Hilton Hotel Case Study
The Hilton Hotels brand remains one of the company’s flagship brands and one of the largest hotel brands in the world. The company places marketing emphasis on both business travel and leisure travel with locations in major city centers, near airports, convention centers, and a number of vacation resorts and leisure-oriented hotels In popular vacation destinations around the world. Hilton hotel corporation define itself as brand management company devoted to taking care excellent care of its guest who collectively took over 50 million trips accounting for over 100 million rooms nights in the United States each year.
But the firm also catered to the needs of hotel owner and estimated that there were several billion dollars of real estate invested in the Hilton brand. Hilton Hotel Corporation built their nervous system, comprehensive, Integrated infrastructure which Is called Once. This technology was an enabler for employees to deliver great customer service, Once was an ambitious custom-built enterprise system to support the property level operations of each hotel in the Hilton family.
Given the critical role played by Once in enacting the brand promise, Hilton felt that outsourcing was not a viable option. Providing outstanding service was an objective formalized In 2002 under the guise of a new Initiative: customer really matter. The customer Really Matter Annihilative upon becoming diversified brand Management Company, Hilton focus on enhancing the value of its portfolio and ensuring consistency of delivery of each brand promise.
Customer analytic was the last visible component of the CRM strategy, but a critical one, as it ensured Tanat Hilton could measure results Ana quickly act when name Producing the Hilton experience according to the expectations set by the CRM initiative began much earlier than check in. Hilton sought to recognize guests at the serration center in an effort to both speed up the reservation process as well as increase the quality.
Every morning as the property prepared to receive guests, Once enabled the front office staff to print the Best Guests arrival report.
Upon guest departure, random samples of guests were asked to feel a survey. The Satisfaction and Loyalty tracking survey was the key component of the CRM initiative and it was an important component of hilltop’s measurement system. Management carefully monitored the ratings a property received on overall experience ability to recommend, and willingness to turn. The driving objective was improvements in the percentage of surveyed guests who rated the property nine or ten on ten points scale.
The Competitive Appearance Because of tradition size and segment diversification, Marriott International was the only comprehensive competitor of Hilton. The two forms dominated the US lodging market with about 9% of total room each. With the proliferation of brand programs, avoiding complacency was particularly important in the modern hospitality industry where the major players kept a watchful eye on one another in order to ensure that their brands did not fall behind in the eyes of the customer and as a consequence of owners.
Hilton had been the first major multi brand operator to roll out a strong, integrated customer relationship management effort that was tightly integrated with its frequent guest program and was delivered chain wide. While Hilton had been the leading recipient of JDK Powers Customer Satisfaction Award, measuring the success of the customer really matter initiative was no small fit and even more difficult was the challenge of charting the evolution of CRM.
A relentless focus on measurement, executive championship, employee training, and empowerment was Hilton approach to ensure that the principle of CRM became, as “Hilltop’s DNA”.
