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Hilton Hotels Brand Differentiation Through Customer Relationship Management Case Solution
| Solution Id | Length | Case Author | Case Publisher |
|---|---|---|---|
| 2302 | 755 Words (3 Pages) | Lynda M. Applegate, Gabriele Piccoli, Chekitan Dev | Harvard Business School : 809-029 |
A Word File
The core business of Hilton is providing hotel services. In fact, Hilton Worldwide is one of the largest hotel groups in the world, offering the full range of accommodations, from institutions and full-service resorts to the most luxurious to the apartments dedicated to long stays and mid-range hotels. The core business of Hilton comprises of offering business and leisure travelers the best accommodation services with the best price / quality ratio. Hilton pay close attention to its core business and remains true to its tradition of providing all its customers the best experience of living, regardless of the brand and product range. Hilton’s business comprises of more than 3,600 hotels in 82 countries round the world.
Following questions are answered in this case study solution:
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What is Hilton's core business?
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Evaluate the performance of Customers Really Matter initiative to date.
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What do you think Hilton leadership should do after the Blackstone acquisition? Should they further invest in CRM or simply maintain the status quo? What aspects of Hilton's CRM should be strengthened, if any, and how?
Case Study Questions Answers
2. Evaluate the performance of Customers Really Matter initiative to date.
Performance of Customer Really Matter has been significantly high for Hilton Hotels because it helped to increase customer satisfaction and raised ratings of the hotels as per the responses of the customers. Customers termed Hilton Hotels as a superior option for their needs of accommodation because they were given prompt services by the waiters and reception staff at the check-ins and check-outs of the hotels. The response time of the hotel staff improved as a result of Customers Really Matter and the initiative also reduced the average waiting time for the customers of the hotels. Customer retention measures of the hotel went up according to the monthly survey which was being conducted by the management of Hilton Hotels at the global level.
The key to Customer Really Matter was prior expectation of customers’ needs rather than waiting for them to voice it out. For instance, every morning customer service staff of the hotel generated a report on the expected check-ins to the hotels for the day and the projected needs of the customers. These needs are communicated to all service staff of the hotel along with material needs preparation. Degree of personalization of Hilton hotel’s service also improved as a result of Customers Really Matter initiative. The case states that important efficiencies were generated among customer service staff’s team after Customer Really Matter theme was inculcated in daily operations of Hilton.
3. What do you think Hilton leadership should do after the Blackstone acquisition? Should they further invest in CRM or simply maintain the status quo? What aspects of Hilton's CRM should be strengthened, if any, and how?
Hilton management should invest in Customer Relationship Management after Blackstone acquisition.
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