Service and Relationship Marketing Report: Marriott Hotel Analysis

This report provides a comprehensive analysis of Marriott Hotel's service and relationship marketing strategies. It begins with an executive summary and table of contents, followed by an introduction outlining the hotel's global presence and focus on customer-employee relationships. The report explores the purpose and problem statement related to service encounters and guest satisfaction. A literature review examines the vital components of Marriott's service blueprint, including client actions, visible and invisible contact worker actions, support procedures, and physical evidence. The findings and discussion section analyzes the front-stage and back-stage functions of the service organization, emphasizing the essence of service encounters and their managerial implications. The report concludes by summarizing key findings and offering insights into Marriott's approach to service delivery, customer satisfaction, and the importance of service blueprints.

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SERVICE AND RELATIONSHIP MARKETING
By (Name)
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Executive Summary
Marriot Hotel is one of the leading hospitality facilities worldwide as it focuses on service
delivery. The company ensures that the customer-employee relationship is commendable as it
affects how much profit it makes. Alternatively, the flowchart determines the front-stage and
back-stage operations of the facility; the front-stage is considered as an important section as it
consists of how the guest is received at the hotel, and how he or she is handled at the reception
area. Consequently, service encounters are critical moments of truth in which clients
occasionally develop permanent impressions of a firm.

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Table of Content
INTRODUCTION…………………………………………………………………………….4
1.1 Introduction…………………………………………………………………………….…4
1.2 Purpose…………………………………………………………………………..………..4
1.3 Problem Statement……………………………………………………………………..…5
LITERATURE REVIEW………………………………………………………….…………5
2. Vital Components of a Service Blue Print of Marriot Hotel………………………………5
Client Actions……………………………………………...………………………...5
Visible Contact Worker Actions…………………………………….………….;…….5
Invisible Contact Worker Actions…………………………………………………….6
Support Procedures…………………………………………………………………...6
Physical Evidence…………………………………………………………………….6
FINDINGS AND DISCUSSION…………………………………………………..…………6
3. The Services Organization’s Front-Stage and back-Stage Functions………………………6
Front-Stage Operations………………………………………………………………..7
Back-Stage Operations………………………………………………..………………8
4. Essence of the Service Encounter…………………………………………….…………….8
5. Examination of Managerial Implications………………………………………………….10
Conclusion…………………………………………………………………………….……...11
References…………………………………………………………………………………….13

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Part 2
INTRODUCTION
1.1 Introduction
The Marriott Hotel and Resorts is a worldwide brand of an exhaustive hotels. The firm is located
in Washington D.C, and has established operations in at least 60 nations. The brand is first-class
sample of a service supplier having in-service brilliance staff (Marriott, 2000, p.15). From its
years of operation, it has emerged one of the most exclusive firms by both the Forbes and Times
journals. This article focuses on the Marriott Hotel located in Brisbane that has a personal
connection between clients and the hotel operators, which is a primary focus of its services. As a
worldwide chief in the hospitality enterprise, it depends mostly on service capabilities between
the visitors and its workers. Importantly, the latter’s experience within the service delivery
procedure is a primary factor of their gratification provided services and multiple facilities
available in the hotel. This is exhibited from Marriott Hotel’s vision statement to be a global
leader as a provider of hospitality services (ICMR Center for Management Research, 2009, p.1).
Majority of the procedures at hotel are governed by meetings between clients and its staffs. Thus,
it has successfully invested in having a well-organized structure that aids this service-driven
approach. In addition, it uses various marketing strategies to relay its brand image and culture.
Notably, these processes used by Marriott Hotel are in form of a service blueprint.
1.2 Purpose
The purpose of this article is to prepare and explore a flowchart of Marriott Hotel, which may
include the back-stage and front-stage operations of its business. Conversely, the flow chart will

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explore the essence of the service encounter, and its overall managerial implications. The article
will also focus on the crucial components of the service blueprint of Marriott Hotel, Brisbane.
1.3 Problem Statement
The main issues that the article focus on are service encounters and guest satisfaction. These two
are fundamental in determining customer experience, which affects the success of the business.
LITERATURE REVIEW
2. Vital Components of a Service Blue Print of Marriott Hotel
Client Actions
The whole set of actions taken by a consumer during the service delivery process is critical.
According to Marriott Hotel, Brisbane, these actions begin from the time the client enters the
premises of the hotel as he or she greeted at the door, and guided to the reception. Then, the
client interrelates with the acceptance desk to check-in at the various invitee rooms; this typically
involves fortifying an appropriate room, organizing baggage transfer, and hand over the room’s
keys. Nevertheless, the invitee may check with the custodian for local info and reservation of
transport. Besides, the latter may visit the dining areas to order and enjoy his or her meal at any
time. The guests are also permitted access to other recreational facilities available at the hotel
such as tennis courts and swimming pools.
Visible Contact Worker Actions
These can include face meetings that happen if the hotel workers communicate with their
visitors. Usually, this includes front-desk and housekeeping interfaces, and banqueting and
recreational amenities exchanges.

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Invisible Contact Worker Actions
These interactions are also between the Marriott Hotel’s workers and guests. These may include
emails and telephone calls exchanged between the employee and customers. Importantly, this
one of the most crucial service delivery models the firm incorporates in its operations.
Support Procedures
These procedures happen from the eye of the public, and they typically do not involve face
meetings, or invisible interfaces with the invitees. It is essential to note that these actions
guarantee the unified delivery and implementation of the services. These procedures include HR
supervision or economics.
Physical Evidence
This includes what the clients can view, or sue to sway his or her acuity and ruling regarding
service provision. In the Marriott Hotel, the customer will use the worker’s body language as
physical evidence to judge how satisfactory the service is (Kaur, Ankit, Patel, and Sukhjit, 2015,
p.2). Therefore, employees are required to be friendly as it will positively affect the guest’s
perception.
FINDINGS AND DISCUSSION
3. The Service Organization’s Front-Stage and Back-Stage Functions
The service officialdoms are alienated into two mechanisms: front-stage and back-stage. The
Front-stage functions comprise all those processes that are utilized to interact and communicate
with guests (Glushko and Tabas, 2009, p.412). Workers working in the front stage are well
versed depending on the services they offer within the hotel. Importantly, the former possess

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suitable skills to ensure seamless service delivery. In contrast, back-stage labors prioritize on
services that are indirectly interconnected to invitees. The former usually has the required skills
on how the front-stage services are solidified. For an organization to thrive in service provision,
there ought to be a mutual accord between the back-stage and front-stage set-ups. Below is a
summary of a flowchart of the back-stage and front-stage operations at Marriott Hotel, Brisbane.
Front-Stage Operations
The above flowchart helps to lay out the primary phases of service meeting between the
hotel board and a client. Typically, it incorporates both the back-end and front-end set-ups of the
Marriott Hotel. Normally, the front-end operations comprise the service delivery procedure. At
the hotel, the front stage functions start with main guest actions, and visible worker actions
(Glushko and Tabas, 2008, p.106). Importantly, the core operations are linked to the front desk,
which includes greeting guests with a positive attitude, checking them in their rooms, managing

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their data, arranging delivery of baggage, managing guest inquiries, and helping with booking
transportation.
All of these processes are the front line in the interaction between the hotel’s employees
and guests. Each phase provides a suitable physical proof that the visitors can utilize to sway
their observation. Converesly, front-stage acts require a certain level of authorization on the part
of workforces as they need to fine-tune their service provision to apt a specific circumstance
(Patrício, Fisk, and Falcão e Cunha, 2008, p.320). Typically, the front-stage operations are more
work-intensive as workers have to multitask, and handle guests, and other colleagues.
Back-Stage Operations
The back-stage acts point to operations undertaken by the guesthouse’s support sectors.
These are the precursor to the front-stage acts in the service provision sequence; these activities
are not visible by guests (Stevenson, Bartunek, and Borgatti, 2003, p.248). Hotel personnel in the
back-stage acts rarely pact or talk with visitors directly. In the hotel, these include the scullery,
transactions and publicizing, finance, maintenance, hotel safekeeping, and HR. In spite of the
customers not experiencing these operations on face to face basis, all of the functions are crucial
in supporting the front-stage operations. For instance, general cleanliness and good
housekeeping are fundamental in ensuring customer satisfaction at the Marriott Hotel. This is
because it is not only critical in marketing the services provided by the hotel to the right
customers, but also to rely the brand’s values in daily functions of the hotel.
4. Essence of the Service Encounter
Service encounters are significant moments of truth in which clients occasionally develop
permanent impressions of a firm (Sparks and Weber, 2008, p.110). Positive assembly or personal

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encounters are critical to the triumph of an enterprise. Thus, it is crucial for executives to be keen
on service happenstance models and procedures to ensure it attains the anticipations of clienteles.
Unsuccessful or ineffective service encounters may result in a high cost to the company by
having to perform the services again. In addition, Marriott Hotel is keen on service delivery as
poor performance may lead to compensation of the client, or lose of a potential consumer.
Therefore, the latter must diligently ensure the service encounter between its workers and guests
are up to the required standard such that they attain their expectations. Alternatively, managers at
Marriott Hotel need to take any negative situation seriously as it may affect service delivery
processes.
A decent service retrieval tactic for Marriott Hotel can prioritize on at least three service
areas; visitor interfaces, procedures, and worker supervision. If a circumstance arises an invitee
is not happy with service or operative relation, it is best to take drastic measures to recuperate the
trust of the workforce to boost their sensitivities. Thus, the company may encourage its
employees to accept their mistake and apologize to the client. Notably, a disgruntled customer
usually wants to be listened to, and expects the worker to sort the issue. Therefore, it is essential
for employees to readily accept their shortcomings, and promptly show intentions to resolve the
situation. This is essential for visitant holding and to contain negative meetings more peacefully.
Another feature links to having a plan in place to remedy procedures branded as out of
order. This is important as it assists in improving actions that cause negative situations to occur,
which will enhance the recovery of disgruntled visitors. Additionally, Marriott Hotel may
combine two strategies that stimulate worker management. For instance, the hotel’s training
department and managers need to frequently train the workers to be keen on any possible
negative circumstances, and also managing their behavioral traits. Therefore, an efficient service

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recovery approach needs compliant understanding, immediate apology, process examination, and
worker interaction management.
5 Examination of Managerial Implications
The managers at the Marriott Hotel regard visitor satisfaction as the most crucial factor
that determines its success. Thus, the operations of the hotel worldwide focus on maintaining a
global satisfaction standard across all service providers. The primary satisfaction determinants
for Marriot managers include the hotel’s market share as it is a leading chain of resorts and
hotels in various nations. Thus, the main managerial implication is Marriott’s market share,
which assists it in acquiring high levels of visitor satisfaction of the services provided.
Alternatively, the guest feedback plays a central role in the managerial implications of the firm
as it determines its success.
Most of the strategies put in place by the managers at the Marriott Hotel focus customer
experience as it is a hospitality business. Normally, customer experience reflects the client’s
journey through all interactions with the firm. Notably, the client experience in a hospitality
setting is not limited to food, accommodation, entertainment, and beverage. It may include a
myriad of aiding processes and features such as offline and online interactions, websites, in-room
entertainment, and facility designs.
The managers also pay close attention to the management of emotions and service quality
across visitor relationships. The latter must find a balance in service quality and cost of
enhancing joyful experiences. Consequently, service facility elements have a positive influence
on the client’s perception of upscale hotel experiences. Besides, the managerial department at
Marriott Hotel plays a vital role in managing physical evidence, procedures, and employees.

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The managers assist on the service design and systems which assist in creating worker-
customer engagement, and handling visitor experiences. The managers at the firm may
effectively manage space at the hotel, and managing its brand (Kandampully, Zhang, and
Jaakkola, 2018, p.12). In addition, the managers at Marriott Hotel may focus on improving the
customer dining experience, which improve satisfaction and loyalty among the guests. This can
be achieved by improving the quality and presentation of food served to customers, and
enhancing employee interaction when they are taking orders. It is vital to note that employee-
customer relationship in hospitality services provides exquisite opportunities that improve the
guest’s experience.
Service orientation also acts as a central role of the managers as it determines the
company’s wide embrace of practices, policies, employees, and systems that ensure guest
satisfaction. Besides, it ensures long-term sustainability of the firm to customer satisfaction as
the managers strive to provide the best client experience through operational excellence
(Kandampully, Zhang, and Jaakkola, 2018, p.14). Therefore, the managers must create a unique
environment in which workers become guest-focused, and service-minded after getting the
managerial assistance.
Conclusion
Marriott Hotel and Resorts is a global hospitality business that focuses on service
delivery. The service organization of the firm is divided into two distinct parts; front-stage and
back-stage operations. Additionally, the flowchart assists in mapping out the core stages of
service encounter between the hotel management and a customer. Employees working in the
front stage are well versed depending on the services they offer within the facility. Notably, the
latter possess suitable skills to ensure seamless service delivery. In contrast, back-stage staff

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focus on services that are indirectly interconnected to visitants. They have fitting skills of how
the front-stage services are executed.

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References
Glushko, R.J. and Tabas, L 2008. Bridging the “front stage” and “back stage” in service system
design. In Proceedings of the 41st Annual Hawaii International Conference on System Sciences
(HICSS 2008) (pp. 106-106). IEEE.
Glushko, R.J. and Tabas, L 2009. Designing service systems by bridging the “front stage” and
“back stage”. Information Systems and E-Business Management, 7(4), pp.407-427.
ICMR Center for Management Research (2009). Marriott’s customer-focused E-business
strategy. ICMR Center for Management Research. Available from
https://astro.temple.edu/~wurban/Case%20Studies/Marriott's%20E-business.pdf
Kandampully, J., Zhang, T. and Jaakkola, E 2018. Customer experience management in
hospitality: A literature synthesis, new understanding and research agenda. International Journal
of Contemporary Hospitality Management, 30(1), pp.21-56.
Kaur, G., Ankit, P., Patel, S.K., & Sukhjit, SK 2015. Services marketing and relationship
marketing. Academia. Available from
https://www.academia.edu/21742509/Services_Marketing_and_Relationship_Marketing
Marriott (2000). Brand value: Marriott International, Inc. 2000 Annual Report. Marriott
International, Inc. Available from https://marriott.gcs-web.com/static-files/6c691ae7-0c1e-44ff-
85c0-4a790721428b
Patrício, L., Fisk, R.P. and Falcão e Cunha, L 2008. Designing multi-interface service
experiences: the service experience blueprint. Journal of Service Research, 10(4), pp.318-334.
Sparks, B. and Weber, K 2008. The service encounter. In Handbook of hospitality operations
and IT (pp. 125-154). Routledge.

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Stevenson, W.B., Bartunek, J.M. and Borgatti, SP 2003. Front and backstage processes of an
organizational restructuring effort. The Journal of Applied Behavioral Science, 39(3), pp.243-
258.