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Introduction Summary Causes

of the Problems Solutions to Problems Results

Presented ByS.Naresh Jain Aniq Ahmed

Hilton Worldwide (formerly, Hilton Hotels Corporation) is a global hospitality company. It is owned by the Blackstone Group, a private equity firm. As of August 2012 Hilton brands encompass 3,897 hotels with over 642,000 rooms in 91 countries. Hilton is ranked as the 38th largest private company in the United States by Forbes. The company owns, manages, and/or franchises a portfolio of brands which includes Waldorf Astoria Hotels and Resorts, Conrad Hotels & Resorts, Hilton Hotels & Resorts, Doubletree (Double Tree by Hilton), Embassy Suites Hotels, Hilton Garden Inn, Hampton Inn and Hampton Inn & Suites, Homewood Suites by Hilton, Home2 Suites by Hilton and Hilton Grand Vacations. It was founded by Conrad Hilton in Cisco, Texas and was headquartered in Beverly Hills, California from 1969 until 2009. The company moved to Tyson's Corner, unincorporated Fairfax County, Virginia, near McLean in August 2009.

In there efforts to become one of the worlds premier hospitality firms, Hilton Hotels identified some key problems within the firm that need to be solved. One problem the firm identified was that Hilton Hotels lacked outstanding technological innovations. They also saw a problem with the lack of IT infrastructure in the firm, and that the organization had no way of maintaining its relationship with its valued customers. Another problem that the firm saw was that there was a need for man-power in order to properly build and maintain these strong relationships with customers. The causes of these problems were due to forces in the industry, both from competitors and consumers. Hilton Hotels conjured up some great solutions for there different problems, and the solutions were all found in technology. Solutions for the problems included, Hilton OnQ, CRM, Using Call Centers to optimize the CRM concept, Best Guest Arrival Reports, and The Satisfaction and Loyalty Tracking (SALT).


pace of innovation, via technology, in the hospitality industry was growing tremendously and Hilton Hotels needed to keep up to remain competitive in the industry. The force from their competitors was weighing in on them. Hilton also had no way of tracking/monitoring their premier customers, in a way that would build a stronger relationship with each of them. The force from their consumers was a cause In the problems.

Hilton OnQ this IT Infrastructure created by the Hilton gave their firm a nervous system. This allowed customers to have a one-stop shopping of an integrated solution, and also allowed employees to provide excellent customer service on cue. The system was able to support the property-level operations of every Hilton Hotel, regardless of its size or segment. OnQ is a competitive advantage and, it helped Hilton to aggressively expand at a quicker and more consistent pace. CRM CRM was an addition made to the OnQ infrastructure. It utilized technology to give Hilton a solidified relationship with its premier customers. CRM added a holistic view to excellent service, and it allowed Hilton to foster a closer relationship with the Best Guests throughout their life cycle of interactions with the Hilton Family Brands.

Using Call Centers to optimize the CRM concept The Hilton Hotels wanted to optimize the new CRM portion of the OnQ system, so they utilized the call centers to gather more information about their customers during the reservation process. OnQ Reservation allows the agents to access callers personal dossiers and update their preferences. This information shortens the time on the phone and it enables better cross-selling. Best Guest Arrival Report This was a useful tool, because it allowed the property to prepare for receiving guests. This report was useful to the property because it listed and ranked all expected guests that had a profile in OnQ and formatted relevant information from their dossier in an easily scanned format. This allowed the property to pre-assign guests to a room that was prepared according to their preferences. This helped the firm to become more efficient in the services they provided to their valued guests. The Satisfaction and Loyalty Tracking (SALT) SALT was a survey that a sample of departing guests were asked to complete. This survey was an important measuring tool because it assessed whether the CRM initiative was truly working and how it could be tweaked.

Hilton Worldwide has become the fastest growing major hotel company, expanding its portfolio by 29 percent since June 2007 and surpassing its competitors in total rate of room growth. During this time, Hilton Worldwide has also added more than 950 hotels to its total global footprint and created a pipeline of over 860 hotels, among several other successes. In 2011, Hilton Worldwide opened a total of 170 hotels and gained supply share in each of its global regions. In the United States, Hilton Worldwide has over 10 percent of the room supply market share, the largest in the country, as well as over 18 percent of the active industry room pipeline in the planning to construction phases. In recent years Hilton Worldwide has thrived by successfully navigating a number of challenging macroeconomic factors and pursuing an aggressive global growth strategy, said Christopher J. Nassetta, President and Chief Executive Officer, Hilton Worldwide. Our momentum will continue with one of the largest pipelines in our history and in the industry.

Hilton Worldwide Sales generated over $13 billion in revenue in 2010 including Global Sales, Hilton Reservations & Customer Care, and 3rd Party Distribution. Global and integrated approach combined with more than of 700 sales team members working in over 40 languages helps ensure Hilton remains relevant in every market 34 regional offices around the world offer the powerful benefits of global scale and presence. Hilton Worldwide Sales is globally integrated, allowing for seamless, "one voice" communication with customers from a single point of contact.