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Image courtesy of Landor Associates. (Partial list.)

As a brand architect, I've always loved Marriott International. Here's a company that's really explored all the brand architecture options. See how, on this frequently-used chart of mine, the company has managed the relationship between the Marriott brand and its hotel properties up and down the price/quality spectrum. Its lower-priced hotels get a Marriott seal of quality endorsement but are kept at some distance. The JW Marriott uses the founder's name to signal a more upscale product and the Ritz Carlton stands alone.

With its extensive brand portfolio and the careful use of its flagship brand, Marriott has managed to compete successfully across a wide range of properties, providing consistent, appropriate, and predictable quality to different customer segments. But what to do with those pesky, growing number of people who prefer independent, boutique hotels and who yearn for something that they would describe as less cookie-cutter—what to do about them?

Well, here's what Marriott has decided. It's launching a new brand called the Autograph Collection which will bring together high-end, unique properties in an upscale franchise. From a business perspective, this looks good. The high-end properties benefit from the marketing and operating efficiencies of tapping into Marriott's powerful infrastructure. Marriott benefits by partnering with these hotels to attract this tough-to-reach, independent-minded segment.

From a branding perspective, it's tricky. How can one of the strongest hotel brands successfully appeal to a segment of people who are trying to escape strong hotel brands? How can its new brand stay low enough key that it doesn't get in the way of the individuality of its independent hotel partners but still drive business?

In this Washington Post article, Don Semmler, Marriott's executive vice president of brand management, says that the purpose of the Autograph Collection is to bring a level of consistency to the new hotels, which the company hopes will build trust in the new brand among potential customers. He told the Post: "The universe of independent hotels has a lot of variation, some good, some bad. Our research tells us they want a trusted expert to help them navigate, so there is no disappointment."

That speaks to another problem. Will a company that has been so successful at delivering consistent hospitality experiences be able to stop itself from driving out all the quirks, inconsistencies, and peculiarities that give these independent hotels the character that makes them attractive in the first place?

From Brand Mix