virna2017october2december

16 / 25

open and reinforce the consumer’s relaxed feel-
ing and not being boxed in,” Kinney says. Out are
closeddoors anddeskswith fronts. In are expanses
of glass, and curved and angled spaces that lever-
age the physiological and psychological senses of
the guests.
The sales gallery at Marriott Vacation Club
PulseSM, San Diego reflects this sensibility. Set in
the historicGaslampQuarter, the area is awalkable
district of charming Victorian architecture, cafes,
restaurantsthatboastworld-renownedchefs,quaint
shops, and nationally recognized nightlife venues.
Thedesignersummonedupthearea’scharacter
by employing wood and steel finishes reminiscent
of the rusticWest, integrating them into a sleek, con-
temporary design that complements the resort’s
decor. Occupying the same floor as the sales center
are several public areas, including an entrance to
the San Diego Symphony, a large lobby, and a bar
that seats 50.
Bringing in Light and Openness
A serious design constraint: There were no exterior
windows in the space. The designer steered around
that by incorporating as much glass as possible,
andby having thegallery consist of largeTVscreens
showcasing the vast vacation usage opportunities
that are possible for potential purchasers.
Fourteen sales executive offices wrap around a
gallery, eachwith a glass storefront window tomax-
imize the sense of light and fluidity. “The goal is to
have a more interactive, engaging, and fun expe-
rience, which leads to more sales,” says Kinney.
Some windows are glazed to provide privacy and
soften the effect, but light is everywhere.
The facility exudes welcome. The design lever-
ages the feel of the Gaslamp Quarter, so it has a bit
of adventure to it. There is never a sense of being
closed in.
Involving all of the senses is critical, Kinney says, noting that attention
must be paid to everything from the lighting and sound levels to the cozi-
ness of the furniture to theway guests arewelcomed. “Wedoeverything
we can tomake the galleries as inviting as possible, and that includes how
people are greeted and their first impressions.”
Technology and a Personal Approach
Before prospective owners ever cross the threshold of a sales gallery,
Marriott Vacations Worldwide has collected a wealth of data on them.
A central marketing and distribution department supplies a pipeline of
tours —most of which have an existing relationship with the company—
to properties throughout the network.
“We try to find out as much as we can about those we invite, so we
can tailor our product for them before we ask them to become owners,”
Kinneysays.“Wemayknowtheirspendinghabits,whetherthey’vebought
golf clubs or ski equipment, or where and how they’ve traveled. It makes
matching them to a vacation experience that resonates directly with them
and customizing our approach to themmuch easier.”
With the data available, Marriott Vacations Worldwide can modify
sales presentations to the prospective owner’s desires and expectations.
28
“We’ve hit and exceeded everymarkwe set for ourselves, and earned
a track record that’s pretty significant,” says Ed Kinney, global vice presi-
dent of corporate affairs and communications for Marriott Vacations
Worldwide.“Ourstockpricehasreachednewheights,andthat’sindicative
of the confidence of the investor community.”
But with high stock prices comes scrutiny. “When we talk to Wall
Street, they always ask us howwe’re going to continue to grow,” he adds.
In recent years, Marriott Vacations Worldwide has grown its presence
in the Asia/Pacific region, with the addition of the Marriott Vacation Club,
Surfers Paradise, on Australia’s Gold Coast, and recently announced
Marriott Vacation Club, Bali Nusa Dua in Bali, opening later in the year.
The company’s flexibility to pivot is evident in the creation of a brand
extension portfolio of Marriott Vacation Club PulseSM properties in urban
destinations that currently include: Boston, South Beach in Miami, New
York City, San Diego, and Washington, D.C. Located in city-centric desti-
nations, these locations include historic buildings and/or trendy districts
that invite the traveler to experience as a native, and become immersed in
the local culture and vibe.
An Evolving Sales Gallery
In tandem, there’s been an emphasis on adding sales distribution points
that generate incremental sales. “It’s extremely important for investors to
understand howwe plan to grow and why people buy what they buy from
us,” Kinney says.
Since Marriott International entered the timeshare business with the
1984 acquisition of American Resorts and its 184 villas on Hilton Head
Island, South Carolina, sales galleries have gone through many itera-
tions in design. Kinney recounts that the sales environment was more
formal. “In the consumer marketplace, howproducts are presented has
changed quite a bit, and you have to keep pace with what customers
are responding to,” he says.
One of those changes has been a trend toward a relaxed, relationship-
driven experience in airy spaces. “Our sales galleries are designed to be
RESORT PROFILEMARRIOTT VACATIONS
WORLDWIDE
29
Rethinking
THE SALES ENVIRONMENT
In the six years since Marriott Vacations Worldwide
spun off from Marriott International, Inc., the shared
ownership entity has emerged on solid footing and has
earned the resounding endorsement of Wall Street.
Along the way, its leaders redefined what it means to
sell timeshare.
BY CATHERINE LACKNER
MARRIOTT VACATION CLUB, SURFERS
PARADISE, QUEENSLAND, AUSTRALIA
MARRIOTT VACATION CLUB, SURFERS PARADISE
SALES GALLERY AT MARRIOTT VACATION CLUB PULSESM, SAN DIEGO
SALES GALLERY AT MARRIOTT VACATION CLUB PULSESM, SAN DIEGO
OCTOBER – DECEMBER 2017 VACATION INDUSTRY REVIEW