In the current time for every company it is relevant to include brand differentiation strategy, in order to become and remain leaders of the industry. It is important not only differentiate your offered product or service from competitors, but also the entire brand. Each customer values factors of the company and brand that are different from their competitors, because they want that brand would be integrated and the part of their life. So the main concern could be to differentiate brand in the most meaningful way and the solution could be to invoke customer relationship management. Building great relationships with customers and looking at them as the most important part of company’s success could be a great factor in the way of differentiating brand. In this case we will analyze the Hilton Hotel case, how they achieved brand differentiation through customer relationship management, present the problem and suggest possible solutions for the company.

1. HILTON HOTELS
⌘
brand differentiation through customer
relationship management

2. SUMMARY
⌘
HILTON AT A GLANCE
SITUATION ANALYSIS & PROBLEM IDENTIFICATION
THEORETICAL SURVEY
CURRENT RESEARCH PROBLEM
EVALUATION OF ALTERNATIVES
SUGGESTED SOLUTIONS
CONCLUSION
December 10, 2014 HILTON HOTEL 2

3. HILTON AT A
GLANCE
When Conrad N. Hilton
opened the first hotel to bear
the Hilton name in 1925, he
aimed to operate the best
hotel in Texas. As a result of his
commitment, leadership, and
innovation, today Hilton is one
of the most respected brands in
the world.
December 10, 2014 HILTON HOTEL 3

4. December 10, 2014 HILTON HOTEL 4

5. AMERICANS
Rooms: 558.801
Pipelines: 89.000+
Under
construction:
30.000+
EUROPE
Rooms: 59.797
Pipeline: 29.000+
Under
construction:
16.000+
MIDDLE EAST &
AFRICA
Rooms: 20.145
Pipelines: 20.000+
Under
construction:
15.000+
ASIA PACIFIC
Rooms: 39.887
Pipelines: 55.000+
Under
construction:
39.000+
December 10, 2014 HILTON HOTEL 5

6. GLOBAL
STATS
93 4.221 698.402COUNTRIES &
TERRITORIES
HOTELS ROOMS
December 10, 2014 HILTON HOTEL 6

7. H
I
L
T
O
N
OSPITALITY
NTEGRITY
EADERSHIP
EAMWORK
WNERSHIP
OW
VALUES
December 10, 2014 HILTON HOTEL 7

8. December 10, 2014 HILTON HOTEL 8
LOYALTY
PROGRAM
WORLDWIDE
SALES
ONLINE &
MOBILE RESERVATIONS
REVENUE
MANAGEMENT
INFORMATION
TECHNOLOGY
SUPPLY
MANAGEMENT
42M members,
50% system
occupation
$88 in annual
revenue
380M site visits
per year
11M
reservations per
year
Pricing and
yield systems
Propriety
platform
$38 of
influenced
spend annually

9. SITUATION ANALYSIS &
PROBLEM IDENTIFICATION
December 10, 2014 HILTON HOTEL 9

10. December 10, 2014 HILTON HOTEL 10
OnQ
CRM
SALTCRM
Customers
Really Matter
SALT
Satisfaction
And Loyalty
Tracking

11. December 10, 2014 HILTON HOTEL 11
OnQ
Guest
Profile
Manager
Online
Profile
Pre-Arrival
ArrivalIn-Stay
Departure
Post-Stay

12. December 10, 2014 HILTON HOTEL 12
CRM
Personalization
Recognition
Customer
analytics
Service
recovery

13. Willingness to
return
Overall
experience
Ability to
recommend
Improvements
SALT
December 10, 2014 HILTON HOTEL 13

14. December 10, 2014 HILTON HOTEL 14
Whether CRM is
worth reinvesting
or not?

15. December 10, 2014 HILTON HOTEL 15
THEORETICAL SURVEY

16. December 10, 2014 HILTON HOTEL 16
PROMISE
Visual appeal, reputation, packaging,
name, logo, price, collateral,
signature, advertising, etc.
PRODUCT
Warranties, quality, design,
performance
CULTURE
People, attitudes, environment,
brand language, customer service,
values
PROCESS
Systems, procedures, delivery,
availability
CAKE THEORY

17. December 10, 2014 HILTON HOTEL 17
CURRENT RESEARCH
PROBLEM

18. UNDERSTANDING OF
YOUR BRAND
UNDERSTANDING
OF YOUR BEST
POTENTIAL
AUDIENCE
UNDERSTANDING
AND
DIFFERENTIATING
FROM YOUR
COMPETITION
December 10, 2014 HILTON HOTEL 18

19. December 10, 2014 HILTON HOTEL 19

20. December 10, 2014 HILTON HOTEL 20
EVALUATION OF
ALTERNATIVES

21. December 10, 2014 HILTON HOTEL 21
Costly Risky
Demands
innovation
A new way for Hilton Hotels
OLD WAY
NEW WAY
ALERNATIVE 1

22. December 10, 2014 HILTON HOTEL 22
CURRENT RESEARCH
PROBLEMSomething old and something new
ALERNATIVE 2
Elimination
of CRM
Demands
something
new
Risk of
breakdown
OLDWAY
NEW WAY

23. December 10, 2014 HILTON HOTEL 23
CURRENT RESEARCH
PROBLEMRemain the Stat$s Quo
ALERNATIVE 3
Synchronized Identified
Needs
flawless and
consistent
execution
OLD WAY IS THE NEW WAY

24. December 10, 2014 HILTON HOTEL 24
SOLUTION

25. December 10, 2014 HILTON HOTEL 25
CURRENT RESEARCH
PROBLEM
SOLUTION: remain and improve
the Stat$s Quo with alternative 3
1.2.
• Identify what you can bring to the table.
• Offer more than price.
3.4.
• Deliver on your promises.
• Satisfy with service.
5.6.
• Clearly communicate your identity.
• If all else fails, reinvent yourself

26. December 10, 2014 HILTON HOTEL 26
CONCLUSIONHILTON HOTELS
⌘
brand differentiation through customer relationship management

27. THANK YOU
FOR YOUR
ATTENTION!