A global hotel company that has just completed a large merger is debating whether to retain all the brands that came with the acquisition. The company CFO argues that it would be possible for each of them to have its own "swim lane," and that the result would be $200 million in annual cost savings; greater negotiating power with online travel agencies; and the ability to boost both revenue, by cross-selling brands, and occupancy rates, by leveraging a larger reservations system. Others argue that streamlining the brands will enable more resources to go to the most successful ones. With commentary from Noah Brodsky, chief brand officer at Wyndham Vacation Ownership, and the private equity consultant Annick Desmecht.

A global hotel company that has just completed a large merger is debating whether to retain all the brands that came with the acquisition. The company CFO argues that it would be possible for each of them to have its own "swim lane," and that the result would be $200 million in annual cost savings; greater negotiating power with online travel agencies; and the ability to boost both revenue, by cross-selling brands, and occupancy rates, by leveraging a larger reservations system. Others argue that streamlining the brands will enable more resources to go to the most successful ones. With commentary from Noah Brodsky, chief brand officer at Wyndham Vacation Ownership, and the private equity consultant Annick Desmecht.