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More the Marriott
(China Daily)
Updated: 2008-06-16 15:47 The start of China's reform and opening-up policy in 1978 marked the beginning of the nation's hospitality industry. In the past three decades, especially in the past eight years, a number of international hotel groups have piled into the Chinese mainland to cash in on the booming economy. In many ways Marriott International (Marriott) does not seem like a standout company in China. It was not the first to enter into the mainland and it's not the fastest growing hotel group in the land. But the outlook and culture of the American company, with an 80-year history, and its commitment to winning over guests and keeping them loyal - has created a good impression in many Chinese people's mind.
In an exclusive interview, China Business Weekly reporters, Ding Qingfen, speaks to Geoff Garside, executive vice-president of Marriott Asia-Pacific, about his views on the company's China development in the past and the future. Q: You were appointed to work in Hong Kong in 1989 when Marriott first entered China, and you have seen Marriott's track record in China. How many different phases has Marriott experienced since? A: It's hard to break them up. 1997 was a catalyst year - when Marriott purchased Renaissance in China. This brought us more exposure both to travelers and to hotel owners. Another catalyst was the completion of JW Marriott Hotel Shanghai opening in 2003, as it was very high quality in many aspects and very visible. In the past seven years, our China business has done especially well. There are some criterions we use when we enter a new market. We look at gateway cities first and we look for long-term partnership for five years at least, and then we look for partners that understand our philosophy. Q: Has there been any difficult patches for Marriott China over the last two decades? A: Not really, there were business downturns in China such as during the SARS epidemic, but that effected everybody including Marriott. The hotel business is not easy. There are always challenges, such as constant learning, learning about new cities, new hotels, new locations, and new owners. But probably finding and developing enough people is the most challenging thing. Hospitality is an intense business for people. But at Marriott there is always hope for everybody. I started working in the kitchen, and there are many examples where people have developed. Q: What makes Marriott different from others in the industry? A: What distinguishes us is developing people. There is a statement from the corporate founder, saying "take good care of the associates and they'll take good care of the customers and they'll return again and again". Many companies talk about it (developing people) a lot, but I am afraid they can't always follow through with the philosophy. (For more biz stories, please visit Industries)
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