CARNIVAL Case Study Questions

CARNIVAL Case Study Questions 1. Are consolidated in" rel="nofollow">industries like the cruise in" rel="nofollow">industry more or less competitive than fragmented in" rel="nofollow">industries? Why or why not? 2. Do the various brands operated by Carnival Corp. have synergies? If so what are the synergies? If not, was it wise for Carnival to acquire brands outside of the contemporary market niche? 3. Who are Carnivals core guests? What do they want in" rel="nofollow">in a Fun Ship experience? 4. How should the existin" rel="nofollow">ing customer in" rel="nofollow">information in" rel="nofollow">influence brand strategy in" rel="nofollow">in the future? 5. Can Carnival change existin" rel="nofollow">ing customer perceptions of the brand? Should it? STARWOOD Case Study Questions 1. What are the drivers of India’s economic boom? Will the Indian government contin" rel="nofollow">inue bein" rel="nofollow">ing cooperative and welcomin" rel="nofollow">ing to foreign in" rel="nofollow">investors? 2. What are some of the challengin" rel="nofollow">ing issues facin" rel="nofollow">ing the development of tourism in" rel="nofollow">in the country? 3. Do the deeper pockets (e.g., cash and other resources) of in" rel="nofollow">international hotel chain" rel="nofollow">ins give them a competitive advantage over domestic chain" rel="nofollow">ins? Why or why not? If an advantage does exist, is the advantage of deep pockets a sustain" rel="nofollow">inable advantage? 4. Is Starwood’s plan to open 50 hotels in" rel="nofollow">in India by 2010 a real strategic commitment or a ploy to create barriers to entry for possible competitors? 5. As the popularity of the Indian market grows, will other global and domestic chain" rel="nofollow">ins in" rel="nofollow">increase their aggressiveness, posin" rel="nofollow">ing enhanced competitive threats? 6. Does Starwood’s announced expansion plan discourage competitors from enterin" rel="nofollow">ing Indian markets? Why or why not? 7. Do you agree with Aloft’s founder Ross Klein" rel="nofollow">in, that the brand is suitable for emergin" rel="nofollow">ing markets? Why or Why not? Does the brand connect well with other Starwood properties? 8. Do you agree with Starwood’s decision to enter the mid-priced limited service market with the new Aloft brand? 9. Why is Starwood expandin" rel="nofollow">ing with a newly created and untested brand like Aloft? Does the brand concept work outside of the US? Why or why not? 10. Will the brand work in" rel="nofollow">in India as a new generation of Indian customers emerges? What elements of the Aloft brand make it easy or difficult to brin" rel="nofollow">ing to India?