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Hilton Hotels: Brand Differentiation through Customer Relationship Management

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Hilton hotels: brand differentiation through customer relationship management description.

This case analyzes the Hilton Hotels Corporation's CRM strategy at a key juncture in its history, immediately after the firm has been taken private by Blackstone. The case provides students with a comprehensive history of the evolution and IT enablers of Hilton's CRM Initiative, as well as the proprietary OnQ enterprise system. The case thus offers a rare opportunity to engage in a longitudinal evaluation of the firm's CRM initiative, and to enable students to propose the future evolution of the initiative based on their analysis.

Case Description Hilton Hotels: Brand Differentiation through Customer Relationship Management

Strategic managment tools used in case study analysis of hilton hotels: brand differentiation through customer relationship management, step 1. problem identification in hilton hotels: brand differentiation through customer relationship management case study, step 2. external environment analysis - pestel / pest / step analysis of hilton hotels: brand differentiation through customer relationship management case study, step 3. industry specific / porter five forces analysis of hilton hotels: brand differentiation through customer relationship management case study, step 4. evaluating alternatives / swot analysis of hilton hotels: brand differentiation through customer relationship management case study, step 5. porter value chain analysis / vrio / vrin analysis hilton hotels: brand differentiation through customer relationship management case study, step 6. recommendations hilton hotels: brand differentiation through customer relationship management case study, step 7. basis of recommendations for hilton hotels: brand differentiation through customer relationship management case study, quality & on time delivery.

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Case Analysis of Hilton Hotels: Brand Differentiation through Customer Relationship Management

Hilton Hotels: Brand Differentiation through Customer Relationship Management is a Harvard Business (HBR) Case Study on Strategy & Execution , Texas Business School provides HBR case study assignment help for just $9. Texas Business School(TBS) case study solution is based on HBR Case Study Method framework, TBS expertise & global insights. Hilton Hotels: Brand Differentiation through Customer Relationship Management is designed and drafted in a manner to allow the HBR case study reader to analyze a real-world problem by putting reader into the position of the decision maker. Hilton Hotels: Brand Differentiation through Customer Relationship Management case study will help professionals, MBA, EMBA, and leaders to develop a broad and clear understanding of casecategory challenges. Hilton Hotels: Brand Differentiation through Customer Relationship Management will also provide insight into areas such as – wordlist , strategy, leadership, sales and marketing, and negotiations.

Case Study Solutions Background Work

Hilton Hotels: Brand Differentiation through Customer Relationship Management case study solution is focused on solving the strategic and operational challenges the protagonist of the case is facing. The challenges involve – evaluation of strategic options, key role of Strategy & Execution, leadership qualities of the protagonist, and dynamics of the external environment. The challenge in front of the protagonist, of Hilton Hotels: Brand Differentiation through Customer Relationship Management, is to not only build a competitive position of the organization but also to sustain it over a period of time.

Strategic Management Tools Used in Case Study Solution

The Hilton Hotels: Brand Differentiation through Customer Relationship Management case study solution requires the MBA, EMBA, executive, professional to have a deep understanding of various strategic management tools such as SWOT Analysis, PESTEL Analysis / PEST Analysis / STEP Analysis, Porter Five Forces Analysis, Go To Market Strategy, BCG Matrix Analysis, Porter Value Chain Analysis, Ansoff Matrix Analysis, VRIO / VRIN and Marketing Mix Analysis.

Texas Business School Approach to Strategy & Execution Solutions

In the Texas Business School, Hilton Hotels: Brand Differentiation through Customer Relationship Management case study solution – following strategic tools are used - SWOT Analysis, PESTEL Analysis / PEST Analysis / STEP Analysis, Porter Five Forces Analysis, Go To Market Strategy, BCG Matrix Analysis, Porter Value Chain Analysis, Ansoff Matrix Analysis, VRIO / VRIN and Marketing Mix Analysis. We have additionally used the concept of supply chain management and leadership framework to build a comprehensive case study solution for the case – Hilton Hotels: Brand Differentiation through Customer Relationship Management

Step 1 – Problem Identification of Hilton Hotels: Brand Differentiation through Customer Relationship Management - Harvard Business School Case Study

The first step to solve HBR Hilton Hotels: Brand Differentiation through Customer Relationship Management case study solution is to identify the problem present in the case. The problem statement of the case is provided in the beginning of the case where the protagonist is contemplating various options in the face of numerous challenges that Crm Hilton is facing right now. Even though the problem statement is essentially – “Strategy & Execution” challenge but it has impacted by others factors such as communication in the organization, uncertainty in the external environment, leadership in Crm Hilton, style of leadership and organization structure, marketing and sales, organizational behavior, strategy, internal politics, stakeholders priorities and more.

Step 2 – External Environment Analysis

Texas Business School approach of case study analysis – Conclusion, Reasons, Evidences - provides a framework to analyze every HBR case study. It requires conducting robust external environmental analysis to decipher evidences for the reasons presented in the Hilton Hotels: Brand Differentiation through Customer Relationship Management. The external environment analysis of Hilton Hotels: Brand Differentiation through Customer Relationship Management will ensure that we are keeping a tab on the macro-environment factors that are directly and indirectly impacting the business of the firm.

What is PESTEL Analysis? Briefly Explained

PESTEL stands for political, economic, social, technological, environmental and legal factors that impact the external environment of firm in Hilton Hotels: Brand Differentiation through Customer Relationship Management case study. PESTEL analysis of " Hilton Hotels: Brand Differentiation through Customer Relationship Management" can help us understand why the organization is performing badly, what are the factors in the external environment that are impacting the performance of the organization, and how the organization can either manage or mitigate the impact of these external factors.

How to do PESTEL / PEST / STEP Analysis? What are the components of PESTEL Analysis?

As mentioned above PESTEL Analysis has six elements – political, economic, social, technological, environmental, and legal. All the six elements are explained in context with Hilton Hotels: Brand Differentiation through Customer Relationship Management macro-environment and how it impacts the businesses of the firm.

How to do PESTEL Analysis for Hilton Hotels: Brand Differentiation through Customer Relationship Management

To do comprehensive PESTEL analysis of case study – Hilton Hotels: Brand Differentiation through Customer Relationship Management , we have researched numerous components under the six factors of PESTEL analysis.

Political Factors that Impact Hilton Hotels: Brand Differentiation through Customer Relationship Management

Political factors impact seven key decision making areas – economic environment, socio-cultural environment, rate of innovation & investment in research & development, environmental laws, legal requirements, and acceptance of new technologies.

Government policies have significant impact on the business environment of any country. The firm in “ Hilton Hotels: Brand Differentiation through Customer Relationship Management ” needs to navigate these policy decisions to create either an edge for itself or reduce the negative impact of the policy as far as possible.

Data safety laws – The countries in which Crm Hilton is operating, firms are required to store customer data within the premises of the country. Crm Hilton needs to restructure its IT policies to accommodate these changes. In the EU countries, firms are required to make special provision for privacy issues and other laws.

Competition Regulations – Numerous countries have strong competition laws both regarding the monopoly conditions and day to day fair business practices. Hilton Hotels: Brand Differentiation through Customer Relationship Management has numerous instances where the competition regulations aspects can be scrutinized.

Import restrictions on products – Before entering the new market, Crm Hilton in case study Hilton Hotels: Brand Differentiation through Customer Relationship Management" should look into the import restrictions that may be present in the prospective market.

Export restrictions on products – Apart from direct product export restrictions in field of technology and agriculture, a number of countries also have capital controls. Crm Hilton in case study “ Hilton Hotels: Brand Differentiation through Customer Relationship Management ” should look into these export restrictions policies.

Foreign Direct Investment Policies – Government policies favors local companies over international policies, Crm Hilton in case study “ Hilton Hotels: Brand Differentiation through Customer Relationship Management ” should understand in minute details regarding the Foreign Direct Investment policies of the prospective market.

Corporate Taxes – The rate of taxes is often used by governments to lure foreign direct investments or increase domestic investment in a certain sector. Corporate taxation can be divided into two categories – taxes on profits and taxes on operations. Taxes on profits number is important for companies that already have a sustainable business model, while taxes on operations is far more significant for companies that are looking to set up new plants or operations.

Tariffs – Chekout how much tariffs the firm needs to pay in the “ Hilton Hotels: Brand Differentiation through Customer Relationship Management ” case study. The level of tariffs will determine the viability of the business model that the firm is contemplating. If the tariffs are high then it will be extremely difficult to compete with the local competitors. But if the tariffs are between 5-10% then Crm Hilton can compete against other competitors.

Research and Development Subsidies and Policies – Governments often provide tax breaks and other incentives for companies to innovate in various sectors of priority. Managers at Hilton Hotels: Brand Differentiation through Customer Relationship Management case study have to assess whether their business can benefit from such government assistance and subsidies.

Consumer protection – Different countries have different consumer protection laws. Managers need to clarify not only the consumer protection laws in advance but also legal implications if the firm fails to meet any of them.

Political System and Its Implications – Different political systems have different approach to free market and entrepreneurship. Managers need to assess these factors even before entering the market.

Freedom of Press is critical for fair trade and transparency. Countries where freedom of press is not prevalent there are high chances of both political and commercial corruption.

Corruption level – Crm Hilton needs to assess the level of corruptions both at the official level and at the market level, even before entering a new market. To tackle the menace of corruption – a firm should have a clear SOP that provides managers at each level what to do when they encounter instances of either systematic corruption or bureaucrats looking to take bribes from the firm.

Independence of judiciary – It is critical for fair business practices. If a country doesn’t have independent judiciary then there is no point entry into such a country for business.

Government attitude towards trade unions – Different political systems and government have different attitude towards trade unions and collective bargaining. The firm needs to assess – its comfort dealing with the unions and regulations regarding unions in a given market or industry. If both are on the same page then it makes sense to enter, otherwise it doesn’t.

Economic Factors that Impact Hilton Hotels: Brand Differentiation through Customer Relationship Management

Social factors that impact hilton hotels: brand differentiation through customer relationship management, technological factors that impact hilton hotels: brand differentiation through customer relationship management, environmental factors that impact hilton hotels: brand differentiation through customer relationship management, legal factors that impact hilton hotels: brand differentiation through customer relationship management, step 3 – industry specific analysis, what is porter five forces analysis, step 4 – swot analysis / internal environment analysis, step 5 – porter value chain / vrio / vrin analysis, step 6 – evaluating alternatives & recommendations, step 7 – basis for recommendations, references :: hilton hotels: brand differentiation through customer relationship management case study solution.

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Home > Research > Student Research > Senior Projects > Experience Industry Management > 4

Experience Industry Management

The center of success: a case study on hilton's company culture, author(s) information.

Elsie G. Lamo , California Polytechnic State University, San Luis Obispo Follow

College - Author 1

College of Agriculture, Food and Environmental Sciences

Department - Author 1

• Experience Industry Management Department

Degree Name - Author 1

BS in Recreation, Parks, and Tourism Administration

Primary Advisor

Brian Greenwood

Abstract/Summary

Company culture is an essential element to the success of any organization. This is especially true in the hospitality industry where positive employee experiences are vital to customer satisfaction. The purpose of this study was to examine the company culture of Hilton. Data were sourced primarily from Hilton websites, third-party websites, and academic articles. This study found that Hilton’s culture is shaped by compelling mission, vision, and value statements that drive every organizational aspect. Additionally, award-winning reward, recognition, and training programs sustain and reinforce a culture that grants Hilton a unique competitive advantage. To maintain market leadership, Hilton must continually improve internal programs and update metrics that align employee performance with business goals. It is recommended that Hilton’s cultural practices be used as a benchmark for other hospitality companies. Lastly, future research should analyze how consistently Hilton’s culture practices are implemented across its myriad luxury, resort, and select service brands.

URL: https://digitalcommons.calpoly.edu/expindsp/4

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Case Study: How Hilton uses social listening to win customers

• Brand monitoring
• Social Media Monitoring

In this social listening case study, we explore how Hilton uses social listening to provide a perfect customer experience, make killer marketing campaigns and build relationships.

Hilton Case Study

Social customer support, social marketing insights.

Hilton is one of the most famous hospitality brands in the world. Hilton Worldwide owns twelve portfolio brands that include over 4,100 hotels and over 680,000 rooms in 91 countries. With that many customers scattered around the world, Hilton is challenged with providing the most convenient channels of communication.

In this social media case study, I wanted to explore how Hilton uses social listening. Unsurprisingly, more and more Hilton guests are heading to social media to voice their concerns, require customer support, ask for recommendations, or give a praise to the staff. Hilton had to find a way to follow their customers and decided to build a social listening strategy to always be on alert and respond whenever, wherever to whomever.

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On average, Hilton Hotels receives about 1.5 thousand Twitter mentions every day. Most of them are related to special offers promoted by tourist companies, advertising, news, and guests sharing pictures and tagging the location. As you see, most of these mentions do not require an immediate response.

The Positive Sentiment appears to be more common among social media users than Negative when talking about Hilton, which is good news for them!

And the most popular platform of discussion for them is, unsurprisingly, Twitter.

So let’s see if Hilton takes these insights into account when building its social media strategy.

Oftentimes people post about their positive experience in Hilton: they show their cosy room or a beautiful view, they thank the staff for their services publically or simply say how happy they are with their trip. This kind of mentions doesn’t require a response per se, but acknowledging positive experiences of your customers makes a brand seem more humane, genuine, and caring. Moreover, if your customer has some kind of social media following, chances are your response won’t go unnoticed. That’s why it’s a good idea to acknowledge your customers’ positive mentions. And Hilton does it perfectly!

But it’s not all roses and peaches: as with any big brand, there are occasional complaints. And in hospitality, complaints from clients are extremely important. You can deal with a broken toaster later, but if your living space is not in a satisfactory state, it becomes your top priority. That’s why time is extremely important here.

Messages like this one are not just a customer service issue — they can potentially damage the reputation of the brand. That’s why it’s extremely important to respond to them as soon as possible. The disappointed guests need an immediate answer — and if they don’t get one, they will be even harsher with their critique. The average response time for a brand to reply on social media is 10 hours, while the average user will only wait 4 hours.

On average, Hilton Hotels answers 3.3 tweets in one hour, and the average time between a tweet and a response equals 37.3 minutes (after analyzing 872 tweets during one month).

That’s the power of social listening. It enables Hilton’s social media team to react and engage in real time, depending only on manpower. Hilton made a decision to combine their social customer support with call centre and in-app support through Expion tool to make their customer service experience perfect.  

“We took a different approach than a lot of companies. We want to help our guests no matter how they come to us. No matter how they want help — in the app, at the front desk, or on Twitter. We are there where they want us,” Vanessa Sain-Dieguez, ‎Social Business Lead & Strategist for Hilton Worldwide notes.

Hilton’s guest service center is housed within their call center. Their social team monitors all Twitter mentions around the clock and aims to engage with guests within 30 minutes of a tweet being sent.

Hilton monitors all its brands and hotel level Twitter accounts and looks for what is being said and when to engage. Even if a guest tweets about Hilton, but doesn’t identify them by their handle, Hilton will pick up on the tweet and respond. Monitoring untagged mentions is extremely important. For example, here’s a comparison of the number of tagged and untagged mentions.

“We want to be available to the customer wherever they are. It just comes down to customer preference, whether they want to tweet our main account or one of our hotels, or don’t @ us at all — and monitoring it all,” remarks Sain-Dieguez.

From the very first response, Hilton aims to resolve all issues within 12 hours, which is an incredibly robust resolution timeframe given that Hilton’s customer service has to communicate with hotels around the globe.

“We recently had a guest who arrived in her hotel room and tweeted a picture of her closet that was not a standard size. Her dress was pooling on the ground, and she wanted it to remain wrinkle free for her meeting the following day. We saw that tweet come through, and within an hour had her in a new room with a full size closet,” Sain-Dieguez explains.

But it’s not just about one time reaction. Hilton uses social listening across different platforms to gather valuable insights for their overall brand strategy. They ensure that guest experience gets turned into actionable insight. All guest comments become part of their reporting. That feedback is then bubbled up to the brands who use it in their strategic planning.

The feedback Hilton gets from social media not only informs their managing strategy, but also enhances their marketing campaigns. For example, while I was working on this article, Hilton launched a new marketing campaign titled Expect Better which gathered a lot of buzz for the brand. But the mentions of the campaign don’t always include the official hashtag #ExpectBetter or Hilton’s twitter handle. By monitoring words associated with the campaign, for example, such combination as Hilton + Kendrick, their social media marketing team is able to observe and analyze conversations around the campaign and evaluate its success.

Hilton Suggests

Hilton Suggest is one of the favourite subjects for a social listening case study among marketers. Why? Because it's a unique ideas that successfully uses social listening in a creative way.

For Hilton, social listening is not just a helping hand to inform their marketing strategy, it is the core and essence of the social media marketing strategy. Thanks to social listening, they were able to create @HiltonSuggests.

Hilton Suggest campaign goes beyond reacting to someone else’s social posts and takes initiative. The main idea behind the campaign is to aid people without any ulterior motives to make a sale. Many marketing specialists say that brands today find themselves in the age of sincerity and authenticity. Millennials and generation Z who grew up with the Internet are no longer convinced by straightforward in-your-face advertising, they want to engage and build relationships. That’s exactly what Hilton Suggests does. But what is it exactly?

Hilton Suggests is a helpful concierge, available for everyone travelling to or around more than 115 cities worldwide. Launched in 2009, the Hilton Worldwide initiative is a collection of Hilton employees who volunteer their best local advice with the aim of surprising and delighting travelers on Twitter.

The unique service isn’t based on customers tweeting to @HiltonSuggests and asking for recommendations. Instead, the inquiries are found strictly through social listening for anyone who’s planning a trip to one of the participating cities, and not just Hilton guests. Based on thorough research powered by social listening, the team created specific listening rules to find and reach travelers who might never expect to hear from Hilton.

Sabrina Callahan, director of social media planning and integration at Hilton says that after years of social listening, Hilton developed a “travel excitement” layer of keywords in early 2017 based on past tweets and team member feedback. With that research, Hilton compiled “a rather lengthy list of words and phrases that people use while sharing excitement and anticipation for an upcoming trip.”

The unique quality behind Hilton Suggest is that the people writing recommendations are not a specially formed social media team — they are regular Hilton employees (who passed extensive training, of course) who are excited to share their love for the local attractions with others. And that adds to the authenticity of the program - you don’t simply google “top places to see” in Vienna, you get a personal touch and recommendations tailored to your interests.

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By making the first step and reaching out, Hilton is able to promote their brand to people who weren’t aware of it before. Callahan says, “Sometimes travelers will take photos and tag us to say thanks for the great recommendation, and that is a huge win.” Maybe next time a person will remember the hotel that helped them to experience their destination in the best way possible and will choose to stay there.

Hilton proves that social listening can help us to improve our routine activities but also create something new, which would never happen without the power of social media monitoring. What can be learned from this social listening case study?

Don’t ignore your customers. If you see that they are choosing social media as a channel for communication ( and they are ), you should give them the way to reach you.

Let social data help you. Social listening isn’t a one-time deal - the insights you get from social media can affect your company's strategy and marketing decisions.

Use social listening creatively. Remember, that the whole point of social media is engagement, and social listening can give you opportunities to engage. Don’t neglect them.

What about you? What did you learn from this social listening case study? Let’s discuss it in the comments!

Content Marketer at Awario 

When I'm not wasting my time on social media, I'm writing about them. My topics of interest are the effects of social media on our communication and the benefit it brings to marketing specialists. My motto is that you can never stop learning about social media marketing just as there can never be too many puppy gifs in a blog post.

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Blackstone and Hilton Hotels: The Beauty of LBOs

There is always a certain amount of uncertainty involved with the financial markets. Most of the time is spent in speculation about the impact of future events. But time and again, there have been examples of companies generating alpha in contradiction to the general sentiments.

One such example is Hilton Worldwide. The company IPOed again in 2013 with a share price of $20, and now it’s trading at $124.75, which is more than 6x returns in 8 years. The multinational hospitality giant recently completed 100 years and is also recognized as one of Fortune magazine’s best places to work.

Since we are talking about the Hilton hotels’ success, it is imperative to know that there was a strong force behind Hilton, which should also be given credit. It is none other than the Private Equity group Blackstone.

Blackstone group took Hilton Worldwide (then Hilton Hotels Corporation) private in an all-cash LBO deal worth $26 billion, out of which $20.5 Billion (78.4%) was financed through debt and $5.6 Billion through equity.

Blackstone bought all outstanding common stock of Hilton at $47.50 (a 40% premium). Hilton Chairman and CEO Stephen F. Bollenbach said,

“Our priority has always been to maximize shareholder value. Our Board of Directors concluded that this transaction provides compelling value for our shareholders with a significant premium. We are delighted that a company with the resources and reputation of Blackstone fully appreciates the value inherent in our global presence, strong brands, industry-leading marketing and technology programs, and unique portfolio of hotel properties.” ( Blackstone Press Release, 3rd July 2007 )

In 2018 when Blackstone group finally sold the last remaining stake in the company, it had realized profits close to $14 Billion (almost 3x returns). But how did Blackstone do it? It used a strategy called the Leveraged Buyout.

What is an LBO (Leveraged Buyout)?

A Leveraged Buyout (LBO) is a strategy used for the acquisition of a company with a significant amount of debt. The assets of the company are usually offered as the collateral for the loan.

The purpose of an LBO is to help companies make acquisitions without having to commit a lot of capital. Mostly, private equity players use this method to acquire companies, build the companies again, and sell them to make huge profits.

But why did Blackstone and Hilton choose each other for LBO?

For the third consecutive year, the hospitality industry was being profitable and was becoming one of the favourite sectors to invest for private equity players.

In 2007, Blackstone already had an extensive portfolio of hotels and resorts, including The Boulders, Boca Raton, and La Quinta. Hilton was giving returns of almost 20% to its investors at that time. Still, to grow the business across borders and increase its margins, it needed a partner who has experience in the hospitality sector, and Blackstone was a perfect match.

To take its business international, Hilton had already taken a lot of debt, and sustenance was becoming difficult. It needed somebody with experience in the industry and dry powder to help expand in international geographies. Blackstone had a reputation for being the largest investor in hospitality worldwide. It had grown the brand La Quinta by 45% since its acquisition in 2006.

The conditions of an LBO were in favor of both Hilton and Blackstone. The industry and organization were mature. There was the scope of huge monetary upside once Hilton was again taken public, and let’s not forget the competitive advantage of Hilton over other players. If the deal went sideways, Blackstone could sell the properties, and the assets could also be used as collaterals for the debt issued.

LBO of Hilton was not easy for Blackstone

The deal happened in 2007, not a very good time to buy a hotel at the cusp of the Great Recession of 2008 caused by sub-prime lending crisis. Within the first 18 months, the global revenue fell 20% and EBITDA sank by 40%.

Blackstone had to inform the investors of its funds that $3.9 Billion of Hilton’s value would be lost and wrote off $5.6 Billion Goodwill from its balance sheet in 2008. The hospitality industry was badly hit due to the recession and everyone thought it would be the greatest loss in private equity history.

But the Blackstone-Hilton deal turned out to be one of the most profitable LBO transactions in the history of private equity. The acquisition of Hilton by Blackstone was one of the most successful ever by a private equity firm. What actually happened?

When Blackstone took the reigns of Hilton, one of the first things Jonathan Gray did was to hire Christopher Nassetta as the CEO of Hilton group, who was then the Chairman of Host hotels.

In an interview with Skift in 2018, Nassetta noting to his and Gray’s relationship of 20 years old, mentioned, “A large part of the story is we really transformed the business. We took a business that had been a great global business and had lost its way — and we reinjected a lot of new life. We went from a mediocre performer in the industry to a leading performer in the industry, and that’s because we built an incredible culture — a team aligned around a purpose and a cause to do great things together”.

Before the acquisition, Blackstone found out that quality standards were absent, resulting in bad customer experiences. This is why Gray wanted to change the whole management.

One of the first things Nassetta did, was change the culture of superficiality in the organization. Every manager had to spend the first three days working at the front desk, housekeeping, and cooking. An employee performance evaluation system was also implemented to bring out the competition between workers and establish a long-term culture.

Apart from these, Nassetta implemented other strategies as well. To reduce renting costs and attract investors, the HQ was shifted to Virginia. Hilton also leveraged the World Wide Web to provide services to its clients. They digitized the “HHonors,” which made it easy for customers to get Hilton’s rewards and reuse services. 

Blackstone also restructured the debt after acquisition. Earlier from the acquisition, we know the company had funds of $26 Billion (debt + equity). The funds were not entirely used. As we know from above, Blackstone retired $3.9 Billion and added other debt to the liabilities of the company.

At the end of 2007, Hilton had long-term debt amounting to $21 Billion. This way, they were able to pay off the debt and service the company’s capital expenditures. This was a win-win for all the parties.

Hilton saw a lot of potential in international markets such as Europe and China and launched new brands to capture customers. Curio, Tru, Canopy were some among others. They also adopted a franchising strategy to make their brands popular in emerging economies rather than acquire more brands. With these strategies, Hilton, by 2018 had almost doubled the rooms to 900,000 with another 350,000 in the pipeline.

In 2018, nearly after 11 years, the private equity group sold its stake of 15.8 million (5%) shares valued at $1.32 Billion. Hilton LBO made fortune for the Private Equity giant. These are the transactions between Hilton and Blackstone over the years.

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Building empathy to enhance hospitality

Hospitality, building empathy, training, the global hospitality company uses the oculus for business platform to enhance learning and development, how hilton is elevating learning with oculus for business., building bridges between corporate and hotel teams., role-playing with virtual guests to proactively solve problems., looking to the future., hilton's superpowers.

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We love that Oculus takes away all the barriers, even through ease of deployment and tracking, so we can focus on designing learning experiences. It’s an all-in-one solution — and that’s ideal in the enterprise world.”

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The Center of Success: A Case Study on Hilton's Company Culture

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Company culture is an essential element to the success of any organization. This is especially true in the hospitality industry where positive employee experiences are vital to customer satisfaction. The purpose of this study was to examine the company culture of Hilton. Data were sourced primarily from Hilton websites, third-party websites, and academic articles. This study found that Hilton’s culture is shaped by compelling mission, vision, and value statements that drive every organizational aspect. Additionally, award-winning reward, recognition, and training programs sustain and reinforce a culture that grants Hilton a unique competitive advantage. To maintain market leadership, Hilton must continually improve internal programs and update metrics that align employee performance with business goals. It is recommended that Hilton’s cultural practices be used as a benchmark for other hospitality companies. Lastly, future research should analyze how consistently Hilton’s culture pr...

Journal of Business on Hospitality and Tourism

I Wayan Pantiyasa

Organisational culture is a set of values or personality that is implemented by certain company or hotel as a form of identity of that hotel or company. The effect of organisational culture is profound, and correlates heavily towards employee performance by enhancing individual performance and increasing employee retention. This research is conducted to discover the effect of organisational culture towards employee performance in Padma Resort Legian. The hotel’s established core values points are used by measuring the effect of each core values towards employee performance. Whereas the core values that had been established is as follows; achievement, excellence, customer focus, honesty and integrity and people oriented. Quantitative and qualitative method is used as a tool to unravel the connection between organisational culture towards employee’s performance. Later on questioners that had been distributed to 119 respondents by using likert scale measurement. The data then is analys...

… Journal of Hospitality Management

Rose Xiaying Chen

Advances in Global Economics and Business Journal

Mahtab Soleimani

International Journal of Hospitality Management

Stowe Shoemaker

Ibrahim Cifci

Organizational culture is the combination of the beliefs, values, behavior norms, formal and informal system processes and methods. As of 1980, the organizational culture, which is an important phenomenon in business management, has become a dominant issue in defining the behaviors of the employees in tourism businesses. Organizational culture in hotel businesses ensures that the employees are motivated towards acting against uncertainties with a mutual purpose, and that they move in a safe path. In this study, the 5-star hotels in Istanbul have been evaluated in terms of organizational culture types (Adhocracy, Klan, Bureaucracy and Market) set by Cameron and Quinn “Competing Values Model”. In the study context, 335 employees replied to questionnaires in 5-star hotels. According to the results of the study, the findings suggested that the mean values of the organizational culture types are higher; however, there are no clear differences among culture types. Keywords: Organizational Culture, Organizational Culture Types, Hotel Businesses, Competing Values Model

Drmushtaq Lone

Research validates that organizational culture provides a base for understanding the differences that may exist between successful firms operating in the same national culture and differentiates truly high performing organizations from others. The present study uses Organizational Culture Assessment Instrument to tap the responses of the staff members working in 20 hotels operating in different parts of the Kashmir valley. The study was conducted in two major tourist destinations of the Kashmir valley including Srinagar and Phalgam. The paper analyses perceptions of staff members&#39; about the organizational culture.

Development of a compelling organizational culture continues to be an imperative for hospitality executives. Identifying culture deficiencies or gaps is an important step in creating such a culture. The following study links theory with application providing a tool for researchers and practitioners as well. First, a conceptual model of cultural analysis is provided based on past research. Next, a five-step model analyzing ten cultural areas is proposed, and recommendations are provided for implementation in the hospitality environment. 1 Testa and Sipe: The Culture Audit Published by ScholarWorks@UMass Amherst, 2011

Journal of Association of Arab Universities for Tourism and Hospitality

Ibrahim Elshaer

International Journal of Hospitalty Management

Alireza Nazarian

This study investigates the role of national culture and balanced organisational culture in organisational performance. Hotel management requires flexibility and customer responsiveness to deal with increasingly demanding customers and competitiveness of the market. Studies of the influence of culture on performance in hotel management have not yet revealed the specific impact of national culture and balanced organisational culture on organisational performance. We use the concept of balanced organisational culture which posits that polyrational organisations are more responsive to market changes and more innovative. Data were gathered from 96 hotels in London, UK, and were analysed using structural equation modelling. Our findings show that the national culture of hotel employees influences balanced organisational culture which, in turn, influences performance. This study contributes to existing understanding of factors affecting performance, points towards further research, helps practitioners by demonstrating the importance of taking national culture into account and indicates the importance of achieving balanced organisational culture.

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Hilton Hotel

Hilton hotel is a global hospitality company with more than five hundred hotels and resorts in seventy eight countries in six continents. It has lodgings ranging from luxurious full-service hotels and resorts to extended-stay suites and mid-sized hotels (Hilton Worldwide, 2012). The hotel was the first to develop the concept of franchising hotels.

It has also succeeded in many innovations such as developing the first airport hotel, introducing the first multi-hotel reservation system, and was also the first to become the United States coast-to-coast hotel chain (Hilton Hotels and Resorts, 2012). The hotel offers services such as accommodation, leisure, business facilities, meetings and events services, restaurants, and lounges. The hotel’s vision is “To fill the earth with the light and warmth of hospitality” while its mission is to be the only hospitality company serving global customers (Hilton Worldwide, 2012). They are determined to serve their guests exceptionally well. Leadership and team work is their core value. This research paper discusses the hotel’s current customers, including their demographics and resources they can use in the hotel, its current marketing efforts, strengths, weaknesses, opportunities, and threats, product development, and promotion stratgy.

We Will Write a Custom Case Study Specifically For You For Only $13.90/page!

Analyzing the Current SituationHilton hotel provides both human and nonhuman resources to customers. It has well trained staff who works hard to ensure that customers are satisfied and the hotel’s goals are met. The administrative staff includes accountants, who handle invoices and paychecks, human resource managers, who hire and fire staff, front office workers, who manage the hotel’s calls, and sales and marketing managers, who advertise and market the hotel. The operations staff includes front office workers who check-in guests, engineers, who oversee maintenance, construction and emergency services, information technology technicians, who maintain the hotel’s computer system, food and beverage staff, who ensure that high quality food and beverage are made, event coordinators, who ensure that every event in the hotel runs as planned, executive chefs who oversee menus and ordering of food, and security officers, who are in charge of security in the hotel. Moreover, the hotel provides customers with accommodation, business facilities, meeting and event services, restaurants, lounges, and Internet services.

The resources are specious to provide customers with the best comfort they deserve. The hotel also believes in exercising for good health. It has state-of-the-art recreational facilities such as swimming pool, basketball and tennis pitches. It also provides visitors with indoor games such as draft, chess, and table tennis. The hotel targets people who travel for business purposes and leisure. It is located mostly in major cities, beside airports, and near recreational centers in known tourist attraction countries.

Currently the hotel strives to market its products and services through both electronic and print media. Since it is an international hotel, it utilizes international media such as CNN station to market. Having realized that social media marketing reaches a very large audience, it created both Facebook and Twitter fun pages to market and interact with clients all over the world.

The hotel also utilizes its strong brand to market. It combines unique names, symbols, and designs to identify its products and services (Gannon, 2011). This makes their products and services different from competitors’. Brand marketing is important to the hotel since it makes clients see it as the only hotel that can satisfy their needs. It helps keep the company’s image in the minds of potential customers.

The strong brand has projected the company’s image of size, quality, experience, and reliability.

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