Hbs Marriott Case
Marriott Corporation
Abstract
Marriott Corporation has three divisions – lodging, contract services and restaurants – with dissimilar operations. The company uses three separate hurdle rates for the three divisions to value the proposed projects. It is believed that this strategy is more appropriate that using a single firm-wide discount rate because the operations of the three divisions differ drastically. However, the company has to ensure that the company uses an appropriate discount rate for each division. Therefore, we calculate the appropriate cost of capital for Marriott as well as for each of the three divisions. A detailed analysis is presented about the appropriate calculation inputs for each of the three divisions and various assumptions, made while performing the calculations, are justified.
1) Are the four components of Marriott's financial strategy consistent with its growth objective?
The first component of the strategy is to manage rather than own the hotel properties. This objective mitigates the investment needed to launch new hotels, as the general partner is not required to make significant investments. Although it may be argued that such a strategy could decrease the profit margins, the growth prospects are certainly easily achievable because of less limitation on the resources required. The second objective is an important characteristic of modern corporate finance. It believed that focusing on maximizing shareholder value should be the underlying aim of every corporation, leading to stable growth and healthy profits. With regard to the third objective, Miller and Modigliani claimed that the use of debt, in the presence of corporate taxes, could increase the value of a company through the value added by debt tax shield. In modern finance, it is commonly believed that debt can increase the value of a corporation. However, a company should be careful about high debt levels because of the distress costs associated with high debt. As stated
Abstract
Marriott Corporation has three divisions – lodging, contract services and restaurants – with dissimilar operations. The company uses three separate hurdle rates for the three divisions to value the proposed projects. It is believed that this strategy is more appropriate that using a single firm-wide discount rate because the operations of the three divisions differ drastically. However, the company has to ensure that the company uses an appropriate discount rate for each division. Therefore, we calculate the appropriate cost of capital for Marriott as well as for each of the three divisions. A detailed analysis is presented about the appropriate calculation inputs for each of the three divisions and various assumptions, made while performing the calculations, are justified.
1) Are the four components of Marriott's financial strategy consistent with its growth objective?
The first component of the strategy is to manage rather than own the hotel properties. This objective mitigates the investment needed to launch new hotels, as the general partner is not required to make significant investments. Although it may be argued that such a strategy could decrease the profit margins, the growth prospects are certainly easily achievable because of less limitation on the resources required. The second objective is an important characteristic of modern corporate finance. It believed that focusing on maximizing shareholder value should be the underlying aim of every corporation, leading to stable growth and healthy profits. With regard to the third objective, Miller and Modigliani claimed that the use of debt, in the presence of corporate taxes, could increase the value of a company through the value added by debt tax shield. In modern finance, it is commonly believed that debt can increase the value of a corporation. However, a company should be careful about high debt levels because of the distress costs associated with high debt. As stated