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JW Marriott Success Story : Tales of Inspiring Journey.

JW Marriott: It all began with an A&W root beer stage. Author. Willard Marriott and his woman , Alice, got their youthful business off the ground by quenching people’s thirst during Washington D.C.’s hot, muggy summers.

Geoffrey Kent

Good food and good service at a fair price came a guiding principle for Hot Shoppes caffs – and for Marriott International as it grew. With a gospel of hard work, clean living, and a occasionally compulsive commitment to perfection, JW Marriott  turned a nine- coprolite root beer stand into one of the swift- growing, utmost diversified and most profitable companies in the largely competitive American food and lodging business.

J W marriott Biography :

Like numerous of the 20th century’s early entrepreneurs, JW Marriott was born into poverty and went to work beforehand in life. The son of a poor Mormon drover, he began tending his father’s flocks at the age of 8. By 14, he was taking lamb to request by rail from Ogden, Utah, to metropolises as far down as San Francisco and Omaha. Marriott may have remained on the estate if not for the Mormon Church’s demand that all members perform missionary service. At the age of 19, Marriott traveled east to sermonize the Gospel. For two times he wandered New England, eventually ending up in Washington, DC. After passing the hot, sticky Washington summer, he allowed to himself that if he could find a nice cold drink to vend there, he could make a lot of plutocrat. But the idea would have to stay. When Marriott returned to Utah, he discovered that his father, along with utmost sheepherders, had gone void because of an profitable downturn that had caused the price of lamb to dip. 

Having witnessed enough poverty and wanting to make a better future, Marriott, who noway graduated high academy, decided to complete his education. He talked his way into Weber State College, a community council that had lately been established in Ogden. Marriott cut a deal with the academy’s chairman( who just happened to be Marriott’s former seventh- grade schoolteacher), under which he had pay for his education by tutoring theology classes. After two times at Weber, Marriott felt it was time for him to transfer to the University of Utah. To earn plutocrat for education, he took a job dealing woolen undergarments to loggers in the Pacific Northwest. During Marriott’s elderly time at the University of Utah, an A&W root beer stand opened in Salt Lake City. Impressed by its success and flashing back his experience as a missionary, Marriott bought the Washington- area A&W ballot. 

With $ 1,500 of his own plutocrat and a$ 1,500 loan, JW Marriott opened a nine- coprolite root beer stand on 14th Street in Washington, DC, on May 20, 1927. With the help of his new bridegroom, Allie, Marriott ran the stage all summer with great success, but as downtime approached, deals fell flat. Feting the seasonal nature of the soft- drink business, he got authorization from A&W to add food service and opened his first Hot Shoppe. That downtime, while Marriott awaited on guests, his woman cooked chili, tamales and regale- beef sandwiches made according to fashions bestowed by the cook of the near Mexican Embassy. Employing shrewd promotional tactics similar as giving out free root beer tickets on road
corners and fastening on offering quality food at low prices, Marriott snappily expanded his operations by adding two further locales. Always looking for new ways to ameliorate his company, he bought the vacant lot coming to one of his Hot Shoppes, removed the check, and began offering the first drive- in service on the East Coast. waitpersons, called “ curbers, ” ran food to guests on a charger with a fold-over type that clamped to the top of a auto door. guests loved it, and soon all three Hot Shoppes offered drive- in service. The move fueled further expansion, and by 1932, Marriott had seven Hot Shoppes in the Washington area and was close to being a millionaire. 

Marriott’s coming invention came in 1937. At Hot Shoppe No. 8, which sat near Hoover National Airport( the current point of the Pentagon), JW Marriott noticed that airline passengers would stop off at the Hot Shoppe to pick up a box lunch to eat aboard the aeroplane . A genius at chancing a need and filling it, Marriott decided to pre-box reflections and vend them directly to the airlines, giving birth to the in- flight catering assiduity. Within a time, he was servicing 20 diurnal breakouts out of Hoover. 

As America readied for war in 1942, Marriott juggled 24 Hot Shoppes in Washington, DC, Philadelphia and Baltimore. While World War II caused Hot Shoppe profit to drop, it also presented a new occasion. Marriott began managing cafeterias in government office structures and war- product manufactories. When WWII ended, substance returned and guests swamped the Hot Shoppes. By 1953, Marriott’s nine- coprolite root beer stage had grown to 56 caffs , serving a aggregate of 30 million guests per time. 

After 30 times in the food business, Marriott took the biggest adventure of his career. He opened his first motor hostel, The Twin Islands, near the Washington National Airport, just a gravestone’s gamble from Hot Shoppe No. 8, on eight acres of land he bought three times before. In 1953, trip was on the rise, and airline experts directly prognosticated that passenger spurts would soon be flying in and out of National Airport. It came egregious to Marriott that the land he had bought would be an ideal spot for a motor hostel, and that such a hostel would represent “ the logical extension of Hot Shoppes ’ traditional concern for the American family on bus, ” he latterly recalled. With a $ 7 million price label, the 370- bed Twin Islands was the largest motel in the world. 

By 1963, further than 35 times of virtual continuous work were beginning to take their risk, and Marriott was ready for a change. He decided the time had come for a culled, hand-trained Marriott to run the company, and he tapped his eldest son, BillJr., for the job. 

One time latterly, the company changed its name to Marriott Hot Shoppes Inc., and BillJr. was named chairman. In 1967, the company name changed again, to Marriott Corp., and in 1968, was listed on the New York Stock Exchange. That same time, Marriott acquired the Big Boy caffs, and a time latterly, developed the Roy Rogers chain to contend with McDonald’s. The company further diversified with the launch of Sun Line Cruise vessels and Marriott World Travel, also spent $250 million on three Great America theme premises .

BillJr. succeeded his father as CEO in 1972. Throughout the 1970s and ’80s, MarriottCorp. continued to expand its hostel business, concentrating primarily on business trippers . Marriott remained president of the board, but left day- to- day operations to his son. On August 13, 1985,J. Willard Marriott failed of heart failure. He left behind a hostel chain, several eatery chains and flight kitchens serving 150 airlines. His conglomerate was worth further than$3.5 billion. By 1999, Marriott International had come the 13th- largest employer in the United States, the alternate- largest lodging company in the world, and was operating or franchising further than 1,900 hospices.


Main Values: We Put People First


Take care of associates and they will take
care of the customers.”

This is our author’s gospel and it has made Marriott International a great place to work for further than 85 times. Our people first culture has constantly earned us awards and recognition around the globe. Giving associates openings to grow and succeed is part of the company’s DNA.

Our dedication to the customer shows in everything we do.

Marriott’s character for superior client service dates back toJ. Willard Marriott’s original thing for his business “ good food and good service at a fair price. ” We take pride in the details — every day, in every destination worldwide.

Innovation has always been part of the Marriott story.

The Marriott family helped shape the ultramodern hospitality assiduity. We ’re driven to continually challenge the status quo and anticipate our guests ’ changing requirements with new brands, new global locales and new guest gests .

We do business is as important as the business we do.

We hold ourselves to exacting ethical and legal norms. This extends to our day- to- day business conduct, our hand programs, our force chain programs, our environmental programs and practices, and our commitment to mortal rights and social responsibility.

“Spirit to serve” makes our company stronger.”

We support the communities where we live and work. Marriott International focuses on five global social issues poverty relief, the terrain, community pool development, the good of children, and global diversity and addition 

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