Marriott’s core principle of integrating its diverse workforce and at the same time keeping its diversity intact as its biggest strength was implemented by utilizing its internal core principle of keeping the employees happy, involved, engaged and always belonged. Marriot understood and accepted that for a globally emerging brand like itself, and with a globally diverse customer coming from varied culture, there requires a strong diversification process (Madera and Kapoor, 2011). Marriott, having understood the emerging issue in advance, took note of its challenges in Asia and integrated it with its core strategy of building a diverse workforce and maintaining their well-being and personal importance. It realized that every employee, however, different culturally, have similar needs and worries. For example, Marriott qualified all its employees for full term insurance when they were not eligible in many occasions due to the global financial crisis (DuBois, 2013). Marriott diversified its outreach to include local residents in distant properties, giving them employment and teaching them the core values of the hotel. It also amplified its strategy of diversifying its workforce in each hotel, which helped it to gain more power over other brands, because employees speaking different languages and managing to keep up with culturally diverse guests were an important requirement.