work placement

NGUYEN TRUONG SON

Contents
Introduction................................................................................................................................................2
Part 1..........................................................................................................................................................2
Part 2..........................................................................................................................................................5
Conclusion.................................................................................................................................................7
Introduction
The wake of the coronavirus disease (COVID-19), resulting in a cardinal concern towards the service
industries, inevitably exerting a negative influence on hospitality operations. A new mode separation was
born, face-to-face contact ceased to be normal interaction (Elotaibi & Khan, 2022). Amidst the turning
table of the old normal, giants in the hospitality sector must, and have come up with various ways to deal
with the catastrophe. One of the noticeable practices, which was noted to be ahead of the times (Buiring,
2022), was by Marriott. During the recovery of the pandemic, the workforce witnessed the rise of
Artificial Intelligence technology, shifting the future of numerous landscapes and the labor force. As a
matter of fact, a study by Boston University and MIT indicates that AI will replace at least two million
workers by 2025 (Dizikes, 2020). Hence, preparation for future lay-off is a reality that needs facing. In
this report, the author wants to shed light on what actions can Marriott take to prepare themselves for
future pandemic, as well as arranging establishments to stay stable in the expansion of future employee
recession.

Part 1
In lieu of a fixed, one-size-fits-all approach to crisis management that has been standardized in the
workflow of numerous hospitals, Le & Phi (2021) suggested that in response to the five phases in the
pandemic, an integrative crisis management framework (Faulkner, 2001; Ritchie, 2004; Novelli et al.,
2018) provides a creative and detailed approach on this matter (See Figure 1)

Figure 1: Strategic framework for hotels during crisis

In their early phase, Marriott stated that the pandemic’s financial loss was more impactful than 9/11 and
the 2008 crisis, combined (Marriott International Newscenter (US), 2020), with significantly lower
operating capacity, profitability, consequently leading to increased debt ratio and being overtaken by other
hotel lines (Jiang, 2023). Marriott, like all other businesses that were unprepared for such a turmoil event,
went through a financial crisis, where they had to make tough decisions to furlough two thirds of their
4,000 employees (Valinsky, 2020). However, they remained sustaining these employees with health
benefits due to the company’s policies and created a network of alumni to connect former and current
associates connected (Gibbons, 2022), which was pivotal to their statement of leaning towards a human-
centric approach.
Internationally, Marriott has assisted efforts to ease the pain of COVID-19 by offering forefront workers
accommodation and free services (Figure 2) (Sernovitz, 2023; Marriott International, 2021).CSR
programs were noticed and branded as the strategic spearhead to recover (Reuters, 2021; Wroten, 2022).
Marriott also integrated AI into their funnel: browse, show, and buy all followed a data-conscious
operating model (Marriott International Newscenter (US), 2020). Especially, in the case of Marriott Phu
Quoc, the hotel was adaptive towards technology integration by guiding tourists on their one-stop-for-all
application. The "Light For Hope" tactic was found in Asia countries, including Vietnam. Throughout the
month of April 2020, over 270 hotel sites are lighted up by the image of a smiley face on their building
facades (Figure 3). Upon the matter, Craig S. Smith claimed that the light for hope had never been
repressed, and people shall remain certain to come out stronger than ever (vietnamnews.vn, 2023;
Mertsalova, 2020). Furthermore, the brand also leveraged the use of the term ‘one-stop-for-all’ by
establishing campaign ‘Pearl Island’ (Figure 4 & 5), offering a global-wellness resort destination,
focusing on what was the focus of tourists right after social distancing was relaxed – well-being and peace
(Heller, 2020). However, prices per room remained unchanged throughout the time, which has been a
controversy amongst the public. However, within the riches, slight changes in price indexes were not
worth-bothering, thus the attraction witnessed significant growth after 3 years of closing (Wu et al., 2022;
John’s Travel, 2022). The essence of recovery lies in the ability to adapt fast and transform in-real-life
activities to digital spaces and focus on answering the question: “What does the public want to see right
now?” (Deloitte Insights, 2023). The business movement was not new, however remained timelessly
effective during hardship.
Figure 2: Food Served to Frontline Workers in India – Part of Marriott Bonvoy campaign (Ghosh, 2021).

Figure 3: Phu Quoc’s Hotel Display Message of Hope

Figure 4: Mediterrenean Town – Marriott Phu Quoc

Figure 5: Theme Park at Sun World, Phu Quoc.
At recovery point the hotel chain managed to host big events, focusing on data analyzing to provide the
optimal services package to potential customers (Good et al., 2021). For example, due to the data
generated using technological approach, customers were bound to be involved in activities that orbit the
joy of doing together such as outdoor cinema screenings, eating, drinking like a local (Aghadjanian,
2021). They branded the stay as a place of desired destination: where locals meet, greet, eat, and drink
(ibid). The resolutions to tackle integrity, brand image, and the use of customer data were evident,
however, Marriott’s price index was still rising (Liu et al., 2022). Nevertheless, it was taken as a lever for
the hotel chain, rather than a disadvantage, as bookings were up by 17% from 2019 (Bhot, 2022). Even
though the outcomes were different from what we witnessed during the pandemic, the pricing strategy
should be in alignment with their service quality to stay stable and make customers satisfied. Otherwise,
the same scenario would happen under the circumstances that another catastrophic event occurs
worldwide.
Part 2

Artificial Intelligence, particularly generative tools like ChatGPT, has indisputably revolutionized the
landscape of finance within the hospitality industry, notably impacting employees and managers at
Marriott International (Brady, 2023). The digitization of human communications into structured data files
has begun to reshape the roles of content creators, tech professionals, and workers across various income
levels, prompting a reevaluation of skillsets required in this evolving field (Abou-Shouk & Soliman,
2021). In the case of Marriott International, the work dynamic between machines and humans were
significantly transformed (Marriott International, 2021). One notable area where AI has made a difference
is customer service. As mentioned before, the company ever since the emergence of the pandemic has
integrated a one-click-for-all service where user have a frictionless experience. Exceeded that was the use
of chatbots and virtual assistants to streamline guest interactions, provide real-time response, make
reservations. However, it is still highlighted that the guest experience could not be finalized with a human
touch where a manager supervises the streamline process (Cohen, 2023). Especially, in revenue
management and pricing strategies, AI algorithms has pointed out the spending habit of international
tourists, which enable the board of directors to keep the same price as it was before the pandemic
(Clemente, 2022). On a grandeur scheme, the advent of AI has taken away millions of job opportunities
around the world (Cybernews, 2023). Even though old jobs disappear, the concept of creative destruction,
i.e., the old will always be replaced by their innovative counterparts, new jobs will be created such ass
explainers, trainers, and sustainers. These positions refer to the role of AI assistants/teachers, system
administrators or chipmakers; and AI UX designers or Ethics Specialists (Shine, 2023). Hence, it can be
concluded that AI has a detrimental effect on the labor market, making currently thousands and later on,
millions of middle-class labors lose their jobs, however, more positions that govern the use of AI will be
simultaneously created, Shine stated.
Despite the substantial challenges AI presents, forward-thinking individuals assert that technology should
be embraced as an opportunity rather than perceived as a threat, even when it disrupts traditional labor
dynamics (Vanian, 2022). As we navigate the aftermath of mass redundancies caused by AI, I firmly
believe that we must prepare ourselves with a skill set that AI cannot readily replicate. This readiness
encompasses five key pillars: acknowledgment, integration, human mastery, quality, and credibility
(Cohen, 2023).
In this transformed financial landscape, generative AI is poised to replace certain functions, but it's
important to recognize that its capabilities are narrower than one might anticipate (Cohen, 2023). While
AI streamlines content creation, it lacks the consciousness and free will required for genuine creativity
(Pearl, 2019). Emotions and sensory experiences, crucial elements of creativity, remain beyond AI's reach
(Nature Editorial Board, 2023). Hence, the responsibility falls upon humans to harness AI's potential for
pragmatic and innovative applications, particularly in financial analysis, where AI-driven data analytics
play a pivotal role in maintaining competitiveness (Edwards, 2023).
Embracing technology's efficiency and support within the world of finance is pivotal (Edwards, 2023). In
hospitality finance, AI has enabled 24/7 services with minimal human intervention, allowing for
personalized financial advice (Pongsakornrungsilp, 2021). Additionally, industry leaders employ AI to
optimize operational processes by analyzing extensive datasets, from aggregating guest feedback to
identifying service quality improvements (Parvez, 2021). As I aspire to pursue a career in Financial
Analysis, prioritizing courses focused on integrative AI tools used by industry leaders is paramount for
my academic journey.
While AI tools like ChatGPT may pose challenges to traditional educational systems, they present
opportunities for students to leverage AI for productive purposes (Martins, 2017). By breaking tasks into
smaller prompts and utilizing AI-generated instructions, human intervention is essential to refine and
synthesize information into valuable insights (Garner & Marcus, 2023). Besides ChatGPT optimization, I
am also committed to furthering my knowledge through courses like "Artificial Intelligence in
Hospitality: Challenges and Business Operations" offered by Swiss Education Group.

The essence of Marriott's financial strategies lies in achieving a balance between human judgment and AI-
driven solutions (Brittain, 2023). Recent incidents in the legal and research sectors have highlighted the
importance of finding this equilibrium when relying on AI tools (Brittain, 2023). Combining the
predictive capabilities of AI with personalized human interventions is key to effective financial
management in this evolving landscape. Any technology-driven operational process must be overseen by
qualified experts, ensuring a harmonious coexistence of human expertise and AI solutions (Cohen, 2023).
Furthermore, it is crucial to recognize that generative AI lacks the 'deliberate mental process,' resulting in
products that lack a human touch (Cohen, 2023). In hospitality, the ability to analyze data and adapt to
specific situations is paramount. Quality in this context can only be demonstrated through empirical
evidence of handling large datasets within the industry (Pestek & Sarvan, 2021). Consequently, I firmly
believe that a proficient problem solver in my field can outperform machines by providing more
sustainable and realistic solutions, emphasizing the importance of a synergy between AI-generated
groundwork and human experiences (IBM, 2023).
Building credibility is also indispensable in the finance sector, where AI-generated content may challenge
established norms (Vanian, 2022). Distinguishing oneself in this competitive landscape can be achieved
through a strong reputation and trusted work experiences. For students, applying the 'corpus' method,
feeding AI the right data for desired analyses, is essential (Anders, 2022). Similarly, for financial
professionals, due diligence in automating specific steps in the financial process is crucial (Carlisle et al.,
2021). Staying updated within the industry and learning from market leaders (See Table 1) on platforms
like LinkedIn is vital for understanding how these pioneers maintain their integrity while integrating AI
effectively into their work (Anders, 2022).

Influencers Roles What to learn from?

Arne Sorenson CEO of Marriott International Leadership, Business Insight
Colby Hutchinson Director of CX and Brand Critiques & Articles about CX
Management Administrator of and Finance
Best Western Hotels & Resorts
Edward Mady Manager of The Beverly Hills Business Tactics &
Hotel Breakthrough Ideas
Table 1: Influencers to Learn From
Conclusion
To conclude, the lessons retrieved from the case of Marriott are essential for any learner in the hospitality
sector. Even though the company excelled at managing the effect of the pandemic, further implementation
of local strategies and affordable pricing must be in alignment with their target audiences using data-
driven assumptions. Regardless, their tactical movements during the catastrophe were outstanding and
worth learning. As a matter of fact, as a student aiming to pursue a higher position in this industry, I have
learnt that using technology in the age of digitalization is a launchpad to success, and a future leader
should be expected to conquer artificial intelligence tools. Besides the abundance of materials on the
Internet, learners must seek knowledge from other academic formers and fellows. Furthermore,
information on the Internet should be distilled, alike how inputs in technological devices must be precise
to produce an optimal product. Lastly, a human touch always ends the process to complete the funnel of
crisis management. Decisions must be balanced between experiences and tools, however top managers
might lean forward data-driven approaches, even though these resolutions do not evidently lean towards a
human sheet. Corporate sustainability is a big picture that requires more than just an output out of any
tool or a linear, formulaic framework (Pazienza et al., 2023). Understanding the need to remain updated
on AI applications, be attentive at school and taking classes online as well as stay sharp within the
industry will benefit me. Additionally, networking with professors, professionals in the hotel sector,
especially in the field of finance and LLMs will put my knowledge into practice. Consequently, I further
hope to join or lead projects about finance or economics data scraping and analyzing to mark a significant
impact in my network. AI's transformative impact on the financial landscape within the hospitality
industry necessitates a proactive approach to skill development and adaptation. My future plans include
continuous learning, focusing on courses that enable me to harness AI effectively, and seeking guidance
from industry leaders to excel in this evolving financial landscape. I plan to master the pivotal tools in
financial software, namely Python, R, or Excel. Proficiency and flexibility in financial modeling and data
analytics will also be indispensable for tasks such as revenue analysis, cost management, and financial
reporting. These skills enable me to make data-driven decisions, and from internship experience and full-
time staff after I graduate, I will apply for a graduate course in Financial Management for the Hospitality
and Tourism Industry from University of Central Florida and hopefully, earn my admission there.

‌Word count: 2165 (exclude headings & in-text citations)

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