When Javier Benito left Coca Cola last year to put to proof his luck at Starwood inns the challenges he faced in his novel endeavor were.

When Javier Benito left Coca Cola last year to put to proof his luck at Starwood inns the challenges he faced in his novel endeavor were, by many a standard, uncharted territory for the young executive. Saddled with the responsibility of revamping Starwood's whole marketing strategy, Benito faced of the present day tasks in an unfamiliar industry. at the same time a short year later, Benito stands comfortably atop the multitude of success that his global expertise has brought to Starwood, and at the forefront of a revolutionary, groundbreaking approach to the hospitality business that will change the direction of the entire industry upside down.

forward May of this year, Starwood taverns announced a series of just discovered initiatives to address the public and make the chain's seven different brands more popular and profitable. Along with a series of recently made known ad campaigns aimed at eliciting a more emotional, loyal rejoinder from its customers, the company will introduce a whole strange approach to making reservations: when a customer calls Starwood, rather than part a room at a specific public-house they will be 'fitted' in a specific exclusive right based on their needs, lifestyle and desires. This is a revolutionary approach to the business, and Javier Benito is betting high that it will be a entire success.

At first glance, Benito's background may have not been a upright fit for the task at hand. A Mexico City-born executive who worked for Procter & Gamble onward marketing campaigns for products including Tide and Mr Clean, Javier joined The Coca-Cola Company in 1994 There, he held a variety of clew positions at a global plain including Division Marketing Director for East Central Europe Vice President for Marketing & Operations in Brazil and various other pillars before rising to the rank of President of the U Retail Division and Chief Marketing Officer of Coca-Cola North America; a quite stellar career in the beverage business indeed, yet a far cry from his piece of work at Starwood. It didn't take highly long, however, for Benito to test that he is more than capable of handling the modern business.

Speaking of his decision to leave Coca-Cola to dig into hotel management, Benito candidly attributes a part of his decision to leave the beverage icon to his loyalty towards his mentor, Starwood's CEO Steven Heyer, who is the former CEO of Coca-Cola.

"There were brace important factors involved in that decision" says Benito. "One of them is obviously the connection with Steve who invited me here to participate in what he wanted to do. He is a human frame that I admire very greatly a man who believes in change, which is what he came to do here. The other which is very important, is that you must always do things that will help you sprout and develop your human capital, and I had in no degree worked in a service industry, in such a manner I thought it was an ideal situation, where I could apply the principles that I had learned before to a different industry."

forward his new job at Starwood, Javier was assigned an impressive $100 million bag to device a marketing strategy that would create an emotional prison between Starwood's customers and the company's different brands. The task, which has been traditionally difficult to achieve for the industry in general, did not intimidate Benito, who was teamed up with talent mogul Creative Artists Agency and Scott Bedbury, a consultant from Starbucks and Nike, to evolve the new strategy.

Of his lack of experience in the industry, Benito proffers a simple reflection. "I don't really be moved like a rookie, because I think that many of the principles that we've applied in the past are the same that we can apply here. When the company hired me they took that into consideration, and ye there may have been, perhaps, a higher risk, if it were not that if you know finances, 'the higher the risk, the higher the dividends', likewise I think that in that sensation it has been good for everyone and for me, it's been a great learning experience."

Benito's strongest talent lies in his ability to reach his target audience favorably by customizing his marketing approach to fit the without fault [i]or[/i] blemish [i]or[/i] flaw cultural context and specific exigencys of that particular audience. While at Coca-Cola, for example, Javier faced a tough challenge when he had to tackle a remarkably low sales index in Turkey The home which is deeply religious, is same big on fasting and was not consuming enough sodas. Undaunted, Benito unraveled an ad campaign that intertwined major religious celebrations and other cultural traditions with the consumption of sodas. The approached prov prosperous and Benito was able to finally make the sale of the outcome profitable in that country.

Back in the U after his time overlooks however, he found himself percussioned at how low the horizontal of customer service and care had declined. "Here was this nation that for me has always been a tonic market and an example to go after and all of a unanticipated it would take you 20 minutes of different menus before you could reach someone to talk to upon the phone ... or an airline would cancel a flight and not plane notify you, and that was a real blow because I think that in the past it was all exceedingly different."