The Challenge
Marriott sellers across 15 countries used completely different proposal processes. The result: inconsistent client experiences, longer sales cycles, and lost deals to competitors with unified brand approaches.
A multi-location corporate client might receive three different versions of a Marriott proposal depending on which region they engaged first. The brand promise dissolved at the point of sale.
The Approach
Cross-Cultural Research
Conducted 40+ interviews across 5 continents — Singapore, Manila, Sarajevo, Dubai, Cairo, Amsterdam, London, and more — using a two-part methodology. First, contextual discovery interviews mapped each seller’s current process end-to-end. Then, moderated screen-sharing sessions walked sellers through the prototype under their most frequent proposal scenarios. This dual approach revealed not just what sellers did, but why their workarounds existed.
Audience Segmentation & Framework Design
The research surfaced two distinct seller profiles: Quick Users — sales office and catering sellers needing fast turnaround to respond to leads — and Detailed Users — on-property sellers creating highly customized proposals for luxury and premium brands. Instead of standardizing everything, I created a translation framework that unified the customer experience while serving both profiles. The framework distinguished between elements that needed global consistency (brand experience, quality standards) and elements that needed local flexibility (pricing structures, cultural norms, market-specific offerings).
Three-Party Alignment
Balanced three stakeholder groups simultaneously: Marriott Global HQ seeking unification, the agency MAARK designing and building the new platform, and regional brand directors who owned their processes. Facilitated cross-regional workshops that turned competing priorities into shared direction — serving as connective tissue between all three to create space for alignment rather than imposing it.
The Results
Before
15 countries using different processes. Inconsistent client experiences. Lost deals to competitors with unified approaches.
After
Customer-focused framework adopted globally. Unified brand experience with preserved local market effectiveness.
What Was Delivered
- Customer-focused framework adopted across 15 countries
- 40% faster proposal creation with improved quality
- Unified global brand experience without sacrificing local market needs
- Multi-location corporate client win rate improvement
- Revenue protection through consistent customer experience
What This Demonstrates
The Marriott engagement shows the difference between standardization and unification. Standardization imposes sameness. Unification creates coherence while respecting legitimate differences. The breakthrough was understanding that regional workarounds weren’t the problem — they were evidence that the previous approach had ignored real needs. A framework that respected this reality was adopted willingly rather than imposed reluctantly.