Word: marriotts
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Dates: during 2000-2009
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...received an invitation to an 18th-birthday party. The birthday boy was quick, graceful--and 7 ft. 3 in. tall. Ronzone accepted. "The parents were there, maybe a few Chinese officials," Ronzone recalls. "We're all stuffed into this apartment the size of a room at the Courtyard Marriott--couldn't have been more than 400 square feet. There are cold foods and Shanghai duck, a very nice party. But I'm sitting there, and I can't stop myself from looking at this kid and thinking, 'He could be making millions of dollars a year...
When hotel giant Marriott International needed a new board member last year, it nominated investment banker George Munoz, 51, an amiable, meticulous Texan who runs a private investment firm in Washington. It isn't hard to see why Munoz got the nod: he went to the right school (Harvard Law, class of '78), he knows the right people (Marriott CEO Bill Marriott is a friend), and he has managed multibillion-dollar portfolios. But Munoz doesn't simply fit the profile of the traditional corporate director: he's an expert on Latin America, where Marriott hopes to expand aggressively...
LINDA BARTLETT Marriott's Merger Maven She led Marriott International's streamlining effort and produced impressive results. By using the Web to expedite tasks like expense reporting and by securing better prices from vendors, she helped Marriott save some $40 million a year. The company just promoted Bartlett, 44, to a bigger job, where her eye for bargains should come in handy: head of mergers and acquisitions...
...convert hotel points to airline miles. An average three-night stay at a full-service Hilton or Marriott will run you about $450. If you paid for it with hotel points, you would use 75,000, which you could also exchange for 15,000 miles. Using the 2¢-a-mile accepted value, those 15,000 miles are worth just...
...does well, it's another good hotel," he says. "If it does poorly, it's the end of the story. If it does particularly well, then it can change both our industries." When Bulgari announced two years ago that it was forming a joint venture with Marriott to create a chain of hotels, financial analysts were unimpressed; Bulgari stock promptly dropped 5%. Although the $140 million joint investment required from the partners was relatively small, analysts felt the project would dilute the brand and distract the attention of management. But Trapani was confident that the people who buy Bulgari...