1. Zimmerman Weintraub Associates LLC
1PEOPLE
National Account
CASE STUDY 2007-2009
Introduction
From 2005-2008, the hospitality industry experienced
significant growth in new projects identified for development.
The confluence of a strong economy, liberal consumer
spending and low airfares gave rise to a need for the addition
of hotel rooms across the country. This demand, coupled with
historically low interest rates and relatively small barriers to
entry into the industry resulted in an unprecedented surge in
applications for new hotel projects.
The select service category, introduced in the 1980’s, filled the
void between luxury accommodations and the economy tier
of hotels. This category was defined by its strategy to provide
targeted services for its guests at a moderate price point. The
select service group gained strength throughout the 1990’s
and 2000’s, with established brands growing their recognition
and loyalty, while new brands proliferated at record levels.
As a leader in the hospitality business, Marriott International
was one of the primary beneficiaries of these developments.
The company’s pipeline grew at an extraordinary rate, with
select service and extended stay properties opening at a pace
of one every other day throughout the North America Lodging
Operations (NALO) region in 2007 and 2008.
At the same time, new challenges emerged for all hotel
branding companies, ranging from the development of
effective brand segmentation strategies to the orderly rollout
of projects and brand initiatives. In addition, travel websites
such as Expedia, Travelocity and Orbitz sought to erode
brand equity through the commodification of hotel rooms.
This case study will focus on the management of Marriott’s
design approval process during one of the busiest eras in the
history of hotel development. The company, in conjunction
with the design professionals at Zimmerman-Weintraub
Associates, LLC, implemented an extensive and aggressive
outsourcing program to support the growing volume of
projects submitted to Marriott International for review and
approval.
Marriott International- Outsource Program
Fairfield Inn by Marriott
In 2004, Marriott established a Strategic Business Unit (SBU)
tasked with restoring Fairfield Inn to a position of brand
leadership in the lower moderate tier. Over the preceding five
years the brand had experienced significant erosion in brand
equity as a result of an aging portfolio and an opportunistic
development approach. First generation product, featuring
small guest accommodations, economy-grade finishes
and exterior corridors comprised approximately 15% of the
Fairfield portfolio. Approximately half of the new development
projects were conversions and brand standards were
frequently waived for franchise owners who chose to develop
new-build projects.
The SBU conceptualized, planned and implemented the
brand’s “Prune & Plant” strategy, with the intent of eliminating
the portfolio’s lowest performing properties and replacing
them with higher value, new build prototype and custom
properties. The strategy was successful and restored
franchisee confidence in the brand. Beginning in 2005,
the Fairfield Inn brand experienced a significant rise in the
number of projects identified for development as Fairfield Inn
properties.
To maintain the credibility built by the SBU, it was imperative
that Marriott’s Architecture & Construction Division devise a
sustainable strategy to review and approve the extraordinary
volume of projects submitted by franchisees. The review
process was designed to add value to each project through a
comprehensive evaluation of project plans. This review not
only verified compliance with brand standards, it provided
meaningful guidance for franchisees and their consultants as
they developed site-specific design documents.
Vocabulary – Definition of Terms
Leadership: Marriott Senior Management including
Senior Vice Presidents and Vice Presidents of Marriott
CFRST divisions and ZWA Principals.
Program Directors: Marriott directors from Marriott’s
Design, Construction, Procurement and Systems teams.
Managers: Managers from Marriott’s Design,
Construction, Procurement and Systems teams and
ZWA’s Senior Project Manager.
Stakeholders: Marriott Divisions including Marriott
Lodging and Development, Marriott Owner and
Franchisee Services and Marriott Brand, providing
oversight and interactive services with Marriott
Operations, Marriott Product Development, and Project
Development and Marriott Project Management teams.
Franchisees: Owners and Ownership groups owning
and/or managing Fairfield Inn & Suites properties.
CFRST: The collective Marriott brands of Courtyard,
Fairfield Inn, Residence Inn, SpringHill Suites and
TownePlace Suites.
Brand Standards: Specific requirements for every
hotel brand regarding the operation, furnishings, facility,
service offerings, and the look and feel of a property to
ensure consistency across the system of hotels.
Oasis: Owner Account Strategic Information System.

2. Zimmerman Weintraub Associates LLC
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The Outsource Program
In January 2006, Marriott reached out to one of its trusted
service providers, Zimmerman-Weintraub Associates, LLC,
to develop a robust outsource program, capable of handling
the increased volume of work submitted to Marriott for
review. It was critically important that the program address
the qualitative aspects of the review process in addition to the
quantitative aspects of volume and process timing.
The approach was predicated on developing expertise
through an ongoing training effort with the staff at
Zimmerman-Weintraub, thereby allowing the Zimmerman-
Weintraub staff to interface directly with franchisees and
reduce the volume of work flowing directly to Marriott’s
Headquarters-based Architecture & Construction Group.
Program objectives:
The Program Director designated two associates as Program
Managers, one Marriott associate and one Zimmerman-
Weintraub associate to act as counterparts and serve as
liaisons between the two companies. Each was dedicated to
the project to ensure that there were no distractions that might
impede the progress and success of the program.
Careful consideration was given to the organization, planning
and staffing of the outsource program. Team members were
selected based upon their possession of skills, emotional
intelligence and communication style that was most
compatible with the staff at Marriott International as well as
Franchisees who develop Fairfield Inn properties.
Where skills were lacking and as project scopes evolved,
Marriott and Zimmerman-Weintraub worked collectively to
make staffing adjustments as well as process enhancements.
The Program Managers worked in conjunction with one
another to organize and roll out training programs focused on
Marriott processes and procedures. Zimmerman-Weintraub,
in turn, worked to optimize the communication skills and
emotional intelligence of the staff deployed to the outsource
program.
Existing processes, team dynamics and management
decisions were analyzed on an ongoing basis, measured
for results and monitored to determine the root causes for
program and process deficiencies. Processes for making
continuous adjustments were developed and implemented.
Collaboration among all team members was of paramount
importance. Marriott International and Zimmerman-
Weintraub worked tirelessly to integrate team goals, build
strong relationships and provide the infrastructure necessary
to ensure the success of the program. There was a particular
focus on the development of a comprehensive understanding
of the program’s objectives in the context of a broader
business environment.
In addition, it was imperative that staff members of the
Zimmerman-Weintraub team meet and become acquainted
with Marriott stakeholders outside of the Architecture &
Construction group, including the brand and operations
group(s), to build an understanding of the many facets of the
hospitality business and Marriott dynamics.
The earliest challenges with the outsource program were
the result of the Architecture & Construction Group’s limited
experience in the outsourcing of project-based work. There
was concern on many fronts, from how to plan and implement
the program to the anxiety of job losses at headquarters. To
mitigate these concerns, program directors from Marriott and
Zimmerman-Weintraub worked collaboratively to identify
potential challenges and made a firm commitment to resolve
all issues that might form barriers to the success of the
program.
Key macro-level challenges identified:
Obtaining buy-in from the affected stakeholders
at Marriott Headquarters.
Developing an understanding of the unique
character of the Marriott / Franchisee
relationship.
Creating an effective system for the fluid
exchange of information.
Developing an effective training program with
essential tools and procedures.
Managing variability in the process.
Tracking productivity from headquarters and
outsource service providers.
Reduce backlog review workload and allocate
sufficient design support for projects throughout
their design and construction cycle.
Develop strategic approach and response to
projects that incorporated variances to the
brand’s prototypical arrangement of spaces and
amenities, particularly in strategic markets.
Reduce the process time required for preliminary
design and construction drawing reviews.
Improve the responsiveness to franchisee
inquiries and requests.
Improve the quality and quantity of information
retained about each project throughout the
design and construction process.
Program Construct
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3. Zimmerman Weintraub Associates LLC
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Physical Separation of Offices
One of the early challenges that the project faced was
the remoteness in the locations of the two offices. This
arrangement created two issues that required innovative
solutions:
•The remoteness of Zimmerman-Weintraub’s associates
insulated them from the main hub of activity and interaction
that is embedded within Marriott’s Headquarters building.
That remoteness slowed the ramp-up process, as they did
not see first-hand how issues were resolved by headquarters-
based associates.
•Although there are many technologies available to manage
remote operations, the program initially relied on traditional
methodologies to move work product between each office.
Drawings and project files were mailed through conventional
mechanisms (such as postal and overnight deliveries).
Marriott leveraged technology developing a project
infrastructure that included AutoDesk’s Buzzsaw application
and Seibel’s OASIS database. BuzzSaw facilitated the
sharing of electronic files between team members from both
offices while OASIS allowed for account- and project-based
information to be saved to a central location. Each of these
tools where instrumental in enabling the virtual work teams
that defined the Strategic Outsource Program.
Communication Barriers
During the process of developing training programs and out of
the struggles the outsource team faced in identifying process
criteria without defined process protocols, program directors
realized that making adjustments to the internal stakeholder
communication could result in significant progress in reaching
the project’s stated objectives as well as benefit many other
aspects of the program’s operations. Moreover, the removal
of communication barriers between the consultant team
and internal stakeholders that had different (and sometimes
conflicting) business interests was an effective measure
against the potential risk of damaging the relationship
between Marriott and its franchisees.
Program Challenges
During the course of the engagement, there were many
challenges that required definition and prompted discussions
between the staff(s) at Marriott International and Zimmerman-
Weintraub. Many of these challenges centered around four
key areas:
Chalanges:
Aspects of the design review process that were
poorly defined, not documented or inefficient.
A task-focused approach to the design review
process.
The physical separation between the offices of
Marriott International (Washington, D.C.) and
Zimmerman-Weintraub (Chicago).
Communication barriers
Process Definition
The outsource program quickly revealed one of the biggest
liabilities the Marriott Architecture & Construction Group
faced and needed to solve: weak process definition and
documentation. As the program ramped up, it became
apparent that most of the processes that defined the
design review workflow were either not recorded or were
documented in a fragmented manner. The absence of
comprehensive process protocols limited the passage of
institutional knowledge and best practices from incumbent
staff members to new associates or consultants engaged to
perform tasks on behalf of the Architecture & Construction
Group.
Task-Focused Approach
At the outset of the program, Marriott approached
Zimmerman-Weintraub to perform task-based work, instead
of engaging Zimmerman-Weintraub to manage the projects
at a program level. This was likely the result of a task-
focused approach to the design review process at Marriott.
The submittal-review cycle drives the process toward a
“transactional” view of the design management process,
and does not highlight the broader opportunities to influence
design through a program-based approach.

4. Zimmerman Weintraub Associates LLC
4PEOPLE
Over the two-and-one-half years that the program was in
place, there was significant improvement in the quantitative
and qualitative aspects of the program. Moreover, there were
a number of key lessons learned that could be derived from
the program for any firm that is contemplating an outsource
model as a mechanism to expand production capability.
Program Results
As the program reached maturity in 2008, Zimmerman-
Weintraub performed nearly 30% of all plan reviews issued
by the Architecture & Construction Group, and almost all
of the reviews issued for prototypical Fairfield Inn & Suites
projects. Process improvements reduced the overall delivery
time of reviews issued through Zimmerman-Weintraub’s
offices from an average of 28 business days to just under 13
business days. Owner and Franchisee Services regional vice
presidents, charged with managing the franchisee accounts,
noted a significant reduction in complaints about the timing
and content of design reviews issued by the Zimmerman-
Weintraub team.
Over time, Zimmerman-Weintraub’s participation in projects
migrated from task work to program management and
eventually evolved to include many aspects of the interior
design process, including the preparation of project-specific
bills of materials and material take-offs. Together the
Marriott and ZWA teams enhanced the value associated
with the design review process to levels that were beyond
what was initially anticipated. As the tactical pressures
from the program were shared across the offices of Marriott
International and Zimmerman-Weintraub, Directors from
each office could invest more time in thinking strategically
about process and devise new and better ways manage the
program.
One positive and unanticipated outcome of the outsource
program was that it created an environment where
established practices could be evaluated and new best
practices established. The program was not tethered to
long-held institutional framework and could therefore consider
alternative methodologies for managing the program and
performing tasks that could further optimize the performance
of the program.
Program Results
Lessons Learned
To ensure the success of any future outsource endeavors, it is
imperative to fully define and document the process slated for
outsourcing. Such documentation should not only include the
basic processes involved, but also incorporate best practices
and any institutional knowledge that could enhance program
performance.
While the outsourcing program outlined in this document
appears to be task-focused, there are wide ranges of
relationship dynamics that require consideration:
•Creating alliances with outside providers requires an
understanding by the providers of the corporate culture and
stakeholder objectives.
•Regularly socializing new ideologies to stakeholders
throughout the corporation reduces buy-in time, and
accelerates positive results by the managed services
program. Through focused attention, team members were
able to identify key issues early in the process, develop
collaborative solutions and improve customer service.
•Ongoing process analysis and training programs provide
continual improvement in the performance of the program.
•Developing and maintaining total transparency best
reconciles the needs and the skills of each team member and/
or stakeholder with the broader needs of the program.
•Hierarchical structures that reinforce “vertical”
communication, rather than “horizontal” communication
create silos that work against the success of any outsource
program. Effective lateral communication produces greater
efficiencies and builds staff understanding, enthusiasm and
fulfillment.
•Conducting open forums, and also employing an
“Appreciative Inquiry” technique (asking “what is working”)
will facilitate collaboration and result in optimal process
improvement and problem solving.
•A systematic long-range view and salesmanship from
leadership is important in building collaboration between in-
house and outsource staff.
•Employing state-of–the-art technology allows for the fluid
exchange of data, enhanced communication and reduced
throughput time and project cost.
Lastly, it is essential to evaluate the appropriate
implementation and integration of technology on a proactive,
rather than reactive basis. This aspect of program
management has become increasingly important, as
processes have become more complex and centralized
resources have become more difficult to deploy. In this
model technological advancements increased tracking and
forecasting so that stakeholders, directors and managers
could make better decisions and assist in the success of their
respective staff members.
Example of Redline Markups -Design by Scott Drasler from ZWA

5. Zimmerman Weintraub Associates LLC
5PEOPLE
In an economically challenging climate, the ability of large
organizations to improve innovative product and service
offerings while maintaining appropriate staffing levels is a key
predictor of success. The economic recession has compelled
all companies to evaluate their organizations and staffing
levels to assess their readiness and abilities to meet current
and future needs. While some may burrow in and weather the
recession storm other organizations are seeking to improve
the quality of their product and service offerings, leveraging
themselves into a position to handle inevitable workload
variability. These organizations are facing challenges
with “right size” staffing to encompass variability without
significantly increasing fixed expenses.
Outsourcing is an excellent tool to engage in handling these
challenges. Outsourcing presents an efficient operating
model, through which companies can establish core teams
to maintain efficiency, stay lean and maximize the skill
development and competitive impact of their staff while
meeting the increasing (new) needs of their clients and new
market initiatives.
An experienced outsource provider will use key strategies
of cultural recognition and adaptation, evolutionary training
practices, program and process analysis, communication
development with performance tracking and measurement to
elevate program performance from expectations to perform
tasks to the level of creating unencumbered thinking.
With the proper model, outsourcing will lead to discovering
resource potential, creation of personal growth for staff
members and improved product and service deliverables.
While managing internal costs and maintaining lean
efficiencies, a collaborative outsource model can assist
in developing an increase in market share and exceeding
business objectives.
Conclusions
Prototypical Business CenterPrototypical Buffet
Prototypical Guestroom
Prototypical Exterior Facade
Construction of Entrance gablePrototypical Elevator Lobby
Prototypical Exercise room
Prototypical Fairfield Lobby
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David W. Crookall –AIA, Owner of an architectural and construction
management business for 24 years dealing primarily in the residential and
corporate office development markets. David was the ZWASenior Project
Manager on this project with a staff of seven members.
Edward Toro –Architectural Consultant, based out of the Washington,
D.C. area. Edward was the Marriott International Director of Design
Management of CFIRST for this outsource program from its inception in
2007 to its conclusion in 2009. He held various associate postitions at
Marriott over the previous 10 years.
J. Douglas Zimmerman – Principal Zimmerman Weintraub &Associates
with a 25+ year career in helping corporate, hospitality, retail, and
institutional indusrty leaders with strategic thinking, design, procurement,
construction and operational management of innovative facilities and real
estate portfolios. Doug has a deep passion for thinking “out of the box.”