Hilton Hotels: Brand Differentiation through Customer Relationship Management Background Hilton Hotels is one of the biggest players in the US lodging industry. It contributes to about 9% of the total rooms in US lodging market. It has presence in over 78 countries with more than 2500 hotels. Lodging industry is highly capital intensive industry‚ so to reduce capital expenditure Hilton Hotels opted for self-owned Hotels as well as franchising model with the real estate owners. One of the key features
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Identification The problem identified is that Hilton HHonors need to decide how to approach a different positioning stand and focus on differentiating its loyalty program from the recently announced Starwood Preferred Guest and other competitors rather than to match their program with Preferred Guest. It is recognized that other competitors such as Hyatt and Marriot who are part of the big players in the hotel industry have not respond to Starwood’s announcement. Thus‚ Hilton will need to decide how to differentiate
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This Page Intentionally Left Blank The Boeing Company 2007 Annual Report Leading the Way Vision 2016: People working together as a global enterprise for aerospace leadership The Boeing Company Boeing is the world’s leading aerospace company and the largest manufacturer of commercial jetliners and military aircraft combined‚ providing products and tailored services to airlines and U.S. and allied armed forces around the world. Our capabilities include rotorcraft‚ electronic and defense
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Comprehensive Annual Financial Report Briefing: Each year the State of Nevada issues the Comprehensive Annual Financial Report (CAFR). The most recent being the 2011 report that was issued by Kim R. Wallin‚ the State Controller‚ for the fiscal year ending June 30‚ 2011. In recent elections‚ there have been some additions to the Nevada elected board members. The purpose of this paper is to provide an overview of government accounting and reporting‚ and to introduce the Nevada CAFR to the newly
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Hilton HHornors world wide : loyalty wars Hilton Hotels regards frequent guest programs as the lodging industry’s most important marketing tool‚ serving to direct promotional and customer service efforts at the heavy user. How should management of Hilton’s international guest’s rewards program respond when Starwood‚ a competing hotel group operating several brands‚ ups the ante in the loyalty stakes? Jeff Diskin‚ head of Hilton HHonors (Hilton’s guest reward program)‚ opened the wall street
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912351087 BA 2196‚ Fall 2010‚ Section 001 Analysis and Comparison of 10K and Annual Report Johnson & Johnson’s 10-K and annual report have one major contrast. 10-K is long and detailed report. Annual report is shorter and contains similar information but in straightforward form. While the main purpose of the annual report is to market the company and attract new investors‚ the 10-K report contains standard information filed with SEC requirements. Both reports however are generally effective for
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Case Summary: Hilton Problem: From the case‚ we know Hilton is currently using the marketing penetration by focusing on business travelers. And now the expensive loyalty-program features that are added by Starwood Hotels and Resorts Worldwide Inc. for attracting more business travelers is threatening Hilton by increasing Hilton’s cost or decreasing Hilton’s market shares. Solution: In my opinion‚ in response to the Starwood’s strategy‚ the solution for Hilton’s dilemma should be market development
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Hilton’s Law While I believe all of the eight (8) neurological laws are important‚ I would offer that Hilton’s Law and Arndt-Schultz Law are the two (2) most important. Hilton’s Law states “The principle that the nerve supplying a joint also supplies both the muscles that move the joint and the skin covering the articular insertion of those muscles.” This is significant as it allows the therapist to work an area of tissue (skin‚ fascia‚ and muscle) over the joint and still have significant effect
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at breakeven ($ 1‚435‚000‚000 / $ 6‚216‚826‚000) x 100% = 23.08% Hilton is running above breakeven point at 70% occupancy. That shows that they already surpassed the zero-profit/loss point and making profits. HHW program helps Hilton to increase occupancy and at the same time generate revenues from the program and contribute profit to Hilton. Based on the calculations above‚ we can see that total revenue generated by Hilton is $6‚216‚826‚000 at break-even 70% occupancy with 154‚000 rooms in year
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CASE STUDY: Decision time at Hilton Hilton’s current distribution policy is causing its original competitive advantage of being the industry leader to deacrease. As a matter of facts‚ the traditional channels Hilton is using (such as hotel wholesaler‚ tour operators‚ global distributors systems and third-parties websites) plus the increasing popularity of Expedia-like sites has led the company to loose market shares (caused by the introduction of smaller independent hotel chains). Therefore‚ considering
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