Starwood Case Study

884 Words4 Pages
Inputs The key inputs of Starwood’s new meeting planning process include the infrastructure to synchronize the paperwork across their various locations and assigning a “Star Planning Concierge” for meeting planners. Other inputs include the radio phones handed out to meeting planners for immediate concierge access. These inputs are carried by the various Starwood employees such as guest attendants, hotel managers, and the concierge. It is the responsibility of the staff to carry out the inputs in order for a satisfactory output. The outputs are in turn the quality service provided by Starwood for its customers. These services include the synchronized paperwork across locations and providing meeting planners with 24/7 accessibility to concierge. These services in effect will increase the value for the meeting planners and attendees by enhancing their experience and will increase future business. These outputs are measured by the surveys which are done by the meeting planner. 2. How does the meeting planning process at Starwood interact with the following core processes in their hotels? Customer relationship The meeting planning process is tightly tied to the customer relationship core process as its sole purpose is to increase customer satisfaction while increasing the value that the customer receives at the end of their stay during a conference or meeting. By providing these services, Starwood increases future business as guests are more likely to use Starwood for their next conference or event due to the high quality of service. Moreover, customer loyalty can be improved with incentive rewards such as hotel points and discount rates for frequent travelers. Internally, Satarwood ensures that the meeting planning process is seamless between their various brands. When meeting planners are looking for different venues of different hotels, they

More about Starwood Case Study

Open Document