BANGKOK, 7 June 2018: Marriott International has a vision to transform Sheraton Hotels and Resorts that is currently the third largest brand outside of North America in Marriott’s stable.
It started last year with the new Sheraton guest room that was showcased at a hospitality Industry investment conference in New York.
Now Marriott says its revitialisation of the Sheraton brand is in full swing.
“From the moment we closed the Starwood merger in late 2016, the revitalization of Sheraton has been a top priority for our company,” said Marriott International CEO Arne Sorenson.
“With our Sheraton transformation plan, we’ve put together all of the pieces of the equation to work cooperatively with our owners to set this iconic brand on a new, disciplined and successful path.”
Marriott’s boss believes hotel owners are responding to the new vision committing an estimated USD 500 million in renovations of hotels across the US. Globally, 25% of Sheraton hotels have committed to renovations with some already underway.
But for the average hotel customer, identifying what the Sheraton brand conveys, or delivers when compared with hundreds of similar brands could prove to be a more difficult task.
Just what is the Sheraton experience for consumers? What are guest expectations and what makes Sheraton different from the other Marriott brands?
Or could it be that the lines between the brands and what they stand is blurred and fuzzy?
Marriott says that Sheraton’s transformation plans focus on the role of a hotel’s public spaces. Gathering spaces are not exclusively a Sheraton element, but if we take a close a look at the spaces, we might find gathering venues need more than just customers.
Marriott says Sheraton will revert to its roots as a gathering place for locals and guests. That apparently is a core Sheraton element.
But the gatherings in a hotel’s public areas should include the general manager and department heads. How often do they gather in the lobby to welcome guests?
The most common complaint today is the absence of real-time management. It was the hallmark of hotels in the 1970s and 80s with GMs reaching out to guests. Today, that has been replaced by backroom GMs who are more at home staring at a spreadsheet on their computer or replying to negative TripAdvisor reviews.
So a remake of the Sheraton brand is overdue and it should start with re-educating its managers to meet with their guests. Be there, be seen, be friendly.
Marriott undertook a repositioning in 2013, redesigning the guest room and MClub Lounge working in close cooperation with Marriott Hotel owners.
Renovated Marriott Hotels have seen market share gains of 9% on average eight points on average higher than non-renovated hotels.
System wide, Sheraton generates USD 9.2 billion in property revenue globally and its portfolio currently consists of nearly 450 hotels with 80 additional projects in the pipeline in 72 countries and territories.
By 2020, the brand’s footprint is expected to expand to 90 countries.
