TOWNEPLACE SUITES
2006 PERFORMANCE AWARDS
TownePlace Suites will be recognizing its top performers at this year’s conference in San Antonio,
TX in February 2007. In order to be eligible for the awards listed below, the following criteria
must be met:
v Hotel must be open by January 1, 2006 except for opening awards.
v Hotel must be open by January 1, 2005 for Occupancy/Revenue/GSS improvement
awards and Diamond Hotel Awards
v To qualify for Opening Hotel or Opening GM of the year, hotel must have opened
between July 2005 and July 2006.
v Guest tracking awards are based on data through October 2006, (due to conference in
February 2007)
v Improvement awards will be based on improvement year end 2005 versus October 2006
year to date
v Improvement scores must at a minimum, meet the brand average score for that award
category
v Awards that include financial data are based on STAR data through October 2006
v Red Zone hotels (hotels placed in the Red in GSS in 2006 or have a Red QA review
during the July-Dec wave) are not eligible for awards
Note: Please review the award categories and number of awards given carefully as
there have been some changes.
The awards include:
Diamond, Platinum, Gold and Silver Awards – The matrix outlines the requirements for achieving
the Diamond, Platinum, Gold and Silver hotel awards.
CRITERIA
DIAMOND
AWARD
PLATINUM
AWARD
GOLD
AWARD
SILVER
AWARD
88.5% or higher
88.5% or higher
86.5% or
higher
83% to 86.5%
60% or higher
NA
NA
NA
Positive increase
YOY or 125%
RevPAR Index or
higher without
more than a 5%
decline YOY
NA
NA
NA
Criteria #1
Overall GSS Score – Overall Satisfaction
(1/1/06 – 10/31/06)
Criteria #2
Extended Stay Occupancy (1/1/06 –
10/31/06 or end of Per. 11)
Criteria #3
RevPAR Index % Increase from Year-toyear (YE 2005 vs. 10/31/06)
1
Guest Satisfaction Awards
Award
Chairman’s Award
Overall Satisfaction
Improvement (3 winners)
Cleanliness of Suite
Cleanliness of Suite
Improvement
Maintenance and Upkeep
Maintenance and Upkeep
Improvement
Staff Service
Staff Service Improvement
Problem Incidence
Problem Incidence
Improvement
Elite Recognition
Elite Recognition
Improvement
Brand Champion
Brand Champion Improvement
Key Initiative
Key Initiative Improvement
Category
Overall Satisfaction
Overall Satisfaction
Criteria
Highest Score
Most Improved over 2005
Cleanliness of Suite
Cleanliness of Suite
Highest Score
Most Improved over 2005
Maintenance and Upkeep
Maintenance and Upkeep
Highest Score
Most Improved over 2005
Overall Staff Service
Overall Staff Service
Problem Incidence
Problem Incidence
Highest Score
Most Improved over 2005
Lowest Score
Most Improved over 2005
Recognized Elite Status
Recognized Elite Status
Highest Score
Most Improved over 2005
Brand Essence
Brand Essence
Bed is Comfortable
Bed is Comfortable
Highest Score
Most Improved over 2005
Highest Score
Most Improved over 2005
Occupancy & RevPAR Awards (3 winners per category)
Award
Category
Extended Stay Occupancy (3
Extended Stay Occupancy
winners)
Extended Stay Occupancy (3
Extended Stay Occupancy
winners)
RevPAR Index (3winners)
RevPAR Index
Sales Ramp Up (1 winner)
Awarded to the best opening
(New)
hotel based on sales and
marketing goal attainment in its
first 3 months and first 6 months.
Goal attainment is how quickly a
hotel reaches high occupancy and
RevPAR index goals through
executing its pre-opening
marketing game plan.
Criteria
Highest percentage
Most Improved percentage
Most Improved
Selected by Owner and Franchise
Services based upon
meeting/exceeding ramp goals
Nomination Awards
Following are awards that are based on nominations submitted to the Nomination Committee at
Marriott Headquarters. Please limit your nominations to one per award category per hotel.
Award
Length of
Service
Criteria
Notes
2
Number of
Winners
Hotel of the Year
General Manager of
the Year – Selected
from pool of Diamond
GM’s of the Year
Requirement
n/a
Min 1 Year as an
TPS GM
Selected by nomination
from Diamond hotels
1
Hotel performance in the
areas of RevPAR Index,
Index growth,
Occ/growth,
ESOcc/growth and GSS
will also factor into
selection
1
§
§
§
88.5% GSS or higher
60% or higher ESOcc
RevPAR Index of 125% or higher
without a decline of more than 5%
from 2005 or
RevPAR Index improvement YOY
Overall Hotel Leadership
Team Building and team development
Financial management
Sales leadership (hotel must be at
brand average for ESOcc- or
explanation given)
Service leadership
Community Service
Same as GM of the Year
Same as GM of the Year
3
§
§
§
§
§
§
Overall Hotel leadership
Team building and team development
Financial management
Sales leadership
World Class Service leadership
Community service
The hotel’s opening
performance in the
areas of RevPAR Index,
Occ, ESOcc, GSS and
opening readiness will
be considered in
selection
The hotel’s opening
performance in the
areas of RevPAR,
RevPAR Index,
Occupancy, ESOcc,
Guest Satisfaction, and
opening “readiness”
(Attachment A) will also
be considered.
1
§
§
§
§
§
§
§
§
Diamond General
Manager of the Year
Opening General
Manager of the Year
Min 1 Year as an
TPS GM
Hotel opened
between July
2005 and July
2006 and GM
was present
entire time
Opening Hotel of the
Year
Hotel opened
between July
2005 and July
2006
§
§
§
§
§
§
§
Hotel leadership
Team building and team development
Financial management
Overcoming obstacles
Sales leadership
World Class Service Leadership
Community Service
Community Service
Hotel of the Year
N/A
1
Min of 1 year as
a TPS manager
Use of available resources effectively
Reinforce positive reputation
Provide lasting value
Creativity
Associates (development/involvement
with other departments, turnover,
training, team building)
Guests (GSS scores, responsiveness,
WCS)
Profit (financial controls, i.e. A/R, A/P,
cash control, petty cash, costs
controls)
Sales
contribution
(revenue
management,
reservations
effectiveness,
involvement/
participation in sales effort through
tours, etc…)
N/A
Manager of Operations
§
§
§
§
§
N/A
1
Consistently demonstrates World Class
Service skills (applies the service
principles daily)
Contributed to the overall profitability
of the business (i.e. sales effort, cost
savings, guest preference)
Participated in hotel and department
meetings
Demonstrated ways to go above and
beyond for the team
Participated in cross-training exercises
Involvement in direct sales
Pursuit of Extended stay
Hotel must be at/above the brand
N/A
2
Hotel performance in the
areas of House
Profit/Growth,
2
§
§
§
Service Team Member
of the Year
Min 1 year as a
TPS team
member
§
§
§
§
Sales Excellence
Min 1 year as an
TPS General
Manager
§
§
§
§
3
1
§
§
§
Service Excellence
Triumph of Spirit
Min 1 year as an
TPS General
manager
§
§
§
§
§
§
§
§
average in ESOcc
Sales creativity
Sales leadership
Significant contribution to the hotel’s
sales effort
World Class Service Commitment
Focus on customer service
Outstanding service story
Keeping their team motivated
Overcoming obstacles to continually
deliver World Class Service
Financial management during adverse
conditions
Sales leadership
Service leadership
4
ESOcc/Growth,
Occupancy/Growth,
RevPAR Index/Growth
will also be considered.
Hotel performance in the
area of GSS will also be
considered
This award is given to
one General Manager
who, through
commitment and a
service frame of mind
has overcome adversity
at their hotel.
1
1
(this award
may not be
given every
year)
Quality Assurance Awards (1 to 3 awards)
Top Operations Hotels – Awarded to the top hotels during the two Operations Reviews for the year. Hotels
are selected by QA team.
Selection criteria includes:
Team
§
Embodies the brand culture
§
Is focused on their guests
§
Is energized and embraces the
QA process
§
Is focused on the details and
sets and achieves a high
standard of excellence
§
Has key processes and
documentation in order
§
Shares as well as received great
ideas and successful practices
Operation
§
Great curb appeal
§
Impeccably clean and well
maintained
§
Back of the house looks as good
as the front
5
Requirement
§
Green GSS performance
classification
§
Green operations review
performance classification