From Sheep and Sodas to Success: How Marriott Became a Name We Know
From Sheep and Sodas to Success: How Marriott Became a Name We Know
Management: “If you don’t hire the right kind of people, we can never make anything out of them,” Marriott once said. On the other side of the coin, Marriott also knew that if he did not treat them well, he would never make anything out of even the best people. To that end, he maintained a focus on communication with and respect for his workers.
Innovation: “Cashiers should not be sorting checks during a busy time,” Marriott believed. “I saw one cashier who was terribly busy, holding up a whole line of customers because she was trying to sort her checks. Tills can be done after the busy hour.” Marriott never missed a chance to find ways to improve his business.
Hard Work: Marriott was a strong believer in setting the pace for his business and his employees, and that pace was a fast one. Whether it was working six and a half days a week to get his business off the ground, or visiting each and every one of his Hot Shoppes to carry out inspections, Marriott put his heart and sweat into his business.
Details: “There is not enough follow-up by management on service, planning, getting things done when they should be,” believed Marriott. Whether it was seasoning hamburgers or flipping hash browns, no detail was too small for Marriott to follow through on. It was his attention to detail that let him spot crucial areas for improvement and innovation.
Action: Marriott never stopped seeking perfection. Even if a customer was satisfied with his product, Marriott refused to be, believing there to be always more room for improvement. Despite all the setbacks and challenges, it was Marriott’s eagerness to keep on going that allowed him to stay the course.
Throughout his long and successful career, Marriott strove to stay in touch with his all of his operations, employees, and customers, to achieve high standards, and to set a good example. From his regular interaction with staff to his constant attention to detail, it was the little things that continually set Marriott apart from his competitors. Above all else, nothing was more important than customer, employee, and personal self-satisfaction. And, it was not until the first two were achieved that Marriott could recognize the last and feel happy in his accomplishments.
“In all the years that we have been testing for quality, we have found that there is very little difference between top quality and second and third grade,” said Marriott. “But I have found this - if you take second- and third-grade quality, even though the difference is hardly discernible, you will end up with a second- and third-rate quality product.”
Because Marriott never settled for second quality, he never wound up with a second-rate product.
From Sheep and Sodas to Success How Marriott Became a Name We Know
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With a guiding philosophy of hard work and clean living, Marriott rose from the sheep fields of his father’s farm to become one of the most successful entrepreneurs in America’s history. He built one of the fastest-growing and most profitable companies in the difficult food and lodging business. How did he do it?
Management: “If you don’t hire the right kind of people, we can never make anything out of them,” Marriott once said. On the other side of the coin, Marriott also knew that if he did not treat them well, he would never make anything out of even the best people. To that end, he maintained a focus on communication with and respect for his workers.
Innovation: “Cashiers should not be sorting checks during a busy time,” Marriott believed. “I saw one cashier who was terribly busy, holding up a whole line of customers because she was trying to sort her checks. Tills can be done after the busy hour.” Marriott never missed a chance to find ways to improve his business.
Hard Work: Marriott was a strong believer in setting the pace for his business and his employees, and that pace was a fast one. Whether it was working six and a half days a week to get his business off the ground, or visiting each and every one of his Hot Shoppes to carry out inspections, Marriott put his heart and sweat into his business.
Details: “There is not enough follow-up by management on service, planning, getting things done when they should be,” believed Marriott. Whether it was seasoning hamburgers or flipping hash browns, no detail was too small for Marriott to follow through on. It was his attention to detail that let him spot crucial areas for improvement and innovation.
Action: Marriott never stopped seeking perfection. Even if a customer was satisfied with his product, Marriott refused to be, believing there to be always more room for improvement. Despite all the setbacks and challenges, it was Marriott’s eagerness to keep on going that allowed him to stay the course.
Throughout his long and successful career, Marriott strove to stay in touch with his all of his operations, employees, and customers, to achieve high standards, and to set a good example. From his regular interaction with staff to his constant attention to detail, it was the little things that continually set Marriott apart from his competitors. Above all else, nothing was more important than customer, employee, and personal self-satisfaction. And, it was not until the first two were achieved that Marriott could recognize the last and feel happy in his accomplishments.
“In all the years that we have been testing for quality, we have found that there is very little difference between top quality and second and third grade,” said Marriott. “But I have found this - if you take second- and third-grade quality, even though the difference is hardly discernible, you will end up with a second- and third-rate quality product.”
Because Marriott never settled for second quality, he never wound up with a second-rate product.
From Sheep and Sodas to Success How Marriott Became a Name We Know
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Dianne CramptonDianne Crampton is an executive leadership coach, team consultant, author and president of TIGERS Success Series, Inc. Dianne has been helping CEO's and Executives connect their employees to their core values and goals for over 20 years using the trademarked TIGERS team culture process, which stands for trust, interdependence, genuineness, empathy, risk and success. To download a free white paper on behaviors that build strong teams and behaviors that will predictably tear them down go here. - Visit Dianne Crampton's Website |
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Leanne Hoagland-SmithAre your sales where you want them to be? Will you be one of the few who achieves sales or business success or one of the many who have failed to change? Are you tired of being told you are like everyone else? Then you may find my first book on sales of interest. Be the Red Jacket in the Sea of Gray Suits, The Keys to Unlocking Sales available at Amazon or at http://www.processspecialist.com/red-jacket.htm. This book is a reflection of my no-nonsense approach to improving sales to overall business results. If you are truly committed to making sustainable changes, then I can help you secure a positive return on your investment because I focus on executable solutions not telling you the problems you already know you have. From training to corporate (group) coaching to executive one on one coaching, my approach is to assess, create awareness, build a goal driven action plan and then execute. The bottom line question is "Not do you or your employees know it, but do you or they want to do it?" Please call for a free strategy session at 219.759.5601. - Visit Leanne Hoagland-Smith's Website |
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Linda RichardsonLinda Richardson is the Founder and Executive Chairwoman of Richardson, a global sales training and performance improvement company. As a recognized leader in the industry, she has won the coveted Stevie Award for Lifetime Achievement in Sales Excellence and she was identified by Training Industry, Inc. as one of the “Top 20 Most Influential Training Professionals.” Ms. Richardson is credited with the movement to Consultative Selling and is the author of ten books on selling and sales management, including Sales Coaching — Making the Great Leap from Sales Manager to Sales Coach, and Stop Telling, Start Selling. She teaches sales and management at the Wharton Graduate School of the University of Pennsylvania and the Wharton Executive Development Center. Linda is a frequent speaker at industry and client conferences, has been published extensively in industry and training journals, and has been featured in numerous publications, including The Wall Street Journal, Forbes, Nation’s Business, Selling Power, Success, and The Conference Board Magazine. Learn more about Richardson's sales training and performance improvement solutions at http://www.richardson.com web - Visit Linda Richardson's Website |
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