The focus of this case study (p. 888) is Starwood's sales and operations planning from the perspective of both corporate planners and individual hotel property general managers.These two perspectives give you a unique view of what the aggregate planning process looks like, and how it gets translated into operational plans at the property level.

1. At what points in the planning process would you expect accounting/finance, marketing,

information systems, and operations to play a role?What inputs should these areas provide, and

why? 2. Does Starwood employ a chase, mixed or a level strategy?Why is this approach the best choice for

the company? 3. How would staffing for the opening of a brand-new hotel or resort differ from that of an existing property?What data might Starwood rely upon to make sure the new property is not over- or

under-staffed in its first year of operation?