Title | Marriott Corporation, 1969 Annual Report |
Creator (LCNAF) |
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Publisher | Marriott International, Inc. |
Date | 1969 |
Description | Marriott Corporation Annual Report for the 52 weeks ending on July 27, 1969. |
Subject.Topical (LCSH) |
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Subject.Name (LCNAF) |
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Genre (AAT) |
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Language | English |
Type (DCMI) |
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Original Item Location | Marriott Hotels Collection |
Digital Collection | Annual Reports from the Hospitality Industry Archives |
Digital Collection URL | http://digital.lib.uh.edu/collection/hiltonar |
Repository | Hospitality Industry Archives, Conrad N. Hilton College of Hotel and Restaurant Management, University of Houston |
Repository URL | http://www.uh.edu/hilton-college/About/hospitality-industry-archives |
Use and Reproduction | No Copyright - United States |
File Name | index.cpd |
Title | Image 20 |
Format (IMT) |
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File Name | hiltonar_201609_040_020.jpg |
Transcript | Construction specialists meet rigid criteria to maintain leadership in facilities. organization increased measurably in 1969. Much of Marriott's success is attributed to astute site selection, and real estate professionals intensively sought and found locations which qualify under rigid growth criteria. Expanding franchising programs and needs for new financing during the year put greater demands on legal services. Entry into foreign markets gave rise to many new and different legal problems. FINANCE Highlights of the year for the Finance Department included sale of $28 million of convertible subordinated debt and arrangement of $25 million of other long-term financing to help support the company's rapid expansion. The department also directed the calling of $10 million of subordinated notes for conversion, established Marriott Financial Services Inc. as a new profit center, and developed sophisticated new data processing programs on "third generation" computer equipment. INDUSTRIAL RELATIONS In Industrial Relations, new manpower planning programs were developed during the year, and added emphasis was given to management recruiting. Employee training programs were stepped up, and include effective new visual aids. Achievements also included work to reduce workmen's compensation costs, and creation of a formal "Career Progression" program, which encourages employees to develop their skills and become more productive to themselves and the company. Growth in franchising, reflected by opening of 100th Roy Rogers unit, puts new demands on legal, real estate, financial services. Small seminars are part of most elaborate training programs in the food-lodging industry. |