本篇代寫論文費用-萬豪國際對併購的戰略方向講了萬豪國際對併購的戰略方向與安索夫矩陣一致。喜達屋選擇允許收購證明，其戰略舉措旨在實現多樣化。通過合併，它希望實現規模經濟，即使它在走向退出的“方向”，以克服持續的市場下跌和相關的經濟意外。本篇代寫論文費用文章由美國第一論文 Assignment First輔導網整理，供大家參考閱讀。
According to the CEO of the largest hospitality company, the next step is to drive efficiencies. They hope to do this by investing in technology, customizing offerings as well as face-to-face marketing options. He stressed the need to use technology to build tools to match competition (Tribe 2010). The fast pace of competition also required different solutions by entrenched players such as Marriott, he opined. The key factor in tool evolution would be the ‘level’ of differentiation that the company can build. The play of strength in the past for Marriott was of a different type, in comparison to the massive show-down of strength the combined new entity have to possess and play out.
Good Mix of Capabilities
The sum total of the merger was well outlined by Mangas. The different capabilities of the individual companies will be an asset. The differed operational focus of the two companies in term s of reservations, emailing systems, property management, point of sale system and other systems allows a good mix of capabilities.
Strategic direction and methods
Marriott International strategic direction towards Merger and Acquisition is in line with The Ansoff Matrix. Starwood’s choice of allowing a take-over proves that the strategic move was aimed at diversification. By merging it hoped to achieve economics of scope, even as it walked in the withdrawal ‘direction’ to overcome continued market decline and related economic contingencies.
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