Krajewski VideoNotes - Video Notes Video Title Pages...

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Unformatted text preview: Video Notes Video Title Pages Starwood: Operations as a Competitive Weapon pp.3–5 Starwood: Project Management pp. 6–8 King Soopers Bakery: Process Choice pp. 9–13 Starwood: Process Analysis pp. 14–17 Starwood: Process Performance and Quality pp. 18–20 Christchurch Parkroyal: TQM pp. 21–26 1 st Bank Villa Italia: Waiting Lines pp. 27–31 Versatile Buildings: Lean Systems pp. 32–36 Starwood: Supply Chain Strategy pp. 37–39 Pearson Education: Information Technology pp. 40–41 Inventory and Textbooks pp. 42–48 Starwood: Sales and Operations Planning pp. 49–50 Nantucket Nectars: ERP pp. 51–54 Air New Zealand: Service Scheduling pp. 55–58 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 Starwood’s 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 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...
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This note was uploaded on 12/19/2009 for the course MANAGEMENT 00123 taught by Professor Ahmed during the Spring '09 term at Albany College of Pharmacy and Health Sciences.

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Krajewski VideoNotes - Video Notes Video Title Pages...

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