Marriott Rolled Out RedPrairie’s Workforce Management Suite at 500 select Service Properties

The Challenge
Upon completion of an in-depth review of its operation, Marriott determined there were a number of strategic directives required to move the company forward. Three goals were put into place:

• Growth - grow in the hospitality market that was right for them, and also in the different brands they represented, which ran the gamut from luxury to economy.
• Preference - be the hospitality brand of choice in all of their markets, responding appropriately to the different types of travelers.
• Profitability - improve its ability to manage costs while driving revenue.

A specific approach to accomplishing these goals was enabled with the company’s formal initiative, code-named “Project Mercury”. The project had multiple drivers, each reflecting business challenges Marriott was facing at the time.