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Starwood Hotels & Resorts Worldwide Inc. FY 2010. Starwood vs. its Main Competitors. Pipeline. Network. Vs end 2009. In ‘000 rooms. Pipeline. In ‘000 rooms. EMEA. APAC. Americas. -3%. 205. 647. 13%. 19%. 68%. 208 Kr. (2) . 138. +6%. 613. 8%. 9%. 83%. 605. 105. +5%.

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starwood vs its main competitors
Starwood vs. its Main Competitors

Pipeline

Network

Vs

end 2009

In ‘000 rooms

Pipeline

In ‘000 rooms

EMEA

APAC

Americas

-3%

205

647

13%

19%

68%

208 Kr

(2)

138

+6%

613

8%

9%

83%

605

105

+5%

8%

7%

85%

Rooms network as of end of year, 2010

Rooms pipelineas of end of year, 2010

(1)

103

-5%

~600

10%

4%

86%

1st

Worldwide excluding the US

0%

101

507

56%

16%

28%

366Kr

85

0%

495

88%

7%

5%

-24%

51

302

61%

20%

19%

(1) Hilton geographical breakdown based on 2009 figures

(2) Hilton pipeline based on an internal press release, January 2011

NB: Figures include traditional lodging and extended stay units but exclude timeshare products

Starwood 7th global player

in the hospitality business

Starwood has the 6th pipeline worldwide,

stable compared to 2009

Source : Companies annual reports except for Hilton network, Accor internal data

slide3

1. Company overview Slide 4

2. Company organization Slide 5

3. Brand positioning Slide 6

4. Geographical breakdown Slide 7

5. Room portfolio Slide 8

6. Operating mode Slide 9

7. Group strategy Slide 11

8. Pipeline and lodging development Slide 13

9. Key figures Slide 14

10. SWOT analysis Slide 17

11. Company history Slide 18

12. Brands description Slide 19

13. Accor + Starwood Slide 19

1 company overview
1. Company overview

# rooms

segment

# hotels

Revpar

ADR

OR

Description

Ownership

  • 7thglobal player in the hospitality business with 308,736 r.
    • 1,041 hotels, including 14 vacation ownerships
    • 9 main brands, mostly upper-upscale and luxury segments
    • 145,000 employees
    • American company
  • Funded in 1969, Starwood is present in 3 main segments
    • Traditional lodging industry (from midscale to luxury)
    • Extended stay segment
    • Timeshare segment
  • Worldwide location
    • But concentration in North America (53% of room network)
    • Few hotels in South America (6%)

Financials

Main figures

Operating type

Geographical breakdown

APAC

EMEA

Americas

Management

O&L

Timeshare

Franchise

Source: Reuters, as of March 7, 2011

2 company organization

Full & limited service

segment

Extended stay

segment

Timeshare

segment

2. Company organization
3 brand positioning strategy 1 2
3. Brand positioning & strategy (1/2)

19 h.

76 h.

High-end luxury

Authentic Luxury

Bespoke services

Unique / Local

Group of hotels

38 h.

Trendsetter

Design / Innovation

Upper upscale

176 h.

100 h.

Bus. & Leisure

Comfort / Wellness

Global standards

Focus US market

Bus. & Leisure

Chic and cultured

French heritage

Focus European market

Price segmentation

Upscale

403 h.

Bus. & Leisure

Accessibility / Conviviality

158 h.

Business

Comfort / Functional

6 h.

45 h.

Extended stay

Eco-friendly

Midscale

Casual / Urban

Suites

Business

Leisure

“New Generation” niche

Lifestyle segmentation

Starwood – Company profile

December 2010

Network figures as of end 2010

3 brand positioning strategy 2 2

Each brand (except on the luxury pole) is under a flagship umbrella in terms of communication and logo:

Luxury pole  1 brand / 1 label

St Régis : Starwood luxury brand mainly in urban environment

The Luxury Collection : more a label than a brand (hotels are not branded and keep their original name), more in leisure environment

Westin pole  1 flagship brand / 4 associated brands

Westin : Starwood upper-upscale flagship brand (mainly US and Asia markets)

W : a trendy declinaison with Westin design

Le Méridien : Westin declinaison on European markets with a trendy / smart touch

A loft : A W midscale declinaison with a more limited service

Element : the Westin extended stay declinaison

Sheraton  pole  1 strong brand and a recently brand associated

Sheraton : the upscale Starwood flagship business and leisure oriented

Four Points : an upper midscale brand focused on the business and MICE segment

3. Brand positioning & strategy (2/2)

Starwood has restructured its portfolio in 3 segments and has launched or revitalized some brands :

  • Specialty select services : 3 brands in midscale
    • with the launch of two brands Aloft and Elements
    • with the rejuvenation of Four Points by Sheraton
  • Full Services : 6 brands from upscale to luxury
    • With the $6bn revitalization program of Sheraton, Starwood’s largest and most global brand

Starwood targets a consistent brand portfolio:

  • All hotels must comply with its brand standards:
    • “Cleaning-up” of Le Méridien and Sheraton resulting in a disposal of 20% of the hotels in the system
    • 60% of hotels are brand new or freshly renovated
  • A portfolio focused on upscale and luxury segment but a clear segmentation to avoid any cannibalization
    • Introduction of a “lifestyle dimension” in addition to the price based on 3 segments: Business, Leisure and New Generation each brand positioning corresponds to a crossing Lifestyle / price
  • If networks are still heterogeneous, the Group’s communication is in line with this approach

Thanks to a clear segmentation, Starwood brands have a clear positioning avoiding cannibalization and addressing different demands

Sources: Starwoodwebsite and reports, Network figures as of end 2010

4 geographical breakdown
4. Geographical Breakdown

Hotel and room network1,027 h. / 301,736 r.*(As of December 31, 2010)

North America

538 h 169,191 r

56%

Europe, Africa &Middle-East

247 h

61,348 r

20%

Asia & Pacific

181 h

58,444 r

19%

South America

61 h

12,753 r

4%

Luxury

Upper upscale

Share ofglobalnetwork

Upscale

X%

Midscale

Starwood – Company profile

September 2008

*Figures do not include vacation ownership

Unbranded

6 operating mode evolution 2003 2010

Franchise

Timeshare

6. Operating modeEvolution 2003- 2010

Global network per operating mode(In room number)

Network 2000

738 h / 227,000 rooms

Network 2010

1,041 h / 308,736 rooms

+81,736 rooms

+36% over 10 years

Owned & Leased

Management

Sources: Starwood’s2003 & 2010 annual reports

6 operating mode per brand 2010 fy
6. Operating modePer brand, 2010 FY

* Excluding unbranded hotels : 8 h. / 2,600 r. (100% owned)

Source: Starwood’s FY results 2010

7 group strategy
7. Group strategy

Recent Group Strategy

  • +341 hotels and 78,736 rooms
  • Increase in profitability
  • Increase in share of mgmt. and fra. contracts
  • Development of vacation ownership
  • Product innovation
  • Sheraton revitalization (2007, $6bn plan)
  • Launch of Aloft and Element (2008)

Network 2010

1,041 properties

308,736 rooms

Network 2000

738 hotels

227,000 rooms

2011 Group Strategy

Product innovation

  • Development of related products/services that enhance brand experience and differentiation and deliver attractive economics

Expansion out of domestic market

  • Focus on Asia and especially China (pipeline : 27k rooms, i.e 40% of total)
  • Starwood is the most int’l of US players (40% out of the US)

Brand portfolio differentiation

  • Unique and strong brand positioning through a lifestyle segmentation; innovation / renovation to keep brands fresh
  • Increase the number of hotel management contracts and franchise agreement

Earnings and cash-flow maximization

Source: Starwood’s Q4 2010 earnings Call transcript

7 group strategy asset light strategy
The company is still in the process of moving to an asset-light business model by selling owned hotels and non core assets as opportunities arise :

Since 2000, the Company has sold 110 owned hotels for approximately $7.5 billion (including 33 properties it sold to Host Hotels in 2006, for approximately $4.1 billion)

Since 2000,the company has added 338 Managed and franchised hotels (79 k r.)

Non Core business : Selling of multi-channel spa and retail product company Spa Bliss in 2009 (≈$100M)

Keep hotel with high value/growth/returns

Shift to higher margin fee business : management and franchise growth strategy

7. Group strategyAsset Light Strategy

Asset Light Strategy

1

Starwood has been focused on reducing its investment in owned real estate while simultaneously working to increase the revenue generated from its management & franchise business

7 group strategy development strategy
Starwood CEO expects to open 70-80 hotels in 2011, signing new projects and conversions

Upper Upscale & Luxury brands should represent 60% of these new openings (Sheraton = 30% of Starwood’s pipeline)

84% will be outside USA, with a strong ambition in China & India

7. Group strategyDevelopment Strategy

Development

2

Americas

Asia- Pacific

  • Hotels openings will represent both new built & conversion properties
  • Openings of 30 h. in 2010

North Am. :

China :

  • 70 hotels in operation, 85 in the pipeline. In 2011, one in every three new Starwood hotels will open in China

Latin Am. :

  • Openings of 6 hotels in 2011
  • Westin to debut in Peru, Mexico and Panama in 2011
  • Sheraton represents the largest portion of the Chinese pipeline with approximately 31 hotels.

India :

  • Seven hotels to open in 2011

EMEA

  • Starwood expects to operate 50 hotels in India by the end of 2012 and have 100 hotels under operation, development or management contracts signed by 2015
  • Opening of 50 hotels in EMEA over the next three to five years, including 12 hotels in 2011.

EMEA :

7 group strategy brand strategy
Starwood has restructured its portfolio in 2 segments and has launched or revitalized some brands :

Specialty select services : 3 brands in midscale

with the launch of two brands Aloft and Elements

with the rejuvenation of Four Points by Sheraton

In the past five years, Starwood and its partners have invested more than $1 billion to reinvent Four Points by Sheraton resulting in a 70 percent turnover of the portfolio driven by major property renovations, conversions and new-build hotels

Full Services : 6 brands from upscale to luxury

With the $6bn revitalization program of Sheraton, Starwood’s largest and most global brand

Starwood targets a consistent brand portfolio:

Each brand designed to cater a specific sub markets

All hotels must comply with its brand standards:

“Cleaning-up” of Le Méridien and Sheraton resulting in a disposal of 20% of the hotels in the system

60% of hotels are brand new or freshly renovated

7. Group strategyBrand strategy

Brand Strategy

3

slide16

EAME

United States

South America

APAC

8. Pipeline and lodging development

Development in previous years

- 2006 : Opening of more than 50 hotels (14,000 rooms) and addition of 124 new properties in portfolio through the acquisition of Le Méridien while removing 58 properties- 2007 : Opening of 67 hotels and addition of 47,000 rooms to the pipeline- 2008 : Opening of 87 hotels and addition of 147 properties to the pipeline- 2009 : Opening of 83 hotels and addition of 77 properties to the pipeline- 2010 : Opening of 70 hotels (managed and franchised) and no addition to the pipeline

Development plan, as of December 2010:

-85,000 rooms in the active pipeline

-61% of which is dedicated to the upper upscale and luxury categories

- Strong international development with 84% outside of the USA. Priority given to Asia (60% of the pipeline, mainly China – 45% of Starwood’s pipeline – and India)

Pipeline breakdown in % of room total :

Sources: Starwood’s 2010 annual report,

Lodging Econometrics Q3 2010

slide17

9. Key figuresP&L evolution & forecasts

In M$

Starwood – Company profile

December 2010

slide18

10. SWOT analysis

Strength

Weaknesses

  • Strong portfolio of internationally well-known hotel brands with a good image
  • Innovation capacity (brand creation : Aloft, Element)
  • Starwood excels in North America
  • Strong loyalty program
  • High sensitivity to the economic fortunes of its domestic market (confinement to upscale and luxury segments)
  • Dependence on North America
  • Limited presence in emerging markets
  • Old designed Sheraton network, requiring a strong and expensive renovation program

Opportunities

Threats

  • Development of two new brands in the limited-service segment opening potential for new customers
  • Consolidation of presence in Europe with the acquisition of Le Méridien
  • Intensification of competition in mature markets is likely to favor major brands with high levels of consumer recognition and significant marketing resources
  • Over reliance on upscale hotels may erode
  • Starwood‘s potential to boost sales in line with consumer trends towards low-cost travel
  • Timeshare segment trend to be considered with caution
11 company history
11. Company history

2006

2005

2004

1999

1998

1997

1995

1991

1980

1969

- Launch of Element, a new brand on the extended stay segment

- Acquisition of Le Méridien which greatly increased the company's operations in Europe

- Launch of A Loft, a new hotel brand based on W hotels

- Starwood's founder and CEO Barry Sternlicht stepped down as CEO, to focus his attention on his other firm, Starwood Capital. He remained on the Board of Directors until 2005

- Change of the corporate form from an REIT to a C-Corporation- Acquisition of Vistana Inc. renamed Starwood Vacation Ownership

- Launch of W Hotels, a new lifestyle brand

- Acquisitions of Westin H&R and ITT Sheraton Corporation

- Starwood is removed from the S&P 500 as no REIT is allowed in the index.

- Starwood Capital takes control of a distressed NYSE listed company: Hotel Investors Trust, a REIT and renamed it Starwood Lodging (Starwood keeps its NYSE stock symbol, HOT)

- Barry Sternlicht forms Starwood Capital Partners in 1991 in Chicago backed by high net worth families specializing in real estate acquisitions. Starwood Capital buys its first hotels in 1993

- Incorporation of Starwood

- Creation of Starwood

Source: Datamonitor company profiles

slide20

12. Brands description

Source: Starwood’s FY results 2010

starwood brands portfolio from midscale to luxury with clear lifestyle positioning
Starwood Brands PortfolioFrom midscale to luxury with clear lifestyle positioning

19 h.

76 h.

High-end luxury

Authentic Luxury

Bespoke services

Unique / Local

Group of hotels

38 h.

Trendsetter

Design / Innovation

Upper upscale

176 h.

100 h.

Bus. & Leisure

Comfort / Wellness

Global standards

Focus US market

Bus. & Leisure

Chic and cultured

French heritage

Focus European market

Price segmentation

Upscale

403 h.

Bus. & Leisure

Accessibility / Conviviality

158 h.

Business

Comfort / Functional

6 h.

45 h.

Extended stay

Eco-friendly

Midscale

Casual / Urban

Suites

Business

Leisure

“New Generation” niche

Lifestyle segmentation

Starwood – Company profile

December 2010

Network figures as of end 2010

st regis 19 hotels 3 860 rooms
St. Regis19 hotels / 3,860 rooms

Network

Positioning

  • Existing network 19 hotels / 3,860 rooms(average of 203 r. per hotel)
  • Geographical footprint
    • Worldwide brand
    • 9 countries
  • Pipeline
    • 5k rooms (+130% vs. exist.)
    • Focus on ME (2k) and China (1k)
  • Operating type: mainlyMngt
  • Luxury brand (Starwood’s flagship brand)
  • Concept: Full service, authentic luxury heritage, tradition and opulence
  • Target : Industry leaders with entrepreneurial spirit, international dignitaries, style pacesetters, contemporary epicureans, “Connoisseurs of the art of living”
  • Location : World’s most prestigious places (urban & resort). Best address in town.
  • Main competitors : Sofitel Legend, Ritz-Carlton, the Waldorf-Astoria Collection
  • RevPar 2010 : $186 (incl. Luxury Collection)

Strategy

  • Brand internationalization
  • Portfolio to double by 2014.
  • 5k rooms in the pipeline, with focus on Middle East and China
  • Comm’ emphasizing on quality and bespoke services

Starwood – Company profile

December 2010

the luxury collection 76 hotels 12 399 rooms
The Luxury Collection76 hotels / 12,399 rooms

Network

Positioning

  • Existing network 76 hotels / 12,399 rooms(average of 163 r. per hotel)
  • Geographical footprint
    • Worldwide brand with focus on EMEA
    • 28 countries
  • Pipeline
    • Limited : 2k rooms (+18%)
    • 80% of pipeline in emerging markets
  • Operating type : mix model
  • Luxury “brand” (2nd largest luxury “brand” ww). Group of hotels, rather than brand
  • Concept: Full service, Legendary palaces and remote retreats. Unique and indigenous experiences, Non standardized hotels (label / group of hotels)
  • Target : Global discerning adventurers
  • Location : World’s most prestigious places, either primary cities or resort places
  • Main competitors : Sofitel Legend, Bulgari, the Waldorf-Astoria Collection, Relais & Chateaux
  • RevPar 2010 : $186 (incl. St. Regis)

Strategy

  • Limited pipeline vs. other brands
  • Development focused on China and ME
  • Comm’ emphasizing on a unique location and experience

Starwood – Company profile

December 2010

w 38 hotels 11 206 rooms
W38 hotels / 11,206 rooms

Network

Positioning

  • Existing network : 38 hotels / 11,206 rooms(average of 295 r. per hotel)
  • Geographical footprint
    • Mainly US
    • 10 countries
  • Pipeline
    • 6k rooms (+50% vs. exist.)
    • 95% out of the US
  • Operating type : mainly Mngt
  • Upper upscale brand (created in 1999)
  • Concept: Full service, Innovative and stylish designed hotels, Be the coolest place in town, attractive F&B outlets
  • Target : New Generation, Younger clients who are into music, fashion, design, etc. Trendsetters interested in the lastest, newest, hippest.
  • Location : Upscale neighborhood close to business districts
  • Main competitors : So by Sofitel, Ritz-Carlton, Intercontinental H&R, Conrad H&R, Park Hyatt
  • RevPar 2010 : $172

Strategy

  • Reach 50 hotels in 2-3 years
  • Internationalization with 95% of the pipeline out of the US
  • Comm’ emphasizing on the “cool” side

Starwood – Company profile

December 2010

westin 176 hotels 68 488 rooms
Westin176 hotels / 68,488 rooms

Network

Positioning

  • Existing network : 176 hotels / 68,488 rooms(average of 389 r. per hotel)
  • Geographical footprint
    • Mainly US
    • 37 countries
  • Pipeline
    • 12k rooms (+18% vs. exist.)
    • 80% out of the US.
  • Operating type : mainly Mngt & Fr.
  • Upper upscale brand (Starwood’s flagship brand in the upper upscale segment)
  • Concept: Full service, Lifestyle hotels with many sub-branded products and services (ex. Westin Heavenly Bed, line of products for bed, bath, spa), Contemporary and zen design, balance between work hard and wellness, “Sure thing” (global standards)
  • Target : College-educated professionals between 35-49 years old with demanding standards
  • Location : Primary & sec. cities, Resorts
  • Main competitors : Sofitel, Marriott H&R, Renaissance, Hilton, Crowne Plaza, Hyatt
  • RevPar 2010 : $118

Strategy

  • Active development worldwide with 80% of the pipeline out of the US
  • Focus on China (4k) and India (1k)
  • Comm’ emphasizing on the comfort, wellness and common global standards

Starwood – Company profile

December 2010

le m ridien 100 hotels 26 678 rooms
Le Méridien100 hotels / 26,678 rooms

Network

Positioning

  • Existing network : 100 hotels / 26,678 rooms(average of 267 r. per hotel)
  • Geographical footprint
    • Worldwide brand , focus on EMEA
    • 44 countries
  • Pipeline
    • 3.5k rooms (+13% vs. exist.)
    • 1/3 of the projects in China (1.2k r.)
  • Operating type : Asset Light
  • Upper upscale brand (Acquired in 2005 to complete Westin’s portfolio in Europe)
  • Concept: Full service, Westin’s sister brand in Europe, Focus on European and French heritage on food, culture and design, Timeless chic design, Chic, Cultured, Discovery
  • Target : Upscale travelers, the « creative guest » (engineers, journalists, scientists, architects and entertainment agents).
  • Location : Primary & sec cities, Resorts
  • Main competitors : Pullman, Marriott H&R, Renaissance H&R, Crowne Plaza, Hilton
  • RevPar 2010 : $126

Strategy

  • Major strategic axis since acquisition (2005): Portfolio “Cleaning up”
    • Disposal of 20% of the hotels
    • 35% of hotels under renovation
  • Limited pipeline: Europe and Asia only
  • Comm’ emphasizing on a rejuvenated brand, on difference (European heritage)

Starwood – Company profile

December 2010

sheraton 403 hotels 140 382 rooms
Sheraton403 hotels / 140,382 rooms

Network

Positioning

  • Existing network : 403 hotels / 140,382 rooms(average of 348 r. per hotel)
  • Geographical footprint
    • Worldwide brand
    • 69 countries
  • Pipeline
    • 22k rooms (+16% vs. exist.)
    • Strong focus on China (14k).
  • Operating type : Asset Light
  • Upscale brand: Starwood largest and most important brand, from both a footprint (47%) and revenue standpoint. Heterogeneous segment positioning by geography: Upscale out of the US vs. lower upscale in the US
  • Concept: Full service, Approachable luxury
  • Target : Both business and leisure travelers (Family)
  • Location : Primary & sec. cities, Resorts
  • Main competitors : Pullman, Marriott H&R, Renaissance H&R, Crowne Plaza, Hilton, Hyatt Regency
  • RevPar 2010 : $94

Strategy

  • 3-year revitalizing brand program of $6bn: renovation of 90 hotels in progress, removal of 35 off brand hotels
  • Largest pipeline, with focus on APAC
  • Comm’ emphasizing on the accessibility and conviviality / sharing

Starwood – Company profile

December 2010

four points by sheraton 1 2 158 hotels 27 391 rooms
Four Points by Sheraton (1/2)158 hotels / 27,391 rooms

Network

Positioning

  • Existing network : 158 hotels / 27,391 rooms(average of 173 r. per hotel)
  • Geographical footprint
    • Mainly US
  • Pipeline
    • 10k rooms (+37% vs. exist.)
    • Focus on the US (33%), China (32%)
  • Operating type : mainly Franchise
  • Upper-midscale brand
  • Concept: Limited service, Derived from Sheraton, Most global mid-market brand, Honest uncomplicated comfort
  • Target : Business travelers and small conventions
  • Location : Mainly urban locations near airports and business centers
  • Main competitors : Mercure, Novotel, Courtyard, Hyatt Place
  • RevPar 2010 : $69

Strategy

  • Repositioning from mid to upper-midscale
    • Over $1bn invested in renovations, conversions and new hotels
    • Affiliation to Sheraton
  • Second largest pipeline
  • Comm’ emphasizing on business target

Starwood – Company profile

December 2010

four points by sheraton 2 2 affiliation brand strategy case study
Four Points by Sheraton (2/2) Affiliation brand strategy: case study
  • Four Points by Sheraton was created as Sheraton’ sister midscale brand.
  • Operated as a stand-alone brand only for 2 years, being then rebranded with Sheraton affiliation
  • A $1bn rejuvenation plan between 2004 and 2010 resulted in a 70% turnover of the portfolio and in a repositioning on the upper-midscale segment.

Sheraton H&R

Starwood

Ownership

Upscale

Midscale

1995

1998

2000

2010

2004

  • Creation of Four Points by Sheraton Hotels
  • Brand created to replace Sheraton Inns brand
  • Acquisition by Starwood of ITT Sheraton, Four Points parent company
  • Rebranding : brand operated as Four Points
  • Relaunch of Four Points by Sheraton
  • Launch of a $1 b rejuvenation plan
  • Repositioning of the brand: from midscale to upper midscale

Affiliation to support brand performance & enable repositioning

aloft a vision of w hotels 45 hotels 6 777 rooms
Alofta vision of W hotels45 hotels / 6,777 rooms

Network

Positioning

  • Existing network : 45 hotels / 6,777 rooms (average of 151 r. per hotel)
  • Geographical footprint
    • Focus on US
  • Pipeline
    • 6.5k rooms (+100%)
    • Start of internationalization process
  • Operating type : mainly Franchise
  • Midscale brand (created in 2005)
  • Concept: Limited service, Concept derived from W., More casual, social and affordable than W hotels, Urban-style business / boutique hotel brand.
  • Target : New generation, Young and fashion-conscious oriented
  • Location : Urban areas, unexpected places
  • Main competitors : Indigo Hotel, SuiteNovotel
  • RevPar 2009 : $86

Strategy

  • Network to be doubled by 2014
  • Initialization of international development with focus on China and India
  • Affiliation to W hotels
  • Comm’ emphasizing on the urban style

Starwood – Company profile

December 2010

element by westin 9 hotels 1 428 rooms
Elementby Westin9 hotels / 1,428 rooms

Network

Positioning

  • Existing network : 9 hotels / 1,428 rooms in operation = 159 rooms per hotel on average
  • Geographical footprint
    • US only
  • Pipeline
    • 2k rooms (+140% vs. exist.)
    • 11 hotels in the US, 1 in Abu Dhabi
  • Operating type : Franchise mainly
  • Midscale brand (created in 2008)
  • Concept: Extended Stay, Smart and renewing brand with an emphasis on nature, Built eco-friendly
  • Target : New Generation, Green-minded travelers, Extended stay (Leisure)
  • Location : Urban areas
  • Main competitors : Adagio, TownePlace Suites, Summerfield Suites

Strategy

  • Aggressive launch of the brand confirmed
  • Affiliation to Westin brand
  • Still focused on the US, but with first move of internationalization.
  • Comm’ emphasizing on the green attitude

Starwood – Company profile

December 2010

13 executive officers
13. Executive Officers

Simon M. Turner

President Hotel Group

Mathew E. Avril

President Hotel Group

Vasant M. Prabhu

Executive Vice President andChief Financial Officer

Philip P. McAveety

Executive Vice President andChief Brand Officer

Jeffrey M. Cava

Executive Vice President and Chief Human Resources Officer

Keneth S. Siegel

Chief Administrative Officer, General Counsel and Secretary

Frits Van Paaschen

CEO