Though Starwood Hotels & Resorts launched less than 15 years ago, it has established itself as one the world's leading and largest hospitality companies, with more than 850 hotels in 90 countries, 300 new properties slated to open in the next three years, and nine distinct brands ranging from economy to luxury.

Starwood takes extraordinary measures to differentiate its brands in everything from design to the way associates greet guests. But branding is much more than a mere marketing ploy, says Christie Hicks, Starwood's senior vice president of global sales, who leads more than 250 senior global sales associates and is responsible for $1.7 billion in annual revenue.

In this interview, she explains why branding matters to meeting planners, she talks about trends in hospitality and how they affect you, and she shares insights about being a woman playing a key role in an industry traditionally dominated by men.


Q: What is the main issue affecting the hospitality industry today?

A: The emergence of brands is the top issue. Everyone is highlighting their brands, and how each is different from the others.

When everyone has the right bed and the right bathroom and the right clock, you have to move past the products to experiences, and you have to deliver an experience in a brand voice. Starwood spends a lot of time and money in this area.

Q: How does Starwood differentiate its luxury and upscale brands?

A: Well, our luxury brands are Luxury Collection, St. Regis, and W. Our upper-upscale brands are Westin, Sheraton, and Le Meridien. Each has very different characteristics and very different positioning in everything from our brand standards to the language we use with our guests.

When you walk into a W, you will feel hip, as if you have access to inside the velvet ropes. Compare that to the elegant feeling of walking into a St. Regis. At a W, an associate may greet you by saying, "How're you doing today?" But at a St. Regis, they would never use such casual language. When you check into a Westin, someone will offer you a cold towel or cold bottle of water, which conveys the brand message of "renewal." But at a Sheraton, where the brand message is about connecting and belonging, your front-desk experience may be a glass of lemonade and a warm cookie.

If you talk to our associates who have transferred between brands, they will tell you it's like starting with a new company. Whether it's a front-of-house associate, someone in sales, or an executive trainee, they have to learn a completely different service culture, and this extends down to the smallest touches.

Q: But do these brand details matter to meeting planners? If you're planning a luxury meeting, won't any high-end property be able to handle the job?

A: Well, yes, we believe that all our brands offer exceptional service, excellent f&b and spaces that work — but how do you want your meeting to feel? What do you want to accomplish? What are the demographics? What would your attendees enjoy?

You've got to look at the objective of your meeting, which will help you decide the environment you want. If you want a formal, elegant approach, you might want to hold your meeting at a St. Regis. At a W, there may be a more sensory setup, with creative distractions such as toys on the table.

Q: Beyond brands, what other big issues are affecting the hospitality industry?

A: Green initiatives will be really important both for meetings and individual travelers. Everyone is taking this really seriously—corporations, associations and incentive groups. So we have to learn how to define green—what does it mean and how green do you really want us to be? From serving only locally grown foods to reusing towels and looking for the right light bulbs, how far do you really want us to go? We are all learning as we go.

Technology also influences us all. The entire industry is getting smarter, better and faster. We are constantly asking ourselves, "What can we do to save meeting professionals' time?" How can we give them the level of human interaction they want? Our Sheraton Hotels have lobby stations with complimentary Internet and a sitting area with comfortable chairs, served by f&b. It's a gathering place, where business travelers can stay in touch with the outside world in a warm environment, where they can be alone without feeling lonely. Some of our hotels have check-in kiosks. We are experimenting with creating virtual-meeting experiences—not to replace meetings, but to offer alternate ways to meet. We see all kinds of things coming down the pike, such as checking in on PDAs.

Q: It's impossible not to notice that men dominate the upper echelons in hospitality. Why is that?

A: To move up in this industry, you have to be prepared to move, and when I began my career in hospitality in 1984, I took the tack that I would go anywhere that my company asked me to. But that is a challenge for many women. And of course, this industry requires a lot of evening work and a fair amount of travel. Women who have children may not want to make those sacrifices—but we are finding a lot more women who will.

And I think there is a glass ceiling. I would be lying if I said differently. Women who end up in the top positions have to work harder and fight harder, and change comes slower than we would like it to.

Q: Is it lonely as a woman at the top?

A: It can be uncomfortable, but very necessary, especially considering that when you look at our sales people and our customers, 60 percent are women. In group meetings, I feel compelled to offer a different perspective, because this business is forever changing and requires unbelievable communication.

At the same time, Starwood has eight Senior VPs who are female, including the SVP of Northwest Operations, the SVP of North America Operations, the SVP of owner relations and franchises and the SVP who runs the Westin brand. It makes me proud that I am in such great company.

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