Skift Take
Sheraton is now Marriott’s third largest brand, coming after only Marriott and Courtyard by Marriott, and the largest outside of North America. As a result, getting this turnaround right is critically important for the company in the eyes of investors, owners, consumers, and other stakeholders.
Part of measuring the success of Marriott’s acquisition of Starwood hinges on the company’s ability to successfully turn around the Sheraton brand. As Marriott's Julius Robinson, senior vice president and global brand leader, classic full service brands, indicated, “The success of Sheraton is vital. It is a top priority for the company.”
Our latest Skift Research report, A Deep Dive Into Marriott 2018: Assessing the Power of an Integrated Company, provides several analyses assessing the potential financial benefit of a successful Sheraton turnaround.
Neverthless, brand transformations do not happen overnight. While our analyses demonstrate considerable incremental revenue, seeing any benefit show up in Marriott’s income statement will likely take some time.
Last week we launched the latest report in our Skift Research service, A Deep Dive Into Marriott 2018: Assessing the Power of an Integrated Company.
Below is an excerpt from our Skift Research Report. Get the full report here to stay ahead of the trends.
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MARRIOTT’S STRATEGY FOR A SHERATON TRANSFORMATION
Starwood had been struggling with the Sheraton brand for a number of years as a result of the brand trying to be a little too muc
