国际酒店集团Starwood案例研究.pdfVIP

The Center for Hospitality Research AT CORNELL UNIVERSITY December 8, 2003 Starwood Hotels Resorts – A Case Study 1. INTRODUCTION At first glance, Starwood may not look very different from it’s main competitors - Marriott, Hilton, InterContinental, and Hyatt – with hundreds of resorts under various flags focused in the upscale markets all over the world. Upon closer inspection, however, one begins to see some major differences. Though her major brands – Westin and Sheraton – are well-recognized in the industry, Starwood is a new kid on the block, an outsider with a strong wall-street perspective. Unlike her competitors who were born and grown within the confines of the hospitality industry, Starwood is open-minded and is known for several innovations in marketing, management, branding, and customer service. Starwood is not merely the story of a company, but also that of her founder, CEO and Chairman, Barry Sternlicht, who is largely credited for Starwood’s initial success. His passion and vision lend structure and inspiration to the hundreds of thousands of employees who make Starwood a reality. His impending resignation will serve as a difficult test for the company to see if it can survive the divorce of Starwood and the CEO who created her. Written by Matthew Cox, Erik Jacobs, Jeff Mayer, Longjiang Wei and Mila Nouralla under the direction of Jeffrey S. Harrison at the Cornell School of Hotel Administration; copyright Jeffrey S. Harrison This case study is written for the purposes of classroom discussion. It is not to be duplicated or cited in any form without the author’s express permission. For permission to reproduce or cite this case, contact Jeffrey S. Harrison at harrison@. The case may be used in class free of charge.