請用此 Handle URI 來引用此文件：
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| DC 欄位 | 值 | 語言 |
|---|---|---|
| dc.contributor.advisor | 吳政衞 | zh_TW |
| dc.contributor.advisor | Cheng-Wei Wu | en |
| dc.contributor.author | 黃華芝 | zh_TW |
| dc.contributor.author | Wa Chi Wong | en |
| dc.date.accessioned | 2023-08-01T16:37:18Z | - |
| dc.date.available | 2023-11-09 | - |
| dc.date.copyright | 2023-08-01 | - |
| dc.date.issued | 2023 | - |
| dc.date.submitted | 2023-07-07 | - |
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| dc.identifier.uri | http://tdr.lib.ntu.edu.tw/jspui/handle/123456789/88051 | - |
| dc.description.abstract | - | zh_TW |
| dc.description.abstract | This paper aims to examine the post-merger integration (PMI) approach adopted by Marriott International, Inc. and compare against the target company’s perception, and evaluate the impact of the applied PMI approach on the success of the merger and acquisition. Marriott’s acquisition of Starwood Hotels & Resorts Worldwide is one of the notable M&A deals in the hotel industry history and it creates the largest global hotel group since 2016. M&A often experiences high failure rate due to the inadequate management in the integration phase. Yet little research has been done to investigate the PMI of this deal as well as the potential impact on the merged corporation’s performance. Interviews with three personnels who either work in hotels under any Marriott’s brands or under any Starwood’s brands before and after the M&A were conducted as the primary data source. Together with the secondary data collected from company official announcements, published annual reports, reliable news articles, reports and journals from various websites, it is found that Marriott had implemented varying PMI approaches, while Starwood had a different perception. The inconsistent approaches adopted could partially delivered the expected synergy and had adverse influence on Marriott’s performance in the early post-merger phase. The findings suggest that when the acquiring and acquired companies are in close proximity, priority shall be given to the people-focused dimension during integration. Additionally, maintaining constant and consistent communication is crucial for successful PMI, and provide insights for future possible mega M&A deals in the hotel industry. | en |
| dc.description.provenance | Submitted by admin ntu (admin@lib.ntu.edu.tw) on 2023-08-01T16:37:18Z No. of bitstreams: 0 | en |
| dc.description.provenance | Made available in DSpace on 2023-08-01T16:37:18Z (GMT). No. of bitstreams: 0 | en |
| dc.description.tableofcontents | Acknowledgement i
Abstract ii Table of Contents iii List of Figure vi List of Table vii List of Abbreviations viii Chapter 1. Introduction 1 1.1 Current Hotel Industry Outlook 1 1.2 Research Motivation and Value of Study 2 1.3 Research Objectives 4 1.4 Research Outline 5 Chapter 2. Literature Review 6 2.1 Merger and Acquisition (M&A) 6 2.2 Post-merger Integration (PMI) 7 2.2.1 Importance of PMI 7 2.2.2 Dimensions in PMI process 8 2.2.3 PMI Strategy Typologies 10 Chapter 3. Research Methodology 12 3.1 Research Design and Framework 12 3.1.1 Case Study 12 3.1.2 Sources of Data 14 3.2 Data Collection 15 3.2.1 Primary Data 15 3.2.2 Secondary Data 17 3.3 Data Analysis Method 17 Chapter 4. Research Background 18 4.1 Marriott International, Inc. 18 4.1.1 Branding 19 4.1.2 Business Coverage and Financial Information 21 4.1.3 Loyalty Program – Marriott Rewards 22 4.2 Starwood Hotels & Resorts Worldwide, Inc. 23 4.2.1 Branding 23 4.2.2 Business Coverage and Financial Information 25 4.2.3 Loyalty Program – Starwood Preferred Guest (SPG) 26 4.3 The M&A Deal 27 4.3.1 Background Information 27 4.3.2 Possible Synergies Created from the Deal 28 4.3.3 Possible Risks Associated with the Deal 29 Chapter 5. Empirical Findings 32 5.1 Marriott’s PMI Approach 32 5.1.1 Structure Integration 32 5.1.2 Task Integration 35 5.1.3 Human Integration 36 5.1.4 Integration Style 39 5.2 Starwood Perceived PMI Approach 43 5.2.1 Structure Integration 43 5.2.2 Task Integration 44 5.2.3 Human Integration 45 5.2.4 Perceived Integration Style 46 Chapter 6. Discussion and Conclusion 51 6.1 Discussion on the Integration Approaches 51 6.2 Business Diversification 53 6.3 Marriott’s Performance Evaluation 54 6.4 Performance Comparison with Competitors 57 6.5 Managerial Implication 60 6.5.1 Consistent PMI Approach is essential 61 6.5.2 People-focused Integration as the core focus might be more suitable 61 6.5.3 Transparent communication to ensure consistent information is shared 62 6.5.4 Protection of Business Growth Momentum is crucial 64 6.6 Suggestions for Future Research 64 6.7 Limitations of the Study 65 6.8 Conclusion 66 Appendix 1 – Interview Questions 68 References 71 | - |
| dc.language.iso | en | - |
| dc.subject | 喜達屋 | zh_TW |
| dc.subject | 萬豪 | zh_TW |
| dc.subject | 併購後整合 | zh_TW |
| dc.subject | Merger and Acquisition | en |
| dc.subject | Starwood | en |
| dc.subject | Marriott | en |
| dc.subject | Post-merger Integration | en |
| dc.title | 萬豪收購喜達屋併購後整合分析 | zh_TW |
| dc.title | Case Study: The Post-Merger Integration Analysis of the Marriott’s Acquisition of Starwood | en |
| dc.type | Thesis | - |
| dc.date.schoolyear | 111-2 | - |
| dc.description.degree | 碩士 | - |
| dc.contributor.oralexamcommittee | 林舒柔;蘇威傑 | zh_TW |
| dc.contributor.oralexamcommittee | Shu-Jou Lin;Wei-Chieh Su | en |
| dc.subject.keyword | 萬豪,喜達屋,併購後整合, | zh_TW |
| dc.subject.keyword | Marriott,Starwood,Merger and Acquisition,Post-merger Integration, | en |
| dc.relation.page | 84 | - |
| dc.identifier.doi | 10.6342/NTU202301136 | - |
| dc.rights.note | 未授權 | - |
| dc.date.accepted | 2023-07-11 | - |
| dc.contributor.author-college | 管理學院 | - |
| dc.contributor.author-dept | 企業管理碩士專班 | - |
| 顯示於系所單位： | 管理學院企業管理專班(Global MBA) | |
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| ntu-111-2.pdf 未授權公開取用 | 1.56 MB | Adobe PDF |
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