Saumya Marriott 1058 Final

A REPORT
ON
GENERATION & CLOSURE OF LEADS FROM THE

GLOBAL SALES, NATIONAL SALES & UNIT SALES
ORGANIZATION FOR MARRIOTT
INTERNATIONAL
By
Saumya S Bhatnagar
(Enrollment Number –
22BSPHH01C1058) IBS Hyderabad
Batch 2022-2024
AT
MARRIOTT INTERNATIONAL
Saumya S Bhatnagar 22BSPHH01C1058 Page|1

A REPORT
ON
GENERATION & CLOSURE OF LEADS FROM THE

GLOBAL SALES, NATIONAL SALES & UNIT SALES
ORGANIZATION FOR MARRIOTT
INTERNATIONAL
By
Saumya S Bhatnagar
(Enrollment Number –
22BSPHH01C1058) IBS Hyderabad
2022-2024
A report submitted in partial fulfilment of the requirements

of MBA Program of IBS Hyderabad
Submitted to
Faculty guide Company guide

Mr. Puneet Sharma
Professor Mohd. Abdul Nayeem
Assistant Director of Sales
Associate Professor
Marriott International
IBS Hyderabad
Date of submission – 12th May 2023

Authorization
I, Saumya S Bhatnagar, 22BSPHH01C1058 hereby declare that this report titled “Generation &
Closure of Leads from the Global Sales, National Sales & Unit Sales Organization for Marriott
International” is an original work carried out by me, which is submitted in partial fulfilment of MBA
program of ICFAI Business School, Hyderabad.
The findings and conclusions in this report are genuine and for academic purpose. The
information presented in this report has been taken with the permission from the officials at
Marriott International.
This report is authorized and will be submitted to my faculty guide, Mohd. Abdul Nayeem,
associate professor at IBS Hyderabad.
Date: Submitted by:
12th May, 2023
Saumya S Bhatnagar
22BSPHH01C1058

Acknowledgement
I would like to express my heartfelt gratitude to all the people who have been a constant
source of guidance and support during the entire course of internship with Marriott
International. I am deeply grateful and obliged to the entire management of IBS Hyderabad
for giving me an opportunity to give us a hands-on experience of our theoretical knowledge
and making our learning more practical and taking studies beyond books.
With great pleasure, I express my heartiest thanks to my faculty guide Professor Mohd.
Abdul Nayeem, whose continuous guidance throughout the internship has made the process
smoother and edificatory.
I am grateful to the organization Marriott International for providing me with such a

tremendous learning opportunity as an intern at their revered firm.
I am greatly in debt of my company guide Mr. Puneet Sharma for their continuous guidance
and support during the internship and imparting their valuable knowledge throughout the
process.
I would like to convey my sincere thanks to all those who have directly or indirectly helped
me to accomplish my goals. I would like to thank all my senior members and colleagues of
the organization for putting their trust in me and assigning me trustworthy tasks.
Last but not the least I would like to thank my parents and my friends who have been the
pillar of strength and shared their insights from time to time, making the learning process
smoother and more enjoyable.
Thank you all!
Saumya S Bhatnagar
22BSPHH01C1058

Contents
Abstract ...................................................................................................................................... 7
Introduction ................................................................................................................................ 8
Objectives ................................................................................................................................ 10
Methodology ............................................................................................................................ 11
About the company .................................................................................................................. 12
Functioning of Lead Generation & Closure in Marriott International .................................... 19
Revenue Management in Marriott International ..................................................................... 21
Lead generated for Marriott International – Live Project ....................................................... 24
Marketing and promotion strategies ....................................................................................... 25
Day to Day Routine Tasks ...................................................................................................... 28
SWOT Analysis of Marriott International ............................................................................... 31
Data Analysis & Interpretation ............................................................................................... 32
Limitation ................................................................................................................................ 42
Conclusions ............................................................................................................................. 43
References ............................................................................................................................... 44

Table of figures
Figure 1: Brands of Marriott International............................................................................... 13
Figure 2: Market Segment Marriott International Caters ........................................................ 14
Figure 3: Sales & Marketing Organisational Chart of Marriott International ......................... 14
Figure 4: Business Model Canvas of Marriott International ................................................... 15
Figure 5: Opera (S&C) Window Screen ................................................................................. 18
Figure 6: Lead generated for Marriott International – Live Project ....................................... 25
Figure 7: Women’s Day Celebration ...................................................................................... 27
Figure 8: Daily Business Pick-Up Report Format .................................................................. 28
Figure 9: GRC Report & Events Diary Format ...................................................................... 30
Figure 10: Pie chart 1 .............................................................................................................. 32
Figure 11: Pie Chart 2 ............................................................................................................. 33
Figure 12: Pie Chart 3 ............................................................................................................. 34
Figure 13: Pie Chart 4 ............................................................................................................. 35
Figure 14: Pie Chart 5 ............................................................................................................. 36
Figure 15: Table Chart 1 .......................................................................................................... 37
Figure 16: Pie Chart 6 ............................................................................................................. 38
Figure 17: Pie Chart 7 ............................................................................................................. 39
Figure 18: Table Chart 2 ......................................................................................................... 40
Figure 19: Table Chart 3 ......................................................................................................... 41

Abstract
This report explores and proposes Generation & Closure of Leads from the Global Sales, National
Sales & Unit Sales Organization for Marriott International. The project was carried out as a part of
MBA curriculum for fulfilling the academic requirement of the SIP 2023.
The project deals in developing of generating the new leads from the global network the national
network and also by unit and local organization. Being the market leader in the hospitality industry
Marriott has the maximum number of hotels to provide hospitality, and is also the largest hotel chain
in the globe. This report will help to understand the multiple platforms to generate lead or to receive
the lead. So, by conducting SWOT (Strengths, Weakness, Opportunities & Threats) analysis we will
be able to justify the current position of the company, by carrying out analysis of data and consumer
feedback. Also, after analyzing those data and feedbacks to understand and formulate the marketing
promotion strategies for the company to develop business.

Introduction
Lead generation is the lifeblood of any business - without it, there would be no customers, no
revenue, no growth!
Lead generation is the process of identifying and cultivating potential customers for a business's
products or services. It involves collecting contact information, such as names and email addresses,
of individuals who have expressed interest in a company's offerings.
The hospitality industry is highly competitive, and generating leads is essential for its success. Lead
generation refers to the process of identifying potential customers or guests and collecting their
contact information, so that targeted marketing efforts can be directed towards them. In the
hospitality industry, lead generation is particularly important because it helps hotels, resorts,
restaurants, and other establishments to fill rooms, tables, and events spaces, and ultimately drive
revenue.
Effective lead generation requires a thorough understanding of the target audience and their
preferences. By gathering data on potential guests, hospitality businesses can tailor their marketing
efforts to better meet the needs of their target market, and ultimately increase their chances of
attracting new customers.
It also enables hospitality businesses to nurture their relationships with existing customers,
encouraging them to become repeat guests and advocates of the brand. This can lead to increased
customer loyalty, positive word-of-mouth recommendations, and ultimately greater profitability. It is
a key component of any successful marketing strategy in this highly competitive industry.

Lead generation in Marriott International involves identifying and attracting potential guests who are
likely to book accommodations or services at one of their hotels. The company uses a variety of
strategies to generate leads, including:
➢ Digital marketing: Marriott uses various digital marketing channels such as search engine
optimization (SEO), pay-per-click (PPC) advertising, social media marketing, and email
marketing to attract potential guests.
➢ Marriott Bonvoy loyalty program: Marriott Bonvoy is the company's loyalty program that
rewards guests for their stays and provides exclusive benefits, such as room upgrades, free
Wi-Fi, and late checkout. This program helps Marriott generate repeat business and referrals.
➢ Sales teams: Marriott has a dedicated sales team that works with corporate clients, travel
agencies, and event planners to generate leads for group bookings and events.
➢ Partnerships and collaborations: Marriott collaborate with other businesses and organizations,
such as airlines, car rental companies, and credit card providers, to generate leads through
cross-promotions and exclusive offers.
➢ Trade shows and events: Marriott participates in trade shows and events to showcase their
properties and services to potential guests and business partners.

Objectives
This section discusses about the objectives which have been defined to
achieve the aim of the project.
1. To increase the market penetration & lead generation.
2. To promote and market the business.
3. To find and onboard potential leads which will add value to the business.
4. To get user feedbacks and to provide solutions to them if any.
Saumya S Bhatnagar 22BSPHH01C1058 P a g e | 10

Methodology
This section discusses about the methodologies developed to

complete these objectives in order to achieve the aim of the project.
• To study and understand the different operations and functions of theorganization-

o By interacting with General Manager, Director of Sales & Marketing, Assistant
Director of Sales, Sales Executives, operation handlers and staff of the organization.
• To research about the competitors and their strategies-
o By referring their social media handles and websites.
• To collect feedbacks from users to find the reasons for their problems andinactivity-
o By conducting telemarketing survey to gather customer feedbacks.
o By collecting feedbacks from Marriott Bonvoy app.

• Rectifying generic problems identified from the feedbacks of customers.
• To locate leads in and around the globe to find potential customers to onboard them with the
organization-
o Identifying the requirements of the users from their feedbacks.
o Surveying the market to locate potential customers.
o Helping the organization to onboard those potential customers.
• To devise strategies and ideas to promote and market the business -

o Based on the analysis, devising strategies and ideas to increase customer engagement
with the services provided by the organization.
o Recording the change in KPIs after implementing those strategies and ideas for
promoting and marketing the business of the organization.
• Preparation of final report.

About the company
Marriott International is a leading global hospitality company with a diverse portfolio of hotels
and resorts. The company was founded in 1927 by J. Willard Marriott and his wife Alice S. Marriott,
and has since grown to become one of the largest hotel chains in the world & operates more than
7,600 properties across 133 countries and territories, under 30 different brands, including Marriott,
Sheraton, Westin, W Hotels, Renaissance Hotels, and many more. The company offers a range of
lodging options, from budget-friendly hotels to luxury resorts, and caters to a wide variety of
travelers, including business travelers, families, and leisure travelers.
Marriott Hotels creates moments that empower guests to shine at their very brightest. Our enriching
experiences, sophisticated spaces, and exceptional service are designed to clear the mind and spark
new ways of thinking and being, which inspires even greater brilliance in our guests. Our brand
values are Inventive, Dynamic, Thoughtful. These ideas are the filter on everything we do, from our
physical spaces to our service experience.
In addition to its hotel operations, Marriott International also operates Marriott Bonvoy, a loyalty
program that allows members to earn and redeem points for hotel stays, flights, and other travel-
related benefits. The company is committed to sustainability and social responsibility, and has
implemented various initiatives to reduce its environmental impact and support local communities.
One of the key factors behind Marriott's success is its commitment to customer satisfaction. The
company has won numerous awards and accolades for its exceptional customer service, and has
implemented various programs and initiatives to improve the guest experience at its properties. An
important aspect of Marriott's business is its loyalty program, Marriott Bonvoy. The program allows
members to earn and redeem points for hotel stays, flights, and other travel-related benefits, and has
more than 150 million members worldwide. Members can also earn elite status by staying at Marriott
properties frequently, which entitles them to additional benefits such as room upgrades and free
breakfast.

Brands of Marriott International
Figure 1: Brands of Marriott International
Marriott International's portfolio of hotel brands differ from each other in a number of ways, including:
• Positioning: Each brand has a unique positioning in the market, ranging from luxury to more
affordable options. This allows Marriott to serve a wide range of travelers with different
budgets and preferences.
• Design and Style: Each brand has a distinct design and style, from the luxurious and opulent
décor of the Ritz-Carlton to the contemporary and modern design of the W Hotels. The design
and style of each brand is meant to appeal to a specific target audience.
• Amenities and Services: Each brand offers different amenities and services to guests, depending
on the brand's positioning and target audience. For example, luxury brands like St. Regis and
Ritz-Carlton offer more high-end amenities and personalized services, while select-service
brands like Courtyard by Marriott focus on providing the essentials for business travelers.
• Target Audience: Each brand is targeted at a specific demographic or type of traveler, such as
business travelers, leisure travelers, families, or luxury travelers.
Overall, the differences between Marriott's hotel brands are meant to provide travelers with a range of
options to choose from based on their individual preferences and needs. Whether guests are looking for
a luxurious experience or a more affordable option, Marriott's portfolio of brands offers something for
everyone.

Market Segment Marriott International Caters
Figure 2: Market Segment Marriott International Caters
Sales & Marketing Organisation Chart of Marriott International
Figure 3: Sales & Marketing Organizational Chart of Marriott International

Figure 4: Business Model Canvas of Marriott International

Functioning and operations of the company
Marriott International operates as a hospitality company, offering lodging and related services to
travelers around the world. The company owns and operates many of its properties, but also manages
properties owned by others, and franchises its brands to third-party owners and operators. Handling
of leads have been a major part in the company and the software used are SFA (Sales Force
Automation), LPC (Lead Prospecting Centre), MI (Marriott International) Leads, Cvent, Essential 2.0
& MarRFP (Marriott Request for Proposal).
A) MI Leads: It is an online platform on the MGS software which is accessible to only Marriott
International’s employees and enables them to access the leads across the globe from other
properties of the organization. It helps to send and receive the leads that have been turned down
or lost to other destinations. It works from unit to local, local to national, national to unit, national
to global, global to local & global to unit organization. It makes the process easy and to convert
the leads by sending it to the prospect’s destination. The lead sent gets reverted within 2hrs of
lead forwarded and is marked on priority as it has higher chances to get actualized. This platform
also helps in getting commission on the basis of number of the leads actualized which boosts the
morale of the employee to work with dedication. It helps in;
1. It is essential to efficiently create and convert leads for your market intelligence (MI)
services.
2. Create focused marketing efforts first, highlighting the advantages and worth of your MI
services.
3. To reach your target audience, make use of a variety of platforms, including social media,
email marketing, digital advertising, and content marketing.
4. Developing thought leadership materials like blog articles, whitepapers, and case studies
will demonstrate your subject matter knowledge and draw leads looking for market insights.
5. Utilize lead collection tools on your website and a CRM platform to manage, track, and
follow up on leads.

B) Opera (S&C): For lead creation and administration, Marriott International uses the Opera Sales
and Catering (S&C) software. Opera S&C functions as a complete customer relationship
management (CRM) system that is specifically created for the hotel sector. It makes it possible
for Marriott's sales staff to efficiently gather, monitor, and order leads from numerous sources.
The programme keeps thorough records on each client, enabling customized offers and
communications depending on each customer's preferences. Marriott can properly predict income
and watch the flow of prospects thanks to the sales pipeline's visual display. Reporting and
analytics tools offer insightful data on lead generation and sales effectiveness. Marriott's
technological ecosystem's integration with other systems guarantees smooth data synchronization
and flow. Additionally, the programme promotes effective cooperation and a coordinated
approach to lead generation and closing by facilitating communication and collaboration among
sales team members. Overall, Opera S&C enables Marriott International to improve customer
interactions, streamline lead management, and make data-driven choices.
Figure 5: Opera (S&C) Window Screen

C) Cvent: Marriott International uses the effective lead generating platform Cvent to improve their
lead creation operations. Cvent enables Marriott to collect leads through a variety of channels,
including event registrations, online forms, and surveys, thanks to its broad range of functionality.
The technology offers Marriott a centralized database that allows for efficient lead management
and segmentation as well as interaction and engagement tracking. To nurture prospects and keep
constant connection, Marriott may make use of Cvent's email marketing capabilities. The
platform's event management features, which include simple registration, participant
management, and real-time reporting, are especially advantageous for Marriott's various events
and conferences. Marriott can evaluate the effectiveness of their lead generation efforts and
monitor important KPIs thanks to Cvent's powerful analytics and reporting features. Marriott can
expedite its lead generating procedures and guarantee data integrity because to the platform's
interfaces with various marketing and CRM platforms. Marriott is equipped with Cvent with the
tools it needs to maximize lead engagement and conversion, including personalized targeting,
automation features, and workflow management. Cvent supports Marriott International's efforts to
successfully acquire, manage, and nurture leads by acting as a comprehensive and essential tool.

Functioning of Lead Generation & Closure in Marriott
International
➢ Once we get query it has to be acknowledged within 02 hours with an email and phone call
to qualify the business. Once we have qualified the lead, referred to the Comp-set pricing,
MIS Calendar, reviewed occupancy of the day, reviewed day of the week and DOS Chart
Opera blocking to be done for the query.
➢ Proposal to be shared within 06 hours of receiving the query, followed with a phone call to
the guest seeking their feedback of the proposal and if anything, more has to be done from
our end to secure the business.
➢ Within 24 hours a follow up call and email to be done.
➢ Regular phone and email follow up to be done. With 48 hours a joint call to be organized
with Sales Centre/ADOS/DOSM to gives guest an assurance and also showing eagerness
to get the business.
➢ Once confirmation email is received, block to be moved to T2.
➢ Respond with a thank you email asking for contracting details and Marriott Bonvoy
membership name and number. After contracting, Billing name, GST, Marriott Bonvoy
membership name and no. is received, Same need to be updated in contract and opera and
double checked.
➢ After contract and Proforma invoice is prepared, contract needs to be shared by again
thanking the guest and seeking a signed contract with 24 hours timeline to secure the
inventory, 25% advance to be collected within 72 hours. Post signed contract block to be
moved to T1.
➢ Post receiving the advance block to be moved to Def Handover to be done to events team
within 24 hours.

➢ Followed with an introduction email to guest introducing events colleague. A follow up to
be done with guest within 48 hours of handover to reconfirm if they have received call
from events team.
➢ A week prior to the arrival, a follow up call to be made to the guest to understand if
everything is in line and guest are comfortable.
➢ Sales attendance is must in Precon-Internal and External-precon both. Post Handover of

the event, if a guest is calling ensure we take their calls if busy, call back.
➢ At any given point of time guest should not feel that they are left on their own with events
team or hotel operation team.
➢ On the day of check in Sales to take proactive measure to get a quick catch up organized
between Guest, DOSM and GM.
➢ After the event has been actualized, thank you email has to be sent to guest.

Revenue Management in Marriott International
Marriott International uses strategic and tactical decisions for revenue management in order to
maximize hotel room revenue and profitability. By skillfully controlling room prices, inventory
availability, and distribution channels, it is a dynamic and data-driven strategy that aims to maximize
income.
At Marriott International, revenue management is carried out using a blend of cutting-edge technology,
complex analytics, and knowledgeable revenue management specialists. The first step in the procedure
is the gathering and analysis of a variety of data, including past booking patterns, market demand, rival
pricing, and client segmentation. The following step is to utilize this data to estimate future demand and
to decide on price and inventory allocation.
The Central Reservation System (CRS) and Property Management System (PMS), which provide real-
time tracking of room availability, price, and reservations, are two examples of the advanced revenue
management technologies used by Marriott. These systems provide efficient rate management and
optimization by integrating with a variety of distribution channels, such as online travel agencies
(OTAs), global distribution systems (GDS), and direct booking channels.
Marriott revenue management experts change hotel prices dynamically based on demand projections,
taking into consideration elements including seasonality, day of the week, special events, and market
circumstances. Revenue management techniques including market segmentation, price elasticity
research, and competition benchmarking frequently serve as a basis for pricing choices.
Additionally, Marriott International uses a variety of measures, like as upselling techniques, length of
stay restrictions, and overbooking schemes, to maximize income. When considering the statistical
likelihood of cancellations and no-shows, overbooking refers to taking more bookings than the hotel
can really accommodate. By carefully controlling the minimum and maximum lengths of stays in
accordance with demand trends, length of stay limits seek to maximize income.

Marriott International's revenue management is a thorough and data-driven strategy that focuses on
increasing hotel room revenue and profitability. Marriott uses cutting-edge technology, sophisticated
analytics, and skilled personnel to make educated decisions and promote revenue development. These
techniques include pricing, inventory management, and distribution channel optimization.
Demand projections are used by Marriott International revenue management specialists to dynamically
modify hotel prices. When deciding on the best pricing approach, they take into account a number of
variables, including seasonality, day of the week, special events, and market circumstances. The
revenue management team at Marriott is able to recognize patterns and changes in demand by
examining historical data and recent market trends.
Revenue management relies heavily on market segmentation. Based on variables including

demographics, travel preferences, and purchasing patterns, Marriott separates its consumer base into
various categories. Then, in order to maximize income, each category is targeted with customized
pricing and promotional techniques. Business travelers may be given corporate rates, whilst vacationers
may be given special offers or reduced prices.
Another crucial element of Marriott's revenue management approach is price elasticity studies. It entails
determining how shifting prices impact the demand for hotel rooms. In order to strike the ideal balance
between occupancy and rate, Marriott can optimize rates by assessing the price sensitivity of various
client categories.
Benchmarking against competitors is crucial for revenue management. In order to maintain competition
in the market, Marriott constantly tracks the price and product lines of its rivals. Through this data,
Marriott can assess if its rates are competitive and make required adjustments.
Marriott International can optimize its room prices and maximize income while taking market
dynamics, client segmentation, and competitive aspects into account by implementing these revenue
management tactics. With this dynamic pricing strategy, Marriott is able to maximize the value of its
inventory while skillfully managing occupancy and rate.

Operation in Marriott International
1. Hotel Management: Marriott International manages many of the hotels in its portfolio,
overseeing all aspects of the hotel's operation, including staffing, marketing, sales, and
maintenance. The company typically earns a management fee based on a percentage of the
hotel's revenue.
2. Franchising: Marriott International also franchises its brands to third-party owners and
operators. Franchisees pay an initial fee to use the Marriott brand, and ongoing royalties based
on a percentage of the hotel's revenue. Marriott provides support to franchisees in areas such
as marketing, training, and operations.
3. Asset Ownership: In some cases, Marriott International owns the real estate and other assets
of the hotels in its portfolio. In these cases, the company may operate the hotel directly or
lease the property to a third-party operator.
4. Loyalty Program: Marriott International operates Marriott Bonvoy, a loyalty program that
allows members to earn and redeem points for hotel stays, flights, and other travel-related
benefits. The program is a key part of the company's business model, as it encourages repeat
business and brand loyalty.
5. Corporate Functions: Marriott International has a range of corporate functions to support its
business, including finance, human resources, marketing, and technology. The company is
headquartered in Bethesda, Maryland, and has regional offices around the world.

Lead generated for Marriott International – Live Project
Figure 6: Lead generated for Marriott International – Live Project
Steps followed to generate the leads for Marriott International;

• Shortlisted the team who had matches in Jaipur
• Found the company who were sponsoring them & segregated according to their sponsorship
titles
• After scrutiny search for their local offices or the dealers to get their specific address and
contact number.
• The companies who didn’t had their offices Jaipur locality they were marked as no scope for
lead
• Call the offices and asked for the number of their regional marketing head and inquired that if
they are planning to organize any event on or prior the match dates the company will be very
glad to host the same.
• After calling multiple companies we got the lead of TVS Eurogrip Tyres who was the principal
sponsor of the team Chennai Super Kings.

Marketing and promotion strategies
Marriott International operates in a highly competitive hospitality industry, and there are
several major competitors that it faces. Marriott International's main competitors are Hilton,
InterContinental Hotels Group (IHG), AccorHotels, Hyatt Hotels Corporation, Wyndham
Hotels etc.
Marketing Strategies of Marriott:
• To Assist in region-wide coordination of rooms, food and beverage, spa,

and golf promotions.
• Develops leisure marketing plan that addresses the distribution of rate

offers, packages and programs designed to build occupancy.
• Maintain, update, and manage all web sites.
• Coordinate offers and information for all publications and inserts with
regard to brand loyalty reward mailings.
• Develop brochure and property collateral materials.
• Participates in all property imaging work (e.g., signage).
• Use and interpret all reporting necessary for sound marketing

recommendations, including but not limited to DMA source market
reports, past guest lists (utilizing leisure rate codes) and tracking.
• Review and provide analysis on all website and email campaign tracking,
for both individual property sites as well as corporate email campaign
results and Marriott.com property reports.
• Ensure consistent marketing message is communicated in all advertising

and collateral efforts.
• Manage marketing budget throughout year.
• Provide regular tracking/ROI and analysis of promotions and

website/email campaigns, using industry averages for ROI calculation,
and use this knowledge in future planning.
• Track return on investment (ROI) of all marketing initiatives, including

online, direct mail and print advertising.

• Keep track of actual versus planned marketing budgets and provides
input and recommendations as needed regarding reallocation of funding.
• Ensure consistency in individual property's voice on all guest touchpoints

and marketing communications, not only following corporate graphic
standards, but also on behalf of the individual property.
• Using Knowledge of Market Trends and Target Customer Information to

Maximize Revenue
• Evaluate new marketing opportunities for the property.
• Ensure property is represented on all quality internet sites that have the
potential of providing business.
• Work closely with respective Convention Bureaus and Chambers of

Tourism.
• Use and interpret all reporting necessary for sound marketing

recommendations, including but not limited to DMA source market
reports, past guest lists (utilizing leisure rate codes) and tracking.
• Review and provide analysis on all website and email campaign tracking,
for both individual property sites as well as corporate email campaign
results and Marriott.com property reports.
• Develop strategic marketing plan for property, includes group, leisure

and local efforts.
• Plan and supervise all photo shoots, developing shot list while keeping
goals of property and brand image in mind.
• Building Successful Relationships that Generate Sales & Marketing

Opportunities
• Identify and communicate with distribution channels that can sell distress
inventory to drive property occupancy.
• Provide all sales channels with creative and unique tools to assist in the
sales and marketing of the property.
• Liaison between corporate and individual properties in rolling out

programs and making sure that properties are taking advantage of all
opportunities provided through corporate.
• Work with media buyer to plan and execute advertising.

• Assist property in developing promotions for various campaigns, keeping
in mind strategy and goals of promotion as well as prerequisites.
• Assist property with materials, tracking/analysis and presentations to

owners.
• Act on behalf of property with all vendors, exacting a balance between

quality work and price, requesting estimates and approving all
materials as needed.
Figure 7: Women’s Day Celebration

Day to Day Routine Tasks
A) Business Pick-Up Report
The most essential report made at the end of the day to make sure the leads that are converted into
final customers & have made their mind to use the services provided by the organization. It is
segmented in to two different account roles i.e., Reactive sales & Proactive sales. It gives a
confirmation that the deal is confirmed for future when the contract is signed or advance is
received or both are done. It is done to keep a check on the progress and dedication of an
employee of department of the organization to close a deal, the no. of MI leads received & sent to
other properties of organization, no. of Sales call done in office hours to both maintain customer
relation and generate leads in the region, no. Tele calls performed during the office hours, no. of
show arounds for guests who can be a potential customer of the property.
Figure 8: Daily Business Pick-Up Report Format
B) Cold Calling
One of the tactics utilized by Marriott International to acquire leads was cold calling based on
outdated data. The sales staff would approach potential customers utilizing contact information
from databases or lists that are already in existence. Cold calling can be successful in some
circumstances, but it's crucial to remember that depending only on outdated data may have its
drawbacks.
The accuracy and applicability of the contact information must be carefully considered before
cold calling using outdated data. Contact information could alter, companies might shut down, or
people might no longer be employed in the same capacities. As a result, there may be less success
and wastage of time when contacting people who are no longer relevant or motivated. Marriott
International will probably use extra tactics like data cleaning and verification procedures to
improve the efficacy of cold calling. To maintain the accuracy and usefulness of the contact
information, these processes require routine update and validation. The sales staff may
concentrate their efforts on contacting qualified prospects by keeping an up-to-date and
trustworthy database, improving the likelihood of producing positive results.

C) GRC Report & Events Diary
The "Group Accommodation and Event Revenue Report" is among Marriott International's most
important reports. This report gives a thorough description of the groups that a unit property
hosted during a certain month. It contains crucial information including the Average Daily Rate
(ADR) for each group, the overall income produced by each group, and details on the activities
occurring at the venue.
The report starts out by detailing the groups that were accommodated during the month and
breaking down their ADR for each group. The ADR stands for the typical nightly fee per room
for the group's lodging. Analyzing each group's income potential and profitability requires the use
of this information. The report includes the ADR as well as the overall income produced by each
organization. This comprises not just the money received from hotel reservations but also any
other services or facilities made available to the group, including dining establishments,
conference rooms, or event venues.
The report accurately assesses the financial effect of each group's stay by recording the overall
income. The report also contains details regarding the activities that took place on the property
during the given month. It gives information about each event, such as the name of the particular
location, the Average Per Cover (APC), and the bare minimum guaranteed covers. The minimum
number of guaranteed covers assures that a specific number of attendees are committed to the
event, whereas the APC indicates the average income collected per visitor in the event. This
information aids in assessing the effectiveness and income production of the venue's event areas.
The report also includes the overall amount of money made from events, taking into account all
of the events that occurred throughout the month. This includes the earnings from renting out
event spaces, providing food and drinks, renting out audiovisual equipment, and any other
connected services. The entire income gives a comprehensive picture of the property's event
business's financial effect. Overall, Marriott International's Group Accommodation and Event
Revenue Report is a useful resource for assessing the effectiveness, revenue production, and
profitability of groups hosted in a given month at a unit property. It offers information on the
average daily rate, overall income, and revenue from events, allowing for strategic planning and
well-informed decision-making to increase revenue and improve visitor experiences.

Figure 9: GRC Report & Events Diary Format

SWOT Analysis of Marriott International
Strengths
Brand Reputation: The Marriott International chain, which is renowned for its opulent and high-end
Hotels.
Due to its convenient location in the city's centre and proximity to the main tourist attractions, the hotel
is a favorite with visitors.
The hotel's numerous amenities, which include a spa, fitness Centre, swimming pool, and a number of
eating choices, draw both leisure and business travelers.
Service caliber: The hotel has a dedicated following of patrons because to its stellar reputation for
hospitality and customer service.
Weaknesses
Cost: Travelers on a tight budget might be put off by the property’s expensive rates.
Dependence on tourist: The hotel's income is primarily reliant on the tourist sector, which is susceptible
to outside influences like political unrest, natural disasters, and pandemics.
Size: The hotel isn't very big compared to other Marriott establishments, which restricts its ability to
accommodate sizable gatherings or conventions.
Opportunities
Marriott might grow its presence in the area by establishing other hotels or collaborating with
nearby companies to provide complementary services.
Targeting specialized Markets: To boost income, the hotel could concentrate on specialized markets
like premium business events or destination weddings.
Sustainability: To draw in consumers that care about the environment, Marriott should
implement sustainable practices like cutting back on plastic trash or putting money into renewable
energy.
Consumer Preference Changes: If the hotel does not adapt, changes in consumer preferences, such as a
move towards more environmentally friendly or sustainable solutions, may have an effect on the hotel's
economic model.
Threats
Competition: The hotel's market share may be impacted by competition from other upscale hotels in
Jaipur.
Economic Instability: A recession or period of economic instability might result in a decline in travel
demand, which would have an effect on hotel income.

Data Analysis & Interpretation
No. of Respondents: 100
Have you ever used Marriott

International for business or
personal travel?
38
62
No Yes
Figure 10: Pie chart 1
According to the study results, 62 (62%) of the 100 respondents had utilized Marriott International
for either personal or business travel, whereas 38 (38%) of the respondents have not.
This suggests that the majority of the respondents had some experience travelling for either personal
or professional purposes with Marriott International. This is good news for Marriott International
since it shows that they have a sizable client base that uses their services. Additionally, it shows how
well-known and trusted a brand is among the responders.
It's crucial to keep in mind that 38% of the respondents to the study have never used Marriott
International. This gives Marriott International the chance to target and draw in these customers with
specialized offers, marketing campaigns, and a focus on the advantages of their offerings.
With the majority of respondents having utilized their services for travel, the data overall shows that
Marriott International has a significant presence and appeal in the market.

How did you first hear about
Marriott International?
27 32
4
37
Advertising Online search Trade Shows & Conferences Word-of-mouth
Figure 11: Pie Chart 2
The information demonstrates that the respondents learned about Marriott International through a
variety of means. A large percentage of respondents (37%) stated that they learned about Marriott
International for the first time when conducting an online search, demonstrating the success of the
business's online presence and digital marketing initiatives. With 32% of respondents saying that they
first learned about Marriott International through advertising, advertising had a big impact as well.
Another significant avenue was word-of-mouth, with 27% of respondents saying they discovered
Marriott International through referrals from others. With only 4% of respondents citing them as the
source of their initial introduction to Marriott International, trade exhibitions and conferences had the
least influence. Overall, the data points to successful advertising, a robust web presence, and good
word-of-mouth recommendations as important drivers of brand recognition and client attraction for
Marriott International.

How would you rate Marriott
International's B2C lead closure process in
terms of efficiency and effectiveness?
10 18
6
28 Average
Below Average
Excellent
Good
38
Poor
According to the statistics, the majority of respondents (38%) thought Marriott International's B2C lead
closure process was great, demonstrating the efficacy and efficiency of the company's efforts to close
leads in the B2C market. The lead closing process received a positive rating from 28% of respondents,
suggesting satisfactory performance in terms of efficiency and effectiveness. The method was assessed
as average by a sizable percentage of respondents (18%), indicating that there is potential for
improvement in several areas. However, fewer respondents (6%) and 10% of them assessed the lead
closing process as below average or poor, suggesting that Marriott International may need to
concentrate on improving the efficacy and efficiency of their B2C lead closure process. These findings
show that customers have an overall favorable opinion of Marriott International's B2C lead closing
process, however there is still room for improvement to ensure that customers continue to receive top-
notch service.

How likely are you to engage in
repeat business with Marriott
International for B2C services?
11 16
Neutral
27 19 Somewhat likely
Somewhat unlikely
27 Very likely
Very unlikely
According to data, different respondents are more or less likely to use Marriott International's B2C
services again. A sizable percentage of respondents (27%) said they are very likely to do business
with Marriott International again, indicating a strong desire to stick with them for their B2C
requirements. Additionally, 27% of respondents said they are "somewhat likely" to conduct repeat
business, underscoring the potential for enduring client loyalty.
On the other hand, a sizable proportion of respondents (27%) said they were somewhat unlikely to
use Marriott International's B2C services again. This suggests that Marriott International may be able
to strengthen some aspects or areas to boost the possibility of recurring business among this group of
clients.
Furthermore, 16% of those surveyed had a neutral opinion, indicating that they are neither inclined
nor disinclined to conduct repeat business. Finally, 11% of respondents said they are extremely
unlikely to do business with Marriott International again, which presents a big opportunity for the
company to address worries or obstacles that could be impeding client retention.
These findings show a mixed bag of opinions on customers' willingness to use Marriott
International's B2C services again. It is essential for Marriott International to concentrate on fixing
any areas of concern and highlighting the good experiences of customers who are likely to engage in
repeat business in order to improve customer retention and loyalty.

How effective do you find Marriott
International's B2B lead nurturing efforts in
converting leads into actual sales?
4 7
28
11
Highly effective
Moderately effective
Neutral
Not effective at all
50
Slightly effective
According to the research, opinions on how well Marriott International's B2B lead nurturing
initiatives work to turn leads into actual sales varied across respondents. According to the majority of
respondents (50%) who assessed the lead nurturing activities as fairly effective, there is still space for
growth in the efficacy of turning leads into sales.
In the B2B market, Marriott International has been successful in turning a sizable number of leads
into real sales, according to 28% of respondents who thought the lead nurturing activities were
extremely effective. This is a good sign of how successful their strategy and methods were.
There may be certain areas where Marriott International may further improve their B2B lead
nurturing techniques to increase conversion rates, according to a smaller proportion of respondents
(7%) who stated that the lead nurturing activities were only marginally effective.
According to 11% of respondents, the lead nurturing initiatives were neither effective nor ineffective
in their eyes.
It is important to note that just 4% of respondents thought the lead nurturing activities were
completely ineffective. This emphasizes how crucial it is for Marriott International to pinpoint
problem areas and improve their B2B lead nurturing techniques in order to boost efficiency and boost
conversion rates.
While Marriott International's B2B lead nurturing efforts are generally well-received, there is still a
need for ongoing assessment and improvement to guarantee that leads are effectively converted into
actual sales.

Hw likely are you to recommend
Marriott International to a friend or
colleague?
Total
1 2 3 4 5 6 7 8 9 10
Figure 15: Table Chart 1
The information shows respondents' propensity to refer Marriott International to friends or colleagues
on a scale from 1 to 10, with 1 denoting a very remote possibility and 10 denoting a highly likely
outcome.
The replies' distribution reveals a variety of emotions. The majority of survey participants awarded
Marriott International a rating of 10, indicating a strong chance to recommend it. This shows that
there are a sizable number of brand advocates who are really happy with their interactions with the
company and eager to promote its products.
Additionally, a sizable portion of respondents gave Marriott International a grade of 7, suggesting a
favorable propensity to recommend the company. This shows a sizable percentage of respondents
who are likely to endorse the brand, but with a little less zeal than those who gave it a score of 10.
The moderate ratings 6, 8, and 9 also attracted attention. While maybe not as strong an endorsement
as scores of 10 or 7, these ratings nevertheless suggest a high tendency to refer.
Lower down the scale, a smaller fraction of respondents—those who gave ratings of 1, 2, 3, and 4—
represent the total replies. It is important to remember, too, that these scores show some level of
unhappiness or reluctance to endorse Marriott International.
The data as a whole indicates that Marriott International has a big fan base of supporters who are very
willing to endorse the brand. The ability to garner the support of individuals who gave moderate or
lower ratings, however, might still use some work.
Marriott International may further bolster its image and raise the possibility of glowing referrals by
resolving problem areas and consistently improving client experiences.

Have you ever booked a meeting or
event at a Marriott property?
47
53
No
Yes
The information displays how respondents responded when asked if they have ever scheduled an
event or meeting at a Marriott resort. Of the 100 people who responded, 53 said they had scheduled a
meeting or function at a Marriott location, while 47 said they hadn't.
This suggests that 53% of respondents, or a little over half, had booked a conference or other event at
a Marriott resort. This indicates that Marriott was effective in luring a sizeable percentage of
respondents to have their meetings or events at its locations.
However, 47% of those surveyed said they had not scheduled a meeting or function at a Marriott
location. This presents Marriott with the chance to investigate methods for luring additional clients in
this market and for marketing their meeting and events products.
Overall, the results show that respondents' bookings for meetings or events at Marriott locations are
somewhat more common than average. This indicates that Marriott has succeeded in becoming a
popular option for holding these events, but there is still room for development and extending their
clientele in this area.

If yes, how was your experience
working with Marriott for the
meeting or event?
20 23
Average
Excellent
21
24 Good
12 Poor
Very Poor
The data shows responses from 100 respondents who have booked a meeting or event at a Marriott
property. The ratings provided for their experience working with Marriott are as follows:
• Very Poor: 20 respondents
• Poor: 21 respondents
• Average: 23 respondents
• Good: 12 respondents
• Excellent: 24 respondents
This data indicates that there is a range of experiences reported by customers. While there are
respondents who had positive experiences (Good and Excellent), there is also a notable number who
expressed dissatisfaction (Very Poor and Poor). Marriott should focus on analyzing feedback from
customers who rated their experience as Poor or Very Poor and take appropriate actions to address
any shortcomings. By improving their services and addressing customer concerns, Marriott can
enhance overall customer satisfaction and loyalty in the meetings and events segment.

How satisfied were you with
Marriott's B2B services for group
bookings?
Total
1 2 3 4 5
The data represents the satisfaction levels of respondents with Marriott's B2B services for group
bookings. The ratings provided by the respondents are as follows:
From the data, it can be observed that the majority of respondents rated their satisfaction with
Marriott's B2B services for group bookings as a 5, indicating a high level of satisfaction. Ratings of 4
and 3 were also significant. This suggests that a considerable number of respondents were satisfied
with the services provided by Marriott for group bookings.
There were also respondents who expressed lower levels of satisfaction, rating their satisfaction as a
2 and 1. This indicates that there is room for improvement in certain aspects of Marriott's B2B
services for group bookings.
Overall, the data suggests that Marriott's B2B services for group bookings have generally received
positive feedback, with a majority of respondents expressing satisfaction. However, it is important for
Marriott to address the concerns of those who rated their satisfaction lower to ensure consistent
improvement and maintain high levels of customer satisfaction.

How satisfied were you with
Marriott's B2C services for
individual bookings?
Total
1 2 3 4 5
The findings show that the respondents' levels of satisfaction are spread throughout a wide range. The
majority of respondents gave Marriott's B2C services for individual reservations an average rating of
4, which is considered to be a pretty good degree of satisfaction. Ratings of three and five were also
noteworthy.
There were several respondents who gave lower satisfaction ratings, such as a 2 and a 1. This
indicates that there may be space for improvement in several areas of Marriott's B2C offerings for
lone reservations.
The data reveals that, overall, responses to Marriott's B2C services for individual reservations have
been mixed, with a sizable proportion of respondents indicating moderate pleasure. A small
percentage of responders did, however, show reduced levels of satisfaction. To improve the overall
customer experience and raise satisfaction levels, Marriott must address the issues raised by
individuals who gave their level of satisfaction a lower rating and pinpoint areas for improvement.

Limitations
• Inability to control the environment i.e., data depends upon a particular timewhich is
dependent upon conditions in that time frame.
• Customer feedbacks are qualitative which are open ended in nature making data difficult
to sort and get analyzed.
• Since a lot of variables are involved in data, it becomes timeconsuming and difficult to
analyze.
• To see the change in KPIs by applying the devised strategies and ideas, timeframe for
observing them might not be sufficient.

Conclusions
Marriott International is a company that provides a variety of services to the hotel and
lodging sectors. The company's everyday tasks and activities include managing and operating
a number of hotels and resorts, assuring efficient operations, offering top-notch customer
service, and boosting income.
Analyzing data and comprehending the patterns and trends that affect consumer purchase
behavior are essential for efficiently generating and closing leads. Customer preferences and
decision-making can be significantly impacted by the occurrence of specific events, which
can cause differences in the outcomes of data analysis. Marriott may get understanding into
the elements that influence consumer behavior and adjust their marketing tactics by
examining these patterns and trends.
In the hotel sector, addressing the demands of the customer and ensuring their satisfaction are
crucial. The danger of losing consumers to rival businesses exists when customer demands
are not met. As a result, Marriott needs to give customers' opinions top priority and work to
deliver extraordinary experiences that both meet and surpass their expectations. Marriott can
create enduring client connections and encourage customer loyalty by comprehending and
attending to their demands.
For both short-term and long-term business promotion and marketing, it is essential to
develop successful marketing strategies. These tactics ought to emphasize boosting
conversions, motivating staff members, creating buzz, and encouraging client loyalty. The
appropriate marketing tactics may help Marriott draw in new clients, keep hold of old ones,
and ultimately boost revenue.
In conclusion, understanding consumer behavior, analyzing data, prioritizing customer

happiness, and implementing efficient marketing strategies are all essential to the success of
Marriott International's lead generation and closing operations. Marriott can improve client
experiences, encourage customer loyalty, foster corporate development, and increase
profitability by utilizing these strategies.

References
• https://www.marriott.com/default.mi
• https://www.emerald.com/insight/content/doi/10.1108/TCBW-09-2018-0065/full/html
• https://www.oxfordeconomics.com/recent-releases/the-impact-of-marriott-international-on-
local-communities
• https://hbr.org/product/marriott-international-a-winning-culture/UV7041
• https://news.marriott.com/
• https://investor.shareholder.com/marriott/reports.cfm
• https://mgs.marriott.com/
• https://www.researchgate.net/publication/322257055_Marriott_International_A_Case_Study_o
n_Customer_Experience_Management
• https://www.marriott.com/social-responsibility/environment.mi
• https://www.marriott.com/loyalty/rewards-program.mi
• https://serve360.marriott.com/docs/serve360-corporate-social-responsibility-report.pdf
• https://www.mmcglobal.com/publications/marriott-international-s-digital-transformation-
journey

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A REPORT

GENERATION & CLOSURE OF LEADS FROM THE

Saumya S Bhatnagar 22BSPHH01C1058 Page|1

GENERATION & CLOSURE OF LEADS FROM THE

A report submitted in partial fulfilment of the requirements

Faculty guide Company guide

Date of submission – 12th May 2023

Date: Submitted by:

12th May, 2023

Saumya S Bhatnagar 22BSPHH01C1058 Page|3

I am grateful to the organization Marriott International for providing me with such a

Thank you all!

Saumya S Bhatnagar 22BSPHH01C1058 Page|4

About the company .................................................................................................................. 12

Functioning of Lead Generation & Closure in Marriott International .................................... 19

Revenue Management in Marriott International ..................................................................... 21

Lead generated for Marriott International – Live Project ....................................................... 24

Marketing and promotion strategies ....................................................................................... 25

Day to Day Routine Tasks ...................................................................................................... 28

SWOT Analysis of Marriott International ............................................................................... 31

Data Analysis & Interpretation ............................................................................................... 32

Saumya S Bhatnagar 22BSPHH01C1058 Page|5

Figure 2: Market Segment Marriott International Caters ........................................................ 14

Figure 3: Sales & Marketing Organisational Chart of Marriott International ......................... 14

Figure 4: Business Model Canvas of Marriott International ................................................... 15

Figure 5: Opera (S&C) Window Screen ................................................................................. 18

Figure 6: Lead generated for Marriott International – Live Project ....................................... 25

Figure 7: Women’s Day Celebration ...................................................................................... 27

Figure 8: Daily Business Pick-Up Report Format .................................................................. 28

Figure 9: GRC Report & Events Diary Format ...................................................................... 30

Figure 10: Pie chart 1 .............................................................................................................. 32

Figure 11: Pie Chart 2 ............................................................................................................. 33

Figure 12: Pie Chart 3 ............................................................................................................. 34

Figure 13: Pie Chart 4 ............................................................................................................. 35

Figure 14: Pie Chart 5 ............................................................................................................. 36

Figure 15: Table Chart 1 .......................................................................................................... 37

Figure 16: Pie Chart 6 ............................................................................................................. 38

Figure 17: Pie Chart 7 ............................................................................................................. 39

Figure 18: Table Chart 2 ......................................................................................................... 40

Figure 19: Table Chart 3 ......................................................................................................... 41

Saumya S Bhatnagar 22BSPHH01C1058 Page|6

Saumya S Bhatnagar 22BSPHH01C1058 Page|7

Saumya S Bhatnagar 22BSPHH01C1058 Page|8

Saumya S Bhatnagar 22BSPHH01C1058 Page|9

2. To promote and market the business.

4. To get user feedbacks and to provide solutions to them if any.

Saumya S Bhatnagar 22BSPHH01C1058 P a g e | 10

This section discusses about the methodologies developed to

• To study and understand the different operations and functions of theorganization-

o By collecting feedbacks from Marriott Bonvoy app.

• To devise strategies and ideas to promote and market the business -

Saumya S Bhatnagar 22BSPHH01C1058 P a g e | 11

Saumya S Bhatnagar 22BSPHH01C1058 P a g e | 12

Figure 1: Brands of Marriott International

Saumya S Bhatnagar 22BSPHH01C1058 P a g e | 13

Figure 2: Market Segment Marriott International Caters

Sales & Marketing Organisation Chart of Marriott International

Figure 3: Sales & Marketing Organizational Chart of Marriott International