Green innovation strategies assignment in the Hotel Industry: A Comparative Analysis of JW Marriott and Marina Bay Sands Singapore

Question

Task: How do JW Marriott and Marina Bay Sands Singapore compare in their implementation of Green innovation strategies assignment, considering aspects such as customer engagement, employee involvement, community initiatives, and stakeholder engagement?

Answer

1.0 Introduction

1.1 Significance of innovation in the hotel industry

Innovation in the hotel industry has created major differences for every hotel organisation irrespective of shape and size. As per data, OECD countries have been spending nearly $700 billion a year on their Research and Development to drive innovation within the organisation (Bessant and Tidd, 2007). It can be said that the hotel organisation which has made a significant investment in innovation has better opportunities to cope with customer-shifting preferences and the market-changing landscape. Innovation in the hotel industry acts as a key driver in launching new products and services that provide better value to the customers and other stakeholders of hotel organisations.

1.2 Role of Innovation in the Business Growth of Marina Bay Sands Singapore and JW Marriott South Beach

Marina Bay Sands has incorporated disruptive technologies such as automation and artificial intelligence to leverage multi-faceted customer services and product offerings to the target customers. The hotel organisation has been badly hit by COVID-19 due to travel restrictions and less market demand for hotels. Marina Bay Sands has partnered with a Singapore-based lighting agency, "Project Lighting Design" to create a luxury outlook in the hotels. Marina Bay Sands has incorporated a carbon footprint policy to reduce the environmental impact of energy consumption. The technological innovation has assisted Marina Bay Sands to have a continuous growth in net revenue from 11.3 billion in 2016 to 14.7 billion in 2020 (Trefis, 2019). to has invested in its R&D for energy savings with ambient lighting and Heating, Ventilation, and Air Conditioning systems (HVAC).

Figure: Increase in revenue for Marina Bay Sands.

Source: (Trefis, 2019)

JW Marriott has massively invested in its R&D to build an in-house application, the "Marriott Bonvoy" Application for easy mobile check-in and mobile key facilities. These innovations have created a value proposition for the guests. The hotel organisation also leverages green technologies such as Data Analytics, and Artificial Intelligence for determining the market demand and customer pain points with the hospitality services. As per Statista, the net revenue for JW Marriott was $20.77 billion in 2022 with an increase of $13.86 billion as compared to the previous year (Statista, 2023). Incorporating these green technologies has enabled complete tracking of ethical sourcing and strengthening the sustainable goals of JW Marriott.

Figure: Revenue trends in JW Marriott from 1999 to 2022

Source: (Statista, 2023)

2.0 Source of Innovation

2.1 Evaluating the ways of searching and source of innovation for Marina Bay Sands Singapore

Ways of searching	Source of innovation
Performing customer surveys, and online social media polls.	Customer's pull toward innovation and technology push with the ever-changing market landscape has motivated Marina Bay Sands to look for energy-efficient lighting and building management systems (Yang and Gu, 2021).
Communicating with targeted communities using social media platforms such as Facebook and Instagram.	Shocks to the organisation due to COVID-19 and economic uncertainty
Creating a diverse workforce to drive innovative ideas for innovations.	Watching competitors.
Incorporating market surveys to explore the application of futuristic technology impacting the hotel industry.	Knowledge pushes for providing value propositions for the customers for eco-friendly living.

Table 1: Ways of searching and source of innovation for Marina Bay Sands Singapore

Source: (Self-Created)

Analysis:

.

Marina Bay Sands Singapore has been using different search strategies to identify the areas of improvement for further innovation. The strategy incorporated by Marina Bay Sands includes online social media polls, customer surveys, using social media platforms such as Facebook and Instagram to communicate with target customers, and performing market surveys using Big Data Analytics and Machine Learning to identify current trends and customer pain points (Ford et al., 2019). The source of innovation for Marina Bay Sands Singapore includes customer pull towards innovation and technology push.

For example, the changing customer preferences towards eco-friendly living and sustainability have created a source of innovation for Marina Bay Sands to incorporate energy-efficient lighting systems using the Helvar G20 Router system and Building Management System (Helvar, 2023). COVID-19 has created massive economic uncertainty in the hotel industry in Singapore and has driven innovation in Marina Bay Sands Singapore. Knowledge pushes and watching competitors has also acted as a source of innovation for the hotel organisation to implement "Go Green initiatives" for achieving its sustainable development goals

Figure: Innovation source for Marina Bay Sands Singapore

Source: (Self-Created)

2.2 Evaluating the source of innovation and search strategy for innovation ideas implemented by JW Marriott South Beach Hotel

Ways of searching	Source of innovation
Deep diving into customer reviews in social media posts of JW Marriott.	Technology pushes with growing e-commerce and online booking motivated for in-house application, "Marriott Bonvoy" (Venkatesan and Lecinski, 2021).
Working with industry experts to identify futuristic innovative trends in hotel operations.	Reviewing the strategy of competitors including Hyatt, Four Seasons, and Hilton has been incorporated for gaining competitive advantage.
Promoting diversity and cultural inclusiveness as idea generators.	Unexpected changes with the evaluation of Industry 4.0 has provided a new direction of innovation.
Nurturing entrepreneurial talent and mindset within the organization to strengthen its intangible capabilities.	Strong regulations also assisted to push or pull concerned stakeholders towards innovation and sustainable living.

Table: Ways of searching and source of innovation for JW Marriott

Source: (Self-Created)

Analysis:

From the above-mentioned table, it can be highlighted that rising trends towards e-commerce and technological advancement have motivated the hotel organisation to develop an in-build application, "Marriott Bonvoy" (Velickovic, Stanojevic and Veselinovic, 2023). Other sources of innovation include reviewing competitor's innovation strategy, regulation policy for motivating the stakeholders to drive towards sustainable living and unexpected changes aligned with an evaluation of Industry 4.0 has created a new direction of innovation for JW Marriott. The brand uses its social media platforms to evaluate customer reviews of its hospitality services, and partnering with industry experts also allows identifying futuristic hotel technology.

2.3 Assessing the Green innovation strategies assignments and the nature of innovation of both JW Marriott and Marina Bay Sands Singapore using the MENTAL model

JW Marriott

Figure: Nature of Green innovation strategies assignments for JW Marriott

Source: Self-Created

Analysis:

The Mental model has classified innovations into four categories including products, positions, processes, and paradigms. The Green innovation strategies assignment of JW Marriott includes developing an in-house application, "Marriott Bonvoy" for easy Check-Ins and Check-Out processes for guests (Shvaikovskaia, 2022). Sustainable and energy-efficient hotel applications can be considered under the <>Product <>category. In the <>Position <>category, JW Marriott has initiated ethical sourcing of hotel amenities and introduced new policies that are highly aligned with Net Zero Carbon initiatives by governing bodies. It also uses Enterprise Resource Planning solutions for inventory management to reduce the aspect of resource wastage and it can be considered in the <>Process <>segment (Rubel, 2021). Lastly, it also promotes an entrepreneurial mindset with cultural diversity and inclusiveness to strengthen its capabilities for future innovation which can be considered in the <>Paradigm<> category. The majority of the innovation in JW Marriott is radical.

Marina Bay Sands Singapore

Figure: Nature of Green innovation strategies assignments for Marina Bay Sands Singapore

Source: (Self-Created)

Analysis:

From the above-mentioned figure, it can be highlighted that the Green innovation strategies assignments of Marina Bay Sand include diverse entertainment options such as Casino, outdoor spaces, and exhibition centers for guests using recycling technology and green energy sources. Robust Building Management System for monitoring net carbon emissions (Mariano-Hernández et al., 2021). This innovation can be considered in the product category. In the position category, the Green innovation strategies assignment incorporated by Marina Bay Sand is a public observatory garden for guests' relaxation by aligning with the Net Zero Carbon policy. In the process, the hotel has partnered with energy-efficient electronics appliance suppliers in Singapore and manages them using Helvar 920 routers. In the Paradigm category, the hotel organisation also overrides facility and fire safety protocols for the optimum protection of guests from natural disasters. The majority of the innovations are incremental as compared to that of JW Marriott.

3.0 Innovation strategies of the two hotels

3.1 Compare and contrast the green initiatives incorporated in the 2 hotels

Marina Bay Sands Singapore has been partnering with local suppliers of energy-efficient lighting solutions in Singapore to control carbon emissions. From the sustainability report of Marina Bay Sands Singapore, it can be highlighted that it has reduced its carbon emission by 50% while using solar power systems and a water stewardship strategy (Marina Bay Sands, 2023). Tracking air-conditioning, heating, and lighting helps save more than 7.4 million kWh of energy annually. In Marina Bay Sands, food waste has been managed using five anaerobic digesters. It also implemented food donation programs with local charities and has donated 6.5 tonnes of hot food to food agencies in Singapore.

JW Marriott has been using green technologies such as Blockchain Technology and Artificial Intelligence to track the ethical sourcing of hotel amenities. The enterprise resource planning system has enabled higher control over resource utilization to avoid resource wastage. JW Marriott implemented a Seafood shell project between 2018 and 2020 by donating 1.9 tons of dried oyster shells (JW Marriott, 2020). The food waste prevention training program has created awareness among guests to avoid food wastage. JW Marriott has incorporated its carbon footprint policies by aligning with the Paris Climate Agreement by replacing fossil fuels with solar panels and recycling technology.

3.2 Mapping the Green innovation strategies assignment of the two hotels based on innovative search space

Figure: Mapping of Innovative search space

Source: (Self-Created)

JW Marriott:

In zone 1, the innovation of JW Marriott includes 'M Beta' an in-house stakeholder-engagement program that focuses on identifying growth opportunities for the concerned stakeholders with innovation and creativity. The inclusion of an in-built application, "Marriott Bonvoy" for providing seamless check-ins for the guests to avoid queues can also be considered in Zone 1. In Zone 2, bounded exploration, the technological intervention of JW Marriott in enterprise resource planning systems for managing resource utilisation has reduced the chances of resource wastage (Abdou, Hassan and El Dief, 2020). In Zone 3, Reframe, the strategy of promoting inclusiveness and cultural diversity has contributed to attracting foreign guests. In Zone 4, the adoption of renewable energy for Zero carbon emission has strengthened the sustainability goals of JW Marriott.

Marina Bay Sands Singapore:

The hotel organisation uses energy-efficient lighting and heating solutions to cut down energy consumption. The innovation can be considered in Zone 1 as it is highly incremental in nature. In Zone 2 and 3, the innovation of Marina Bay Sands Singapore with the introduction of the Building management system has been effective in reducing carbon emissions (Szolomicki and Golasz-Szolomicka, 2019). Incorporating food charity programs can be considered in Zone 4 as it helps in reducing food wastage and also ensures community development by feeding the needy. JW Marriott has higher innovations in Zone 1 than Marina Bay Sands Singapore because of a clear vision and more intangible resources and capabilities (Szolomicki and Golasz-Szolomicka, 2019). The higher organisational culture of innovation also drives the entrepreneurial mindset of the employees working under JW Marriott.

3.3 Significance of the green practices and Policies on business growth of two hotels

The Green innovation strategies assignment practices in JW Marriott including in-built applications for better customer engagement and user experience have increased the brand value of the hotel and customer loyalty. The seafood shell project and foot wastage initiatives have helped the hotel organisation to save 56.7% of food wastage and reduced 189 tons of carbon dioxide.

Figure: Achievements of JW Marriott because of green practices

Source: (JW Marriott, 2020)

Green practices and policies in Marina Bay Sands Singapore have helped cut down energy consumption by nearly 50%. The food charity initiatives, water stewardship strategy, and solar power systems have helped in community development and created a global brand value with much-improved hospitality standards (Marina Bay Sands, 2023). As a result, the brand has been experiencing growth in business revenue.

3.4 Reasons behind hotel Green innovation strategies assignments hold significance for a better future

The Green innovation strategies assignments and policies incorporated in Marina Bay Sands Singapore and JW Marriott can help to align the organizational policies and sustainable goals with the Paris Climate Change Agreement to fight climate issues in Singapore (Legrand, Kuokkanen, and Day, 2023). The Green innovation strategies assignments incorporated in the hotels can help to cater to customers' shifting preferences towards eco-friendly and sustainable living for a better future with reduced environmental impact.

4.0 Scott Gould Market Engagement

4.1 Comparing strategies incorporated by JW Marriott and Marina Bay Sands Singapore to create higher employee engagement in Green innovation strategies assignment

Figure: Four-and-a-half frontiers of market engagement by Scott Gould

Source: (Self-Created)

Aspect	JW Marriott	Marina Bay Sands Singapore
Private Realm
Personal	- Sustainability training during onboarding - Personal incentives for green ideas	- Eco-friendly staff uniform options - Recognition programs for personal green initiatives
Interpersonal & Intrapersonal	- Team-based sustainability challenges - Regular sustainability communication forums	- Collaborative workshops on green practices - Cross-departmental sustainability committees
Public Realm
Community Engagement	- Local community clean-up initiatives - Partnerships with local environmental organizations	- Sponsorship of public sustainability events - Educational outreach programs in local schools
Employee Engagement	- Green teams within the hotel - Employee feedback systems for green ideas	- Internal green campaigns - Leadership training with a focus on sustainability
Professional
Customer Engagement	- Guest involvement in green programs (e.g., towel reuse program) - Surveys on guest interest in green practices	- Eco-friendly guest experiences - Customer feedback on sustainability efforts

4.2 Evaluating the best strategy incorporated by JW Marriott and Marina Bay Sands Singapore to create better customer participation in the initiative "Go Green"

Strategy	JW Marriott	Marina Bay Sands Singapore	Evaluation
Incentive Programs	- Discounts for guests who participate in green initiatives - Loyalty points for choosing eco-friendly options	- Complimentary services for guests who forgo daily room cleaning - Special recognition for repeat guests who engage in green practices	Incentive programs are highly effective as they provide a tangible benefit to the customer for participating in green initiatives.
Educational Campaigns	- Informational brochures in rooms - Educational videos on in-room entertainment systems	- Interactive displays in the lobby - Workshops and talks on sustainability	Educational campaigns raise awareness and can shift guest behavior by informing them of the impact of their choices.
Participatory Activities	- Organized eco-tours - Guest tree-planting events	- Environmental challenges and games - Involvement in local conservation projects	Participatory activities engage customers on a personal level, creating memorable experiences that align with green values.
Feedback Systems	- Surveys on sustainability practices - Guest panels and forums	- Digital feedback tools post-stay - Real-time feedback options for green suggestions	Feedback systems are crucial for continuous improvement and understanding customer preferences regarding green practices.
Green Amenities	- Eco-friendly toiletries - Reusable water bottles and filtration systems in rooms	- Solar-powered charging stations - Biodegradable room materials	Green amenities directly involve the guest in sustainability efforts and serve as a daily reminder of the initiative.

4.3 Comparing Environmental Commitment to Singapore Community & Society

JW Marriott has aligned its sustainable goals as per norms and standards highlighted in the Paris Climate Change Agreement. The Singapore government has made policy changes to support organisations with funding, grants, and low-interest loans for switching from fossil fuels to renewable energy sources (Taghizadeh-Hesary and Yoshino, 2020).

On the other hand, Marina Bay Sands Singapore has also utilized solar panels, a water stewardship policy to preserve water quality. Further, E3R (Eliminate, Reuse, Replace, and Recycle) strategy incorporated by the hotel organisation has been able to cut down carbon footprint by 50%.

4.4 Comparing the stakeholder engagement by JW Marriott and Marina Bay Sands Singapore.

Stakeholder	JW Marriott		Marina Bay Sands Singapore
	Impact on Go Green Initiative	Roles and responsibilities towards the Go Green initiative	Impact on Go Green Initiative	Roles and responsibilities towards the Go Green initiative
Business Owners and Board of Directors	High	The roles and responsibilities of the board of directors and business owners are to plan organisational goals and align energy-efficient resources with the Go Green initiative in JW Marriott (Adoukonou, 2019).	High	The business owners of Marina Bay Sands needed to plan specific milestones and arrange resources aligning with the Go Green initiative.
Employees and Managers	Moderate	The managers needed to monitor the employee's performance and align their vision to the strategic direction of reducing carbon footprint as provided by the directors of the company.	High	The employee and staff needed to work accordingly as per the strategic direction provided by the senior management to perform work allocated for achieving milestones.
Customers	Moderate	The customers play a role in motivating the stakeholders of JW Marriott to promote sustainable living and supporting ethical sourcing	Moderate	Customers have been playing a crucial role in providing valuable feedback on and their satisfaction with hospitality standards in the hotel.
Singapore Governing agencies	Moderate	The governing bodies in Singapore have a huge role in improving the supply chain management in Singapore which will help in ethical sourcing practices (Huseien and Shah, 2022).	High	The governing body in Singapore has been helping in developing a strategic direction to achieve Net Zero Carbon Emission using Go Green initiatives.

Analysis:

Both hotels, JW Marriott and Marina Bay Sands Singapore have been following US headquarters guidelines for Green initiatives to curb carbon emissions and reduce environmental footprint. Both hotel organisations have incorporated solar panels, recycling energy, and water stewardship policies to reduce energy consumption and mitigate resource wastage (Kapoor, Singh and Manchanda, 2023). JW Marriott has been focusing on achieving Net Zero Carbon emissions in hotel operations by developing a climate-focused workforce.

5.0 Conclusion

5.1 Comparison of JW Marriott and Marina Bay Sands Singapore for successful Green innovation strategies assignment outlining the differences and similarities

5.1.1 Level of customer engagement

On the parameter of customer engagement in the Go Green initiative, the similarities between JW Marriott and Marina Bay Sands Singapore are customer participation in community development programs and food waste reduction (Kulakhmetova et al., 2022). However, the initiative of reforestation as a part of JW Marriott's Go Green initiatives has been well-supported by customers and local communities. The key differences include, Marina Bay Sands Singapore needed to create more social media awareness to create mass customer participation in its water stewardship strategy, and waste management strategy.

5.1.2 Initiatives on Green innovation strategies assignments

Based on the above analysis, similarities between both hotels are that they have incorporated a food waste reduction strategy and incorporated renewable energy sources in their business operations. However, key differences between them include the high organisational agility and the skill set of the workforce, JW Marriott has been highly driven by innovation with the usage of green technologies such as Blockchain Technology and Machine Learning.

5.1.3 Cost saving

On the parameter of cost saving, the similarities between the two hotels include both of them have incorporated automated technology to reduce operational expenses. However, key differences include the franchise business model of JW Marriott has allowed it to implement a Cost Leadership strategy to increase its profitability and existing market share, unlike Marina Bay Sands Singapore (Rice et al., 2023).

5.1.4 Justifying which hotel is more successful based on the above factors

While analyzing the similarities and differences between the hotels based on factors that include customer engagement, Green innovation strategies assignment, and cost savings, due to higher organisational agility, business strategy, and more intangible resources and capabilities, JW Marriott Hotel is more successful than Marina Bay Sands Singapore.

5.2 Illustrating the significance of Go Green Hotel for being the benchmark for other Singapore hotels

Go Green hotels such as JW Marriott and Marina Bay Sands Singapore have higher significance in the hotel industry as these organisations have been framing policies based on UN sustainable development goals for reducing carbon footprint and to cope with customer shifting preferences towards eco-friendly products and sustainable living (Vrabi??Brodnjak and Jestratijevi?, 2023). Go Green hotels have fewer risks of facing legal consequences for governing bodies in Singapore for the violation of environmental regulations and net-zero carbon emission guidelines as directed by US headquarters. Such an organisation needed to be a benchmark for other hotels in Singapore to create high net revenue and continuous business growth while building customer loyalty.

Conclusion

In conclusion, when we assess the success of JW Marriott and Marina Bay Sands Singapore as Go Green hotels, it becomes evident that JW Marriott stands out as the more successful choice. This success can be attributed to its holistic approach to market engagement. JW Marriott actively involves its customers in initiatives like reforestation, fosters strong bonds with its employees, actively participates in community-driven environmental projects, and aligns itself with global sustainability goals. JW Marriott's clear vision, its culture of innovation, and its effective engagement across these four-and-a-half frontiers of market engagement have positioned it as the benchmark for other Singaporean hotels that aim to achieve sustainability, customer loyalty, and business growth in the green era.

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