NAVIGATING BRAND PORTFOLIO
STRATEGY & BRAND ARCHITECHTURE
Team 9 | BBA 28
Pritthi Hironmoy Aurko (16)
Mashrif Hasan Adib (29)
Mohtasim Bin Habib (72)
Hriddha Nabi (107)
MARRIOTT-STARWOOD MERGER
IMPLICATIONS
Q1
HIGHLIGHTS
CONCERNS
Increased Scale and Market Dominance:
Brand dilution: Individual brands may lose their
Becoming the world's largest hotel company.
distinct identities.
Expanded Brand Portfolio: Creating a diverse
Market saturation: A risk of cannibalization and
and extensive collection of hotel brands.
intense competition within the company itself.
Cross-Selling
Complementary
Customer Loyalty and Transition: Customers
brand portfolios, with minimal overlap in their
from both companies have to navigate through
customer base.
changes in loyalty programs and brand identities.
Synergies:
Q1
TACKLING
BRAND
DILUTION AND
MARKET
SATURATION
BRAND ARCHITECTURE
Differentiate each brand within the portfolio according
to unique positioning, offering different hotel
experiences, amenities, and design elements.
PORTFOLIO OPTIMIZATION
Identify potential redundancies or overlaps that could
contribute to brand dilution and make strategic
decisions on brand rationalization or repositioning if
necessary.
Q1
TACKLING
CUSTOMER
LOYALTY
AND
TRANSITION
LOYALTY PROGRAM CONSOL IDATION
Integrating Marriott Rewards, Starwood Preferred Guest, and
Ritz-Carlton Rewards into a unified Marriott Bonvoy loyalty
program to create a larger customer base and improved
loyalty program benefits.
EXPAND INCENTIVES OF THE L OYAL TY PR OGRAM
Offering special promotions, additional discounts, or rewards
to customers who have been with either Marriott or Starwood
during/after the merger.
Q2
Brand Architecture
LUXURY
Price: Very High
Location: Prime
Brands: Ritz-Carlton,
St. Regis, W Hotels
PREMIUM
Price: Mid to High
Location: Tourist spots,
Business areas
Brands: Sheraton,
Westin, Mariott Hotesl
SELECT
Price: Mid to High range
Location: Near Airports,
Sub-urbs
Brands: Springhill
Suites, Aloft Hotels or
Element by Marriott
*EVERYDAY
Price: Affordable
Location: Country side,
Sub-urbs, Localized
Brands: Courtyard,
Residence Inn, Fairfield
*New Category - Everyday
These hotels are available at 500+ locations, making them very affordable and highly
accessible for most consumers. Currently, they fall under select. Establish these brands
under a separate category to compete with Airbnb.
Q2
Brand Portfolio Size
Benefits
More choices &
categories across
demographics
Scale & growth
opportunities across
regions
Greater overall Brand
Equity for Mariott
Risks
Higher cost of brand
management & operations,
reducing overall profit
Some brands might be
neglected
Cannibalism due to
competition within the
portfolio
Optimal Siz e
30 brands are a little
too much are manage
and grow.
15-20 brands, with 35
under
each
categories should be
optimal
CRITERIA FOR REMOVING
BRANDSPORTFOLIO BRANDS
CRITERIA TO REMOVE
Similarity: To others in the same category in
terms of branding, location, pricing
Underperforming:
Hotels that are in a
downward financial trajectory should be rebranded to more successful ones.
One-off Hotels: Hotels like Gaylord which
have less than 5 hotels should be removed.
Further criteria to consider:
- Unfavorable Locations
- Weaker Brand Reputation
Q3
POTENTIAL REMOVALS
Aloft Hotels or Element by Mariott
Both are economy hotels
Similar level of amenities & TG
SpringHill Suites or Residence Inn
Both are mid-scale extended-stay hotels
TownePlace Suites
Similar to Residence Inn, which has a better
brand equity and strong consumer base
AC Hotels
Competitive EU market, should be rebranded to more common Mariott brands
Q3
OPTIMAL BRAND PORTFOLIO
BRANDS TO KEEP
LUXURY
PREMIUM
JW Marriott
The Ritz-Carlton
St. Regis
W Hotels
Renaissance
Le Meridian
Sheraton
Westin
SELECT
Springhill Suites
Aloft Hotels or
Element by Marriott
Moxy Hotels
Criteria to Consider
High Brand Reputation
High brand equity & loyal customers
Old & long legacy
Most loved brands by consumers
EVERYDAY
Courtyard
Fairfield Inn
Residence Inn
Utilization of Corporate
Brands
Further
Recommendations
ACQUISITION AND INTEGRATION
The acquisition allowed Marriott to expand its
brand portfolio significantly.
Continue facilitating smooth acquisitions and
integrations, ensuring a seamless transition for
both customers and hotel owners.
Marriott leveraged its corporate brand to assure
stakeholders of its commitment to maintaining
brand distinctiveness and delivering a consistent
guest experience.
MARKET SEGMENTATION AND
VALUE PROPOSITIONS
The consolidation of brands enabled Marriott to
segment the market and create customized value
propositions.
Continue communicating the USP of each
brand, ensuring clarity in their positioning.
Q4
Utilization of Corporate
Brands
SOFT BRANDS AND COLLECTIONS
Marriott's soft brand collections, such as The
Autograph Collection and Tribute Portfolio, rely on
the corporate brand to provide credibility and
access to the resources
Further
Recommendations
Continue to differentiate soft brand collections
carefully, ensuring that each property aligns with
the appropriate brand while maintaining its
individual brand image.
LOYALTY PROGRAM INTEGRATION
Marriott recognized the importance of respecting
and valuing members of both programs and
initially supported both programs separately.
Focus on integrating the loyalty programs while
preserving the best aspects of each, creating a a
rewarding experience for members
Q4
THANK
YOU.
TEAM 09
PRITTHI HIRONMOY
AURKO
MASHRIF HASAN
ADIB
Roll: 16
Roll: 29
MOHTASIM BIN
HABIB
HRIDDHA NABI
Roll: 72
Roll: 107
APPENDIX
Current Brand Architecture