply company in 1966, Red Hot Stores Inc. has an overseas presence. The company also bought 22 Fat Boys restaurants in the United States, as well as Roy Rogers. In 1967, the company changed its name to Marriott.

Bill explained the purpose of his expansion to Forbes magazine in 1971, saying, "I wanted to build a business that could provide any service a person needed away from home."

Gambling became the hottest market for leisure investments in the 1970s, but Bill steadfastly shunned it and continued to concentrate on the restaurant business.

The restaurants operated by Mariotte & Co. were upscale and catered to the upper class and businessmen. As a result, the company's hotels all have well-equipped conference halls and luxury restaurants, and many major gatherings in the business, political, and entertainment worlds have chosen to be held in Marriott's hotels. Most of these hotels were concentrated in major cities such as Boston, New York, and Los Angeles. With the growth of the airline industry, Marriott gradually built hotels near airports. Throughout the 1970s, the company invested $3 billion in hotel development, and the number of rooms increased dramatically at an average rate of 17 percent per year.

When the recession hit in the late 1970s, Marriott's pace of hotel development came to a brief halt. Bill took a wait-and-see approach to investing in the restaurant business to be on the safe side, and instead shifted his money to the restaurant business to buy the famous Geno's restaurant chain. Later, Mariotte bought into Horst International, which handles food, beverages and other merchandise at airports, becoming the largest company in the industry.

After a few years of watching, Bill realized that upscale restaurants alone would have trouble sustaining the 17 percent room growth rate that year. And judging from the newspapers, customers seemed to be in a mood to complain about service at mid-range hotels. Bill decided to break into the midscale hotel market, which had huge potential and as many difficulties as opportunities. He organized a market research team and gave them the task of finding out exactly why customers were complaining when they weren't spending much money. In order to save money, they are willing to give up which service treatment?

After three years of market research, Marriott launched its mid-range hotel, the Courtyard, in 1983. The first Courtyard Hotel was built in Atlanta. The entire hotel is a two-story small wrap, *** there are 150 rooms. There is no waiter in the hotel, no room service, no large meeting rooms and banquet halls, there are high-grade luxury rooms, exquisite discount buffet. Bill said: "People who live in mid-range hotels are most concerned about food and accommodation, they do not care (and may not even be accustomed to) other people's service. Therefore, we take the money we save in service and stick it all into the stay and food. The Courtyard Hotel is not a mid-range hotel with mid-range service and mid-range room and board; it is a mid-range hotel with low-grade service and high-grade room and board. We haven't heard any complaints about the Courtyard Hotel from our guests so far."

Another method Bill took to accelerate the company's growth in the midst of the recession and increased competition in the industry was to relinquish ownership of most of the hotels. Beginning in 1982, Mariott sold each new hotel as soon as it was built, but the buyer had to agree that Mariott would put someone in charge of the operation and management. Bill believes that this approach accelerates the company's profit growth and reduces investment risk, while also providing a better guarantee of operational quality than the practice of leasing operations to licensed contractors.

The success of the Courtyard Hotel has energized Marriott's hotel business and brought new insights: customers are more interested in living freely in a comfortable environment without the imposition of hotel services. As a result, Marriott entered the luxury apartment market in the mid-1980s.

While these new hotels and apartments were booming, Bill organized a new market survey and began to study the current situation of an increasingly aging society. After several years of investigation, Marriott began to develop "senior community". The target customers were retired elderly people who had no one to take care of them. Previously, this type of elderly services were operated by some welfare non-profit organizations, but due to insufficient funds and limited conditions, many elderly people are not well cared for, and more elderly people do not have the opportunity to enter them. The for-profit, apartment-based senior community solved these conflicts, and was a big hit after a trial run in 1988. For this reason, Bill announced that Marriott would build 150 senior communities by the mid-1990s.

Marriott International (Marriott)

Marriott, also known as "Marriott," is the world's largest hotel company. Marriott International S.A. is an international hotel company whose main business is the operation and management of directly owned hotels and franchised hotels.

1, Marriott founder -- John. Willard. Marriott

2, Marriott's business began here - root beer store

3, from root beer to a comprehensive corporate group

Marriott's first fast food restaurant was the "roadside fast food restaurant". The first Marriott hotel, the twin bridge motor hotel, opened in 1957 in downtown Washington, D.C.

Marriott's first fast food restaurant was the Roadside Express.

4. Mariott family traditions, "signposts" on the road to success;

(1) Stay in good health and good spirits.

(2) Be alert to your habits - bad habits will destroy you.

(3) Pray at every difficult problem.

(4) Drill down and adhere to the principles of professional management and apply them wisely to your restaurant.

(5) People come first - focus on their development, loyalty, interests and team spirit.

(6) Decision-making: people are born to make decisions and take responsibility for them. Your decisions and those of your managers must be strictly differentiated; take ownership of all situations and then make decisions, and be firm in executing them.

(7) Criticism: do not criticize people, but with his supervisor to make a fair assessment of his ability.

(8) To see the strengths of others and make them shine.

(9) Inefficiency: If an employee is incompetent at his job and can't overcome it, find him a suitable job or quit him immediately, don't wait.

(10) Reasonable organization of your time: conversation should be short, but to the point; in the work of a minute to have a minute of efficiency; more efficient, shorter work time - some people waste most of the time.

(11) Delegate while holding them accountable for results.

(12) For trivial things: let go and let your staff do it themselves; save energy for planning and thinking. Work with the head of the department to promote new ideas; don't do what others can do for you.

(13) Ideas and competition: ideas energize the business; know what your competitors are doing and are prepared to do; encourage managers to think of ways and suggestions to improve their operations, and be willing to spend money and time on research and development.

(14) Don't do the work for your employees; make suggestions and ideas.

(15) Think objectively and keep your humor to make business fun for you and others.

The Mariott people nowadays build on these 15 management practices with the following three:

(1) Take care of your workers and they will take care of your customers.

(2) Provide customers with reasonably priced services and products of excellent quality.

(3) Work closely with your owners, always striving toward success and not being self-satisfied.

5. Mariotte's Way of Doing Business

John. Mariotte's rise from a partner in a small root beer store to the chairman of a world-famous group of restaurants and food associations is indeed unique in terms of management.

(1) Emphasis on systematic and standardized management:

(2) Centralized leadership:

(3) Marriott Hotel Associates adhered to the policy of diversifying its business.

(4) Marriott Hotel management style; Marriott is to compete, jump, detect market demand and effective organization to achieve the target management.

(5) Tradition of innovation;

(6) Emphasis on publicity and promotion

(7) Location is the key to the success of hotels and restaurants;

6. Marriott's "people-oriented" philosophy

Marriott gives full play to the motivation of its employees to retain good people. Retaining talented people. Talent is the backbone of an enterprise, it is based on this understanding, Marriott Hotel Union will be "people" to a critical height. In the play of staff motivation, retention of talent, Marriott Hotel has also taken a number of effective measures, including:

(1) the establishment of a fair competition mechanism.

(2) Respecting the personal value of employees.

(3) Emphasis on emotional investment

(4) generous employee treatment.

7. Development of Marriott Hotel Associates and its brand extension strategy

Currently, the core products, i.e. famous brands, under its banner include Marriott, Renaissance, Courtyard by Marriott, Ritz-Carlton, Ramada, New World and Executive Apartments, which have already entered the Chinese market.

[Hotel Marketing] Mariott Palm Springs Hotel Summer (Off-Season) Marketing Strategy Analysis Report

Summary: [Table of Contents] I. Fundamental Analysis II. Hotel Marketing Strategy Analysis [Original Text] I. Fundamental Analysis Mariott? Rancho? Las? Palmas Palm Springs Hotel belongs to the Mariott Group of Companies is recognized as the nation's most diversified group of companies operating in the entertainment industry. It operates businesses*** in five categories: hotels, family-style and fast-food restaurants, food service contracting (including airline fast food), theme parks, and sightseeing cruises. By 1979, the company had 47 Mariott hotels located in 31 cities throughout the United States and in some overseas locations. In addition, the company owned eight franchised Marriott Inns, all of which demonstrated Marriott's strong group competitiveness. However, the strength of Marriott Palm Springs Hotel does not lie entirely in its strong group influence, but rather in its wealth of knowledge and experience in the restaurant industry, its expertise in preparing delicious food, motivating its staff, maintaining a clean environment, and its extremely thorough and careful consideration of site selection. Mariott's success in maintaining a high room rate is due in part to its excellent marketing strategy and the strong customary cultural atmosphere that has brought it so much business. Meanwhile, looking at the hotel market in Palm Springs, most of the hotels and motels in the Coachella Valley are located in Palm Shelter Springs, with a combined total of 177 hotels and approximately 6,300 rooms. Of these, 1/3 of the rooms and more than half of the room sales tax comes from eight major hotels: the Grand Canyon Hotel, the Mineral Springs Hotel, the Hilton Resort & Spa, the Keogh Hotel, the Ramada International Hotel, the WestJet Hotel, the Traveler's Inn, and the Seven Springs Hotel. Although, no hotel in the Coachella Valley can compete with Rancho? Las? Palmas. However, the lack of fitness center and health spa is still one of the competitive weaknesses of this hotel. Second, the hotel marketing strategy analysis Although, the development potential of tourism in Palm Springs brings unlimited potential business opportunities for the hotel industry, but as more and more hotels are ready to continue to open in the summer, to be in the high temperature and off-season pressure, how to improve their core competitiveness, to compete for the limited number of customers will be the Mariott Palm Springs Hotel is faced with a serious challenge. ...

Marriott's Way of Doing BusinessSunday, January 14, 2007 13:09Marriott's Way of Doing Business

John Willard Marriott was quite pioneering in market development, but a cautious entrepreneur in business. He seemed less of a risk taker than other big hoteliers in the U.S. and was accustomed to taking stock of the situation and living within his means. He was so cynical about borrowing that he didn't begin selling stock to the public until 1953, selling at most no more than one-third of his total stock.

Nonetheless, from a partner in a small root beer store to the chairman of the world-famous Hotel and Foods Associates group, John Willard Marriott had a knack for managing his business.

(1) emphasis on system and standardization of management: Marriott's restaurants, hotels and airline food companies are to take a typical American management methods, that is, all services, all food production emphasizes the program, quality standardization, systematization of work. Mr. Marriott asked his staff, each person to put a workbook in his coat pocket, at any time to check their job responsibilities, the scope of work and the completion of the task, such as whether they have reached the quality standards, whether they already have the knowledge of the work undertaken by the skills and practical skills. For example: the chef puts a book of food recipes and dish recipes in his coat pocket, everything should be in accordance with the standards, in accordance with the procedures, in accordance with the requirements of the regulations to do, and shall not be changed arbitrarily; waiter to do the room, the provisions of the room in less than half an hour must be in accordance with the 66 steps to do and so on. Mr. Mariotte's system and quality standards management not only control the cost of consumption, but also to ensure the quality of food and service. The foundation for Mr. Mariotte's reputation for quality was laid.

(2) the implementation of centralized leadership: Mr. Mariotte from the beginning of the business has always insisted on centralized leadership. From the purchase of food, storage, rough processing to food service are centralized leadership, unified management. Although there has been a debate on centralized leadership for many years, Mr. Mariotte has always insisted on doing so. 1937, Mr. Mariotte established a unified instrument storage center and roughing base, covering an area of 285,000 sq. ft. with food quality control experiments and kitchen operation inspection laboratories, which resulted in strong control of the cost of consumption and the quality standard of food. The management of the hotel is under the leadership and responsibility of the general manager, who is the head of the hotel operation and management. By him to issue business management orders, business strategy, competitive measures; also by him to control and check the quality of service as well as to determine the direction of development of the enterprise. Mr. Marriott also requires that all Marriott hotels, motels, airline food companies must be in accordance with the Marriott Hotel Associates unified business policy, instrument quality standards, service quality standards to operate and manage. Mr. Marriott first quot;a long centralized leadership responsibility system" successful experience by some hotels United number to study and emulate.

(3) Marriott Hotel Union adheres to the policy of carrying out a variety of business. To carry out a variety of business is one of Marriott's business policy, as early as the 1970s, its business market is divided into three areas. That is, airline food, motels and tourist and commercial hotels, restaurants and family fast food. Its operating income each accounted for 1/3 of the total income, in 1974 the daily supply of food revenue amounted to 1.1 million dollars. Mariott Hotel Associates, Inc. owned hotels provide the following services: unmanned vending machines, tray table dining service, buffet service, factory dining service, corporate office dining service, and public **** place self-service fast food service. In addition, Mariott establishes special restaurants such as roadside fast food restaurants, motels and fast food restaurants, airline food fast food and the world's largest motel and 16,500-room motel complex, which opened in New York in 1975.

(4) Marriott Hotel business management style: Marriott is to compete, jump, detect market demand and effective organization to achieve the goal of management. This kind of target management and competitive means to continuously promote the Marriott Hotel jump development characteristics, not only in line with the United States management style, but also follow the general law of development of the hotel. For example, Mr. Marriott opened a motel in Newton, Massachusetts, with 433 rooms, Mr. Marriott invited 4,000 people to attend the opening ceremony, and guests stayed for one night, but after the guests found out that each of them had to pay the normal room charge. It is obvious that Mr. Mariotte's management style is different, he never followed others, but according to his own exploration, using a unique management style. In the service industry, it is extremely important for employees to be able to provide personalized service to guests.

(5) The tradition of focusing on innovation: Mr. Mariotte is committed to improving the quality of service and service efficiency, he installed an internal liaison system between the restaurant and the car park, customers in the car a little bit of food, the waiter on the spot to notify the kitchen, when the waiter returns to the counter from the parking lot, the guest's dish has already begun to make or has been made and placed on the counter. This has greatly improved the efficiency of the restaurant's service. He focused on finding new locations, creating new methods, increasing supervision and efficiency, and emphasizing serving as many people as possible at reasonable prices. He was one of the first to build drive-in trays in restaurants, where customers could order and take their meals without getting out of their cars.

(6) emphasis on publicity and promotion: Mariotte attaches great importance to the role of advertising on the hotel's promotional role in the first beetroot soda store before the opening, Mariotte used school children to distribute coupons, so that he had a new understanding of the role of advertising. He believed that the three main principles of successful advertising are: first, to deliver the message to as many people as possible at the lowest possible cost; second, to deliver the message continuously to as many people as possible; and third, to constantly leave a prominent indelible impression in the minds of customers.

(7) Location is the key to the success of hotels and restaurants: Mr. Mariotte tends to build his hotels and restaurants by bridges, believing that roads can be easily rerouted and bridges are generally not easily relocated. He always changed the location of his hotels and restaurants in response to changes in traffic patterns. in the 1920s, he identified the automobile as a key factor influencing customer traffic, and in the late 1930s, he began to pay attention to the impact of aviation on restaurant locations, and he was one of the first to dabble in airline catering.

Written for The Spirit of Service - Mariott's Way Original

"[Original] Reading The Spirit of Service - Mariott's Way" Hello! Can you share this book? I've never been able to find the book even after asking them for it inside the group! I've never been able to find it! Thank you! How familiar the content, how similar the dialog. I've had many requests for this book. And since I read it again not long ago, I'm taking this opportunity to summarize it today. Maybe it will help those who want to get encouragement and enlightenment from this book. Marriott, the myth of the hotel industry, has a fatal attraction to all hotel people. At the beginning of the establishment of Ruijia Hotel, our first CEO, Ji Qi, adjusted and changed Marriott's business policy and management methods to practice directly. He personally translated the English version of "The Spirit of Service - Marriott's Way" into Chinese, and used his own handwritten translation as an internal study material. Over the past six years, all of us at RuJia have proved to the world the success of RuJia, and the wisdom of Mariotte's way of doing business. To this day, Ruijia Hotel Academy still takes the reading of "The Spirit of Reading and Serving - Mariott's Path" as the final grade for training hotel store managers. Ruijia's success story, as if to all investors and hoteliers injected new blood. For a while economic hotels have become a project that people are competing for. Many groups, individuals have invested in land to build stores. Of course, recruiting an economic hotel experience and ability to run the manager has become one of the investors in the eyes of the success of the code. So a lot of colleagues have a new direction of development and the way out, although they left Ruijia, but they still have "such as the family" mind and thinking. In their successful operation of the hotel at the same time also consciously or unconsciously act as a "Ruijia spirit" disseminator role. I am now very proud to say that I can find "the shadow of Ruijia" in the software and hardware of all the operating hotels established after 2003, and I can see their strengths and weaknesses. Although excessive copying and imitation of RuJia is a great impact, but it is more our "RuJia family" to develop and innovate, to maintain good performance and increase business income. Only by making Ruijia stand more firmly and walk longer in the face of adversity can we prove to the world that Ruijia is not a so-called economic bubble, and that we cannot be defeated by others. I can understand people's pursuit of this book, in addition to Mariotte, more want to get the essence of Ruya's business path. Just here I want to speak to all the people interested in this book, don't expect to see Marriott's business strategy or experience through this book, it is just a record of some objective facts and Marriott's development of one or two on the success or failure of the case. More and more things are outside the book, we need to think seriously, to find the real truth to carry out their own practice. I actually read this book three times. I am ashamed to say that the first time I read this book in my mind there is only one starting point and purpose, that is to complete the homework, complete my reading. Coupled with the time tight task urgent, I just do not do not flip through a few articles. Captured a little bit of self think it is easy to argue on the operation of the highlights, to complete my reading, that is, before the piece. At that time, I felt very proud of it achieved good results. The second time I naturally read from the beginning to the end, and then I realized that my after-reading is so superficial, so worthless, and even more sorry for so many people who read this after-reading, because my previous summary is just a biased, and did not really recount the meaning of Mariotte's writing this book. When I read it again for the third time, I suddenly realized a lot of truth, in fact, not only applies to the hotel business, those excellent habits and ways of thinking are applicable in anything, and will be used by me for a lifetime. I hope you will summarize my experience, put down those so-called tasks and problems, read carefully, and feel with your heart

Learn to listen to Marriott Jr.

Large and small2008-9-16 16:41:34 By Amteam.org

Keywords for this article

Listening CEO

Marriott Jr. is the chairman and CEO of Marriott International Hotel Group, Inc. Hotels International's chairman and CEO and is the son of founder Mariotte Sr. Like his father, he enjoys walk-around management and takes pleasure in touring his hotels.

On one of his visits to a hotel, he noticed that customers were giving poor ratings to the waitresses in the restaurant. He asked the manager what the problem was, and he said he didn't know. But Mariotte Jr. noticed the manager's disturbing body language and proceeded to ask how much the waitresses were being treated. When he got an answer, he then asked why the treatment was lower than the market rate. The manager said that the head office would have to decide on a raise, and he didn't want to bring it up.

The conversation lasted no more than 30 seconds, but Mariotte Jr. discovered three serious problems: First, the head office was overreaching. Second, the executives valued profits more than customer satisfaction. Third, the fact that the manager was afraid to ask for a raise meant that his superiors were lousy listeners. Of course, little Mariotte solves all three problems.

This example is a perfect case study in how to make decisions, and can be used to illustrate what management guru Peter Drucker pointed out as the first element of decision-making: to really understand the nature of the problem, which is truly special and episodic, is rare; and, if the problem is recurring, then it should be solved by a decision that establishes rules or principles. That's exactly what Mariotte Jr. did, identifying three recurring problems from a seemingly special, episodic event.

But to Mariotte Jr. it was more a case of listening. He says, "All I did was change this manager's habit of not saying anything and show him that someone was willing to listen to his problems - something his supervisors were clearly not willing to do."

Ten Secrets About Listening

Marriott Jr. values listening and is good at it. There are at least ten lessons he learned as a listening CEO that other managers should learn.

One, listen to the grassroots employees. Little Mariott used to directly contact all departments, all levels of direct listening to the voice of employees, rather than relying on senior employees to report and listen to reports.

Two, listen to each other's body language. To discover from the body language, each other want to hide the information.

Three, make good use of your body language to show that you are interested in the subject being talked about, don't wander your eyes or tap your pencil impatiently.

Four, maintain an appropriate level of silence. "The fact is that it is torture to have to keep yourself silent and listen to others talk all the time, especially if what they say is still wordy. However, this skill must be learned." Maintaining an appropriate level of silence also means not indicating too early that you've made a decision, and allowing employees to discuss without inhibition.

Fifth, don't be confused by charming expressions and use them to judge whether the information is accurate. Mariotte Jr. had an eloquent supervisor under him who had a knack for making false inferences sound pleasant and logical. Mariotte Jr. finally realized, "Just because someone is articulate and expressive doesn't mean that all of his ideas are correct. On the contrary, there are some people who are introverted, shy, and inarticulate whose words may be worth listening to."

Sixth, don't listen selectively. It's human nature to want to hear the good news and ignore the bad, and Mariotte Jr. made that mistake. In the late 1980s, overexpansion of the hotel industry has been serious, but Mariotte Jr. blind confidence, focusing only on the positive news, for the negative news is deaf and dumb, and ultimately paid a terrible price. Mariotte Jr. concludes, "Selective listening is almost as bad as not listening at all."

Seven, be an active listener, which means ask questions. The same as the nature of superiors do not want to hear bad news, subordinates have the nature of the good news and more than one thing. Therefore, managers should learn to ask questions. "This technique is especially important for top executives chairmen and general managers, who, because of their high positions of authority, are usually less intimate with less senior employees." Pony Ott recommends asking the magically potent question, "What do you think?"

Eight: Listen to your customers. "At Marriott, we rely on customers to tell us what we're doing right and what we're doing wrong. That's the only way to determine if we're providing the service they want." For example, hotels used to try to hide outlets for aesthetic reasons. By surveying business travelers, Marriott found that outlets needed to be adjusted. That's because with the popularity of laptops, business travelers want outlets in their rooms that are visible and within easy reach.

Listening to customers is a great tradition from old Marriott. Marriott first opened a restaurant. in 1937, Marriott Sr. was making the rounds of restaurants near airports when he noticed many passengers buying sandwiches and hot coffee to take with them. By asking customers, Marriott Sr. discovered the key: passengers liked to eat on airplanes. So Marriott found a partnership with Eastern Airlines and started the business of providing airline food.

Nine, turn listening into action. After hearing the problem, to solve the problem, whether it is the customer's problem, or the employee's problem. That's what listening is all about.

Ten, to know when to stop listening. At some point, it's important to stop debating and gathering facts, and to make decisions based on the information you already have.

Marriott Jr. believes that knowing when to stop listening is a key moment in testing a company's overall listening skills. Clearly, Mariotte Jr. is not only listening himself, but is building the company's overall listening skills. Marriott, a good listener, led Marriott, a good listener, into the management guru Jim Collins in the book, "the long term" in the praise of the "visionary company", with IBM, General Electric, Citibank, Disney, Sony and other companies in line. ■

I hope you find it useful ！！！！！