Editorial Board   Guest Author

Mr. Marr

David C. Marr

Senior Vice President & Global Head, Hilton Full Service Brands

David C. Mr. Marr is senior vice president and global head for Hilton’s full service brands category. In this role, Mr. Marr oversees the company’s flagship brand, Hilton Hotels & Resorts, as well as DoubleTree by Hilton, Curio Collection by Hilton and the recently launched Tapestry Collection by Hilton. Mr. Marr has extensive experience and a proven track record of success in strategy development, positioning, marketing, communications and owner relations in the hospitality industry. Prior to his current role, Mr. Marr spent 16 years at Starwood. He most recently served as a senior vice president and global brand leader, spearheading revitalization efforts for the company’s largest brand, Sheraton Hotels & Resorts and creating and growing Tribute Portfolio. Before joining Starwood, Mr. Marr spent more than a decade with Marriott International, where he held several leadership roles spanning sales, marketing and revenue management across the New York City portfolio. Coming full circle, Mr. Marr returned to Hilton in June 2017. He spent the first five years of his career with the company, serving in a variety of positions in markets including Washington, D.C., Boston and New York City at the iconic Waldorf Astoria New York. Mr. Marr received his Bachelor’s Degree in business, management, marketing and related support services from University of New Hampshire’s Whittemore School of Business and Economics. He is based at Hilton’s global headquarters in McLean, Va. Please visit http://www.hilton.com for more information.

Mr. Marr can be contacted at 703-883-6587 or david.marr@hilton.com

Coming up in April 2018...

Guest Service: Empowering People

Excellent customer service is vitally important in all businesses but it is especially important for hotels where customer service is the lifeblood of the business. Outstanding customer service is essential in creating new customers, retaining existing customers, and cultivating referrals for future customers. Employees who meet and exceed guest expectations are critical to a hotel's success, and it begins with the hiring process. It is imperative for HR personnel to screen for and hire people who inherently possess customer-friendly traits - empathy, warmth and conscientiousness - which allow them to serve guests naturally and authentically. Trait-based hiring means considering more than just a candidate's technical skills and background; it means looking for and selecting employees who naturally desire to take care of people, who derive satisfaction and pleasure from fulfilling guests' needs, and who don't consider customer service to be a chore. Without the presence of these specific traits and attributes, it is difficult for an employee to provide genuine hospitality. Once that kind of employee has been hired, it is necessary to empower them. Some forward-thinking hotels empower their employees to proactively fix customer problems without having to wait for management approval. This employee empowerment—the permission to be creative, and even having the authority to spend money on a customer's behalf - is a resourceful way to resolve guest problems quickly and efficiently. When management places their faith in an employee's good judgment, it inspires a sense of trust and provides a sense of higher purpose beyond a simple paycheck. The April issue of the Hotel Business Review will document what some leading hotels are doing to cultivate and manage guest satisfaction in their operations.