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Published by:
Amity Research Centers (2017)
6 pages
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Positioned for the participants of Executive Management Programme, this compact case provides scope to examine and discuss the post tipping point in the digital disruption of the hotel industry. This case can also be used in hospitality marketing and strategy courses, for the post graduate programmes. The case unfolds Marriot International's (Marriott) shift in brand strategy with the arrival of new CEO Arne Sorenson to take up the challenges including the rising popularity of home-sharing business, online travel agencies, travel websites and growing share of fickle travellers, particularly the younger millennials. So, Marriott began to introduce small changes organically to achieve the kind of metamorphosis necessary to attract the millennials. However, for Marriott, prioritising the precious-money and resources to invest and ever-changing marketing and technology space, besides host of other challenges remained. With customer being the ultimate arbiter, would Marriott be able to align the organisation and the people to remain focused to connect with the millennials remained to be seen.


Hotel industry; Digital disruption; Digital transformation; Customer experience; Value creation; Content king; Lifestyle brand; Asset-light business model; Building scale; Competition; Agility
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