1.
VALUE
PROPOSITION
MARRIOTT INTERNATIONAL
Contributors:
• Charisma Glassman
Digital Marketing Executive, Disney ABC
• Aditya Kilpady
SVP Contract Advertising, WPP Group
• Amrita Haldipur
Content Marketing Professional, National Geographic
• Lakshmi Janardhanan
Sr Developer, Blue Cross Blue Shield
Presented to: Prof. David Rogers, Columbia Business School. Author: Digital Transformation Playbook
Disclaimer: Presentation for academic reference only. © 2017 www.CharismaGlassman.com

2.
Presentation selected for Best in Class
For Cohort March 2017
Columbia Business School:
Digital Strategies for Next Generation Enterprise by
Prof. David Rogers,
Author: Digital Transformation Playbook 2016.
© 2017 www.CharismaGlassman.com

3.
1. The Case in Discussion –
Marrio3 Content Hub
2. Key Customer Types
3. Value Elements
4. Emerging Trends
5. Strengths
6. New PotenIal Value
Elements
7. New forward looking value
elements
AGENDA
Value ProposiIon

4.
COMPANY IN FOCUS:
MARRIOTT INTERNATIONAL

5.
Our core values make us who we are. As we
change and grow, the beliefs that are most
important to us stay the same—puSng people
first, pursuing excellence, embracing change,
acIng with integrity and serving our world.
Being part of Marrio; Interna>onal means
being part of a proud history and a thriving
culture.
MARRIOTT INTERNATIONAL CORE VALUE STATEMENT
h"p://www.marrio".com/culture-and-values/core-
values.mi
MARRIOTT INTERNATIONAL CORE VALUE STATEMENT:
Our core values make us who we are. As we change and grow,
the beliefs that are most important to us stay the same—
puSng people first, pursuing excellence, embracing change,
acIng with integrity and serving our world. Being part of
Marrio3 InternaIonal means being part of a proud history
and a thriving culture.
h3p://www.marrio3.com/culture-and-values/core-values.mi

6.
Our core values make us who we are. As we
change and grow, the beliefs that are most
important to us stay the same—puSng people
first, pursuing excellence, embracing change,
acIng with integrity and serving our world.
Being part of Marrio; Interna>onal means
being part of a proud history and a thriving
culture.
MARRIOTT INTERNATIONAL CORE VALUE STATEMENT
h"p://www.marrio".com/culture-and-values/core-
values.mi
MARRIOTT INTERNATIONAL BRAND PORTFOLIO
Marriott International is an American multinational diversified hospitality company that manages and franchises a broad portfolio
of hotels and related lodging facilities. It is the largest hospitality chain in the world with more than 5700 properties in over 110
countries and territories around the world, over 1.2 million rooms, and additional 195,000 rooms in the development pipeline.

7.
MARRIOTT’S USP:
THE CONTENT HUB

8.
SHIFT IN CONVERSATIONS
How Marrio3 InternaIonal is changing the hospitality markeIng landscape?
FROM ONE OF THE LARGEST HOSPITALITY CHAINS TO LARGEST PRODUCER OF
TRAVEL LIFESTYLE CONTENT
FROM SELLING TO PEOPLE TO ENTERTAINING PEOPLE
FROM SILOED CAMPAIGNS TO INTEGRATED CONTENT MANAGEMENT ECOSYSTEM
FROM CREATING OFFLINE EXPERIENCES TO ONLINE EXPERIENCES & STORYTELLING

9.
INTERNAL ORGANIZATIONS
MARRIOTT’S CONTENT PILLARS
4 main internal organizaIons and their roles
In house agency leading the creaIve and strategic
development of consumer facing brand markeIng
creaIve, brand voice, and global brand campaigns.
In house studio developing, producing, distribuIng, and
moneIzing original content including webisodes,
documentaries, short films, television shows, magazines,
books, animated series, and live programming.
In house real Ime markeIng studios and brand
newsrooms staffed with a team of creaIves, strategists,
and data analysts creaIng, publishing, and monitoring real
Ime brand creaIve on social and owned channels,
engaging with trending topics, pop culture conversaIons,
travel trends, event acIvaIons, and real Ime media
buying.
A digital publicaIon bringing you the unexpected stories
you’ll want to share and experience — wri3en by local and
global travel enthusiasts at the forefront of culture in ciIes
around the world.
MCA
MARRIOTT CREATIVE AGENCY
MCS
MARRIOTT CONTENT STUDIO
M-LIVE
MARRIOTT LIVE
MARRIOTT
TRAVELLER

10.
COMPETITIVE ADVANTAGE
Marrio3 started its own CONTENT HUB and internal agency that produces premium quality
movies and content.

11.
Recent ar)cle: MARCH 2017
h"p://adage.com/ar9cle/cmo-strategy/marrio"-a-content-marke9ng-mecca/308365/
David Beebe
VP Content
Strategy
Marrio"
Interna9onal

12.
MARRIOTT’S CONTENT BLUEPRINT
Interview of David Beebe – AdverIsing Age, March 22, 2017
"That could be, depending on the
content, someone like me from TV
storytelling, to a journalist, to someone
from a general media strategy world.
The practice of content marketing is a
specialty, and I think a lot of times CEOs
don't understand the fundamentals of
storytelling versus what's actually a
campaign."
"You can't rely on the brands to
contribute dollars for content
development. You have to show them
what it can do, and eventually start to
shift dollars from traditional media to
content marketing."
"Our entire strategy is built around
developing creative in-house. We don't
take pitches from production
companies. We develop what we want
to do, and then we go to the creative
community to execute this type of
creative."
"The final thing is being able to
educate people that content marketing
is just one part of an entire marketing
mix. You should be creating a content
advertising ecosystem versus a bunch
of siloed campaigns that don't talk to
each other."
3. Creative Control1. Be a Storyteller
2. Have a
dedicated Budget 4. Internal Buy-in

13.
TRAVEL
BRILLIANTLY

14.
h3ps://www.youtube.com/watch?
v=ZOgteFrOKt8
MARRIOTT going the Marvel way and opened internal Hollywood style studios and agency.

15.
CREATING VALUE PROPOSITION
Ansoff-matrix with the representaIon of product-market-strategies
Existing New
Existing
New
Markets
Products/
Performance
Market penetra>on
▪ Opening and managing new
properIes in exisIng markets.
Market development
▪ Merger with Starwood Hotels and
Delta.
Product development
▪ ImplemenIng new technologies at
exisIng properIes.
Market expansion
▪ New guests in new markets.
▪ Marrio3 - Data guru for travel.

16.
STEP 1:
KEY CUSTOMER TYPES

17.
CUSTOMER TYPES BY VALUE RECEIVED
Key customers that we are considering to target for this Value proposiIon.
Leisure Travelers
Business Travelers
Affluent Travelers
New Age Travelers
Banquet Events

18.
STEP 2:
VALUE FOR EACH CUSTOMER
TYPE

19.
VALUE RECEIVED BY EACH CUSTOMER TYPE
Detailed analysis
1. LEISURE TRAVELERS
Customers who travel for personal
reasons. Examples: Backpackers,
families, couples, single, budget
travelers etc.
VALUE ELEMENTS
▪ Budget & non-budget travel opIons
▪ InformaIon about local areas
▪ Socializing tools
▪ Free wifi / breakfast
▪ Extra reward points program
OVERALL VALUE PROPOSITION
Provide quality ameni)es and services
for leisure travelers to help them make
the most of their vaca)on )me.
2. BUSINESS TRAVELERS
Customers who travel for business or
official purposes. Examples: Corporate
employees, consultants, business
owners. Also includes Facilitators like
OTA’s, Travel Desk, Staff that makes
travel decisions (decision making units).
OVERALL VALUE PROPOSITION
Offer high efficiency, fast and
professional services to help with
facilita)ng the business needs of
frequent business travelers.
VALUE ELEMENTS
▪ Proximity to business (locaIon)
▪ TransportaIon opIons
▪ Business services (high speed internet
access, fax/printer/scanner faciliIes,
conference/meeIng rooms)
▪ High efficiency and less Ime
consuming Hotel interacIon processes
▪ Reward points programs

20.
VALUE RECEIVED BY EACH CUSTOMER TYPE (Contd.)
Detailed analysis
3. AFFLUENT TRAVELERS
High net worth and ultra high net worth
customers who travel around the globe
for business and pleasure. Examples:
Luxury customers, Seniors, Couples etc.
VALUE ELEMENTS
▪ High end/premium services
▪ Emphasis on quality & convenience
▪ Staff assistance
▪ Organized tours/entertainment
OVERALL VALUE PROPOSITION
Offer pleasurable, luxurious
experiences and services to this
convenience seeking segment of
customers.
4. NEW AGE TRAVELERS
Younger customers who have just
started to explore the world and seek
unique experiences at an affordable
value. Examples: Millennials, young
professionals, Late Gen Xers / Ys etc.
OVERALL VALUE PROPOSITION
Des)na)on for personalized bespoke
and adventurous experiences to this
segment of new-age travelers.
VALUE ELEMENTS
▪ Uniquely curated (personalized)
experiences
▪ Bespoke services
▪ Tech-savvy opIons
▪ Reward points program
▪ Seamless digital experience
▪ Social sharing opIons

21.
VALUE RECEIVED BY EACH CUSTOMER TYPE (Contd.)
Detailed analysis
5. BANQUET SALES
▪ Research/ development
▪ Know how
▪ Patent
VALUE ELEMENTS
▪ MarkeIng concept
▪ Standards
▪ Brands
OVERALL VALUE PROPOSITION
▪ Technology
▪ Capacity
▪ ProducIvity
5. BANQUET EVENTS
A different category of local /non-local
customers who use banquet spaces for
events. Examples: Conferences,
Weddings, Special events etc.
VALUE ELEMENTS
▪ Large Venue and one stop service
▪ Pre-packaged rates including food
▪ Professional event coordinaIon
▪ Personalized high quality service
▪ Badge (presIge) Value
OVERALL VALUE PROPOSITION
Offer premium brand experience with
high quality event management
services.

22.
STEP 3:
IDENTIFYING EMERGING
THREATS

23.
EMERGING THREATS
4 emerging threats
INTERNAL
FACTORS
EXTERNAL
FACTORS
▪ Customer journey has changed online and is extremely de-
fragmented.
▪ Targe>ng customers in key 4 micro-moments (dreaming,
planning, booking and experiencing – explained in next slide)
is very important.
▪ Pushing new content at every stage of decision making
process without intrusive adverIsing techniques.
CHANGING CUSTOMER NEEDS
• Investment in technology that compeItors might offer (online
booking through different plaqorms/ check-in kiosks, Keyless
entry, Hi-speed internet, texIng concierge, streaming devices
to TV, wearable technology to study customer journey).
• Social Media contents/reviews: Constant veSng of bad
reviews and online customer service is a challenge.
NEW TECHNOLOGIES
▪ Geopoli>cal events such as travel bans, recessions, terrorism,
natural disasters.
▪ Poli>cal changes in policy by state and local governments.
▪ Human personal bias: Stereotypes and Media / PR
propaganda against certain desInaIons or groups of people.
▪ Data Privacy & Cybersecurity threats
POLITICAL, SOCIAL, OTHER
▪ Growing threat of OTAs (online travel agents such as
Priceline, Expedia, Hotwire etc.)
▪ Digital born companies like Airbnb
▪ Technology providers like Google Trips
COMPETITORS & SUBSTITUTES

24.
DIGITAL MICRO MOMENTS
GOOGLE THINK - TRAVEL & HOSPITALITY RESEARCH
https://think.storage.googleapis.com/docs/
micro-moments-reshaping-travel-customer-
journey-b.pdf
DREAM PLAN
BOOK EXPLORE

25.
STEP 4:
STRENGTH OF CURRENT VALUE
ELEMENTS

26.
CUSTOMER TYPE: THE NEW AGE TRAVELLER
Overall Value ProposiIon: Des)na)on for personalized bespoke and adventurous experiences.
VALUE ELEMENTS
▪ Uniquely curated (personalized) ▪ Millennials want out of box vacaIon ideas like
Surfing, Music fests etc.
▪ Marrio3 has hundreds of unique properIes
worldwide to provide ideas.
▪ The sense of personalizaIon and uniqueness
is very important to millennials and new
generaIon Z.
DECREASING VALUE TO CUSTOMER INCREASING VALUE TO CUSTOMER
▪ Bespoke Services ▪ Since millennials demand uniqueness,
bespoke service personalized to their changing
passions is important to them.
▪ Marrio3’s Ie up Starwood Hotels increased
brand porqolio to facilitate more opIons.
STRONG
STRONG

27.
CUSTOMER TYPE: THE NEW AGE TRAVELLER...Contd.
Overall Value ProposiIon: Des)na)on for personalized bespoke and adventurous experiences.
VALUE ELEMENTS
▪ Tech Savvy Op>ons ▪ The new age generaIons are digitally born -
they are very adept in social media and
bookings online.
▪ Marrio3 has a strong presence online and
considered No. 1 in tradiIonal hospitality
chains for online booking experiences.
DECREASING VALUE TO CUSTOMER INCREASING VALUE TO CUSTOMER
STRONG
▪ Rewards Programs ▪ Many rewards programs out there - leading
ones are Wyndham Rewards, IHC, Hya3 Gold
Passport etc.
▪ Starwood’s merger brought the tedious
procedure of merging Starwood SPG program
with Marrio3 program, which may take very
long Ime.
CHALLENGED

28.
CUSTOMER TYPE: THE NEW AGE TRAVELLER...Contd.
Overall Value ProposiIon: Des)na)on for personalized bespoke and adventurous experiences.
VALUE ELEMENTS
▪ Seamless digital experiences ▪ The new age generaIons is social savvy and
consumes content on mulI-screen devices.
▪ Seamless shopping cart (booking) experience
is possible with Marrio3 ipad, mobile, online
reservaIons, Rewards apps.
▪ Most OTAs don't have rewards integrated in
reservaIon opIons.
DECREASING VALUE TO CUSTOMER INCREASING VALUE TO CUSTOMER
STRONG
▪ Social sharing op>ons ▪ Most social sharing happens through
networking sites (but not all).
▪ User generated content by Marrio3 guests is
encouraged but users provide low quality
graphics and videos.
▪ Mostly dissaIsfied users write negaIve
reviews as compared to saIsfied guests.
CHALLENGED

29.
STEP 5:
NEW POTENTIAL
VALUE ELEMENTS

30.
NEW POTENTIAL VALUE ELEMENTS
SOURCE
New Technologies
EXAMPLES
▪ Wearable technology
▪ Connected devices (IoT)
▪ Virtual Reality
POSSIBLE NEW VALUE ELEMENTS
▪ Very short form content for apple watches /
digital signages.
▪ Voice enabled content for Amazon Alexa, Google
Home about Marrio3 desInaIons & properIes.
▪ VR studios to experience desInaIons in 3D;
immersive experiences across most stunning
Marrio3 properIes.
Trends in Customer Environment ▪ Seamless mulI-screen yet fragmented
digital customer journeys.
▪ Social media and networking in the center
of customer universe.
▪ Taking “Know your customer” to another
level of personalizaIon with data.
Unmet Customer Needs ▪ Travel ecosystems
▪ Contextual and non-intrusive digital
adverIsing
▪ Marrio3 apps and smart TV connectability
through RFID and IP address recogniIon etc.
▪ Personalized entertainment experiences like TV
shows, music (download own spoIfy lists) at
different Marrio3 properIes.
▪ Networking with other guests travelling at the
same property and social sharing informaIon.
▪ Marrio3 one-stop service (end to end) travel
ecosystem from flight booking, experiences,
restaurants, accommodaIon throughout the
customer journey.
▪ Extreme personalizaIon with data - linear
partnerships with vendors (airlines, cab services,
restaurants, experience providers, convenIon
centers, business service providers) to provide
relevant ads.

31.
STEP 6:
NEW FORWARD LOOKING VALUE

32.
EXISTING OVERALL VALUE PROPOSITION
Analyzing Old vs New
OLD VALUE PROPOSITION
CORE ELEMENTS
(to build upon)
WEAKENED ELEMENTS
(to bolster)
Data & Personaliza>on
MulI-screen seamless customer
journey
Bespoke curated experiences Reward points - loyalty markeIng
Latest Technologies Connected devices
Social Sharing
Ask guests to share their experiences
(collect UGC)
DISRUPTED ELEMENTS
(to de-priori>ze)
NEW ELEMENTS
(to create)
Intrusive adverIsing Universally connected travel experience
Tele markeIng
Bookings directly from social networks -
Facebook Lead Ads
TV ads
Increased privacy & data guidelines -
EncrypIon
TradiIonal Travel Agents
AutomaIc upgrades according to guest
preferences and past purchase
behavior.

33.
WHAT BUSINESS ARE WE IN?
Defining the business to create new value proposiIons

34.
REVISED VALUE PROPOSITION
Benefits received by guests (customers) from Marrio3’s (company’s) offering
THE M-CONNECT SMART HOTELS MODEL
● IoT enabled SMART Marrio3 hotels - M-Connect Model will enable the traveler with a seamless digital journey and ecosystem with
the help of targeted content.
● Seamless digital journey for digital nomads who live in the offline and online worlds - at the same Ime!
● Offering hyper-personalized services with targeted content and personalizaIon.

35.
THE M-CONNECT SMART HOTELS MODEL
Customer at the heart of storytelling
▪ Customer: Guests at the heart of strategy -
creaIve new innovaIon for guests and travellers
through SMART / CONNECTED hotels.
▪ Content: Seamless content that is relevant and
contextual at every step of the traveller’s journey.
▪ Technology: Using IoT networks and connecIng
not just all screens but bridging the gap between
virtual and real experiences to travelers.
▪ Experiences: CreaIng unique online and offline
experiences to deliver full value to the travellers
in each segment.

36.
THE M-CONNECT SMART HOTELS MODEL
h3ps://www.youtube.com/watch?v=GeKpd9BE77Q