Marriott Hotels Brand Update: Guest Room Standard
MH Owners, Franchisees and Management Companies in the U.S. & Canada,
At a number of recent owner advisory forums, we shared a timing change to the MH Guest Room Brand Standard that accelerates the renovation timeline by 4 years. My team and I have had a number of follow up conversations with owners who expressed concern with the changes. I want to take this opportunity to share the background and rationale for these changes.
In 2014, after significant discussions with many of you, we communicated the new MH Guest Room Brand Standard. Implementation of the new room has quickly gained traction, with 25 early-adopter hotels scheduled to install the new room by the end of this year and another 28 hotels already scheduled for 2016. Notable improvements in GSS scores at hotels with the new room are a clear indication that we are on the right track. We confirmed that the shower experience, with bathtub to walk-in shower conversions, and barn doors for smaller bathrooms have the biggest impact; 80% of guests surveyed prefer a shower instead of a bathtub. Showers are quickly becoming an essential guest room element.
We are making progress, but have a long way to go. While many of the hotels in the MH system have had consistent investment and remained on cycle for room renovations, we are challenged by a large number of older, undercapitalized MH properties that are significantly overdue for renovations. Customer perception and expectations are changing and we are seeing a decline in the health and strength of the brand. It is a real concern and a strategic imperative to accelerate the pace of MH guest room renovations.
The update to the Brand Standard requires that 75% of bathrooms (including 100% of king rooms) be renovated to include a walk-in shower during the next renovation, whether that be a case-goods or soft-goods renovation. All bathrooms should be renovated by 2021 (vs. 2025 as originally communicated). A renovated room with a walk-in shower is essential to improving customer perception and reshaping the MH brand.
The feedback received from owners expressed strong concerns regarding the impact of these changes on capital requirements and renovation-related displacement. We sincerely understand these concerns. We need to tackle this issue together, balancing the health of the brand, the competitive environment of each hotel and the underlying economics. My team and I are eager to have one-on-one discussions with you to plan and collaboratively plot a course toward achieving this critical goal.
Best regards,
Dave Grissen
Group President
Marriott International