Westin Hotel
CASE STUDY
THE WESTIN HOTEL
Westin Hotels & Resorts is one of the most recognizable and highly-regarded brands in the leisure and hospitality industry, and features more than 120 hotels worldwide in a rapidly growing portfolio. The brand is owned and operated by Starwood Hotels & Resorts in addition to Westin; Starwood brands include St. Regis, The Luxury Collection, W Hotels, Le Meridian, Sheraton and Four Points by Sheraton, accounting for approximately 230,000 rooms in 82 countries worldwide.
As it was executing on its innovation strategy, Westin was launching a parallel growth plan, seeking to catapult the brand from a sleepy, Seattle-headquartered collection of “great” hotels to a vibrant international brand. Via acquisition and new construction, the brand began its steady growth in both size and stature. And, typical of any company undergoing a twofold strategy of this nature, Westin was faced with the challenge of ensuring that its very aggressive, well articulated and public brand promise was being delivered in a consistent, flawless manner across a constantly changing portfolio. In short, how best to ensure that the new guests being drawn to Westin by the bed, bath, gym, service, etc., were developing into loyal Westin customers because the guest experience promised by the brand met or exceeded expectations every time.
In the early years they pioneered such industry firsts as the guest credit card, 24hour room service and personal voice mail in guestrooms; all things which were previously unheard of but are now almost standard. The group knew who its competitors were and which market they were operating in so in the 1990’s they went about getting to the top end of that market segment by introducing a series of new products. These included the “Heavenly Bed”, “Heavenly Bath” and the “Heavenly Crib”.
Westin hotel has been trading successfully for several years as they just concentrate about customer’s needs and they care
THE WESTIN HOTEL
Westin Hotels & Resorts is one of the most recognizable and highly-regarded brands in the leisure and hospitality industry, and features more than 120 hotels worldwide in a rapidly growing portfolio. The brand is owned and operated by Starwood Hotels & Resorts in addition to Westin; Starwood brands include St. Regis, The Luxury Collection, W Hotels, Le Meridian, Sheraton and Four Points by Sheraton, accounting for approximately 230,000 rooms in 82 countries worldwide.
As it was executing on its innovation strategy, Westin was launching a parallel growth plan, seeking to catapult the brand from a sleepy, Seattle-headquartered collection of “great” hotels to a vibrant international brand. Via acquisition and new construction, the brand began its steady growth in both size and stature. And, typical of any company undergoing a twofold strategy of this nature, Westin was faced with the challenge of ensuring that its very aggressive, well articulated and public brand promise was being delivered in a consistent, flawless manner across a constantly changing portfolio. In short, how best to ensure that the new guests being drawn to Westin by the bed, bath, gym, service, etc., were developing into loyal Westin customers because the guest experience promised by the brand met or exceeded expectations every time.
In the early years they pioneered such industry firsts as the guest credit card, 24hour room service and personal voice mail in guestrooms; all things which were previously unheard of but are now almost standard. The group knew who its competitors were and which market they were operating in so in the 1990’s they went about getting to the top end of that market segment by introducing a series of new products. These included the “Heavenly Bed”, “Heavenly Bath” and the “Heavenly Crib”.
Westin hotel has been trading successfully for several years as they just concentrate about customer’s needs and they care