Strategic and Non-Strategic Decisions: A Case Study of Starwood

Introduction
Starwood is international firm because it
engages in activities outside the borders of its
home country.
Strategic and non-strategic decisions taken
by management in different situations have
been explored for the purpose of grasping
business and market opportunities in a
significant manner

Background and Case study of firm
 The UK based enterprise has global portfolio
of luxury hotels and resorts in 80 countries. It
shows that it has worldwide presence.
The major challenges for firm is to grasp
advantage from merger and acquisition
activity with Hyatt through reducing human
resource management related challenge.
This decision can be considered as non-
strategic decision taken.

STRATEGIC DECISIONS
According to Hunger and Wheelen (2011) strategic decision
deals with the long-run future of the entire firm and rare,
directive and consequential are the three major characteristics
of decision making (Hunger and Wheelen, 2011).
Michael, Duane and Robert (2004) described strategic term
definition in term of decisions which are concerned with the
whole environment in which firm operates can be defined as
strategic decision (Michael, Duane and Robert, 2004).
Jones (2009) defined that strategic decision in the context of
providing opportunity to company to build mission and
objectives and deciding upon the courses of action to attain
them within stipulated time (Jones, 2009).