CASE 2: Building Capabilities at the Westward Hilton SYNOPSIS This case describes the efforts of Hiller Hotels to turnaround the operating performance of the Westward Hilton‚ a hotel they purchased out of bankruptcy when the previous owner was forced to sell the property. The general manager charged with the turnaround‚ Peter Green‚ began by developing a clear strategy and then innovatively devising human resource activities to implement his vision. Peter Green is now the executive vice president
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Running head: BUILDING CAPABILITIES AT THE WESTWARD HILTON Building Capabilities at the Westward Hilton Hiller Hotels is a very prominate hotel business in Phoenix‚ Arizona. This company has a wide range of middle class and upscale hotels and also has a few restaurants. Peter Green‚ executive vice president for operation‚ has been employed with the company for more than 10 years. Hospitality has been a part of Green’s life since his teenage year. Green worked over the years and gained experience
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Brian Lowe Case: Hilton 1. If the company had dropped product 103 as of January 1‚ 2004‚ what effect would the action have had on the $158‚000 for the first six months of 2004? The variable costs associated with product 103 will go away when the product line is eliminated. However‚ the fixed costs will remain and be spread over the other two programs. In order for the company to consider eliminating the product‚ the variable costs removed must be greater than the product sales. -------------------------------------------------
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Michael Naftaly Spring 2015 Hilton Honors 1. How can a loyalty program help the property operator and brand owner manage customers better A loyalty program is a very useful tool in managing customers and more importantly trying to keep them. The first aspect a loyalty program aide operator and owners is the ability to track customer’s behaviors‚ wants
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Background: Hilton hotels started out in Cisco‚ TX being a small family owned business in the early 1900’s. By 1946 Hilton Hotels Corp became public and 8 years later acquired Promus Corp with the intention of continuing to diversify and cater to all customers whether upper class‚ middle class‚ business or personal. Fast forward to 2007 where now Hilton owns/operates and/or franchises close to 3‚000 properties and 500‚000 rooms in 78 countries ranging from ultimate luxury to middle class hotel chains
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HILTON HOTELS CASE Business Context/Key Business Drivers Hilton Hotels is one the biggest lodging company worldwide and has been recently acquired by Blackstone Group. In 2007 Hilton’s portfolio characteristics are: • close to 3‚000 hotels between all its brands; • Properties can be: a) directly owned; b) managed; c) franchised. The latter is the most common solution; • covers almost the possible spectrum of lodging. The IT function is considered part of the core business and the
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HILTON WORLDWIDE Prepared for Professor Issam A. Ghazzawi Prepared by BUS 551: Seminar in Organization Theory & Behavior October 11‚ 2010 CONTENTS PAGE Introduction……………………………………………………………………………3 Organizational Background………….……..……………..……...……………………3 Organizational Structure and Design………………………...………..………………6 Hilton’s Culture and Ethics……………..…………………………………….……….9 Organizational Environment…………..………………..……………..……………..10 Hilton Hotel manages its workforce diversity…………………………..….………
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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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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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internal‚ value-creating activity that is central to the company’s ability to achieve a competitive advantage. • Distinctive Competency – An internal‚ value-creating activity that is unique and allows a company to achieve a competitive advantage. • Capability – A company’s ability to put its resources and competencies to productive use. Core competencies are rarely reliant on a single department – they are more likely to owe their existence to a strong collaboration between two or more departments.
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