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IntroductionSummaryCauses of the ProblemsSolutions to ProblemsResults Presented By-

S.Naresh JainAniq Ahmed

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Hilton Worldwide(formerly, Hilton Hotels Corporation) is a globalhospitality company. It is owned by the Blackstone Group, a privateequity firm. As of August 2012 Hilton brands encompass 3,897hotels with over 642,000 rooms in 91 countries. Hilton is ranked asthe 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, ConradHotels & Resorts, Hilton Hotels & Resorts, Doubletree (Double Treeby Hilton), Embassy Suites Hotels, Hilton Garden Inn, Hampton Innand Hampton Inn & Suites, Homewood Suites by Hilton, Home2Suites 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. Thecompany moved to Tyson's Corner, unincorporated FairfaxCounty, Virginia, near McLean in August 2009.

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In there efforts to become one of the worlds premier

hospitality firms, Hilton Hotels identified some key problemswithin the firm that need to be solved. One problem the firmidentified was that Hilton Hotels lacked outstandingtechnological innovations. They also saw a problem with the

lack of IT infrastructure in the firm, and that the organizationhad no way of maintaining its relationship with its valuedcustomers. Another problem that the firm saw was that therewas a need for man-power in order to properly build andmaintain these strong relationships with customers. Thecauses of these problems were due to forces in the industry,

both from competitors and consumers. Hilton Hotels conjuredup some great solutions for there different problems, and thesolutions were all found in technology. Solutions for theproblems included, Hilton OnQ, CRM, Using Call Centers tooptimize the CRM concept, Best Guest Arrival Reports, andThe Satisfaction and Loyalty Tracking (SALT).

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The pace of innovation, via technology, in thehospitality industry was growing tremendouslyand Hilton Hotels needed to keep up toremain competitive in the industry.The force from their competitors wasweighing in on them.

Hilton also had no way of tracking/monitoringtheir premier customers, in a way that would

build a stronger relationship with each ofthem. The force from their consumers was acause In the problems.

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Hilton OnQ this IT Infrastructure created by the Hilton gavetheir firm a nervous system. This allowed customers to have aone-stop shopping of an integrated solution, and also allowedemployees to provide excellent customer service on cue.The system was able to support the property-level operationsof every Hilton Hotel, regardless of its size or segment. OnQis a competitive advantage and, it helped Hilton toaggressively 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 relationshipwith its premier customers. CRM added a holistic view toexcellent service, and it allowed Hilton to foster a closerrelationship with the Best Guests throughout their life cycle ofinteractions with the Hilton Family Brands.

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Using Call Centers to optimize the CRM concept The Hilton Hotels

wanted to optimize the new CRM portion of the OnQ system, sothey utilized the call centers to gather more information about theircustomers during the reservation process. OnQReservation allowsthe agents to access callers personal dossiers and update theirpreferences. This information shortens the time on the phone and itenables better cross-selling.

Best Guest Arrival Report This was a useful tool, because itallowed the property to prepare for receiving guests. This report wasuseful to the property because it listed and ranked all expectedguests that had a profile in OnQ and formatted relevant informationfrom their dossier in an easily scanned format. This allowed theproperty to pre-assign guests to a room that was prepared according

to their preferences. This helped the firm to become more efficientin the services they provided to their valued guests.

The Satisfaction and Loyalty Tracking (SALT) SALT was a surveythat a sample of departing guests were asked to complete. Thissurvey was an important measuring tool because it assessedwhether the CRM initiative was truly working and how it could be

tweaked.

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Hilton Worldwide has become the fastest growing major hotelcompany, expanding its portfolio by 29 percent since June 2007 andsurpassing its competitors in total rate of room growth. During this time,Hilton Worldwide has also added more than 950 hotels to its total globalfootprint 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, HiltonWorldwide has over 10 percent of the room supply market share, thelargest 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 successfullynavigating a number of challenging macroeconomic factors and pursuingan aggressive global growth strategy, said Christopher J. Nassetta,President and Chief Executive Officer, Hilton Worldwide. Ourmomentum will continue with one of the largest pipelines in our history

and in the industry.

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Hilton Worldwide Sales generated over $13 billionin revenue in 2010 including Global Sales, HiltonReservations & Customer Care, and 3rd PartyDistribution.

Global and integrated approach combined withmore than of 700 sales team members working inover 40 languages helps ensure Hilton remainsrelevant in every market

34 regional offices around the world offer thepowerful benefits of global scale and presence.

Hilton Worldwide Sales is globally integrated,allowing for seamless, "one voice" communicationwith customers from a single point of contact.