Business Information Systems - Hilton Case
Hilton Hotels: Brand differentiation through CRM
¿Qué razones llevan a Hilton a desarrollar e implantar OnQ?
• Hilton’s aggressive expansion strategy that made it one of the biggest hotel chains worldwide with the acquisition of Promus, reaching nearly 1,700 properties. At this point in time, the management decided that a company of this size would need a tool to handle all its internal information and operations. • The need for an integrated solution with a centrally managed access to all relevant information from any Hilton property. A system with these characteristics would allow the company management to have a global vision on the complete customer life-cycle, making it possible to measure and control ratios like customer profitability, customer value, ranking of hotels according to occupancy or customer satisfaction, etc. • Consolidation of customer information across different brands was one of the main reasons for the implementation of OnQ with the beginning of the portfolio diversification process, assuring the company presence in different industry segments. For the management of the 8 different company brands, it was crucial to have all customer information centralized in one system. The consolidation of customers’ data brought two major advantages o Generate cross-selling opportunities (that mounted to revenues of $750 in 2007) o Homogenization of customer services standards as an empowerment to solidify the relationship with the best customers o Produce arrival reports seen as main differentiation from competition, allowing employees to foresee customer preferences, and to act in accordance to them o Generate and measure SALT surveys serving as a base for the future customer strategy of the company • IT infrastructure viewed by the management as a source of competitive advantage that would take years for the competitors to copy, and enabling Hilton with the opening of more hotels, in a shorter time limit,
¿Qué razones llevan a Hilton a desarrollar e implantar OnQ?
• Hilton’s aggressive expansion strategy that made it one of the biggest hotel chains worldwide with the acquisition of Promus, reaching nearly 1,700 properties. At this point in time, the management decided that a company of this size would need a tool to handle all its internal information and operations. • The need for an integrated solution with a centrally managed access to all relevant information from any Hilton property. A system with these characteristics would allow the company management to have a global vision on the complete customer life-cycle, making it possible to measure and control ratios like customer profitability, customer value, ranking of hotels according to occupancy or customer satisfaction, etc. • Consolidation of customer information across different brands was one of the main reasons for the implementation of OnQ with the beginning of the portfolio diversification process, assuring the company presence in different industry segments. For the management of the 8 different company brands, it was crucial to have all customer information centralized in one system. The consolidation of customers’ data brought two major advantages o Generate cross-selling opportunities (that mounted to revenues of $750 in 2007) o Homogenization of customer services standards as an empowerment to solidify the relationship with the best customers o Produce arrival reports seen as main differentiation from competition, allowing employees to foresee customer preferences, and to act in accordance to them o Generate and measure SALT surveys serving as a base for the future customer strategy of the company • IT infrastructure viewed by the management as a source of competitive advantage that would take years for the competitors to copy, and enabling Hilton with the opening of more hotels, in a shorter time limit,