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Unformatted text preview: Video Notes Video Title Pages Starwood: Operations as a Competitive Weapon pp.35 Starwood: Project Management pp. 68 King Soopers Bakery: Process Choice pp. 913 Starwood: Process Analysis pp. 1417 Starwood: Process Performance and Quality pp. 1820 Christchurch Parkroyal: TQM pp. 2126 1 st Bank Villa Italia: Waiting Lines pp. 2731 Versatile Buildings: Lean Systems pp. 3236 Starwood: Supply Chain Strategy pp. 3739 Pearson Education: Information Technology pp. 4041 Inventory and Textbooks pp. 4248 Starwood: Sales and Operations Planning pp. 4950 Nantucket Nectars: ERP pp. 5154 Air New Zealand: Service Scheduling pp. 5558 VN-1 VN-2 Video Notes Starwood: Operations as a Competitive Weapon Length: 10:29 Subject: Operations as a Competitive Weapon at Starwood Textbook Reference: Chapter 1: Operations as a Competitive Weapon, Managerial Challenge, page 19 Summary: Recognizing that Starwoods individual properties had their own approaches to convention planning, and that future growth and success relied heavily on its relationship with meeting planners, the company focused on standardizing it operating processes. In 2002, Starwood standardized its operating processes so that it could measure, improve, and ultimately grow its convention business. Discussion: In this video, the uses of operations management concepts are shown in action at Starwood Hotels & Resorts. The video begins by asking students to consider the concept of a competitive weapon. Then, a new program developed first at the Westin Kierland Resort in Phoenix, Arizona is presented. The program is called the Starwood Preferred Planner program, and it was designed to simplify the meeting and conference planning process for professional meeting planners. Prior to the programs 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 Starwoods meeting planning...
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