STARWOOD HOTELS & RESORTS WORLDWIDE
TABLE OF CONTENT1.0 INTRODUCTION21.1 Company Background21.2
Mission21.3 VISION2
2.0 STRATEGIES3
3.0 EXTERNAL FACTOR3.1 PORTER 5 FORCES43.2 COMPETITIVE PROFILE
MATRIX (CPM)53.3 EXTERNAL SUCCESS FACTOR63.4 EXTERNAL FACTOR
EVALUATION (EFE) MATRIX7
4.0 INTERNAL ANALYSISI124.1 FINANCIAL RATIO ANALYSIS124.2
INTERNAL SUCCES FACTORS184.3 INTERNAL FACTOR EVALUATION MATRIX
(IFE)19
5.0 MAJOR ISSUE 226.0 STRATEGIC POSITION AND ACTION EVALUATION
(SPACE) MATRIX 237.0 THE SWOT MATRIX278.0 RECOMMENDATION309.0
CONCLUSION32
1.0 INTRODUCTION
1.1 Company BackgroundStarwood Hotels is one of the leading
hotel and leisure companies in the world with more than 1,000
hotels reaching across nearly 100 countries through nine
world-class brands, backed by the dedication of 145,000 employees.
Starwood is a fully integrated owner, operator and franchisor of
hotels, resorts and residences with the following internationally
celebrated brands: St. Regis, The Luxury Collection, W Hotels,
Westin, Le Meridien, Sheraton, Four Points by Sheraton, and the
recently launched Aloft and Element. Starwood Hotels also owns
Starwood Vacation Ownership, Inc., one of the premier developers
and operators of high quality interval ownership resorts. As one of
the largest operators of upper upscale and luxury hotels, our
global portfolio is unmatched. Starwood remains on track to
increase its worldwide footprint by 20% over the next five years
through smart, carefully targeted growth that will expand our
presence in the upper upscale and luxury hotel categories, as well
as in the vital limited service segment. Our international
portfolio of more than 1,000 hotels is one of the strongest and
most coveted in the industry, with 60% of our properties less than
three years old or newly renovated.1.2 Mission A Global Branded
Life Style Hospitality company that delivers branded consumer
product and services in ways that are different, better and
special.1.3 Vision We succeed only when we meet and exceed the
expectation of our customers, owners, and shareholder. We have are
passion for excellent and will deliver the highest standards of
integrity and fairness. We celebrate the diversity of people, ideas
and cultures. We honor the dignity and value of individual king as
are team. We improve the communities in which we work. We encourage
innovation, accept accountability, and embrace change. We seek
knowledge and growth through learning. We share are sense of
urgency, nimbleness, and endeavor to have fun too.2.0
STRATEGIES
Frits van Paasschen, President and Chief Executive Officer said,
Starwood is the global leader in operating lifestyle hospitality
brands, and we have been hard at work accelerating our growth
prospects. Starwoods senior leadership team has enjoyed great
stability over the past three years and has never been better
aligned to execute on our growth strategy. With over half of our
hotels located outside of the United States, we are well positioned
to take advantage of the robust RevPAR growth occurring in emerging
markets and the strong unit growth that should fuel our fee
business for years to come. With most of our owned hotels in the
developed world, we expect to drive strong rate growth in this
highly favorable, low supply environment. We have been
outperforming our competitors in 2010 and our hotel operating
initiatives should help us continue to deliver market-leading
returns for our stakeholders as these global initiatives fuel the
top-line and push margins back towards prior peaks. We also remain
committed to transitioning to a business that is 80% fee driven as
we continue to monetize our high value, owned hotel portfolio and
complete our transformation from owning hotels to building great
relationships with guests and customers. The Companys three year
financial scenario assumes a normal cyclical recovery with annual
worldwide RevPAR increases of 7-9% through 2013, and would result
in: Annual EBITDA growth of 14-18% Annual EPS growth of 35-42%
Excess Cash Flow of $1.7 billion to $2.2 billion (not inclusive of
cash proceeds from any assetSales) over this time period
3.0 EXTERNAL FACTOR
Following are the Major indentified external opportunities and
threats Starwood Hotels and Resorts Worldwide. Identifying these
factors help the company to evaluate the its current position in
the competitive market and convince the management to analyze the
current market in order to set the strategies and goals in which
business faces, the external factors evaluation.
3.1 PORTER 5 FORCESThe following Porter 5 Forces Modelin
Continental Airlines is as
following:-NoPorter5ForcesComponentsHigh/LowDiscussionProfit
1ThreatofNewEntrants:The Entry Barriers in the airline
industry.HighHighCapitalforentering the international hotel service
market.4
2BargainingpowerofsuppliersMediumManysupplierssupportthelarge
number of established Hotel industry, mediumSwitchingcostsin
changingsupplier3
3BargainingPowerofCustomersHighFreedom,Technologyand customer
loyalty.5
4ThreatofSubstituteProductsHighMany choices of hotel
willbesubstitutewith small or budget hotel, motel, chalet and room
provided.4
5Competitive Rivalry within an IndustryHighHigh competition in
hotel industry by many big capital company.4
* Notes: Profit Figure5- Strongest & 1-Lowest3.2 COMPETITIVE
PROFILE MATRIX (CPM)
Critical Success FactorWeightStarwood HotelsHilton Hotels
CorporationHyatt CorporationMarriott International
Rating Score Rating Score Rating Score Rating Score
Market Share0.1630.4840.6410.1620.32
Global Expansion0.1840.7230.5410.1820.36
Customer Loyalty0.1330.3940.5210.1320.26
Product Quality0.1640.6430.4810.3220.32
Advertising 0.1730.5140.6820.3410.17
Price Competition0.2020.4010.2040.8030.60
Total 1.003.143.061.932.03
The competitive profile matrix for Starwood Hotel categorizes
the company competitors by Hilton Hotels Corporation, Hyatt
Corporation, and Marriott International. Companies are then
evaluated on the basis of significant success factors of the
Starwood industry and the success factors are weighed from (0.0,
not importance to 1.0, very important) and the rating pass on the
strengths and weaknesses by four being the major strengths, to one
for major weaknesses.
3.3 EXTERNAL SUCCESS FACTOROPPORTUNITIES
i. Hotel industry were projected to increase to $29.7 billion in
2007. ii. Asia Pacific market had grown by 4.8% and European
segmentation continue dominant play in this industry. iii. Diverse
target market. iv. Signed agreement to build nearly 20 large hotel
in Asia.
THREATS
i. Potential downturns in travel by terrorist attack (11
sept).ii. Competitive pressure by changing the new technology. iii.
Room Price competition. iv. Decreasing the revenue in United States
and Italy in 2006.
3.4 EXTERNAL FACTOR EVALUATION (EFE) MATRIX
External Factor Evaluation (EFE) MatrixBill.Key External
FactorsWeightRatingWeighted Score
O1Hotel industry were projected to increase to $29.7 billion in
2007.0.1730.51
O2Asia Pacific market had grown by 4.8% and European
segmentation continue dominant play in this industry.0.1540.60
O3Diverse target market, 0.1530.45
O4Signed agreement to build nearly 20 large hotel in
Asia.0.1030.30
Total0.571.86
T5Potential downturns in travel0.1220.24
T6Competitive pressure by changing the new
technology0.1020.20
T7Room Price competition0.1040.40
T8Decreasing the revenue in United States and Italy in
2006.0.1130.33
Total0.431.17
1.03.03
After evaluating and analyzing the weights of strengths and
weaknesses of the company, the total weighted score is 3.03 which
slightly above the average score 2.50 and it clearly indicates that
Starwood Hotels has success to control external opportunity and
threats.The high weight in hotel industry about the grow of travel
activity. Hotel industry were projected to increase to $29.7
billion in 2007 and Increasing demand in Asia especially in China,
India and Middle East. That area grow for new developing country
and become new world economic power. This situation make 0.17
weight tat show the importance thing in hotel industry. In same
time Starwood manage more than 100 countries including Europe,
Africa, and Middle East. Focusing in Asia Pacific are the
importance strategic for Starwood and in same time they must
control and stabilize the current market in USA and Italy. Diverse
target market also have high weight with 0.15 at the second highs
score in hotel industry. Starwood must understanding the different
target market in diversification market segmentation. Improving
economic conditions, developing infrastructures, the development of
the urban middle class and growing foreign tourism are driving
strong growth in emerging markets and divescification. Starwood
Focus on new development and franchising go to the Asia Pacific
market and try to stabilize the European market.Facing maturity and
intense competition in key markets, most notably the US, is forcing
travel accommodation operators to diversify their consumer base
beyond the business travelers and attract a wider range of
travelers. Potential downturns in travel by 11 sept crisis make
losses for hotel and travel industry. People worry going travel and
take vacation. It was give the bad situation to Starwood revenue
from 2002 until 2005. Room price are the male key play role in
purchasing decision. Many hotel try to reduce the cost to provide
the low price of room but still provide the good quality of
service.Starting end of 2006 many competitor of Starwood Hotels
upgrading or to renovation and improving their capability to
compete or gain the competitive advantage. Change new technology
for new equipment facilities to become future impression. Rising
fuel prices, environmental concerns, political instability,
terrorist threats and economic downturns all have the potential to
dampen the performance of tourism flows and, consequently, the
performance of travel accommodation as a whole.
4.0 INTERNAL ANALYSISI
4.1 FINANCIAL RATIO ANALYSIS
Financial Ratio Analysis makes possible the company to spot
trend in the competitive business and to evaluate its performance
and situation with the standard performance of similar activities
in the same industry. Following table analyze the major five ratios
including the liquidity ratios, activity ratios, leverage ratios,
profitability ratios and growth ratios.
Liquidity Ratio20052006
2 283 0002 879 000
= 0.791 810 0002 461 000
= 0.73
a) Current Ratio= Current Asset Current Liability
SummaryCurrent ratio measures the extent to which a firm can
meet its short term obligation. A relatively high current ratio is
an indication that the firm is liquid and has the ability to pay
its current obligation in time and when they become due. On the
other hand, a relatively low current ratio represent improvement in
the liquidity position of the firm while a decrease in the current
ratio represent that there has been deterioration in the liquidity
position of the firm.
b) Quick Ratio20052006
2 283 000- 280 0002 879 000
=0.70
1 810 000-566 0002 461 000
= 0.50
= Current Asset InventoryCurrent Liability
Summary:The quick ratio is very useful in measuring the
liquidity position of a firm. It measures the firm capacity off
current obligation immediately and its more rigorous tests of
liquidity than the current ratio. Liquid ratio is more rigorous
test of liquidity than the current ratio because its eliminated
inventories and prepaid expenses part of current asset.
Leverage Ratio
a) Debt to Total Asset Ratio20052006
7 243 00012 454 000
= 0.58
6 272 0009 280 000
= 0.67
= Total Debt Total Asset
Summary:This ratio measures the percentage of total fund that
are provided by creditor. A high debt ratio is viewed as a risky by
investor, especially leaders.Debt to Equity Ratio20052006
7 243 0005 211 000
= 1.39
6 272 0003 008 000
= 2.08
= Total Debt Total Stockholder Equity
Summary:This ratio measures the percentage of total fund that
are provided by creditor versus by owner. This ratio also measures
how much money a company should safely be able to borrow over long
period of times. The normal levels of debt to equity have change
overtime, and depend on both economic factor and society general
feeling toward credit.
b) Long Term Debt to Equity Ratio20052006
2 926 0005 211 000
= 0.56
1 827 0003 008 000
= 0.60
= Long Term Debt Total Stockholder Equity
Summary:This ratio is measures of the mix of debt and equity
within the firm total capital. It is an important measure of risk,
because a high level of debt can burden the income statement with
excessive interest. These make the firm profitability fragile in
recessionary times.
20052006
(822 000)258 000
= -3.18
(839 000)244 000
= -3.44
c) Times Interest Earned Ratio= Profit before Interest & Tax
Total Interest Charges
Summary:The more times earning cover existing interest, the
safer it is to lend the firm make more money.
Activity Ratio
a) Inventory Turnover20052006
5 977 000280 000
= 21.35
5 979 000566 000
= 10.56
= Sales Inventory of Finished Good
b) Fixed Asset Turnover20052006
5 977 000(1 2454 000 - 2 283 000)
= 0.59
5 979 000(9 280 000-1 810 000)
= 0.80
= Sales Fixed Asset
Summary:This ratio measures the efficiently and profit earning
capacity of the concern. The higher the ratio, greater is the
intensive utilization of fixed asset. Lower ratio means
under-utilization of fixed cost.
c) Total Asset Turnover20052006
597700012454000
= 0.48
59790009280000
= 0.64
= Sales Total Asset
Summary:In general, company that generates more sales with a
given level of asset does better that a firm that generates fewer
sales with the same assets.Profitability Ratio a) Gross Profit
Margin20052006
(5977000-0)5977000= 1
(5979000-0)5979000= 1
= Sales COGS Sales
Summary:The gross profit is a measurement of a company
manufacturing and distribution efficiently during the production
progress. The gross profit tells an investor the percentage of
revenue/sales left after subtracting the COGS. A company that boast
a higher gross profit margin than it competitor and industry is
more efficient.
b) Operating Profit Margin20052006
900 0005 977 000
= 0.15
926 0005 979 000
= 0.15
= Earnings before Interest & Tax Sales
Summary:The operating margin is another measurement of
management efficiently. It compares the quality of a company
activity to its competitor. A business that has a higher operating
margin than other in the industry is generally doing better as long
as the gain didnt come by piling on debt or taking highly risky
speculation with shareholder money.
c) Net Profit Margin20052006
422 0005 977 000
= 0.07
1 043 0005 979 000
= 0.17
= Net Income Sales
Summary:It measures after tax profit per dollar of sales.
d) Return on Total Asset (ROA)20052006
423 0005 211 000
= 0.08
1 115 0003 008 000
= 0.37
= Net Income Total Asset
Summary:A business uses asset and the skill of its people to
earn profit. ROA measures the overall ability of the firm to
utilize the asset in which it has invested to earn profit. The
higher the ROA is the better.
e) Return on Stockholder Equity ROA20052006
423 0005 211 000
= 0.08
1 115 0003 008 000
= 0.37
= Net Income Total Stockholder Equity
Summary:Return on Equity is said to be in good times when it
value is higher than Return on Asset and in a bad times when lower
than ROA.
Profitability Ratio
a) Earning Per Shares (EPS)20052006
4220004000
= 105.5
10430002000
= 521.5
= Net Income No of shares of common stock outstanding
Summary:It measures the earning available to the owner of common
stock. Even through the earning is not available to the owner of
common stock, but the amount loss is increased compared the last
year.
Growth Ratio20052006
(5977000-5368000)5368000
= 0.11
(5979000-5977000)5977000
= 0.003
a) Sales = Annual percentage growth in total sale Total sale
decrease compare last year
20052006
(422000-395000)395000= 0.07(1043000-422000)3 008 000= 1.47
b) Net Income= Annual Percentage growth in profit Total growth
increase compares last year
4.2 INTERNAL SUCCES FACTORS
The strengths and weaknesses are the major key points of
companys internal position analysis and they are identified and
utilized in order to make the internal investigation, which is the
internal evaluation matrix. The source of internal success factor
follow by Porter Value Change Analysis.
Strengths
i. Centralization of reservations and marketing for Starwood
Hotelii. Customer loyalty through Starwood Preferred Guest frequent
reward program.iii. Plan to reduce investment in owned real estate
for focusing their management and franchise business.iv. Strong
Brand positioning
Weaknesses
i. Many speculation was attack the top management and make a lot
of top management change.ii. Weak Financial Performance No Change
Revenue ( Finance)iii. Most hotel not operating at full
capacity.
4.3 INTERNAL FACTOR EVALUATION MATRIX (IFE)
No.Key Internal FactorsWeightsRatingWeighted Score
S1.Centralization of reservations and marketing for Starwood
Hotel0.1240.48
S2.Customer loyalty through Starwood Preferred Guest frequent
reward program.0.1540.60
S3.Plan to reduce investment in owned real estate for focusing
their management and franchise business.0.1940.76
S4Strong Brand positioning0.1830.54
W5Many speculation was attack the top management and make a lot
of top management change.0.1730.51
W6Weak Financial Performance No Change Revenue0.1010.10
W7Most hotel not operating at full capacity.0.0920.18
1.003.17
After evaluating and analyzing the weights of strengths and
weaknesses of the company, the total weighted score is 3.17 which
slightly above the average score 2.50 and it clearly indicates that
Starwood Hotels has success to built internal strength and
weaknesses.
Starwood plan to reduce investment in owned real estate for
focusing their management and franchise business was the high
weight in the Starwood industry it is 0.19. Starwood sell the some
of their investment and get cash for focusing on management and
franchise activity. That will give move capability to Starwood
focus on small their business to grow into the international
market. This strategic are very importance to Starwood grow in the
market.
Centralization for reservation and marketing the Starwood hotel
by selling Starwood brand with all business from own hotel the
franchising hotel. Centralization help Starwood easy to manage and
give advantage to customer choose vacation around the Starwood
service and product base. Loyalty help firm establish in long term,
by using Starwood reward program will make return guest to the
Starwood product and service. This well help Starwood maintain
their customer loyalty. Starwood Hotels & Resorts Worldwide
Inc's strategy focuses on the development of lifestyle brands at a
leisure price point supported by innovative marketing that makes an
emotional connection with customers.Speculation was make good CEO
Stevent Heyer resigned and Mr Barry Sternlicht left his board
position from Starwood. High turnover of top management make change
the environment of management style of Starwood. Weak Financial
Performance by no high increasing starting 2005 until 2006 and
small increase from 2004 until 2005. Some investment not makes
profit to Starwood and they must terminate that business. Activity
in hotel industry are not maximization to fulfill the capability
and capacity that they have. It make lost of the investment for the
unutilized facilities, equipment and activity that use a lot of
money to develop. That make not full return in investment pay back
to the company
5.0 MAJOR ISSUE
1. CORPORATE LEVELi. Many speculation was attack the top
management and make a lot of top management change.ii. Development
plan to grow in big capacity in Asia by Signed agreement to build
nearly 20 large hotel in Asia with selling some asset to
backup.
2. BUSINESS LEVELi. Weak Financial Performance No bigger Change
in Revenue 2005 and 2006.ii. Late follow the technology changeiii.
High competition in Luxury service.iv. Failed to increase the local
or current market like in US and Italy 3. FUNCTIONALLEVELi. Hotel
not operating at full capacity.ii. Diverse target market.
STARWOOD HOTELS & RESORTS WORLDWIDE31
31
Internal AnalysisExternal Analysis
Financial Position (FP)Industry position ( IP )
ROI+5Growth potential+5
Leverage +4Profit potential +4
Net income+5Financial stability+6
Liquidity+2Extend leverage+5
Total +16Total+20
Average 4Average 5.0
Competitive position ( CP )Stability position ( SP )
Market share - 1Competitive pressure-3
Product quality-2Risk involve in business-2
Customer loyalty-2Technological change-4
Technology know how-5Price range competing-1
Total -10Total-10
Average -2.5Average -2.5
6.0 STRATEGIC POSITION AND ACTION EVALUATION (SPACE) MATRIX
SPACE MATRIX
The strategic position and action evaluation (space) matrix is
one of the significant techniques to recognize the kind of the
strategic company has to choose. The matrix consists of different
areas with are specific strategic in each. The axis of the SPACE
represent two internal dimension (financial position and
competitive position) and two external dimension (stability
position and industry position) which are important in order to
identify companys overall strategic position.
(2.5, 1.5)
X-axis= CP +IP Y-axis=SP+FPX=-2.5+(+5)= +2.5Y=-2.5+(+4)= 1.5
Result from the SPACE Matrix show us, Starwood Hotel Inc in the
position of AGGRESSIVE. This tell us about the situation and
strategic that Starwood and use for growing their business. Some of
the strategic are mention inside the graph, Starwood can use
backward, forward, horizontal and integration strategy. Starwood
also can use market develop and penetration, product development
and diversification strategy.
In other word, we can said that Starwood are in the good
condition situation. This position give Starwood advantage and
capability to do diversification, product and market development to
focus and do forward integration their business. Starwood easy to
make the decision but this situation still under high competition
by little company but it the high level also. The stronger brand
name give them opportunity to grow faster.
7.0 THE SWOT MATRIX
StrengthWeakness
1. Centralization reservations and marketing2. Customer loyalty
Guest frequent reward program.3. Plan to reduce investment in owned
real estate for focusing their management and franchise business.4.
Strong Brand positioning1. Many speculation was attack the top
management and make a lot of top management change.2. Weak
Financial Performance No Change Revenue3. Most hotel not operating
at full capacity.
OpportunitiesSO StrategyWO Strategy
1. Hotel industry were projected to increase to $29.7 billion in
2007.2. Asia Pacific market had grown by 4.8% and European
segmentation continue dominant play in this industry.3. Diverse
target market.4. Signed agreement to build nearly 20 large hotel in
Asia.
Develop and invest more properties at high geographical demand
need to show the stronger of Starwood Brand.. Increase marketing
function like promotion, improvement E-reservation and improvement
of Guest Reward program.(S1, S2, S3,S4,O1, O2,O3,O4) Re structured
organizational chart by decentralization the power follow by the
regional location operation. Reduce the investment by selling
nonprofit and focus and full utilize on the franchising and growing
area. (W1,W2, W3,O1,O2, O3,O4)
ThreatsST StrategyWT Strategy
1. Potential downturns in travel2. Competitive pressure by
changing the new technology3. Room Price competition4. Decreasing
the revenue in United States and Italy in 2006. Reduce the cost and
price room when downturns crisis to cover breakeven cost. Follow
the competitor upgrade the new equipment and technology. Increase
sale and profit on high season vacation by promotion and additional
variant package.( S1,S2,S3,S4,T1,T2,T3) Small the structure to
reduce operation costs. Increase the quality of product and
services but at the cheaper price. Increase sale on domestic market
by making promotion to catch break event. (W1,W2,W3,T1,T2,T3)
8.0 RECOMMENDATION
SWOT analysis provide as the decision making that we can take
from several success factor key from external environment and
external environment. From this analysis we can conclude some
decision that can help Continental Airline to make decision making
for growing their business. Result from the SPACE Matrix show as
that Continental Airline sit under the area of COMPETITIVE
situation. According SPACE Matrix, suitable strategic that can use
by Starwood are backward, forward, horizontal integration strategy,
market develop and penetration, product development and
diversification strategy. Im use some of that kind strategic to
answer the problem of Starwood Hotel & Resort Worldwide Inc. So
all of decision making that can use by Continental Airline are show
below :-
i. SO :- a. Develop and invest more properties at high
geographical demand need to show the stronger of Starwood Brand.b.
Increase marketing function like promotion, improvement
E-reservation and improvement of Guest Reward program.
ii. WOa. Re structured organizational chart by decentralization
the power follow by the regional location operation.b. Reduce the
asset by selling nonprofit and focus and full utilize on the
franchising and growing area.
iii. STa. Reduce the cost and price room when downturns crisis
to cover breakeven cost.b. Follow the competitor upgrade the new
equipment and technology.c. Increase sale and price on high season
vacation by promotion and additional variant package.
iv. WTa. Small the structure to reduce operation costs.b.
Increase the quality of product and services but at the cheaper
price.c. Increase sale on domestic market by making promotion to
catch break event.
Business strategic can be divide by three level of business.
That level is Cooperate Level is the high decision making from top
management, Business Level is the middle decision making from the
middle class manager or departmental leader, and last is
Operational level is the low level decision making make by the team
leader or supervisor to make sure the running of the operation are
in right way follow by the top management strategic from business
level and cooperate level.For the cooperate level, they should try
develop and invest more properties at high geographical demand need
to show the stronger of Starwood Brand. Cooperate level also must
determine what are asset they want to liquid for support their grow
activity. For expend strategic to worldwide business, Starwood must
re structured organizational chart by decentralization the power
follow by the regional location operation. This is because
management style are different between the different regional.For
business level, they must take action by play the price whether
reduce or increase the price room when downturns crisis to archive
the breakeven income. Business level also alert for what are the
competitor action and some are about technology company must follow
or advance the competitor upgrade the new equipment and technology
to ensure that company are win the competition depend on the
ability and capability of financial provided. For the functional
level, they must take action to increase marketing function like
promotion, improvement E-reservation and improvement of Guest
Reward program to support the activity of increasing the demand
especially market in US and Italy . Functional level also must
increase the quality of product and services with minimum cost that
they can make.
9.0 CONCLUSION
Starwood Hotel has expansion plan for the middle is and sign
agreements for three W hotels in Dubai and Doha as well as the
Westin and luxury collection property in Agaba, Jordan. Should
Starwood use their existing brands to expand event further into
these market. Starwood has also developed are unique group of
product and services including bliss spas, white Tea product, and
the heavenly bed and bath product. The used intermediaries such as
Travelocity and orbits are shaping the image of many brands in the
hotel industry.
From this analysis, Im believe that Starwood Hotel & Resort
Worldwide can more growing to the worldwide business. In current
year now 2014, we saw that Starwood are already success grow to
international by provide the best service of hotel industry.
Franchise strategic that Starwood use for to show their strong
brand name now already success by providing service with franchise
their brand to the worldwide. Now Starwood are the largest hotel
company in worldwide.