阿纳海姆万豪酒店地产的检验

阿纳海姆万豪酒店地产的检验
The Inspection Of Marriott Hotel Property In Anaheim 

我们是第二组，做了阿纳海姆,加利福尼亚州的万豪酒店财产的检查。该集团由三名成员组成,而不是五名,因为学生的数量不足。我们小组成员的名字是杰克金,杰森南,purdah Phung安东尼。这个万豪酒店会议酒店,为企业集团提供了大部分,约定事件和休闲旅行者他们仍然提供热情的服务。我们约的人是人力资源部的经理,凯伦克雷奇默。她提供我们见面的日期是2011年3月4日，星期五上午10:30进行会议,卡伦给了我们一个详细的旅游酒店是如何组织和它的功能,从登记桌子地下”幕后的“部门工程、会计、和衣服,等。同时,她不错带我们到19楼向我们展示了“时髦”(Karen说)和巧妙地制作套件,碰巧那天幸运的是可用的。万豪不仅看起来像一个一流的地方留下来过夜,但环境,无论是员工还是其他客人提供一个舒适和安全的氛围。我的声明证明万豪是成功在他们的任务状态:

“赢在服务,主动为客户提供最有价值的援助、信息和支持以独特的温暖和关怀的方式。”

约翰威拉德万豪出生在万豪,犹他州,1900年9月17日,八个孩子的第二Hyrum威拉德万豪和埃伦·莫里斯万豪。作为一个孩子,万豪酒店的帮助他的父亲跑他家的农庄提高甜菜。13岁,万豪酒店的进入商界为自己提高生菜在他的家族农场占地几英亩。

We are group two who did the inspection of Marriott Hotel property in Anaheim, California. The group consists of three members rather than five because of the insufficient amount of students. Our group member names are Jake Kim, Jason Nam, and Parda Anthony Phung. This Marriott Hotel was a Convention Hotel that provided mostly for business groups, convention events, and leisure travelers they still provided hospitable service. The person we made an appointment with was the manager of the Human Resources Department, Karen Kretschmer. The date she provided us to meet at was March 4th, Friday 2011 at 10:30 A.M. In our meeting, Karen gave us a detailed tour of how the hotel was organized and how it functions, starting from the check-in desk to the underground "behind-the-scene" departments of engineering, accounting, and laundry, etc. Also, she was nice enough to take us up to the nineteenth floor to show us the "hip" (as Karen would say) and neatly fashioned suite that happened to be luckily available that day. Not only did the Marriott seem like a first-rate place to stay for the night, but the environment, whether it be employees or other guests provided a comfortable and safe atmosphere. My statement is proof that Marriott is succeeding in their mission which states:

"To win in service by proactively offering customers the most valuable assistance, information and support in a uniquely warm and caring manner."

介绍—万豪国际——Introduction- Marriott International

John Willard Marriott was born at Marriott Settlement, Utah, on September 17, 1900, the second of eight children of Hyrum Willard Marriott and Ellen Morris Marriott. As a child, J.W. Marriott helped his father run his family's farmstead raising sugar beets. By the age of 13, J.W. Marriott went into business for himself raising lettuce on a few acres on his family's farm. His first summer harvest brought in $2000. Upon graduating Weber Junior College and the University of Utah, J.W. Marriot opened up a nine-stool root beer stand with his wife-to-be, Alice Sheets in 1927. The root beer stands in which they later called The Hot Shoppes was built in Northwest Washington D.C. ? After his business launched, J.W. Marriott went back to Utah to marry his lover Alice Sheet on June 9, 1927 in Salt Lake City.

The Hot Shoppes began to expand around 1934, and in 1937, the Airline catering business begins at Hoover Field where the Pentagon is currently built on. The division was named "In-Flite Catering" and served Capital, Eastern, and American Airlines (Marriott)." ? It wasn't until 1945, that "the Hot Shoppe Cafeteria landed its first government feeding contract, and In-Flite Catering landed its first airport terminal food-service contract at Miami International Airport. ? During World War II, the Hot Shoppes feeds thousands of workers who move to the nation's capital to work in the defense industry (Marriott)."

In 1957, Marriott opens its 1st hotel, the 365-room Twin Bridges Motor Hotel in Arlington, Virginia. "Marriott Food Service lands its first institutional and school feeding contracts at Children's Hospital and American University; Marriott's Highway Division opens several Hot Shoppes on the New Jersey Turnpike (Marriott)." Around that time, Marriott's stock was opened to the public at a rate of $10.25 a share, which sold out in a time span of two hours. Around 1964 and 1965, J.W. Marriott Jr. was made the President, and the Marriott Foundation was established. ? "Somewhere in between 1967 and 1969, the corporate name was changed from Hot Shoppe Inc. to the Marriott Corporation (Marriott)."?  The company then opened the Fairfield Farm Kitchens, which was a food production and purchasing facility in Beaver Heights, Maryland. The In-Flite then opened a facility in Venezuela, and Marriott acquired Camelback Inn, which was its first resort property. ? The Marriott Foundation also bought Bob's Big Boy Restaurants, and the Marriott's 1st international hotel opened up in Acapulco, Mexico.

In the 1970's, J.W. Marriott Jr. was made the CEO the Marriott Foundation, and obtained its first hotel-management contracts. In 1975 and 1976, the company opened its first European hotel in Amsterdam, and also opened up "two theme parks, both called "Great America," located in Santa Clara, California, and Gurnee, Illinois (Marriott)." In 1977, the company celebrated in 50th anniversary, and the new corporate headquarters was built in Bethesda, Maryland in 1979.

By the 1980s, the company began to flourish significantly. The Marriott Foundation opened its 100th hotel in Hawaii, and also opened its 1st Courtyard hotel. The company acquired Host International Inc. in 1982, and entered the vacation time-share and senior-living markets in 1984. 1985 was a sad year for the company because it was the year that J. Willard Marriott Sr. passed away. In the same year, The Marriott Distribution Center opened in Savage, Maryland. By the late 80s, The Company acquired the Residence Inn Company and entered the lower-moderate lodging segment with Fairfield Inn. They also opened their 500th hotel in Warsaw, Poland, which was only eight years after their 100th hotel opened. In the same year that the 500th hotel opened, the Marriott Foundation for People with Disabilities was established.

By the 1900s, the Marriott Foundation began to expand significantly. During the early 90s, the Marriott's Welfare to Work Program was established, but in 1993, the company spitted up into the Marriot International and the Host Marriott Corporation. In 1995, the Marriott acquired the Ritz-Carlton Hotel Company, and in 1997, the Marriott acquired the Renaissance Hotel group, and introduces TownePlace Suites, Fairfield Suites, and Marriott Executive Residences brands. 1998 was a big year for the Marriott because it opened its 1,500th hotel, and its sales reached $8 billion. Also in 1998, The Sodexho Alliance acquired the Marriott's food service and facilities-management businesses, and the Marriott acquired 98% of the Ritz-Carlton Hotel Company. By the end of the 90s, the Marriott acquired the ExecuStay Corporation housing company.

In the year 2000, the 2,000th Marriott property opened in Tampa, Florida.

In 2002, the Marriott celebrated its 75th anniversary, and by this time they owned over "2,300 hotels, 156 Living Services Communities, 200,000 associates, and operations in 63 countries and territories with annual sales of $20 billion (Marriott)." In the same year, the Marriott announced the sale spin-off of its Senior Living Services Communities and Marriott Distribution Services. The Marriott opened its 500th extended-stay hotel, representing a total of 400 Residence Inns and 100 TownePlace Suites and the Fairfield Inn also opened its 500th hotel in Arkansas. Also in the year 2002, the Marriott opened its 2,550th hotel worldwide, and completed the 950-room Desert Ridge Resort & Spa in Phoenix, Arizona. By this time the Marriott had increased its North American market by 8%.

In 2003, the Marriott revenues totaled "$9 billion in 2003 and $476 million in gross profits. Marriott added more than 31,000 rooms and timeshare units in 2003, bringing the global system to 2,718 hotels and timeshare units of 490,564 rooms (Marriott)." In the same year, the Marriott completed the sale of its Senior Living Service Communities and Marriott Distribution Services. "The Courtyard opens its 500th hotel in Minneapolis Downtown, and the SpringHill Suites opens its 100th hotel in Dallas-Addison, Texas (Marriott)." In 2004, the Ramada International opens 200th hotel in Amsterdam, Marriott revenues totaled $10 billion in 2004 and $594 million in net income, added more than 24,000 rooms and timeshare units in 2004, bringing the global system to 2,632 hotels and timeshare units. In the same year, the "Marriott ExecuStay hits the 30-market franchise mark, and broadens reach through new agreements in Southern California, St. Louis, and Wisconsin (Marriott)." Ramada International also opened it 200th hotel in Amsterdam, and the 500,000th room opened in London, located at the West India Quay Marriott Hotel in the Canary Wharf district of London. "The Marriott also rewarded and also welcomed their 20,000,000th member and the Marriott Vacation Club International celebrated their 20th anniversary.#p#分页标题#e#

In 2005, "Marriott announces the sale of Ramada International hotels, and

Marriott and Whitbread completed the transaction, forming a 50/50 joint venture to acquire Whitbread's portfolio of 46 franchised Marriott and Renaissance hotels of over 8,000 rooms (Marriott)." Marriott then took over management of the hotels, and the joint venture sold them to new owners subject to long-term Marriott management agreements.

January 2006 began with the Residence Inn opening its 500th hotel, and the first Residence Inn in New York City. "Courtyard opened its 700th hotel, the Courtyard Washington Capitol Hill/Navy Yard, in Washington, D.C., and unveiled the prototype of the new Courtyard in Europe with the opening of the Paris Courtyard by Marriott Colombes (Marriot)." Marriott.com celebrated 10 years of running the online website by launching new one-stop services for guests. "The Marriott designated April as the first annual "Environmental Awareness Month" to promote activities to preserve natural surroundings and reduce resource consumption. In September, all properties in the U.S. and Canada became 'smoke-free (Marriott)."

In 2007, "Marriott celebrated two important milestones in Marriott's history: the 80th anniversary of the founding and the 50th anniversary of the entry into the hotel business. On January 8, Marriott.com set a record by generating more than 55,000 reservations in one day, posting a record 55,109 reservations and generating over $17 million in gross revenue (Marriott)." Beginning in February, there were restaurants at more than 2,300 Marriott hotels throughout the U.S. "The Marriott was honored with the 2007 Energy Star Sustained Excellence Award from the U.S. Environmental Protection Agency. The company was well on its way to meet there goal to reduce greenhouse gases by 6% per guest room by 2010.

There are many different types of Marriott branch classes such as the Luxury branches, the lifestyle and boutique branches, the signature branches, and the select service and extended stay branches. In each of these classes there are different types of factions such as the luxury branches that consist of the Ritz Carlton which has a sub-branch called the Bulagari Hotels & Resorts, and the J.W. Marriott Hotels & Resorts. The Lifestyle and Boutique branch has the Renaissance Hotels & Resorts. The Signature branch has the Marriott Hotels & Resorts, and the Select Service & the Extended Stay has the Courtyard by Marriott, Fairfield Inn & Suites by Marriott, SpringHill Suites by Marriott, the Resident inn, and the Towneplace by Marriott. The number of units and the number of rooms that the Ritz Carlton provides is 77 units and 22,502 rooms whose target markets are a leisure guest and upscale guest who like to travel in luxury hotels. The number of units and the number of rooms that the J.W. Marriott Hotels & Resorts provides is 46 units and 20,713 rooms. Their target markets are guest who is traveling for leisure, conventions, and business. The Marriott Hotels & Resorts provides 505 units and 181,500 rooms. Their target markets are a guest who is traveling for family leisure and guests who are traveling for conventions. The number of units and the number of rooms that the Renaissance Hotels & Resorts provides is 143 units and 50,437 rooms. The target markets of the Renaissance Hotels & Resorts are the guest who is traveling for business, leisure, and conventions. The Courtyard by Marriott has 883 units and 129,634 rooms, and their target markets are travelers who are there for business or leisure. The Fairfield Inn & Suites by Marriott serve the guest who is traveling for leisure, but fancy upper-moderate tier units. The number of units and the number of rooms that they provide is 657 units and 59,663 rooms. SpringHill Suites by Marriott leisure houses travelers who are traveling for leisure and guest that prefer Extended Stay. There number of units and rooms is 272 units and 31,896 rooms. The Resident Inn services guests who are on long business trips. The number of units and rooms that they provide is 610 units and 73,849 rooms. Last is the TownePlace by Marriott. The number of units and number of rooms that they provide is 192 units and 19,320 rooms.

介绍—阿纳海姆万豪——Introduction- Anaheim Marriott

Anaheim Marriott's hotel located in Anaheim at 700 West Convention Center Way Anaheim, CA 92802, one block south of Disneyland Resort, and next to the Anaheim Convention Center. The hotel has been a landmark in Anaheim since 1981, and renovated all sleeping room in 2000, and front entrance, lobby, and bar reconstruction was completed in 2001. The type of ownership of the hotel is a corporate manages and the total number of employees is approximately 650. The hotel mission statement is to provide genuine care, showing empathy and compassion and always exceeding the expectations of our guests. Last year, the hotel average occupancy rate was 60 percent, average daily rate was $159, and revenue per available room was $71.92.

Anaheim Marriott is a 3-star full service hotel that attracts guests ranging from convention guests for an event in the Anaheim convention center, small business guests for use of their meeting rooms or ballrooms, and leisure guests for the visit Disneyland resort. The hotel total meeting rooms space is 82,000 sq ft. which includes 44 meeting rooms, and 6 ballrooms. The meeting rooms offer audiovisual equipment, event catering, and high speed wireless internet. And the hotel consists of 990 regular guest rooms and 40 suites located in three buildings. Room amenities include air-conditioned, marble bathroom, shower/tub combination, hair dryer, alarm clock, 24 hour room service, coffee maker, LCD television computer work stations, and etc. The hotel offers Hertz rental car, FedEx Kinko's business center, fitness center, an outdoor splash pool and spa tub, and etc.

The primarily target markets for the hotel are the convention guest, and secondary target markets are leisure travel. The information about target markets was based on an interview with Human resources manager Karen Kretschmer. The hotel offers two a la carte restaurants, one fast-food chain, which is Pizza Hut, one bar, and Starbucks with a marketplace. The two hotel restaurants are JW's Steakhouse and Café Del Sol. The JW's Steakhouse open only dinner and offers prime meats and world-class wines. Another restaurant is called Café Del Sol. It offers fresh California cuisine and other family friendly dishes, and open for breakfast, lunch, and dinner. The hotel Starbucks offers all the Starbuck's coffee, tea, and a variety of pastries, with a separate counter offering fresh salads, sandwiches, and desserts. It opens for breakfast, lunch, and light dinner. The hotel bar is called Degrees; it offers indoor and outdoor table seating, large screen TV, and poolside service.

The hotel check-in starts at 4:00pm and check-out time is noon. The self parking fee is $24 per day, valet parking fee is $28 per day, and RV parking fee is $30 per spot per day. For a daily rate of $12.95, the following features are available in the guestroom: high-speed internet access, unlimited local phone calls, and unlimited long distance calls within the country, not available in all markets.

组织结构——Organizational Structure

Anaheim Marriott's executive committee consists of many different departments with their own specific managers. To start off, the General Manager is Bill Gunderson. The General Manager is basically the overseer of every department including the departments of Engineering, Finance/Accounting, Sales & Marketing, Food & Beverage, Market Strategy (shared service), Human Resources, and the Resident manager. He is responsible for all of the aspects of the operations such as from giving the final authorization to hire an employee to implementing policies and procedures and ensuring that they are carefully followed. The general manager is the backbone to a successful company.

The Director for the Engineering Department is Tracy Tomasek with its Chief Engineer, Juan Lopez. The director controls the internal and external factors of engineering activities such as projects or technologic ideas that would provide to the needs of customers. When projects are finished, the director overlooks it to ensure standards are met. The Chief Engineer's jobs ranges from maintaining the exterior of the building (including parking lot and common areas), conducting monthly safety inspections, driving the shuttle bus when needed, and looking over his work area (employees) and reports everything that happens to the director. In the Anaheim Marriott organization, there are only two executive employees in the engineering department and other hourly employees.

The department of finance consists of Bob Attianese who is the Sr. Director of Finance. The department of finance's goal is "to assist proactively with cost containment, revenue enhancement, profit improvement opportunities and safeguarding of the company's assets." This department oversees the accounting department; responsible for coordinating and managing all functions pertaining to general ledger, revenue, payroll, and accounts payable and receivable. Then, the director reports all timely and meaningful news to the General Manager. Under Bob Attianese (the Senior Director of Finance) is the Director of Finance Rebecca Salyard and under her is Brian Johnson who is the Senior Assistant Controller. They assist and report financial news and data to the Senior Director who finalizes everything.

The Rooms Operations organization consists of the Resident Manager, Chad Sitkowski. Under him are the two directors: Marcus Borman (Director of Rooms Operations) and Arthur Dennis (Director of Loss Prevention). The Director of Rooms Operations is responsible for ensuring the smooth operation of guest services. There are two executive managers under the Director of Rooms Operations. One is the Front Office Manager. This manager is responsible for supervising all duties of the front desk. Another manager is the Assistant Director of Services. And the Director of Loss prevention is responsible for reporting and resolving matters in the area of safety. The Housekeeping Manager is also under the rooms operations organization. The manager is Judith Torres, and he is responsible for ordering and inventory cleaning supplies, hiring and training new employees, and setting employee schedules.#p#分页标题#e#

The sales and marketing department includes the Director of Marketing, the Market Catering Executive, the Director of Sales, the Senior Sales Executives, and the Senior Catering Executive. The Director of Marketing is a head of this department, who is Rhanda Richardson. She works with vendors that provide marketing, and printing materials to promote and market the hotel. Under her is the Director of Sales and under her is three Senior Executives. They are assisting the Director of Sales, word to build relationships with potential guests, and most likely to help a hotel stay profitable. Last, the Market Catering Executive is Patty Stuckmeyer. She is managing catering sales and service for events at the hotel.

The department of the Food &Beverage consists of John Josberger who is the Director of F&B. He is responsible all food and beverages outlets, storage, and provision areas. Under him are the Executive Chef and the Director of Restaurants. First, the Executive chef is David Dulkis. He is responsible for ensuring that quality of foods is served on schedule and to see that any problems that arise are rectified. Second, the Director of Restaurants is Mark Sladky. He is overseeing all food service activities of the restaurants' operation. Under David Dulkis (Executive Chef) are the Senior Sous Chef and the Senior Banquet Chef. And under Mark Sladky (Director of Restuarants) are the Starbuck's manager, the Beverage manager, and Room Service manager.

Probably the biggest group in the organizational structure of Marriott Hotel is the Event Organization. The organization consists of the Resident Manager, Chad Sitkowski. Under the Resident Manager are the four important-role directors: Tammi Chaabani (Director of Event Operations), Tony Rivers (Director of Event Technology), Peter Gunther (Director of Event Catering), and Nick Valdez (Director of Event Planning). Each director is in charge of controlling their team. Firstly, the Director of Event Operations puts together a team for an occasion. The team can consist of cooks to ushers and decorators. The leader is in charge of the budget and must have skills in negotiating for pricing with other venues. Occasionally, this crew is responsible for marketing the event. Secondly, the Director of Event Technology takes care of the audio/visual/lighting for an event. There are only the director and the manager in this category with several employees under management. Third, the Director of Event Catering purpose is to offer catering services and sales for an event in the hospitality industry. They also often see an event from its planning stages into completion, helping to plan the food service, designing and serving the menu, and cleaning up after the event. Events like a wedding, birthday, or party are jobs usually for this group. This group consists of the Director of Event Catering, Senior Event Catering Manager, and the Event Catering Manager. As others groups, the Senior and Manager have their duty to report to the Director about any news. Since an event happens only with proper and timely planning, the biggest sub-group is the Event Planning group. They answer the important questions of who, what, when, where, and why and form a contract with the consumer. This group branches in four other executive staffs: Senior Event Planning Manager, Senior Event Planning Manger, Senior Event Planning Manager, and the Event Manager. These roles exist so that the event planning will proceed smoothly and successfully.

The Human Resources Department consists of just two executive employees, Tony Hewes (Director of Human Resources) and Karen Kretschmer (Human Resources Manager). Some major responsibilities include recruiting and staffing, policy development and documentation, employee safety, welfare, and wellness/health. Karen Kretschmer was the lady who we had an appointment with for our inspection/tour so I believe it is safe to say that the Human Resources Department also deals with customers who would like to have access to the structure of an organization (in our case, we sought out the knowledge of Marriott Hotel).

The Revenue Management Organization is a shared service that is responsible for the rates of the hotel's rates for every night, looking for ways to maximize their daily revenue. In the Marriott Hotel organization, executive titles consist of Brenda Ciampa (Director of Market Strategy), branching into Maritza Luoni [Director of Revenue Analysis => branches into Josh Coy (Function Space Inventory manager)] & Evan Bailey (Director of Group Strategy). The marketing group is in charge of marketing research, selling product, and/or service to customers in a professional way. The Director of Revenue Analysis analyzes data about revenue/RevPAR. The branched Function Space Inventory Manager ensures inventory is "allocated and restricted properly to maximize revenue and profits. The Inventory Manager builds all rates, packages and hotel sales strategy information in the hotel(s) inventory systems." Lastly, the Director of Group Strategy oversees the implemented or strategic initiatives and "supervises" potential progressing strategies offered by the branched staff members.

观察和分析——Observations & Analyses

There were many things that our group observed during our site visit. One thing that we did not expect was the half indoor half outdoor pool. We took some pictures of the pool area because it was very nice. Another thing that we noticed was the large convention wing of the hotel that had a total of 6 Ballrooms. The hotel had a total of three different sections of the hotel. The first was the Garden Wing, which surrounded the pool. The second was the Oasis Tower, which was recently built 20 years ago. The last was the Palms tower, which was the main tower. The ballrooms were split into two categories, the California meeting rooms (smaller rooms) and the Main meeting rooms. The ballrooms recently expanded in 2008. Since we did not expect the hotel to be located in the Disneyland area, we were surprised to see a man selling Disneyland tickets in a booth next to the Concierge desk. Another great thing that we noticed was that the hotel was very dimmed in some parts of the hotel. Karen explained to us that the hotel did this to save money during the season of the year in which they have little business which we thought was a wise decision. The last thing that shocked our group was the size of the food storage in which Karen referred to as "the grocery store of the hotel." There were many things that we observed in each department. The Front Office had Senior managers and Assistant managers, and also provided the Valet Service, the Concierge's desk, and the Front Desk. What we noticed about the Concierge's Desk was that it was small. What we noticed in the Food and Beverage department was the multiple kitchens. There were 3 kitchens, one big kitchen which was the main kitchen, a smaller kitchen called the Banquet kitchen, and a training kitchen which was also used for extra space. Karen told us that the Banquet kitchen was not used often, only when there were large parties in the meeting rooms. Underground was the staff member's cafeteria, which was not really a big room, but the food smelled fantastic. There was a bar that could be seen in the main lobby, which served guest lunch. There were also two restaurants, the Café De Sol, and the J.W. Steakhouse. We did not get a chance to walk into the J.W. Steakhouse, but we did get to walk in to the Café De Sol which was a very nice restaurant. There was a Pizza hut, and a Starbucks. Karen told us that the Starbucks was also known as the "Market Place" because it provided sandwiches and other food like chips and drinks like soda and water. Karen informed us that the bakery produced 90% of bread and pastries made from the hotel. She informed us that the F&B department never washed their dishes by hand, but instead had a whole room designated for all the dish washing machines. The Marriott also provided Room Service. Another thing we noticed on the main floor was the Fitness Center, which had all new equipment .The main floor also had a gift shop, and surprisingly had a FedEx Kinko's Office. One cool thing about the Meeting rooms was the Air-walls which made each room capable of extending its size. The Human Resources Department, which was the first department where we met up with Karen, was very small, and only had two people working that day. There were also two more desks, but Karen explained that they were not working that day because business was slow. We did not get a chance to walk in the Sales & Marketing Department because the Sales employees were busy working hard, but we did get to see the area they were in, which was located in the underground level. The accounting and Engineering & Maintenance Departments were also underground. Now the largest department was the Housekeeping Department. There was a laundry room, but Karen informed us that rather than doing the laundry in-house, the hotel sent out the laundry to a laundry company called Radiant. We were not lucky enough to meet the General Manager, but we were able to meet the Head Managers of the Human Resources Department, who was Karen, and the head of the Food and Beverage Department, and the Housekeeping Department. We were very impressed with the Anaheim Marriott's hospitality in comparison with the J.W. Marriott at L.A. live because they not only transferred me to different departments that led us nowhere, but they also failed to responding to multiple phone calls and emails that we left them. We were not disappointed with any aspects of the hotel, but we would recommend that the fix the asphalt around the pool area because there were some cracks, and some parts of the floor were different colors. We were also disappointed about the parking structure price which was $24 dollars, we found that very outrageous, and chose to park in a residential area a couple of blocks away. The weakness that the Marriott had was that it was across a Hilton Hotel which looked much nicer and more rooms available. The Strength that the Marriott had was that it was located right next to the Anaheim Convention Center. Karen informed us that business was slow because of the recession, the Hilton and the Marriott would work together to increase their revenue. This worked out because they would advise a guest to go to the opposing hotel when they wanted a good restaurant to eat in when guests did not want to eat at the same restaurants twice. It was not a huge increase in business, but it still benefited both hotels none the less.