Video Notes

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Video Notes

|Video Titles |Textbook Chapters |Pages |
|Operations as a Competitive Weapon at Starwood |1 |21 |
|Project Management at the Phoenician |2 |24 |
|Nantucket Nectars: ERP |2, 15 |27 |
|Pearson Education: Information Technology |3, 4, 10 |31 |
|Process Analysis at Starwood
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Prior to the program’s development, each hotel within the Starwood umbrella of brands (Sheraton, Westin, Luxury Collection, W, Four Points, and St. Regis) had its own approach for working with planners. The video presents the problems with the old approach, and includes a point for instructors to “pause” the video, if desired, to discuss this question: “What changes do you think Starwood implemented to turn this situation and the meeting planning process into a competitive weapon?” After the break, the video wraps up by showing how Starwood resolved the issues of inconsistency and meeting planner expectations to create loyalty to the company.

Inputs come from hotel managers and employees who participate in the meeting planning process such as the on-site meeting coordinator, banquet and catering managers, hotel rooms managers, and support departments (bell staff, stewarding), information from meeting planners regarding program details, meeting room and hotel room reservation requirements, and food & beverage needs, equipment such as Nextel radio phones, and materials, facilities and services like food ingredients, banquet linens and tables, and computer services. The output of Starwood’s meeting planning process is a successfully planned meeting, as evidenced by the scores and comments returned on the meeting planner surveys.

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