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Due Thursday 
Respond to the following in a minimum of 175 words:
The focus of this case study (p. 405) is Starwood’s sales and operations planning from the perspective of both corporate planners and individual hotel property general managers. These two perspectives give you a unique view of what the aggregate planning process looks like, and how it gets translated into operational plans at the property level.
Discuss 1.  At what points in the planning process would you expect accounting/finance, marketing,
information systems, and operations to play a role? What inputs should these areas provide, and
why? 2. Does Starwood employ a chase, mixed or a level strategy? Why is this approach the best choice for
the company? 3. How would staffing for the opening of a brand-new hotel or resort differ from that of an existing property? What data might Starwood rely upon to make sure the new property is not over- or
under-staffed in its first year of operation?
Please remember the criteria for a substantive post. A substantive post demonstrates substance and contribution to the understanding and application of ideas by doing one or more of the following:
Reflection about meaning: Describe what something means or new insights it provides or raise a question as a seed for clarification or further discussion.
Analysis: Discuss relevant themes, concepts, main ideas, components, or relationships among ideas. Or, identify hidden assumptions or fallacies in reasoning.
Elaboration: Build on ideas of others or ideas found in the readings by adding details, examples, a different viewpoint, or other relevant information.
Application: Provide examples of how principles or concepts can be applied to actual situations or discuss the implications of theory for practice.
Synthesis: Integrate multiple views to provide a summary, a new perspective, or a creative refashioning of ideas.
Evaluation: Assess the accuracy, reasonableness, or quality of ideas.
Example:
A case can be made that several competitive priorities are not considered in the EOQ model. It is sometimes difficult to place a dollar value on these competitive advantages, but the advantages invariably go to the low-inventory, small lot-size firm (Krajewski, Malhotra, & Ritzman, 2016, p. 342). As the supply chain manager, if the EOQ is too large, what is the “ideal” lot size?
Krajewski, L. J. Malhotra, M. K., & Ritzman, L.P. (2016). Operations management: Processes and supply chains (11th ed.). Upper Saddle River, NJ: Pearson.
**Please remember each substantive post must incorporate a reference and an in-text citation from the course materials or outside research to illustrate comprehension.