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| Title | Marriott Corporation, 1983 Annual Report |
| Creator (LCNAF) |
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| Publisher | Marriott International, Inc. |
| Date | 1983 |
| Description | Marriott Corporation Annual Report for calendar year 1983. |
| 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 10 |
| Format (IMT) |
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| File Name | hiltonar_201609_055_010.jpg |
| Transcript | Courtyard Marriott continues to seek ways to build on its hotel development and operating strengths, and to extend its coverage to new segments of the lodging market. In October 1983, we opened our first two Courtyard hotels, designed to compete directly with mid-priced national lodging chains. The initial properties are in Atlanta, and three more Courtyard hotels will open in Georgia in early 1984 to explore the growth potential for Marriott in this segment—the largest in the industry. After extensive research, we designed Courtyard to include the elements travelers in its segment value most: a superior guest room for work and leisure; a small, intimate hotel with a secure residential atmosphere (only 125 to 150 rooms)—including in-room sprinklers, smoke detectors, special locks and lush landscaping. Most important, these elements are offered at very competitive prices. A central management team will operate all three properties in Atlanta plus two outlying units in Augusta and Columbus now under construction. Costs are reduced by sharing management functions among the properties, extensive computerization and an efficient construction program. Customer response to the initial properties has been very favorable. Guests are enthusiastic about the high quality of Courtyard's facilities and the moderate price. By mid-1984, management expects to have sufficient experience with the concept to make a decision about further development. Outlook During 1984, Marriott's lodging operations should begin to realize the full benefit of the recovery in business travel. The company's effective management team, coupled with an increasingly attractive and diversified product mix, should provide a strong basis for continued growth. General Manager Marriott is Santa Barba BiIt more We develop our hotel general managers from within, through rigorous cross- training in virtually every facet of hotel operation. Tfw career path requires a variety of assignments progressing through increasingly larger and more compter hotels, as well as regional staff departments. nan a iraauwnai i ing new mid-priced i market involves five propel ,„ |