interview Marriott


The Sheraton name dates back to simpler times, with none of the disrupters like Airbnb that are around today. Coping with these is another challenge that Marriott must face. This summer a pilot scheme, known as Tribute Portfolio Homes, was launched by Marriott with Airbnb management provider Hostmaker. The joint venture offers 200 short-term home rentals in London. “We’re looking at how we can potentially move into the home sharing space,” explains Pote. “This business competes broadly towards ours, but it’s skewed more towards leisure. It allows, for example, groups of families and friends to stay in London that could not otherwise do so economically in a hotel.” The Tribute name comes from a Starwood initiative launched in 2015, bringing together a group of four-star independently owned properties with an emphasis on millennials. Under the Homes scheme, locations are selected based on Marriott’s safety and security criteria, with round-the-clock support and 24-hour in-person check-in plus rewards points accrual. For Marriott, this is very much an experiment. “If we can find a way to tap into new customers without cannibalising our own inventory, we will look at it. It’s early days; we’ll see how it pans out,” Pote says.


‘Affordable lifestyle’ Meanwhile, Marriott is also looking to


spread its reach in more familiar ways. Another brand that we will hear more of is Delta Hotels by Marriott, which until now, apart from properties in Shanghai, Frankfurt and Bodrum, has been confined to North America. The official description says Delta offers ‘the bare maximum’, with free wi-fi and bottled water and a full fitness area plus trendy bar. The brand is priced ‘just below’ Marriott


The Ritz-Carlton in Wolfsburg, Germany


and elevates the small details that it is believed clients want. “I think there’s a lot of opportunity for this brand in Europe,” says Pote. “It’s quality full service but simple, and definitely a brand that developers will be interested in.”


The recently


renovated W Barcelona


Luxury Collection Hotel Marques de Riscal in Spain’s Rioja region


What clients want changes according to generation and Marriott, like all other hotel brands, has to keep up. So what’s the next big thing in the hospitality sector? Pote has a quick response: “Wellness and well-being is key when you think of the next generation,” she answers emphatically. “The young generation is particular about their fitness and health. We have to change food and beverage to suit them.” She points to the popularity of brands like Pret a Manger plus the trend towards veganism and non-dairy diets and gives the example of Westin hotels, which now offer running kit to guests so that they don’t have to travel with their own shoes. “It’s not just about fitness centres, but also how can we help people get more sleep with things like yoga and mindfulness sessions, so that when people travel, they don’t have to compromise,” Pote concludes. It is with targeted marketing and branding like this that the combined Marriott/Starwood plans to grow even bigger. As it does, the number of loyalty club members will doubtless far exceed the current 110 million, as will the marketing opportunities for extras like yoga classes to those customers. If it all goes to plan,


Arne Sorenson will come to regard his $12.2 million as money well spent.


28 wtm insights autumn 2018 wtm.com


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