为什么万豪收购喜达屋？

在2016年，全球领先的酒店集团万豪宣布将以1.3亿美元的现金收购喜达屋酒店及度假村集团（Starwood Hotels & Resorts Worldwide, Inc.）。这一交易引起了广泛的关注和猜测。那么，为什么万豪会选择收购喜达屋呢？

首先，收购喜达屋能够使万豪成为全球最大的酒店集团之一。在此次交易完成后，万豪和喜达屋合并为一个实体，拥有超过5700家酒店和1.1百万间客房，遍布全球110个国家和地区。这样的规模使得万豪能够雄踞全球市场的领先地位，更好地满足旅客的需求。

Secondly, the acquisition of Starwood provides Marriott with a broader portfolio of brands. Prior to the merger, Marriott was known for its flagship Marriott Hotels brand, along with a few others such as Courtyard and Ritz-Carlton. However, by acquiring Starwood, Marriott gained access to popular brands like Sheraton, Westin, and W Hotels, which appeal to different market segments and demographics. With a diverse range of brands under its umbrella, Marriott is able to attract a wider range of customers and cater to their specific preferences and needs.

其次，收购喜达屋使万豪拥有了更广泛的品牌组合。在收购之前，万豪以其旗舰品牌万豪酒店以及Courtyard和丽思卡尔顿等几个品牌而闻名。然而，通过收购喜达屋，万豪获得了包括喜来登、威斯汀和W酒店在内的热门品牌，这些品牌各具特色，吸引不同的市场细分和不同的人群。拥有多样化的品牌组合，万豪能够吸引更广泛的客户群体，并满足他们特定的偏好和需求。

Thirdly, the merger with Starwood brings significant cost-saving and revenue synergies for Marriott. By combining their operations, Marriott expects to achieve annual cost savings of around $200 million within two years of the merger. This can be attributed to the elimination of duplicate functions and the streamlining of operations. Additionally, the combined entity can benefit from increased bargaining power with suppliers and better economies of scale. These cost savings and synergies contribute to the long-term profitability and success of Marriott.

再次，与喜达屋合并为万豪带来了巨大的成本节约和收入协同效应。通过合并运营，万豪预计在合并两年内实现每年约2亿美元的成本节约。这归功于功能重复的消除和运营的简化。此外，合并后的实体可以从与供应商的议价能力增强和更好的规模经济中受益。这些成本节约和协同效应对于万豪的长期盈利能力和成功至关重要。

Lastly, the merger with Starwood allows Marriott to tap into new markets and expand its global footprint. Starwood has a strong presence in key international markets such as Europe, Asia, and the Middle East. By merging with Starwood, Marriott can leverage their existing infrastructure and customer base in these regions, as well as benefit from their local market knowledge and expertise. This strategic expansion enables Marriott to reach a wider range of customers and capitalize on the growing demand for travel and hospitality services worldwide.

最后，与喜达屋的合并使万豪能够进入新市场并扩大其全球业务范围。喜达屋在欧洲、亚洲和中东等关键国际市场具有强大的存在。通过与喜达屋的合并，万豪可以利用他们在这些地区的现有基础设施和客户群体，并从其在当地市场的了解和专业知识中受益。这种战略性扩张使得万豪能够触达更广泛的客户群体，并充分利用全球旅游和酒店服务需求的增长势头。

In conclusion, the acquisition of Starwood by Marriott was driven by several factors including the desire to become the largest hotel group globally, access to a broader portfolio of brands, cost-saving and revenue synergies, and the opportunity for global expansion. This strategic move has positioned Marriott as a powerhouse in the hospitality industry, capable of offering a diverse range of options to travelers around the world.

总之，万豪收购喜达屋的决策受到了多个因素的驱动，包括成为全球最大酒店集团的愿望、获得更广泛的品牌组合、节约成本和增加收入的协同效应以及全球扩张的机遇。这一战略举措使得万豪在酒店业中成为一股强大的力量，能够向全球旅行者提供各种多样化的选择。

英文翻译对照：

Why did Marriott acquire Starwood?

In 2016, the leading hotel group Marriott announced its acquisition of Starwood Hotels & Resorts Worldwide, Inc. for $1.3 billion in cash. This deal attracted widespread attention and speculation. So why did Marriott choose to acquire Starwood?

Firstly, the acquisition of Starwood allows Marriott to become one of the largest hotel groups globally. After the completion of this transaction, Marriott and Starwood merged into one entity with over 5,700 hotels and 1.1 million rooms in 110 countries and regions worldwide. This scale enables Marriott to have a leading position in the global market and better meet the needs of travelers.

Secondly, the acquisition of Starwood provides Marriott with a broader portfolio of brands. Prior to the merger, Marriott was known for its flagship Marriott Hotels brand, along with a few others such as Courtyard and Ritz-Carlton. However, by acquiring Starwood, Marriott gained access to popular brands like Sheraton, Westin, and W Hotels, which appeal to different market segments and demographics. With a diverse range of brands under its umbrella, Marriott is able to attract a wider range of customers and cater to their specific preferences and needs.

Thirdly, the merger with Starwood brings significant cost-saving and revenue synergies for Marriott. By combining their operations, Marriott expects to achieve annual cost savings of around $200 million within two years of the merger. This can be attributed to the elimination of duplicate functions and the streamlining of operations. Additionally, the combined entity can benefit from increased bargaining power with suppliers and better economies of scale. These cost savings and synergies contribute to the long-term profitability and success of Marriott.

Lastly, the merger with Starwood allows Marriott to tap into new markets and expand its global footprint. Starwood has a strong presence in key international markets such as Europe, Asia, and the Middle East. By merging with Starwood, Marriott can leverage their existing infrastructure and customer base in these regions, as well as benefit from their local market knowledge and expertise. This strategic expansion enables Marriott to reach a wider range of customers and capitalize on the growing demand for travel and hospitality services worldwide.

In conclusion, the acquisition of Starwood by Marriott was driven by several factors including the desire to become the largest hotel group globally, access to a broader portfolio of brands, cost-saving and revenue synergies, and the opportunity for global expansion. This strategic move has positioned Marriott as a powerhouse in the hospitality industry, capable of offering a diverse range of options to travelers around the world.