英国代写:喜达屋酒店的战略举措

英国代写:喜达屋酒店的战略举措

本文研究喜达屋酒店及度假村国际集团(NYSE:HOT)在康涅狄格州是否有投资机会。该公司探索了一些战略举措,以遏制酒店业“定义利润的指标”每间可用客房收入(每间客房平均收入)的下滑。这些举措对投资者有利吗?

Airbnb等新的颠覆性商业模式蚕食了影响职业发展的大型酒店企业的市场份额,HOT等公司不得不寻找降低成本的解决方案。总部位于马里兰州的万豪国际集团(Marriott International Inc .)利用与壁橱行业竞争对手的合并交易实现了战略上的“成本协同效应”,这是HOT改变行业的解决方案,它在一家公司内开设了数千间客房,提供业内最知名的豪华、超豪华和体验品牌。

在这些战略举措中,出现了热门的并购故事:

第一步是在保留了银行家之后,拍卖该公司

为分时度假业务部门寻找新的买家。以15亿美元的价格卖给了Interval Leisure Group (IILG)。

第三步,对整个行业都有影响的是与规模最大的公司合并

3月财务摘要:市场资本为17.3亿美元,市盈率21.66倍,每股收益3.15美元。

热门财务摘要:市场资本13.72亿美元,市盈率-28.05倍,每股收益2.88美元。

成本协同效益前景:

通过合并或独立的方式优化过剩库存出口的运营效率;

两年内节省2亿美元。

战略优势:喜达屋的战略方向是将自己重塑为万豪国际集团的一个盈利维度;设定/控制/影响市场,价格基准,由于累积的领导地位与合并资产在该部门。有利于投资者。投资者的长期投资范围:真实的酒店业生命周期过程中,当前的合并、整合将出现撤资、伴随经济复苏。

英国代写:喜达屋酒店的战略举措

This paper examines if there is an investment opportunity in Connecticut-based Starwood Hotels & Resorts Worldwide Inc (NYSE:HOT). The company explored strategic moves to arrest ‘profit-defining metric’ RevPAR (revenue per average room) decline in the hospitality industry. Are these moves good for the investor?

New Disruptive business models, like Airbnb, tore into market share of big hospitality players affecting occupation, companies like HOT are compelled to find solutions to cut down costs. A strategic ‘cost-synergies’ leveraging merger deal with closet competitor, Maryland-based Marriott International Inc (NASDAQ:MAR) was HOT’s industry-changing solution, opening up thousands of rooms under best-known luxury, ultra-luxury and experiential brands in the industry, in one company.

HOT merger story unfolds in these strategic moves:

First step was to auction the company, after retaining bankers

Found a new buyer for timeshare business unit. Sold it to Interval Leisure Group (IILG) for $1.5 Billion.

Third step, which has industry-wide implications is the merger with biggest

MAR Financial Summary: Market Capital of $17.3 B, P/E 21.66, EPS $3.15.

HOT Financial Summary: Market Capital $13.72 B, P/E -28.05, EPS $2.88.

Cost Synergies Outlook:

Optimizing operating efficiencies with excess inventory exits via combined spin-offs or independently;

Saving $200m in 2 years.

Strategic Advantage: Starwood’s strategic direction is to reinvent itself as a profit-making dimension within Marriot International; setting/controlling/influencing markets, pricing-benchmarks, due to accrued leadership position with combined assets in the segment. Good for investors. Long-term Scope for investors: True to hotel industry life-cycle processes, the current merger, consolidation will see divestment, alongside economic recovery.