This document provides background information on Hilton, including its history, leadership, corporate culture, operations, and finances. Some key points:
- Hilton was founded in 1919 and has grown to include over 4,400 hotels worldwide.
- Current CEO Christopher Nassetta has focused on strengthening the brand image, leveraging intellectual capital, and improving customer loyalty since taking over in 2007.
- Hilton emphasizes values like hospitality, integrity, and teamwork in its corporate culture and provides training programs to promote diversity and inclusion.
- Financially, Hilton stock has risen since its IPO and the company generates most of its income from room rentals and franchise fees.
Hilton Hotels Corporation is one of the world's leading hotel companies operating hotels across 85 countries. It focuses on managing and franchising hotels rather than owning real estate, allowing it to earn stable revenue streams while avoiding downturns in particular regions. While factors like economic conditions and airfare costs can impact hotel revenues, Hilton targets upscale business travelers who are less affected. Hilton was acquired by the Blackstone Group in 2007 and owns popular brands like Hilton, Waldorf Astoria, and Conrad hotels located in major cities worldwide.
The Ritz-Carlton is known for providing outstanding luxury service and amenities at its 85 hotels worldwide. It aims to anticipate guests' needs and ensure they feel individually cared for. The marketing analysis examines the company's mission, marketing mix, SWOT analysis, target segments, differentiation strategies, and brand positioning. Key aspects include rigorous employee training, high prices targeting upper-class guests, and a focus on location, product quality, and service to differentiate the brand.
Hilton Hotels implemented a customer relationship management (CRM) system called Hilton OnQ to address problems like a lack of technological innovation, weak IT infrastructure, and an inability to maintain relationships with valued customers. Hilton OnQ integrated a CRM platform, call centers, and customer reports to personalize service, improve customer analytics, and increase revenue. The CRM system provided Hilton a competitive advantage through customized service and increased satisfaction, revenue, and the success of loyalty programs, but rapid expansion and high costs posed challenges to CRM initiatives.
We are ladies and gentlemen serving ladies - Ritz CarltonA I
Ritz-Carlton is a luxury hotel chain known for excellent customer service. Their motto is "We are Ladies and Gentlemen serving Ladies and Gentlemen". The presentation discusses Ritz-Carlton's 7P's of marketing, service triangle model, SWOT analysis, and gap analysis. It highlights Ritz-Carlton's focus on empowering and training employees to deliver exceptional personalized service that exceeds customer expectations at each touchpoint.
The document discusses the hotel and service industry in Thailand and provides information about Hilton hotels. It notes that the service sector accounts for around 50% of Thailand's GDP and has been growing, particularly in industries like hotels and restaurants. It then provides an overview of Hilton, including its brands, values, history, strategies, and competitors. Hilton operates various hotel brands across price segments from luxury to mid-priced. It aims to consistently delight customers and has over 4,000 hotels globally, positioning it as one of the largest hotel companies worldwide.
The document provides an overview of Hilton's hotel industry and HHonors loyalty program. It discusses Hilton's brand positioning and market segments. It also analyzes the competitive landscape, purpose of loyalty programs, and details of the HHonors program. Key issues facing Hilton are identified as it considers how to respond to Starwood's new loyalty program changes. Alternative strategies, recommendations, and risks are presented. The recommendation is to differentiate HHonors from competitors like Starwood by expanding partnerships and focusing on improving the top tier member experience.
Hilton Hotels was founded in 1919 and was the first coast-to-coast hotel chain in the US. It now has over 4,000 properties across 91 countries. Hilton offers various brand types from luxury to extended stay. It has over 30 million members in its loyalty program. Hilton aims to provide high quality experiences for business and leisure travelers. It faces competition from other major hotel chains but maintains advantages through its global scale and consistency across brands.
Hilton Hotels Corporation is one of the world's leading hotel companies operating hotels across 85 countries. It focuses on managing and franchising hotels rather than owning real estate, allowing it to earn stable revenue streams while avoiding downturns in particular regions. While factors like economic conditions and airfare costs can impact hotel revenues, Hilton targets upscale business travelers who are less affected. Hilton was acquired by the Blackstone Group in 2007 and owns popular brands like Hilton, Waldorf Astoria, and Conrad hotels located in major cities worldwide.
The Ritz-Carlton is known for providing outstanding luxury service and amenities at its 85 hotels worldwide. It aims to anticipate guests' needs and ensure they feel individually cared for. The marketing analysis examines the company's mission, marketing mix, SWOT analysis, target segments, differentiation strategies, and brand positioning. Key aspects include rigorous employee training, high prices targeting upper-class guests, and a focus on location, product quality, and service to differentiate the brand.
Hilton Hotels implemented a customer relationship management (CRM) system called Hilton OnQ to address problems like a lack of technological innovation, weak IT infrastructure, and an inability to maintain relationships with valued customers. Hilton OnQ integrated a CRM platform, call centers, and customer reports to personalize service, improve customer analytics, and increase revenue. The CRM system provided Hilton a competitive advantage through customized service and increased satisfaction, revenue, and the success of loyalty programs, but rapid expansion and high costs posed challenges to CRM initiatives.
We are ladies and gentlemen serving ladies - Ritz CarltonA I
Ritz-Carlton is a luxury hotel chain known for excellent customer service. Their motto is "We are Ladies and Gentlemen serving Ladies and Gentlemen". The presentation discusses Ritz-Carlton's 7P's of marketing, service triangle model, SWOT analysis, and gap analysis. It highlights Ritz-Carlton's focus on empowering and training employees to deliver exceptional personalized service that exceeds customer expectations at each touchpoint.
The document discusses the hotel and service industry in Thailand and provides information about Hilton hotels. It notes that the service sector accounts for around 50% of Thailand's GDP and has been growing, particularly in industries like hotels and restaurants. It then provides an overview of Hilton, including its brands, values, history, strategies, and competitors. Hilton operates various hotel brands across price segments from luxury to mid-priced. It aims to consistently delight customers and has over 4,000 hotels globally, positioning it as one of the largest hotel companies worldwide.
The document provides an overview of Hilton's hotel industry and HHonors loyalty program. It discusses Hilton's brand positioning and market segments. It also analyzes the competitive landscape, purpose of loyalty programs, and details of the HHonors program. Key issues facing Hilton are identified as it considers how to respond to Starwood's new loyalty program changes. Alternative strategies, recommendations, and risks are presented. The recommendation is to differentiate HHonors from competitors like Starwood by expanding partnerships and focusing on improving the top tier member experience.
Hilton Hotels was founded in 1919 and was the first coast-to-coast hotel chain in the US. It now has over 4,000 properties across 91 countries. Hilton offers various brand types from luxury to extended stay. It has over 30 million members in its loyalty program. Hilton aims to provide high quality experiences for business and leisure travelers. It faces competition from other major hotel chains but maintains advantages through its global scale and consistency across brands.
This document discusses Hilton's customer relationship management system called OnQ. It provides an overview of OnQ, including that it was introduced in 2002 with a $50 million investment, and combines customer data from Hilton's hotels and Hhonors loyalty program. OnQ provides customer profiles and history to hotel staff to improve customer service. It allows staff to access over 180 million customer records to meet customers' preferences. The document also discusses the structure, benefits, and future potential of OnQ, as well as presenting scenarios on how decision support tools could further help OnQ analyze customer data and preferences.
1.The Ritz-Carlton Understands the Value of Every Employee. If you’ve ever held a job where you didn’t feel appreciated, you understand how frustrating it can be. Heck, you probably didn’t care about the company, right? Well, the Ritz-Carlton avoids this pitfall by valuing every employee. By empowering the employee, the hotel creates a staff that is passionate about the hotel, its services, and its success. Furthermore, happier employees mean happier guests. In fact, the Ritz-Carlton has empowered employees so much that they have the ability to spend up to $2,000 to ensure guests have an enjoyable stay without seeking permission from management.
2.The Ritz-Carlton Defines its Brand. If you want to improve the public image of your brand, then what better way is there to do so than by defining it yourself? The Ritz-Carlton does this by telling stories about the hotel through its online content strategy. Their Stories that Stay with You page elaborates on ways in which their employees and the greater hotel have gone out of their way to ensure a great stay for guests. The Ritz-Carlton is excellent at not only framing their stories, but in behaving in such a way – providing great customer service at every level – that great stories happen.
3.The Ritz-Carlton Abides By its Standards. Forget unwritten rules or laws. The Ritz has 12 Service Values that are etched into every employee’s memory. By requiring that everyone on the payroll memorize the company’s golden standards, the Ritz showcases the fact that they are genuinely passionate about their standards and commitment to customer service. Likewise, be sure to establish internal and external standards for your brand and hold your entire team accountable to them to ensure an incredible customer experience!
For over a century, the Ritz-Carlton Hotel has defined itself as the standard for quality and luxury in the hotel industry. While the ritzy Ritz-Carlton is flush with grandiose chandeliers and staircases, it’s the customer service and brand differentiation that’s given the hotel its staying power. By implementing pizazz into your marketing strategy, you’ll give your business a more powerful presence in the real context of B2B relations.
Hilton Hotels was founded in 1919 by Conrad Hilton and today operates 3,897 hotels and resorts across 91 countries. As the largest hotel operator globally, Hilton has led the industry through innovation, products, amenities and service. Key innovations include introducing televisions, a multi-hotel reservation system, airport hotels, and the first centralized computerized reservation service. Hilton also launched the loyalty program HHonors in 1987 which allows members to earn and redeem points. Members are awarded different tiers based on stays, from Blue to Diamond, with increasing benefits.
Capstone Business School presentation on Hilton International. The group performed extensive research on the Hotels & Lodging industry, presenting their findings and recommendations in front of a various business professionals.
Strategy management case study ihg groupNichakamonr
The three most important determinants behind technology advancement are:
1. Companies should select the right technology at the right time. Picking technologies that meet customer needs and market trends is critical for success.
2. The performance of “coalignment” among forces driving change, strategy choice, and organization structure. Ensuring technology strategies are aligned with business goals and organizational capabilities maximizes their impact.
3. The efficiency of staff who have experience in developing the new technology solution in hospitality industry. Having the right talent to implement new technologies smoothly is essential to gaining competitive advantages.
McDonalds Golden Arches Hotel_ifmr : Case StudyArokia Rexton
McDonald's opened two hotels in Switzerland under the name "Golden Arch" in an attempt to diversify. However, the hotels failed to meet customer expectations for a four-star property and did not understand the target market. Located in an isolated area, the hotels lacked amenities and the "Golden Arch" name was not well-received. McDonald's sold the hotels after only 18 months, realizing they could not be profitable given the competitive hotel industry in Switzerland.
This document provides a strategic analysis of InterContinental Hotel Group (IHG). It summarizes IHG's business model, financial performance, portfolio of hotel brands, and competitive position in the global hotel industry. The analysis finds that IHG has been growing revenue and profits in recent years through franchising, management, and ownership of hotels. It identifies opportunities and threats in IHG's external environment and recommends strategies for IHG to expand its brand awareness and portfolio, such as implementing hostel properties.
Hilton has implemented a CRM system called Hilton OnQ to consolidate customer data and improve the guest experience. The system segments customers into four categories based on loyalty and spends data. It aims to recognize, personalize experiences for, and analyze individual customers. While the CRM system has helped Hilton outperform competitors, limitations include challenges in accurate data transfer and high operating costs. The document recommends optimizing internal management, utilizing big data and social media to improve personalization, and enhancing the mobile app and online travel partnerships to strengthen Hilton's CRM system.
Strategies for Hilton Worldwide (HLT) to Expend Growth WeiyingZhang3
Hilton Worldwide is facing declining growth as its market share shrinks in the upscale and luxury hotel segments. To address this, the document recommends short term strategies such as establishing fashion partnerships to attract younger customers and long term strategies like expanding Hilton's glamping properties and deepening its digital capabilities. Implementing these recommendations could boost Hilton's revenue and increase its net present value by $9.5 million over five years.
This document provides an overview of Vivanta by Taj Malabar hotel located in Kochi, India. It discusses the hotel's introduction, objectives, limitations, industry profile, company profile, product profile including room types and dining options. It also describes the hotel's organizational structure and functional departments. A SWOT analysis is presented identifying the hotel's strengths, weaknesses, opportunities, and threats. Key findings from the study note the hotel's reputation, staff, environment, technology usage, and relationship between management and employees. Suggestions are provided around check-in processes, medical benefits, loyalty programs, technology updates, and tour packages.
Hilton hotels Brand Differentiation Through Customer Relationship ManagementRiya Aseef
Hilton introduced its Hilton OnQ customer relationship management (CRM) system in 2002 as a key part of its "Customer Really Matters" strategy. OnQ allows hotel staff to recognize guests at check-in and provide personalized service by accessing guest histories and preferences. It aims to improve customer service, assist in service recovery for issues, and facilitate targeting of promotions and benefits to frequent guests and VIPs. Hilton closely tracks customer satisfaction and loyalty metrics to measure the success of its CRM initiatives in delivering on the "Customer Really Matters" promise of recognition, personalization, and quality service.
Hilton was founded in 1919 and now has over 530 hotels across six continents. It owns, manages, or franchises luxury brands like Conrad and Waldorf Astoria, full service brands like Hilton and Doubletree, focused service brands like Garden Inn and Hampton, and extended stay brands like Homewood and Home2. Hilton also has a loyalty program called HHonors with over 30 million members and different tier levels based on number of stays.
The Ritz-carlton: Using information systems to better serve the costumerLúcia Dénis
The Ritz-Carlton had several competitive strengths that allowed it to better serve customers. It placed an emphasis on personalized, friendly service where employees were trained to anticipate customer needs and preferences. It also focused on consistently high quality standards and virtually defect-free service through extensive employee training and standardized systems. By keeping detailed customer histories and preference files, employees were able to deliver even more personalized service. The Ritz-Carlton applied the "service cycle success" model through its emphasis on selecting the right employees and providing over 100 hours of training to reinforce service commitment. Empowered employees along with rewards helped ensure training effectiveness and led to employee satisfaction, lower turnover, and achieving quality and productivity goals. This high level of service helped
This document provides an analysis of Marriott International, including its mission and vision statements, commitments, competitor profile matrix comparing it to Hilton, Starwood and Wyndham, Porter's five forces analysis of the hotel industry, value chain analysis of Marriott, SWOT/TOWS matrix, and three strategic recommendations. The analysis finds that Marriott has strong brand recognition and a diverse brand portfolio. It is expanding internationally and improving its financial ratios following a restructuring. Recommendations include partnerships in Asia and Brazil to expand markets and a new boutique hotel line in Canada.
Hilton Worldwide is one of the largest hospitality companies in the world, with over 3,800 hotels across 88 countries. It was founded in 1919 by Conrad Hilton and has grown to include 10 brands like Waldorf Astoria, Conrad, Hilton, DoubleTree, Embassy Suites, Homewood Suites, and Home2 Suites. Hilton follows a strategy of horizontal integration and operates hotels in various market segments from luxury to economy. It has experienced steady growth since its founding and continues expansion plans globally and in India.
Presentation covered :
1. Introduction
2. SWOT Analysis
3.Strategic Planning Process
4.Structure of the Organization
5.Control Mechanism
6.Leadership Style that I observed
7.Various strategies which incorporate in order to get listed in the list of best places to work.
Marriott International operates nearly 4,500 properties across 19 brands that target different market segments. The document discusses Marriott's brand portfolio strategy, including introducing multiple brands to maximize coverage in the hospitality industry. It provides details on Marriott's brands in luxury, lifestyle, signature, modern essentials, extended stay, and vacation clubs segments. Through new brands and emphasis on digital marketing, Marriott aims to attract different customer types at various price points.
1) The document discusses service quality metrics and customer satisfaction scores (SALT scores) used by the Hilton Hotels Corporation and the Hampton Inn & Suites hotel in Burlington, North Carolina specifically.
2) Customer satisfaction is measured using comment cards and the LODGSERV scale to evaluate performance on key service quality dimensions.
3) SALT scores collected via email surveys sent to guests are used to determine the overall performance of the Hampton Inn & Suites property and ensure guests have positive experiences.
Module 1 of the GridGuru Retention Marketing Series by RetentionGrid.com.
Keep your customers coming back for more.
This presentation presents facts and figures about the importance of customer retention and the value of loyal customers.
Team David presented their proposal for the Hilton at High Point project. Their proposal included a double tower luxury hotel with 450 rooms, meeting spaces, restaurants, and shops. It will be designed to achieve LEED Platinum certification through sustainable features like a greywater pond, solar panels, and wind turbines. The estimated budget for the project is $83.3 million.
This document discusses Hilton's customer relationship management system called OnQ. It provides an overview of OnQ, including that it was introduced in 2002 with a $50 million investment, and combines customer data from Hilton's hotels and Hhonors loyalty program. OnQ provides customer profiles and history to hotel staff to improve customer service. It allows staff to access over 180 million customer records to meet customers' preferences. The document also discusses the structure, benefits, and future potential of OnQ, as well as presenting scenarios on how decision support tools could further help OnQ analyze customer data and preferences.
1.The Ritz-Carlton Understands the Value of Every Employee. If you’ve ever held a job where you didn’t feel appreciated, you understand how frustrating it can be. Heck, you probably didn’t care about the company, right? Well, the Ritz-Carlton avoids this pitfall by valuing every employee. By empowering the employee, the hotel creates a staff that is passionate about the hotel, its services, and its success. Furthermore, happier employees mean happier guests. In fact, the Ritz-Carlton has empowered employees so much that they have the ability to spend up to $2,000 to ensure guests have an enjoyable stay without seeking permission from management.
2.The Ritz-Carlton Defines its Brand. If you want to improve the public image of your brand, then what better way is there to do so than by defining it yourself? The Ritz-Carlton does this by telling stories about the hotel through its online content strategy. Their Stories that Stay with You page elaborates on ways in which their employees and the greater hotel have gone out of their way to ensure a great stay for guests. The Ritz-Carlton is excellent at not only framing their stories, but in behaving in such a way – providing great customer service at every level – that great stories happen.
3.The Ritz-Carlton Abides By its Standards. Forget unwritten rules or laws. The Ritz has 12 Service Values that are etched into every employee’s memory. By requiring that everyone on the payroll memorize the company’s golden standards, the Ritz showcases the fact that they are genuinely passionate about their standards and commitment to customer service. Likewise, be sure to establish internal and external standards for your brand and hold your entire team accountable to them to ensure an incredible customer experience!
For over a century, the Ritz-Carlton Hotel has defined itself as the standard for quality and luxury in the hotel industry. While the ritzy Ritz-Carlton is flush with grandiose chandeliers and staircases, it’s the customer service and brand differentiation that’s given the hotel its staying power. By implementing pizazz into your marketing strategy, you’ll give your business a more powerful presence in the real context of B2B relations.
Hilton Hotels was founded in 1919 by Conrad Hilton and today operates 3,897 hotels and resorts across 91 countries. As the largest hotel operator globally, Hilton has led the industry through innovation, products, amenities and service. Key innovations include introducing televisions, a multi-hotel reservation system, airport hotels, and the first centralized computerized reservation service. Hilton also launched the loyalty program HHonors in 1987 which allows members to earn and redeem points. Members are awarded different tiers based on stays, from Blue to Diamond, with increasing benefits.
Capstone Business School presentation on Hilton International. The group performed extensive research on the Hotels & Lodging industry, presenting their findings and recommendations in front of a various business professionals.
Strategy management case study ihg groupNichakamonr
The three most important determinants behind technology advancement are:
1. Companies should select the right technology at the right time. Picking technologies that meet customer needs and market trends is critical for success.
2. The performance of “coalignment” among forces driving change, strategy choice, and organization structure. Ensuring technology strategies are aligned with business goals and organizational capabilities maximizes their impact.
3. The efficiency of staff who have experience in developing the new technology solution in hospitality industry. Having the right talent to implement new technologies smoothly is essential to gaining competitive advantages.
McDonalds Golden Arches Hotel_ifmr : Case StudyArokia Rexton
McDonald's opened two hotels in Switzerland under the name "Golden Arch" in an attempt to diversify. However, the hotels failed to meet customer expectations for a four-star property and did not understand the target market. Located in an isolated area, the hotels lacked amenities and the "Golden Arch" name was not well-received. McDonald's sold the hotels after only 18 months, realizing they could not be profitable given the competitive hotel industry in Switzerland.
This document provides a strategic analysis of InterContinental Hotel Group (IHG). It summarizes IHG's business model, financial performance, portfolio of hotel brands, and competitive position in the global hotel industry. The analysis finds that IHG has been growing revenue and profits in recent years through franchising, management, and ownership of hotels. It identifies opportunities and threats in IHG's external environment and recommends strategies for IHG to expand its brand awareness and portfolio, such as implementing hostel properties.
Hilton has implemented a CRM system called Hilton OnQ to consolidate customer data and improve the guest experience. The system segments customers into four categories based on loyalty and spends data. It aims to recognize, personalize experiences for, and analyze individual customers. While the CRM system has helped Hilton outperform competitors, limitations include challenges in accurate data transfer and high operating costs. The document recommends optimizing internal management, utilizing big data and social media to improve personalization, and enhancing the mobile app and online travel partnerships to strengthen Hilton's CRM system.
Strategies for Hilton Worldwide (HLT) to Expend Growth WeiyingZhang3
Hilton Worldwide is facing declining growth as its market share shrinks in the upscale and luxury hotel segments. To address this, the document recommends short term strategies such as establishing fashion partnerships to attract younger customers and long term strategies like expanding Hilton's glamping properties and deepening its digital capabilities. Implementing these recommendations could boost Hilton's revenue and increase its net present value by $9.5 million over five years.
This document provides an overview of Vivanta by Taj Malabar hotel located in Kochi, India. It discusses the hotel's introduction, objectives, limitations, industry profile, company profile, product profile including room types and dining options. It also describes the hotel's organizational structure and functional departments. A SWOT analysis is presented identifying the hotel's strengths, weaknesses, opportunities, and threats. Key findings from the study note the hotel's reputation, staff, environment, technology usage, and relationship between management and employees. Suggestions are provided around check-in processes, medical benefits, loyalty programs, technology updates, and tour packages.
Hilton hotels Brand Differentiation Through Customer Relationship ManagementRiya Aseef
Hilton introduced its Hilton OnQ customer relationship management (CRM) system in 2002 as a key part of its "Customer Really Matters" strategy. OnQ allows hotel staff to recognize guests at check-in and provide personalized service by accessing guest histories and preferences. It aims to improve customer service, assist in service recovery for issues, and facilitate targeting of promotions and benefits to frequent guests and VIPs. Hilton closely tracks customer satisfaction and loyalty metrics to measure the success of its CRM initiatives in delivering on the "Customer Really Matters" promise of recognition, personalization, and quality service.
Hilton was founded in 1919 and now has over 530 hotels across six continents. It owns, manages, or franchises luxury brands like Conrad and Waldorf Astoria, full service brands like Hilton and Doubletree, focused service brands like Garden Inn and Hampton, and extended stay brands like Homewood and Home2. Hilton also has a loyalty program called HHonors with over 30 million members and different tier levels based on number of stays.
The Ritz-carlton: Using information systems to better serve the costumerLúcia Dénis
The Ritz-Carlton had several competitive strengths that allowed it to better serve customers. It placed an emphasis on personalized, friendly service where employees were trained to anticipate customer needs and preferences. It also focused on consistently high quality standards and virtually defect-free service through extensive employee training and standardized systems. By keeping detailed customer histories and preference files, employees were able to deliver even more personalized service. The Ritz-Carlton applied the "service cycle success" model through its emphasis on selecting the right employees and providing over 100 hours of training to reinforce service commitment. Empowered employees along with rewards helped ensure training effectiveness and led to employee satisfaction, lower turnover, and achieving quality and productivity goals. This high level of service helped
This document provides an analysis of Marriott International, including its mission and vision statements, commitments, competitor profile matrix comparing it to Hilton, Starwood and Wyndham, Porter's five forces analysis of the hotel industry, value chain analysis of Marriott, SWOT/TOWS matrix, and three strategic recommendations. The analysis finds that Marriott has strong brand recognition and a diverse brand portfolio. It is expanding internationally and improving its financial ratios following a restructuring. Recommendations include partnerships in Asia and Brazil to expand markets and a new boutique hotel line in Canada.
Hilton Worldwide is one of the largest hospitality companies in the world, with over 3,800 hotels across 88 countries. It was founded in 1919 by Conrad Hilton and has grown to include 10 brands like Waldorf Astoria, Conrad, Hilton, DoubleTree, Embassy Suites, Homewood Suites, and Home2 Suites. Hilton follows a strategy of horizontal integration and operates hotels in various market segments from luxury to economy. It has experienced steady growth since its founding and continues expansion plans globally and in India.
Presentation covered :
1. Introduction
2. SWOT Analysis
3.Strategic Planning Process
4.Structure of the Organization
5.Control Mechanism
6.Leadership Style that I observed
7.Various strategies which incorporate in order to get listed in the list of best places to work.
Marriott International operates nearly 4,500 properties across 19 brands that target different market segments. The document discusses Marriott's brand portfolio strategy, including introducing multiple brands to maximize coverage in the hospitality industry. It provides details on Marriott's brands in luxury, lifestyle, signature, modern essentials, extended stay, and vacation clubs segments. Through new brands and emphasis on digital marketing, Marriott aims to attract different customer types at various price points.
1) The document discusses service quality metrics and customer satisfaction scores (SALT scores) used by the Hilton Hotels Corporation and the Hampton Inn & Suites hotel in Burlington, North Carolina specifically.
2) Customer satisfaction is measured using comment cards and the LODGSERV scale to evaluate performance on key service quality dimensions.
3) SALT scores collected via email surveys sent to guests are used to determine the overall performance of the Hampton Inn & Suites property and ensure guests have positive experiences.
Module 1 of the GridGuru Retention Marketing Series by RetentionGrid.com.
Keep your customers coming back for more.
This presentation presents facts and figures about the importance of customer retention and the value of loyal customers.
Team David presented their proposal for the Hilton at High Point project. Their proposal included a double tower luxury hotel with 450 rooms, meeting spaces, restaurants, and shops. It will be designed to achieve LEED Platinum certification through sustainable features like a greywater pond, solar panels, and wind turbines. The estimated budget for the project is $83.3 million.
Hilton Hotels is considering three app ideas for their hotel websites: 1) A concierge app that would provide guests information about the local area and entertainment options when booking a hotel, allowing them to book partners tickets and activities. 2) A community app that allows customers to interact with each other during their stay. 3) Partnering with Dopplr to collect profiles from loyal Hilton Honors customers and allow them to exchange tips, opinions, photos and recommendations about Hilton hotels on the app.
This document provides information about two Hilton hotels in Prague - the Hilton Prague Hotel located on the bank of the Vltava River, and the Hilton Prague Old Town located in the city centre. Both hotels feature classical light fixtures and decorative artwork in areas like meeting rooms, lobbies, restaurants, and lounges. Contact information is also provided for Sans Souci headquarters and regional offices.
This document provides an overview of Hilton Worldwide brands for a roadshow in Chelyabinsk, Russia. It discusses Hilton's portfolio of 12 brands ranging from economy to luxury, and the competitive positioning of each brand in Europe. It highlights the strong performance of Hilton brands globally and in Europe/Africa specifically. The document also summarizes the key aspects of Hilton's commercial engine that drives brand performance, including their loyalty program, revenue management, sales and marketing support, and technology platforms.
Interactive Hotel Presentation - Hilton Birmingham MetropoleCesar Coelho
Interactive Hotel Presentation :: Hilton Birmingham Metropole - "Where it All Happens"
Hilton Birmingham Metropole, the largest conference hotel in the UK outside London with 790 bedrooms, 33 flexible function rooms for meetings and events up to 2,000 people, 4 food & beverage outlets, fitness centre and spa.
Where connections are made and partnerships forged. Where productive days lead to constructive results. And where our expertise is your guarantee of success. Where it all happens: Hilton Birmingham Metropole – the heart of exceptional service in the heart of England, and in one of the most accessible cities in Europe. This is where a passionate and creative team make the incredible happen every day, and make your conference, meeting or event, the best one ever.
No one does business like us. Hilton Birmingham Metropole delivers on every level, as the UK’s largest accommodation and conference hotel outside London: 33 flexible function rooms comfortably catering for 2 to 2,000 people, with a capacity to handle up to 5,000 delegates with ease across the entire hotel. It’s no wonder that over 1,800 successful conferences take place here each year, utilising 6,000 square metres of meeting space in a variety of configurations.
Where smaller gatherings have a larger impact: elegant meeting suites allow you to host up to 50 people in comfort and style. If a bigger space is required, a big impression is assured with superb facilities, on-site technical expertise, state-of-the-art A/V equipment and WiFi access throughout the hotel. For a dynamic keynote address to 500 employees, our standout Westminster Suite is the perfect venue; whilst banquets for up to 1,400 and receptions for as many as 2,000 can be handled with ease in the versatile, flexible and hugely impressive Monarch Suite.
Where our dedication is your reassurance: all event organisers are allocated their very own Guest Relations Manager as their primary contact on the day of the event itself. This ensures your every need is met and your every request catered for right away. Whatever you need to make your time with us a success, simply tell us and we’ll take care of the rest – whether it’s a themed coffee break to team-building activities and unforgettable incentive trips in and around Birmingham.
The heart of your next meeting, conference or event. It all happens at Hilton Birmingham Metropole.
Comparison of Hilton, Sheraton, Hyatt, Marriott and Other Top Hotels on FacebookUnmetric
Unmetric took a look at the social media habits of the top upscale hotel chains to uncover which hotel is creating the best engagement and value with its Facebook community
Effective Internal Controls by @EricPesikEric Pesik
Instilling good governance and ensuring full compliance with an effective internal control program. Presented at Corruption and Compliance South & South East Asia Summit, September 2012, Hilton Hotel, Singapore.
Brand Differentiation through Customer Relationship Management - HBR Case reviewAngga Kusumanegara
The document discusses the benefits of exercise for mental health. Regular physical activity can help reduce anxiety and depression and improve mood and cognitive functioning. Exercise causes chemical changes in the brain that may help protect against mental illness and improve symptoms for those who already suffer from conditions like depression and anxiety.
Hilton has 3 brands in China with 2% market share, but plans to expand to 22 new hotels. Travel and tourism are growing rapidly in China, especially from foreigners visiting tier 1 cities. While the industry offers profit potential, it also faces intense price competition and many substitutes. Hilton performs slightly above competitors in customer surveys but seeks to strengthen brand loyalty through promotions and its loyalty program. The global economic downturn negatively impacted the hotel industry in 2009.
The document appears to be an agenda for a business meeting covering the following topics: key issues/opportunities, industry analysis using Porter's Five Forces, financial analysis, potential alternatives, implementation plans, contingency plans, a summary, and a Q&A session. The key issues identified are brand differentiation, monitoring performance, customer personalization, and alignment/execution. A SWOT analysis is also included, identifying strengths, weaknesses, opportunities, and threats for the business.
Hilton Hotels: Brand Differentiation through Customer Relationship ManagementVenta Jackaite
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.
Case Analysis of Hilton Hotels: Brand Focus: Customer Relationship Management Sandeep Patel
Hilton is a global hospitality company founded in 1919 that operates over 5,500 hotels across 78 countries. It established an early focus on customer relationship management (CRM) through its OnQ technology platform to maximize customer loyalty, drive organic growth, and create competitive differentiation through personalized service and analytics. Implementing CRM consistently across Hilton's large scale of operations, measuring its return on investment, and maintaining brand differentiation remain ongoing challenges.
This document provides an overview of the Hilton hotel chain, one of the largest and most recognizable hotel brands worldwide. Founded in 1919 by Conrad Hilton, Hilton has grown to include over 530 luxury hotels and resorts across 78 countries through acquisitions and partnerships supporting both business and leisure travelers.
The document provides grooming and personal hygiene standards for hotel staff. It outlines that all staff should maintain high standards of grooming to create a good impression on guests. It then lists detailed standards for hair, facial hair, hands, personal hygiene, shoes, jewelry, and uniforms for both men and women to ensure a professional appearance.
Cynthia Jones is applying for an open position and provides her resume highlighting over 22 years of experience in hospitality management, including 7 years as General Manager of the Hilton Garden Inn Clovis where she increased revenue and ADR annually. She is seeking a new opportunity to continue developing her skills and contributing to a hotel or management company as an asset. Letters of recommendation from her time at HGI Clovis are provided to support her strong record of success in operations and management.
Hewitt associates...Attempting to be different in a crowdHITESH BHARTI
Hewitt Associates was a global human resources consulting and outsourcing firm. It grew organically in its early years through small acquisitions, but began pursuing larger mergers and acquisitions in 2000. This included acquiring retirement, payroll, and human resources outsourcing companies. By 2010, Hewitt had 2,600 clients making it the largest HR outsourcing provider. However, it faced challenges in 2006 as its outsourcing revenues declined due to contract issues and pricing pressures. Moving forward, Hewitt aimed to diversify its revenues across geographies and client sizes through innovation and cross-selling services.
Stanton Chase Digital Media PresentationCarolyn Cason
Stanton Chase is a leading global executive search firm with 350+ partners/consultants. They have 73 offices across 45 countries and specialize in recruiting leaders for board, senior, and mid-level management positions. They represent clients in digital media, advertising, publishing, and communications industries. Their search process involves defining roles, conducting market research, directly approaching candidates, interviewing candidates, and presenting candidates to clients for selection.
Target is a large upscale retailer known for high-quality trendy merchandise sold at attractive prices in clean stores. It operates stores across the US as well as an online business. Target's typical customer is middle-aged, earns around $60k annually, and one-third have children at home. The company aims to provide a welcoming shopping environment for guests and a great workplace for its employees.
Heather Hammond Filgate has 18 years of experience in business, non-profits, and community organizations. She has consistently surpassed goals and created a $12 million low-income housing development. As Customer Experience Manager at Grove Point Plantation, she delivers exceptional customer service and has increased annual visitation by 30%. Previously she grew fundraising at the Sun Valley Ski Education Foundation by 16% and repositioned the Lasaii LLC financial services company for strategic growth.
The document provides profiles for Tovah M. Thompson of The Wolf Group, a presentation design and visual support firm, and their client portfolio which includes major financial institutions like Citigroup, Franklin Templeton Investments, Goldman Sachs, Mastercard, and Morgan Stanley. It also includes profiles for Citigroup and its diverse markets and services, Mastercard and its role in changing how the world does business, and Warburg Pincus, a leading global private equity firm. Finally, it outlines the portfolio and services of William B. Tabler Architects, an architectural firm specialized in hotel design, including projects like the Le Meridian Hotel in Cairo and The Brooklyn Renaissance Plaza in New York.
Implementation Strategic and Contingency Plans.docxwrite4
Hilton Worldwide conducts thorough environmental scanning to analyze its internal and external environments. It uses SWOT and PESTLE analyses to evaluate strengths, weaknesses, opportunities, and threats. Hilton differentiates itself through high quality services, professional staff, and a variety of hotel brands. It faces competition and changing technology but takes advantage of opportunities for innovation, growth, and digital transformation. Hilton analyzes its internal resources and capabilities through environmental scanning to ensure its strategy aligns with its mission to provide outstanding hospitality globally.
Implementation Strategic and Contingency Plans.docxwrite30
Hilton Worldwide conducts thorough environmental scanning to analyze its internal and external environments. It uses SWOT and PESTLE analyses to evaluate strengths, weaknesses, opportunities, and threats. Hilton differentiates itself through high quality services, professional staff, and a variety of hotel brands. It faces opportunities through innovation and expanding markets but also threats of competition and changing customer demands. Hilton implements strategies of differentiation, market penetration, product development, and diversification globally to maintain competitive advantages.
The document summarizes Thomson Reuters' experience with sustainable employee engagement programs at their Manila site. It discusses their Manila Transformation Agenda which included strategic leadership, communicating opportunities amid change, effective communication, talent management, and focusing on employee engagement. Interventions to boost engagement included celebrations, championing values, and recognition awards. Key takeaways were focusing strategy in a way that matters to employees, using stories to communicate strategy, understanding engagement methods, facilitating talent flow, promoting diversity and inclusion, and engaging different generations.
EpicenterSpark Hospitality International is a full-service hospitality consulting and management company specializing in hotels, resorts, vacation rentals, and senior living. They have a team with over 100 years of combined experience in these sectors. Their services include strategic planning, operations, marketing, revenue management, and more. Their goal is to help clients outperform their goals through innovative strategies and a focus on service excellence.
The document presents Halifax's 2011-2016 economic strategy. It outlines the strategy's vision, approach, goals, and implementation process. Over 330 stakeholders provided input through consultations. The strategy aims to make Halifax an international city with business and talent growth through regional center development, improving the business climate, developing talent, building the international brand, and maximizing opportunities. Implementation teams will oversee goals and the Halifax Index will track outcomes. Regional Council endorsement of the strategy is recommended.
The D&I Value Proposition: How do Outstanding Diversity and Inclusion leaders create the right brand and image?
As leaders in diversity, we are challenged to educate, energize, and excite our organization around diversity initiatives. These initiatives build the foundation of creativity, innovation, and transformative results. Diversity and Inclusion leaders are key players on the executive leadership team with the specific responsibility for ensuring that human resources are honored, embraced, and ready to contribute great value. Diversity and Inclusion leaders are trusted advisors that fundamentally create strategies that result in corporate cultural transformations to effectively support the mission and vision of the organization. To continue to be successful and safeguard the great work and efforts of those before you, you must create a brand and image that reflects high integrity and strong leadership capacity. This workshop will arm you with the skills you need to change your leadership image and effectively function as a vital part of the leadership vision.
Learning Outcomes: This seminar is designed to explore career and professional development opportunities in diversity and inclusion
At the end of this seminar, participants will be able to:
a) Explore strategies for building the right brand and image
b) Examine what it means to transform organizational culture
c) Create a personal plan for excellence in diversity and inclusion leadership
d) Explore business challenges that impact diversity and inclusion leaders
James Lyons has over 25 years of experience in executive marketing roles. He has a track record of consistently delivering revenue growth and profitability through multi-channel marketing. He is known for motivating and mentoring talented teams. His qualifications include expertise in areas such as creative marketing, business development, product development, P&L management, and turnarounds. Currently he works as the President and CEO of Arête Marketing, a consultancy helping digital and customer acquisition businesses grow.
Brown & Brown is a decentralized insurance brokerage firm founded in 1939 that has grown organically and through acquisitions. It has a highly competitive culture focused on entrepreneurship and local leadership. The company provides property/casualty insurance, employee benefits, wholesale brokerage, and other services through over 175 offices nationwide.
Joe Linhares is currently the Managing Director and Global Head of Platinum Accounts at BlackRock in New York. He previously held leadership roles at BlackRock in London as Managing Director and CEO of EMEA iShares, and in San Francisco as Managing Director and US Head of iShares Sales. Prior to BlackRock, he held various sales and relationship management roles in the financial services industry, including at Citibank and JP Morgan.
The document announces the formation of a new Enterprise Productivity team at Northern Trust led by Aileen Blake to focus on productivity efforts across the company. It describes the goals of the team to assist ongoing productivity initiatives and facilitate strategic investments. It provides details on the structure of the new team and leadership changes to support roles across different business units.
SRS Capabilities Presentation and Discussion Meeting was prepared for October 21, 2011 to introduce SRS team members and discuss SRS capabilities. The meeting agenda included reviewing 99 Ranch Market's retail real estate process and brokerage network, discussing near term goals, an overview of SRS capabilities with an emphasis on brokerage services, and a deeper discussion of how SRS can support 99 Ranch Market. Introduced were Steve McClurkin and Garrett Colburn of SRS, and Ken Ward and Dillon Dummit of partner firm CresaPartners. SRS provides various real estate services including brokerage, corporate, development, investment, and managed services to retailers, owners, and investors of retail space.
Diversity, Inclusion and Innovation in Financial ServicesNICSA
Research suggests positive correlations between diversity and bottom line results including revenue, productivity, and employee engagement. A successful diversity and inclusion (D&I) strategy provides a structured approach that leads to an enhanced work environment.
Cutting Edge Consulting Marketing Media Plan Book (Senior Capstone Project)Mckenzie Imhoff
This document provides a marketing plan book for InclusionINC created by Cutting Edge Consulting. It includes an executive summary, situation analysis looking at the company, products/services, consumers, market/industry, and competition. The goals are for InclusionINC to become well-known locally and on social media, create national buzz, increase clients, stand out from competitors, and increase website traffic. The target markets are senior leaders and mid-level managers who are influential decision-makers seeking to improve teamwork. The creative executions include direct mail, LinkedIn ads, Twitter posts, SEO, expositions, and conferences. An evaluation will assess clients, social media interactions, and client interviews after 4-6 months.
4. Background & History
1919
1927
Conrad
Hilton
bought
first hotel
First hotel
to add
amenities
1946
Hilton
Hotels
Corporation
goes public
Multi-hotel
reservation
system
1948
1957
Marriot
enters
industry
Hyatt
founded
1959
First
airport
hotel
opened
1929 - 1939
Great
Depression
Introduction Background & History Mission Statement Opportunity Statement
5. Background & History
1962
1964
Hyatt goes
public
Hilton
International
Corporation
splits to go
global
Barron
Hilton
replaces
Conrad
Hilton as
President
1967
1973
Hilton has
customer
service
breakthrough
Introduces
HHonors
loyalty
program
1987 1995
First Hilton
website
launches
Hilton
International
sold
Conrad Hilton
passes away
1979
Introduction Background & History Mission Statement Opportunity Statement
6. Background & History
1996
2006
Stephen
Bollenbach
is first
non-Hilton
CEO
Hilton
International
reacquired
Blackstone
Group buys
Hilton and
goes private
2007
2008
Airbnb
founded
Lightstay
introduced
2009
2013
Hilton
returns to
NYSE
Christopher
Nassetta
becomes
president
and CEO
Become
Hilton
Worldwide
and changes
HQ
Hilton
launches a
vacation
subsidiary
2002
Introduction Background & History Mission Statement Opportunity Statement
8. Mission Statement
“To be the preeminent global hospitality company - the first choice of guests, team
members, and owners alike.”
Background & History Mission Statement Opportunity Statement Sustainable Competitive Adv.
10. Opportunity Statement
The hospitality industry is highly competitive, filled with pricing and sales
promotions, resulting in price wars. In this industry, Hilton possesses a pristine
brand image that has the ability to be further leveraged in order to differentiate itself
from competitors in the future. With the current influx of consumers in the lodging
industry, Hilton is now presented the opportunity to further utilize its intellectual
capital and create sustainable competitive advantage.
Mission Statement Opportunity Statement Sustainable Competitive Adv. Significance to Leadership
12. Sustainable Competitive Advantage
A long-term competitive advantage that is not easily duplicated by other competitors.
This is developed by solidifying a pristine brand image, utilizing intellectual
capital, offering exceptional services, and strengthening customer loyalty.
Opportunity Statement Sustainable Competitive Adv. Significance to Leadership Research Methodology
14. Significance To Leadership
Hilton is a part of a highly competitive and fast growing industry in hotel service.
As a result, we have uncovered new forms of underleveraged resources within the
company and have developed detailed programmatic recommendations that will
maximize these forms of sustainable competitive advantage.
Sustainable Competitive Adv. Significance To Leadership Research Methodology Expected Outcomes
20. Leadership
● Three Presidents; Nine Executive Vice Presidents
● Most have worked with Hilton eight years or less
● High levels of experience in the hospitality industry
Joe Berger Kristin Campbell
Christopher Nassetta
Kevin JacobsIan Carter Jim Holthouser
William
Margaritis
Matt Richardson Martin Rinck Matthew Schuyler Chris Silcock Simon Vincent Mark Wang
Expected Outcomes Leadership Corporate Culture Human Resources Management
21. Conrad Hilton
● CEO & Founder of Hilton
● Emphasis on innovation and empowerment
● Focus on charity and developing the community
“Success seems to be connected with action. Successful people keep
moving. They make mistakes, but they don't quit.”
“Enthusiasm is a vital element toward the individual success of every man or
woman.”
“The practice of charity will bind us... will bind all men in one great
brotherhood.”
(CEO 1919-1967)
Expected Outcomes Leadership Corporate Culture Human Resources Management
22. Stephen Bollenbach
● Prior CEO of Hilton
● Worked as Donald Trump’s CFO
● Worked with Disney & Marriott as CFO & Treasurer
● Recruited by Barron Hilton in 1996
● Focused on making profit with every decision
“There are a lot of bargains out there, ... Every acquisition you make is
accretive to earnings. It's a real value creator.”
“We want to continue getting out of the real estate business and more into the
fee business.”
(CEO 1996-2007)
Expected Outcomes Leadership Corporate Culture Human Resources Management
23. Christopher Nassetta
● Previously worked for Host Hotels and Resorts as COO
○ Later became CEO
● Hired by Jonathan Gray of Blackstone Group as President
and CEO for Hilton in 2007
● Made a worldwide Hilton tour
● Began changes in organizational structure
“People were living in ivory towers. Some in Beverly Hills. We didn’t have
the connectivity. The hotels were saying, ‘Leave us alone. I don’t like you
corporate types.’ We had become siloed.”
(CEO 2007-Present)
Expected Outcomes Leadership Corporate Culture Human Resources Management
24. Christopher Nassetta
● Implemented a corporate wide CRM system
● Emphasis on leveraging intellectual capital
● Customer focused
“Even the posters listing corporate guidelines differed from hotel to
hotel, driving Nassetta — who puts great stock in business culture —
crazy.”
“There was a lot of what he did that was simply listening to the customer.”
Expected Outcomes Leadership Corporate Culture Human Resources Management
(CEO 2007-Present)
25. Joe Berger
● Executive Vice President and President of the Americas
● Oversees the operations of over 350 corporately owned Hilton
hotels in the Americas
● Graduated with a masters degree in finance
● Career in the Hotel Industry
○ Prior to Hilton, four years at LXR as Co-President
○ Worked internationally in operations and finance for
Marriott
(VP 2007-Present)
Expected Outcomes Leadership Corporate Culture Human Resources Management
26. William (Bill) Margaritis
● Oversees corporate branding, internal and external
communications, government relations, issues and crisis
management, and corporate responsibility programs
● Been with the company since August 2015
○ Spent prior fifteen years at FedEx as Senior Vice
President, Global Communications & Investor Relations
■ One of the only Executives without hospitality
experience
● Graduated from Michigan State with a degree in business
(VP 2015-Present)
Expected Outcomes Leadership Corporate Culture Human Resources Management
27. William (Bill) Margaritis
"As we continue to gain momentum and accelerate our growth around the world, finding
additional ways to reach, engage and connect with our most critical stakeholders becomes even
more important. Bill’s breadth of experience and his broad understanding of global business and
markets will help us build, strengthen and execute an integrated strategy across Hilton that will
enhance our industry leadership position and our ability to differentiate ourselves in the
marketplace.”
- Christopher Nassetta
Background & History Mission Statement Opportunity Statement Significance of LeadershipExpected Outcomes Leadership Corporate Culture Human Resources Management
28. Chris Silcock
● Leads the company's global commercial team, including sales,
revenue management, regional marketing and eCommerce,
and Hilton reservations and customer care
● Twenty years in Hilton
○ Began his career with Hilton as a catering and banquet
waiter
○ Head of Sales and Revenue Management
○ Head of Online and Regional Marketing
● Degree in Computer Studies from University of Essex
(VP 1995-Present)
Expected Outcomes Leadership Corporate Culture Human Resources Management
30. Values
Hospitality “We're passionate about delivering exceptional guest experiences.”
Integrity “We do the right thing, all the time.”
Leadership “We're leaders in our industry and in our communities.”
Teamwork “We're team players in everything we do.”
Ownership “We're the owners of our actions and decisions.”
Now “We operate with a sense of urgency and discipline.”
Leadership Corporate Culture Human Resources Management Operations
31. Corporate Culture
Leadership Corporate Culture Human Resources Management Operations
Hilton’s Diversity Statement
“Our priority is to understand and embrace unique global cultures to ensure that our Team
Members are seen, heard, valued and respected. As a result, our senior leadership is committed
to investing in programs that promote diversity such as, inclusion training and celebrations of
international traditions and customs. Globally, we also aim to increase our presence in local
communities through employee volunteerism, partnerships and giving programs.”
“Ultimately, I have a very simple philosophy on diversity: It is what allows us to perform and
deliver for our customers and, frankly, outperform the competition.”
- Christopher Nassetta
32. Internal Diversity Programs
● Executive Diversity Council
● Team Member Resource Groups
● Diversity Compliance Training
○ Diversity, Inclusion You e-Training course
● Internal Communications
“As a part of our commitment to diversity and inclusion, we created the Executive Diversity Council,
comprised of the company's most senior leaders, and chaired by our President and CEO, Christopher J.
Nassetta. The Executive Diversity Council provides oversight and direction to the overall diversity
strategy related to our culture, talent and marketplace.”
- Christopher Nassetta
Leadership Corporate Culture Human Resources Management Operations
33. Organizational Structure
Christopher Nassetta
CEO
Jim Holthouser
Kevin Jacobs
Matthew Schuyler Simon VincentMatt Richardson
Kristin Campbell Ian Carter
Martin Rinck
Mark Wang
William Margaritis
EVP Corporate Affairs
Joe Berger
EVP, President, Americas
Chris Silcock
EVP and CMO
Middle Management
Staff Members
Leadership Corporate Culture Human Resources Management Operations
34. Organizational Structure
Leadership Corporate Culture Human Resources Management Operations
“People were living in ivory towers. Some in Beverly Hills. We didn’t have the
connectivity. The hotels were saying, ‘Leave us alone. I don’t like you corporate types.’
We had become siloed.”
- Christopher Nassetta
36. Human Resources
Corporate Culture Human Resources Management Operations Finance
“You first have to get the right people on the bus, get the wrong people off the bus, make sure the
right people are in the right seats before you decide where you’re driving the bus’ … that was a
philosophy that I followed.”
- Christopher Nassetta
37. Human Resources: Recruiting
● Core School Alliances
○ 16 schools where recruiters look for potential interns
● Career page
○ Indeed.com
● Hilton Worldwide University
Corporate Culture Human Resources Management Operations Finance
38. Human Resources: Hiring
Corporate Culture Human Resources Management Finance Marketing
● Application is online
○ Resume sent to different departments
Corporate Culture Human Resources Management Operations Finance
39. Human Resources: Training
● Part-Time: 20 hours
● Full-Time: 45 hours
● Hilton Worldwide University
○ Five Different Colleges
Corporate Culture Human Resources Management Finance MarketingCorporate Culture Human Resources Management Operations Finance
40. Human Resources: Training
Corporate Culture Human Resources Management Finance MarketingCorporate Culture Human Resources Management Operations Finance
41. Human Resources: Retaining
“Our Team Members are at the heart of our success and we are committed to ensuring Hilton is a
place where they can grow both personally and professionally.”
-Christopher J. Nassetta
Corporate Culture Human Resources Management Finance MarketingCorporate Culture Human Resources Management Operations Finance
42. Human Resources: Retaining
● Professional development opportunities
● Nassetta’s annual “Catch Me at My Best”
● 30 paid days of holiday/vacation
● Tuition reimbursement of $1200
● GED Assistance Program
● Parental Leave Program
Corporate Culture Human Resources Management Finance MarketingCorporate Culture Human Resources Management Operations Finance
44. Operations: Overview
● HQ in McLean, Virginia
○ Previous HQ was in Beverly
Hills, California until 2009
● Total of 157,000 Team Members
around the world
Human Resource Management Operations Finance Marketing
45. Operations: Statistics
Brand Hotels Total Rooms
Hilton 560 28.1%
Hampton 2,005 27.8%
Doubletree 410 14.1%
Hilton Garden Inn 618 12.0%
Human Resource Management Operations Finance Marketing
52. Human Resources Management Finance Marketing Conclusion
Income Statement - Numbers in Millions
Human Resources Management Finance Marketing External AnalysisOperations Finance Marketing External Analysis
53. Human Resources Management Finance Marketing Conclusion
Balance Sheet - Numbers in Millions
Human Resources Management Finance Marketing External AnalysisOperations Finance Marketing External Analysis
54. Current Ratio
Measures a company’s ability to
pay short-term obligations
Current Assets
Current Liabilities
Human Resources Management Finance Marketing Conclusion
Short-Term Solvency
Human Resources Management Finance Marketing External AnalysisOperations Finance Marketing External Analysis
55. Cash Ratio
Measures the ability to pay off
debt obligation using cash on
hand
Cash and Equivalents
Current Liabilities
Human Resources Management Finance Marketing Conclusion
Short-Term Solvency
Human Resources Management Finance Marketing External AnalysisOperations Finance Marketing External Analysis
56. Total Debt Ratio
A conservative measure of
long-term solvency
Total Liabilities
Total Assets
Human Resources Management Finance Marketing Conclusion
Long-Term Solvency
Human Resources Management Finance Marketing External AnalysisOperations Finance Marketing External Analysis
57. Debt-to-Equity Ratio
A measure of debt leverage
Total Liabilities
Total Stockholder’s Equity
Human Resources Management Finance Marketing External Analysis
Long-Term Solvency
Human Resources Management Finance Marketing External AnalysisOperations Finance Marketing External Analysis
58. Total Asset Turnover
Sales generated per dollar of
assets
Sales
Total Assets
Human Resources Management Finance Marketing External Analysis
Asset Utilization
Operations Finance Marketing External Analysis
59. Profit Margin
Shows what percentage of every
dollar is kept in earnings
Net Income
Sales
Human Resources Management Finance Marketing External Analysis
Profitability
Operations Finance Marketing External Analysis
60. Return on Assets
Earnings that are generated from
invested capital
Net Income
Total assets
Human Resources Management Finance Marketing Conclusion
Profitability
Human Resources Management Finance Marketing External AnalysisOperations Finance Marketing External Analysis
61. Price Earnings Ratio
Amount investors pay for one
dollar of earnings
Market Value per Share
Earnings per Share
Human Resources Management Finance Marketing External Analysis
Market Value
Operations Finance Marketing External Analysis
62. The percentage of all rental
units (rooms) are occupied or
rented at a given time
Human Resources Management Finance Marketing External Analysis
Occupancy Rate
Operations Finance Marketing External Analysis
71. Price: Pricing Strategies
Finance Marketing External Analysis SWOT
● Premium pricing strategy
○ High-level prices
■ Perceived to have excellent
quality and additional
characteristics and features
● Variable pricing
72. Price
Finance Marketing External Analysis SWOT
● Guaranteed lowest price
● Why book directly with Hilton?
○ Always find the lowest price on our
websites or we'll give you $50.
73. Place
● Website booking on
hilton.com
● Third-party booking
Finance Marketing External Analysis SWOT
74. Place
● 4,440 hotels
○ Over 730,000 rooms
● 97 countries and territories
○ All 50 states
Finance Marketing External Analysis SWOT
75. Place
● Three major factors when a new Hilton location is considered:
○ Where - The Geographical location must be convenient
○ When - Timely response to a customer’s schedule
○ How - Events and meetings tailored to customer’s needs
Finance Marketing External Analysis SWOT
78. Public Relations
Finance Marketing External Analysis SWOT
● “Nassetta Inducted into Hospitality Industry Hall of
Honor”- 10/21/2015
● “Hilton Hawaiian Village Prepares Thanksgiving Meals for
Hundreds in Need”- 11/25/15
● “Hilton Atlanta Sells for $146 million”- 10/30/15
● “Hilton Hotel Reports POS Data Breach” 11/26/15
● “Hilton Brings Digital Key to Android”- 10/6/15
80. Personal Selling
Finance Marketing Conclusion
● “Globally Motivated, Individually
Focused”
● Over 700 sales professionals in 34
regional offices around the world
● Strategic Account Management
team dedicated to negotiating
customizable deals with
customers
● Drives profit and leads to stronger
and more committed relationships
Finance Marketing External Analysis SWOT
81. Direct Marketing
Finance Marketing Conclusion
● HHonors program and app
○ Various tiers
● Developed customer database
● Strong social media presence and
interaction
Finance Marketing External Analysis SWOT
85. Macroeconomic Factors
● Volatile industry
● Changes in demands for hotel rooms, occupancy levels, and room rates
○ High dependency on the economic cycle
● Changes in the consumer location preference
● Dependent on transportation industry
● Cyclical and seasonal
● Environmental laws
● Government regulation
Marketing External Analysis SWOT Sustainable Competitive Adv.
86. Macroeconomic Factors
Finance Marketing External Analysis
● War, political conditions or civil unrest
● Decreased corporate or government travel-related budgets and spending
● Statements, actions, or interventions by governmental officials
● Negative media exposure in certain locations (Ebola, Sars, H1N1, Avian flu)
● Cyber-Attacks
● Natural or man-made disasters
Marketing External Analysis SWOT Sustainable Competitive Adv.
87. Industry Competition: Direct
Finance Marketing Conclusion
● Current Stock Price: 71.11 per share
○ P/E Ratio: 26.45
○ Average Volume of 26.2 M
● Social Involvement
● “We Embrace Change”
○ Innovation has always been part
of the Marriott story
Marketing External Analysis SWOT Sustainable Competitive Adv.
88. Industry Competition: Direct
Finance Marketing Conclusion
● Current Stock Price: 50.06 per share
○ P/E Ratio: 27.42
○ Average Volume of 440,492
● Environmental Friendly
● “We make a difference in the lives of
those we 'touch' every day.”
Marketing External Analysis SWOT Sustainable Competitive Adv.
90. Industry Technology
● Apps
● Digital Key
● Website
Marketing External Analysis SWOT Sustainable Competitive Adv.
91. Industry Consumer
Finance Marketing Conclusion
● According to “Small Business” by Demand Media, “Trend Watching”, and
“Hospitality Technology”, the industry consumer is:
○ Looking for value
○ Typically possesses disposable income
○ Appreciates option of Rewards program
○ Prefer self-service check-ins and online transactions
○ Interested in personal health and wellness
Marketing External Analysis SWOT Sustainable Competitive Adv.
95. Weaknesses
● Lack of advertising measurability
● High long-term debt
● Decreasing timeshare profitability
● HHonors promotions
● Underleveraged HHonors database
● Underleveraged strategic alliances
● Lack of room standardization
● Research and Development department Positive Negative
Internal Strengths Weaknesses
External Opportunities Threats
External Analysis SWOT Sustainable Competitive Adv. Viable Alternatives
96. Opportunities
● Exclusive booking to Hilton.com
● App & technology development
● Economic recovery
● Increase in consumer disposable income
● Decreased transportation costs
● Growing availability of strategic alliances
● Reduced threat of disease
● Increased credit card security Positive Negative
Internal Strengths Weaknesses
External Opportunities Threats
External Analysis SWOT Sustainable Competitive Adv. Viable Alternatives
97. Threats
● Increase of competition (direct and indirect)
● New forms of travel stay
● Growth of third-party booking sites
● Marriott’s recent acquisition of starwood
● High market volatility
● International civil unrest
● Decrease in international travel
● Industry wide cyber attacks
● Increase in government regulations
Positive Negative
Internal Strengths Weaknesses
External Opportunities Threats
External Analysis SWOT Sustainable Competitive Adv. Viable Alternatives
99. Sustainable Competitive Advantage
A long-term competitive advantage that is not easily duplicated by other competitors.
This is developed by solidifying a pristine brand image, utilizing intellectual
capital, offering exceptional services, and strengthening customer loyalty.
SWOT Sustainable Competitive Adv. Viable Alternatives Minor Recommendations
100. New Sources of Sustainable
Competitive Advantage
● Develop our database asset
○ Comprehensive loyalty program and application
● Leverage intellectual capital
○ Empower front-line employees
● Promote and enhance positive consumer perception of brand image
SWOT Sustainable Competitive Adv. Viable Alternatives Minor Recommendations
102. Viable Alternatives
● Implement an on-going immersion program
○ Management develops a stronger connection to employees and customers
○ Expensive and time-consuming
● Initiate a Business Leadership Summit
○ Collaborate with and learn from leaders in other industries
○ Difficult to implement
Sustainable Competitive Adv. Viable Alternatives Minor Recommendations Major Prog. Recommendation
103. Viable Alternatives
● Standardize, renovate, and modernize all rooms
○ Provides brand continuity
○ Expensive
● Create a new Research & Development department
○ Leverages new opportunities and fosters innovation
○ Costly undertaking
Sustainable Competitive Adv. Viable Alternatives Minor Recommendations Major Prog. Recommendation
105. Minor Recommendations
● Streamline distribution channels
○ Utilize our leverage in relationships with third party sources
● Strengthen and create strategic alliances
● Establish Matrix structure
○ Develop an Employee Service Representative position
○ Connect with employees
Viable Alternatives Minor Recommendations Major Prog. Recommendation Areas of Future Study
108. Customer Tiers
Blue (0 Points) Silver (1,000) Gold (7,000) Diamond (12,000)
● Room
selection
● Digital key
● Room
customization
● Blue rewards
● iPads
● Premium Wi-fi
● Spa access
● Premium
Spotify & Hulu
access
● Late check-out
● Digital check-in
● Silver Rewards
● Personal
assistant
● Premium Starz
access
● VIP parking
● Exclusive hors
d’oeuvres
● Gold Rewards
● Exclusive
concert access
● Sleep Number
bed
$1 of hotel = 1 Point
$1 of spa = 2 Points
$1 of event space = 2 Points
Minor Recommendations Major Prog. Recommendation Areas of Future Study Would You Invest?
109. ● A continuation of some of the services from HHonors
○ Selecting a specific room
○ Digital room key
● Additional customization options that Hilton can store in database
○ Number of pillows
○ Housekeeping times
○ Temperature of the room
○ Shampoo type
○ Drinks upon arrival
Blue Tier
Minor Recommendations Major Prog. Recommendation Areas of Future Study Would You Invest?
(0 Points)
110. ● Premium Wi-fi
● Exclusive spa access
○ Pool, sauna, and shower access
● Spotify & Hulu access
● Late check-out
● Digital check-in
● iPads
Silver Tier
Minor Recommendations Major Prog. Recommendation Areas of Future Study Would You Invest?
(1,000 Points)
112. ● Menu of options
○ Per geographic location
○ Uncovered during research
● Personal assistant per Dwell floors (as needed)
○ Digital access to assistants
● Starz premium access
● VIP parking
● Exclusive hors d’oeuvres upon arrival
Gold Tier
Minor Recommendations Major Prog. Recommendation Areas of Future Study Would You Invest?
(7,000 Points)
113. ● Exclusive event access
○ Meet and greets
○ Concert access
○ Red carpet access
● Sleep Number beds
Diamond Tier
Minor Recommendations Major Prog. Recommendation Areas of Future Study Would You Invest?
(12,000 Points)
114. Cultural Feasibility
● Corporate philosophy
● Positive attitudes toward change and innovation
● Customer focus
● Eager to improve
“We were complacent. There was no culture of innovation. It was more a culture
of do it at a relatively slow pace and do it the way we’ve always done it... It just
wasn’t organized in the right way.”
- Christopher Nassetta
Minor Recommendations Major Prog. Recommendation Areas of Future Study Would You Invest?
115. Financial Feasibility
● 44 million HHonors members
○ 50% of guests are HHonors members
○ $720 Million spent in 2014 for HHonors
○ Additional profit loss from redeemed reward nights
● $730 Million of Cash flow in 2014
Minor Recommendations Major Prog. Recommendation Areas of Future Study Would You Invest?
116. Rollout
● In January 2016:
○ 150 strategic, domestic locations with varying demographics
■ Opt-in for current HHonors members
■ One year of data gathering
■ Survey
● In January 2017:
○ One year to redeem points
■ Six-months of final point accumulation
■ Phase out HHonors program
Minor Recommendations Major Prog. Recommendation Areas of Future Study Would You Invest?
117. Rollout
● In July 2017:
○ One year to redeem points
■ Six-months of Dwell points
■ Final phase out HHonors program
● In January 2018:
○ Full implementation of Dwell program
Minor Recommendations Major Prog. Recommendation Areas of Future Study Would You Invest?
118. Expected Outcomes
● Improved customer database
● Differentiated customers
● Increase in customer loyalty
● Increased customer share
● Move to value-based pricing
● Leverage strategic alliances
● Movement away from third-party sources
● Decrease in long-term debt
Minor Recommendations Major Prog. Recommendation Areas of Future Study Would You Invest?
119. Metrics
● Enrollment Data
○ Carry over from HHonors
○ New Dwell members
○ Changes in tier population
○ Member retention rates
● Member Satisfaction Survey
● Time spent on app and with value-added programs
● Track spa revenue
● Metrics based on geographic location
● Third-party booking changes
Minor Recommendations Major Prog. Recommendation Areas of Future Study Would You Invest?
120. 5 Golden Questions
● As an enrolled Hilton Dwell Member…
○ How did you hear about Dwell?
○ What did you like about the Dwell?
○ What did you dislike about Dwell?
○ Will you be using the Dwell Program more often?
○ Would you like to opt-in for more loyalty member information?
Minor Recommendations Major Prog. Recommendation Areas of Future Study Would You Invest?
122. Areas of Future Study
● HRM program
○ Differentiate employees by value
○ Further utilize matrix structure and diversity
● High school and college curriculum
● Brand expansion opportunities
Major Prog. Recommendation Areas of Future Study Would You Invest? Spiritual Implications