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Essay / Research Paper Abstract
This 4-page paper focuses on Hilton Hotels Corporation and certain marketing and customer segmentation issues. Topics discussed include a target markets, branding and segmentation strategies and concepts to target different consumer markets. Bibliography lists 3 sources.
Page Count:
4 pages (~225 words per page)
File: D0_MThilton.rtf
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Unformatted sample text from the term paper:
to where it is today without good marketing, segmentation and hotel concepts. What has made a good segmentation/brand strategy for Hilton? What about target markets (such as demographics and psychographics?
And finally, how do Hiltons different products and concepts target different customer markets? Before tacking these questions, its first helpful to provide a
brief description of the Hilton Hotels Corporation, the overseer of all properties. Hiltons 2,000-plus worldwide properties include Embassy Suites and Hampton Inns, in addition to the more amenity-laden Hilton properties
(Porlas, 2003). Approximately 80 percent of Hilton properties are franchised (Porlas, 2003). While most of the Hilton hotels are U.S.-based, the company also owns and manages properties in about 15
other countries, as well as 30 vacation ownership resorts (Porlas, 2003). Finally, the Waldorf-Astoria in New York and the Palmer House in Chicago are Hilton hotels as well (Porlas, 2003).
At the end of 2002, Hilton formed an alliance with CNL Hospitality Corporation, which invests in and develops hotel properties for the CNL Financial Group (Porlas, 2003). This new venture
was formed to purchase and refurbish hotel properties, as Hilton continues to seek growth by both acquiring new management contracts and also by franchising properties (Porlas, 2003).
With this information on hand, we can answer some of the questions posed above. First, well address the segmentation and brand strategy for Hilton. Overall, a
brand strategy for any hospitality company relies on one thing - outstanding service. In Hiltons case, service excellence (especially customer service excellence) comes from designing and customizing hotel services that
take into account the convenience for the customer rather than convenience for the provider (Teare, 1992). How does Hilton do this? Basically, by empowering the staff to solve problems and
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