STRAT Presentation

HiltonAlex Mutch

- Marketing ManagementBrenna Tunnicliff

- Marketing ManagementDavid Hong

- Marketing ManagementEdwin Chao

- Marketing ManagementLeslie Teater

- Marketing Management

Hilton Worldwide Brands

Introduction Mission Statement Opportunity Statement Sustainable Competitive Adv.

Background and History

Background & History

1919

1927

Conrad Hilton bought

first hotel

First hotel to add

amenities

1946

Hilton Hotels

Corporation goes public

Multi-hotel reservation

system

1948

1957

Marriot enters

industry

Hyatt founded

1959

First airport

hotel opened

1929 - 1939

Great Depression

Introduction Background & History Mission Statement Opportunity Statement


1962

1964

Hyatt goes public

Hilton International Corporation splits to go

global

Barron Hilton

replaces Conrad

Hilton as President

1967

1973

Hilton has customer

service breakthrough

Introduces HHonors

loyalty program

1987 1995

First Hilton website

launches

Hilton International

sold

Conrad Hilton passes away

1979



1996

2006

Stephen Bollenbach

is first non-Hilton

CEO

Hilton International

reacquired

Blackstone Group buys Hilton and

goes private

2007

2008

Airbnb founded

Lightstay introduced

2009

2013

Hilton returns to

NYSE

Christopher Nassetta becomes president and CEO

Become Hilton

Worldwide and changes

HQ

Hilton launches a vacation

subsidiary

2002


Mission Statement

Mission Statement

“To be the preeminent global hospitality company - the first choice of guests, team members, and owners alike.”

Background & History Mission Statement Opportunity Statement Sustainable Competitive Adv.

Opportunity Statement

Opportunity Statement

The hospitality industry is highly competitive, filled with pricing and sales promotions, resulting in price wars. In this industry, Hilton possesses a pristine

brand image that has the ability to be further leveraged in order to differentiate itself from competitors in the future. With the current influx of consumers in the lodging industry, Hilton is now presented the opportunity to further utilize its intellectual

capital and create sustainable competitive advantage.

Mission Statement Opportunity Statement Sustainable Competitive Adv. Significance to Leadership

Definition of Sustainable Competitive Advantage

Sustainable Competitive Advantage

A long-term competitive advantage that is not easily duplicated by other competitors. This is developed by solidifying a pristine brand image, utilizing intellectual capital, offering exceptional services, and strengthening customer loyalty.

Opportunity Statement Sustainable Competitive Adv. Significance to Leadership Research Methodology

Significance To Leadership

Significance To Leadership

Hilton is a part of a highly competitive and fast growing industry in hotel service. As a result, we have uncovered new forms of underleveraged resources within the company and have developed detailed programmatic recommendations that will

maximize these forms of sustainable competitive advantage.

Sustainable Competitive Adv. Significance To Leadership Research Methodology Expected Outcomes

Research Methodology

Research Methodology● Secondary research● Environmental scanning & monitoring● Trusted, peer-reviewed sources

○ Google Finance○ Business Insider○ Forbes○ Wall Street Journal

● Domestic focus

Significance to Leadership Research Methodology Expected Outcomes Leadership

Expected Outcomes

Expected Outcomes● Improved customer database● Differentiated customers● Increase in customer loyalty● Increased customer share● Move to value-based pricing● Leverage strategic alliances● Movement away from third-party sources● Decrease in long-term debt

Research Methodology Expected Outcomes Leadership Corporate Culture

Leadership

Leadership● Three Presidents; Nine Executive Vice Presidents● Most have worked with Hilton eight years or less● High levels of experience in the hospitality industry

Joe Berger Kristin Campbell

Christopher Nassetta

Kevin JacobsIan Carter Jim Holthouser William Margaritis

Matt Richardson Martin Rinck Matthew Schuyler Chris Silcock Simon Vincent Mark Wang

Expected Outcomes Leadership Corporate Culture Human Resources Management

Conrad Hilton

● CEO & Founder of Hilton● Emphasis on innovation and empowerment● Focus on charity and developing the community

“Success seems to be connected with action. Successful people keep moving. They make mistakes, but they don't quit.”

“Enthusiasm is a vital element toward the individual success of every man or woman.”

“The practice of charity will bind us... will bind all men in one great brotherhood.”

(CEO 1919-1967)


http://www.searchquotes.com/quotation/Success_seems_to_be_connected_with_action._Successful_people_keep_moving._They_make_mistakes%2C_but_th/232606/








http://www.searchquotes.com/quotation/Enthusiasm_is_a_vital_element_toward_the_individual_success_of_every_man_or_woman./28677/

Stephen Bollenbach

● Prior CEO of Hilton● Worked as Donald Trump’s CFO ● Worked with Disney & Marriott as CFO & Treasurer● Recruited by Barron Hilton in 1996● Focused on making profit with every decision

“There are a lot of bargains out there, ... Every acquisition you make is accretive to earnings. It's a real value creator.”

“We want to continue getting out of the real estate business and more into the fee business.”

(CEO 1996-2007)



● Previously worked for Host Hotels and Resorts as COO○ Later became CEO

● Hired by Jonathan Gray of Blackstone Group as President and CEO for Hilton in 2007

● Made a worldwide Hilton tour● Began changes in organizational structure

“People were living in ivory towers. Some in Beverly Hills. We didn’t have the connectivity. The hotels were saying, ‘Leave us alone. I don’t like you

corporate types.’ We had become siloed.”

(CEO 2007-Present)



● Implemented a corporate wide CRM system● Emphasis on leveraging intellectual capital● Customer focused

“Even the posters listing corporate guidelines differed from hotel to

hotel, driving Nassetta — who puts great stock in business culture —

crazy.”

“There was a lot of what he did that was simply listening to the customer.”


(CEO 2007-Present)

Joe Berger

● Executive Vice President and President of the Americas● Oversees the operations of over 350 corporately owned Hilton

hotels in the Americas● Graduated with a masters degree in finance● Career in the Hotel Industry

○ Prior to Hilton, four years at LXR as Co-President

○ Worked internationally in operations and finance for

Marriott

(VP 2007-Present)


William (Bill) Margaritis

● Oversees corporate branding, internal and external communications, government relations, issues and crisis management, and corporate responsibility programs

● Been with the company since August 2015

○ Spent prior fifteen years at FedEx as Senior Vice

President, Global Communications & Investor Relations

■ One of the only Executives without hospitality

experience● Graduated from Michigan State with a degree in business

(VP 2015-Present)


https://www.linkedin.com/title/senior-vice-president%2C-global-communications-%26-investor-relations?trk=mprofile_title



William (Bill) Margaritis

"As we continue to gain momentum and accelerate our growth around the world, finding additional ways to reach, engage and connect with our most critical stakeholders becomes even

more important. Bill’s breadth of experience and his broad understanding of global business and markets will help us build, strengthen and execute an integrated strategy across Hilton that will

enhance our industry leadership position and our ability to differentiate ourselves in the marketplace.”

- Christopher Nassetta

Background & History Mission Statement Opportunity Statement Significance of LeadershipExpected Outcomes Leadership Corporate Culture Human Resources Management

Chris Silcock● Leads the company's global commercial team, including sales,

revenue management, regional marketing and eCommerce, and Hilton reservations and customer care

● Twenty years in Hilton○ Began his career with Hilton as a catering and banquet

waiter○ Head of Sales and Revenue Management○ Head of Online and Regional Marketing

● Degree in Computer Studies from University of Essex

(VP 1995-Present)


Corporate Culture

ValuesHospitality “We're passionate about delivering exceptional guest experiences.”

Integrity “We do the right thing, all the time.”

Leadership “We're leaders in our industry and in our communities.”

Teamwork “We're team players in everything we do.”

Ownership “We're the owners of our actions and decisions.”

Now “We operate with a sense of urgency and discipline.”

Leadership Corporate Culture Human Resources Management Operations

Corporate Culture


Hilton’s Diversity Statement

“Our priority is to understand and embrace unique global cultures to ensure that our Team

Members are seen, heard, valued and respected. As a result, our senior leadership is committed

to investing in programs that promote diversity such as, inclusion training and celebrations of

international traditions and customs. Globally, we also aim to increase our presence in local

communities through employee volunteerism, partnerships and giving programs.”

“Ultimately, I have a very simple philosophy on diversity: It is what allows us to perform and

deliver for our customers and, frankly, outperform the competition.”


Internal Diversity Programs● Executive Diversity Council● Team Member Resource Groups● Diversity Compliance Training

○ Diversity, Inclusion You e-Training course● Internal Communications

“As a part of our commitment to diversity and inclusion, we created the Executive Diversity Council, comprised of the company's most senior leaders, and chaired by our President and CEO, Christopher J.

Nassetta. The Executive Diversity Council provides oversight and direction to the overall diversity strategy related to our culture, talent and marketplace.”



Organizational StructureChristopher Nassetta

CEO

Jim HolthouserKevin Jacobs

Matthew Schuyler Simon Vincent Matt Richardson

Kristin Campbell Ian Carter

Martin Rinck

Mark Wang

William MargaritisEVP Corporate Affairs

Joe BergerEVP, President, Americas

Chris SilcockEVP and CMO

Middle Management

Staff Members


Organizational Structure


“People were living in ivory towers. Some in Beverly Hills. We didn’t have the connectivity. The hotels were saying, ‘Leave us alone. I don’t like you corporate types.’

We had become siloed.”


Human Resources

Human Resources

Corporate Culture Human Resources Management Operations Finance

“You first have to get the right people on the bus, get the wrong people off the bus, make sure the right people are in the right seats before you decide where you’re driving the bus’ … that was a

philosophy that I followed.”


Human Resources: Recruiting● Core School Alliances

○ 16 schools where recruiters look for potential interns

● Career page ○ Indeed.com

● Hilton Worldwide University


Human Resources: Hiring

Corporate Culture Human Resources Management Finance Marketing

● Application is online○ Resume sent to different departments


Human Resources: Training● Part-Time: 20 hours● Full-Time: 45 hours● Hilton Worldwide University

○ Five Different Colleges

Corporate Culture Human Resources Management Finance MarketingCorporate Culture Human Resources Management Operations Finance

Human Resources: Training


Human Resources: Retaining

“Our Team Members are at the heart of our success and we are committed to ensuring Hilton is a place where they can grow both personally and professionally.”

-Christopher J. Nassetta


Human Resources: Retaining● Professional development opportunities● Nassetta’s annual “Catch Me at My Best”● 30 paid days of holiday/vacation● Tuition reimbursement of $1200● GED Assistance Program● Parental Leave Program


Operations

Operations: Overview ● HQ in McLean, Virginia

○ Previous HQ was in Beverly Hills, California until 2009

● Total of 157,000 Team Members around the world

Human Resource Management Operations Finance Marketing

Operations: StatisticsBrand Hotels Total Rooms

Hilton 560 28.1%

Hampton 2,005 27.8%

Doubletree 410 14.1%

Hilton Garden Inn 618 12.0%


Operations: Ownership


Hampton Inn Franchise Ranking by Entrepreneur.com

Finance

Human Resources Management Finance Marketing Conclusion

Financial Introduction

Operations Finance Marketing External Analysis


Stock Price (2 Years)

Human Resources Management Finance Marketing External AnalysisOperations Finance Marketing External Analysis

IPO: $20; 117,640,624 Shares (NYSE: HLT)Current: $23.37; 1.232 M Shares










Income Statement - Numbers in Millions



Balance Sheet - Numbers in Millions


Current Ratio

Measures a company’s ability to pay short-term obligations

Current Assets Current Liabilities


Short-Term Solvency


Cash Ratio

Measures the ability to pay off debt obligation using cash on

hand

Cash and EquivalentsCurrent Liabilities


Short-Term Solvency


Total Debt Ratio

A conservative measure of long-term solvency

Total LiabilitiesTotal Assets


Long-Term Solvency


Debt-to-Equity Ratio

A measure of debt leverage

Total LiabilitiesTotal Stockholder’s Equity

Human Resources Management Finance Marketing External Analysis

Long-Term Solvency


Total Asset Turnover

Sales generated per dollar of assets

SalesTotal Assets


Asset Utilization


Profit Margin

Shows what percentage of every dollar is kept in earnings

Net IncomeSales


Profitability


Return on Assets

Earnings that are generated from invested capital

Net IncomeTotal assets


Profitability


Price Earnings Ratio

Amount investors pay for one dollar of earnings

Market Value per ShareEarnings per Share


Market Value


The percentage of all rental units (rooms) are occupied or

rented at a given time


Occupancy Rate


Marketing

Products

Finance Marketing Conclusion Finance Marketing External Analysis SWOT

Products

Finance Marketing External Analysis SWOT

Products


Products


Price: Average Daily Rate (ADR)

$141.52 $150.67$169.89Finance Marketing External Analysis SWOT





Price: Pricing Strategies


● Premium pricing strategy○ High-level prices

■ Perceived to have excellent quality and additional characteristics and features

● Variable pricing

Price


● Guaranteed lowest price● Why book directly with Hilton?

○ Always find the lowest price on our websites or we'll give you $50.

Place● Website booking on

hilton.com

● Third-party booking


Place● 4,440 hotels

○ Over 730,000 rooms● 97 countries and territories

○ All 50 states


Place● Three major factors when a new Hilton location is considered:

○ Where - The Geographical location must be convenient○ When - Timely response to a customer’s schedule○ How - Events and meetings tailored to customer’s needs


Promotion

Advertising


Average: $246 Million per Year

Public Relations


● “Nassetta Inducted into Hospitality Industry Hall of Honor”- 10/21/2015

● “Hilton Hawaiian Village Prepares Thanksgiving Meals for Hundreds in Need”- 11/25/15

● “Hilton Atlanta Sells for $146 million”- 10/30/15

● “Hilton Hotel Reports POS Data Breach” 11/26/15

● “Hilton Brings Digital Key to Android”- 10/6/15

Sales Promotion


Personal Selling

Finance Marketing Conclusion

● “Globally Motivated, Individually Focused”

● Over 700 sales professionals in 34 regional offices around the world

● Strategic Account Management team dedicated to negotiating customizable deals with customers

● Drives profit and leads to stronger and more committed relationships


Direct Marketing


● HHonors program and app○ Various tiers

● Developed customer database● Strong social media presence and

interaction


Direct Marketing


Direct Marketing


External Analysis

Macroeconomic Factors● Volatile industry● Changes in demands for hotel rooms, occupancy levels, and room rates

○ High dependency on the economic cycle● Changes in the consumer location preference● Dependent on transportation industry● Cyclical and seasonal● Environmental laws● Government regulation

Marketing External Analysis SWOT Sustainable Competitive Adv.

Macroeconomic Factors

Finance Marketing External Analysis

● War, political conditions or civil unrest● Decreased corporate or government travel-related budgets and spending● Statements, actions, or interventions by governmental officials● Negative media exposure in certain locations (Ebola, Sars, H1N1, Avian flu)● Cyber-Attacks● Natural or man-made disasters


Industry Competition: Direct


● Current Stock Price: 71.11 per share○ P/E Ratio: 26.45○ Average Volume of 26.2 M

● Social Involvement● “We Embrace Change”

○ Innovation has always been part of the Marriott story


Industry Competition: Direct


● Current Stock Price: 50.06 per share○ P/E Ratio: 27.42○ Average Volume of 440,492

● Environmental Friendly● “We make a difference in the lives of

those we 'touch' every day.”


Industry Competition: Indirect

Finance Marketing Conclusion Marketing External Analysis SWOT Sustainable Competitive Adv.

Industry Technology● Apps● Digital Key● Website


Industry Consumer


● According to “Small Business” by Demand Media, “Trend Watching”, and “Hospitality Technology”, the industry consumer is:○ Looking for value○ Typically possesses disposable income○ Appreciates option of Rewards program○ Prefer self-service check-ins and online transactions○ Interested in personal health and wellness


SWOT Analysis

Positive Negative

Internal Strengths Weaknesses

External Opportunities Threats

SWOT Analysis

Strengths● Corporate leadership● Corporate culture● Strong intellectual capital● Ethnic diversity amongst employees● Organizational structure● HRM ● HHonors database & app● Industry leader in market share● Premium brand image

Positive Negative



External Analysis SWOT Sustainable Competitive Adv. Viable Alternatives

Weaknesses● Lack of advertising measurability● High long-term debt● Decreasing timeshare profitability● HHonors promotions● Underleveraged HHonors database● Underleveraged strategic alliances● Lack of room standardization● Research and Development department Positive Negative




Opportunities● Exclusive booking to Hilton.com● App & technology development● Economic recovery● Increase in consumer disposable income● Decreased transportation costs● Growing availability of strategic alliances● Reduced threat of disease● Increased credit card security Positive Negative




Threats● Increase of competition (direct and indirect)● New forms of travel stay● Growth of third-party booking sites● Marriott’s recent acquisition of starwood● High market volatility● International civil unrest● Decrease in international travel● Industry wide cyber attacks● Increase in government regulations

Positive Negative




Sustainable CompetitiveAdvantage

Sustainable Competitive Advantage

A long-term competitive advantage that is not easily duplicated by other competitors. This is developed by solidifying a pristine brand image, utilizing intellectual capital, offering exceptional services, and strengthening customer loyalty.

SWOT Sustainable Competitive Adv. Viable Alternatives Minor Recommendations

New Sources of Sustainable Competitive Advantage

● Develop our database asset ○ Comprehensive loyalty program and application

● Leverage intellectual capital ○ Empower front-line employees

● Promote and enhance positive consumer perception of brand image

SWOT Sustainable Competitive Adv. Viable Alternatives Minor Recommendations

Viable Alternatives

Viable Alternatives● Implement an on-going immersion program

○ Management develops a stronger connection to employees and customers○ Expensive and time-consuming

● Initiate a Business Leadership Summit○ Collaborate with and learn from leaders in other industries○ Difficult to implement

Sustainable Competitive Adv. Viable Alternatives Minor Recommendations Major Prog. Recommendation

Viable Alternatives● Standardize, renovate, and modernize all rooms

○ Provides brand continuity○ Expensive

● Create a new Research & Development department○ Leverages new opportunities and fosters innovation○ Costly undertaking

Sustainable Competitive Adv. Viable Alternatives Minor Recommendations Major Prog. Recommendation

Minor Recommendations

Minor Recommendations● Streamline distribution channels

○ Utilize our leverage in relationships with third party sources● Strengthen and create strategic alliances● Establish Matrix structure

○ Develop an Employee Service Representative position○ Connect with employees

Viable Alternatives Minor Recommendations Major Prog. Recommendation Areas of Future Study

Major Programmatic Recommendation

Customer Tiers

Blue (0 Points) Silver (1,000) Gold (7,000) Diamond (12,000)

● Room selection

● Digital key● Room

customization

● Blue rewards● iPads● Premium Wi-fi● Spa access● Premium

Spotify & Hulu access

● Late check-out● Digital check-in

● Silver Rewards● Personal

assistant● Premium Starz

access● VIP parking● Exclusive hors

d’oeuvres

● Gold Rewards● Exclusive

concert access● Sleep Number

bed

$1 of hotel = 1 Point$1 of spa = 2 Points

$1 of event space = 2 Points

Minor Recommendations Major Prog. Recommendation Areas of Future Study Would You Invest?

● A continuation of some of the services from HHonors○ Selecting a specific room○ Digital room key

● Additional customization options that Hilton can store in database○ Number of pillows○ Housekeeping times○ Temperature of the room○ Shampoo type ○ Drinks upon arrival

Blue Tier


(0 Points)

● Premium Wi-fi● Exclusive spa access

○ Pool, sauna, and shower access● Spotify & Hulu access● Late check-out● Digital check-in● iPads

Silver Tier


(1,000 Points)


● Menu of options○ Per geographic location○ Uncovered during research

● Personal assistant per Dwell floors (as needed)○ Digital access to assistants

● Starz premium access● VIP parking● Exclusive hors d’oeuvres upon arrival

Gold Tier


(7,000 Points)

● Exclusive event access○ Meet and greets○ Concert access○ Red carpet access

● Sleep Number beds

Diamond Tier


(12,000 Points)

Cultural Feasibility● Corporate philosophy● Positive attitudes toward change and innovation● Customer focus● Eager to improve

“We were complacent. There was no culture of innovation. It was more a culture of do it at a relatively slow pace and do it the way we’ve always done it... It just

wasn’t organized in the right way.” - Christopher Nassetta


Financial Feasibility● 44 million HHonors members

○ 50% of guests are HHonors members○ $720 Million spent in 2014 for HHonors○ Additional profit loss from redeemed reward nights

● $730 Million of Cash flow in 2014


Rollout● In January 2016:

○ 150 strategic, domestic locations with varying demographics■ Opt-in for current HHonors members■ One year of data gathering■ Survey

● In January 2017:○ One year to redeem points

■ Six-months of final point accumulation■ Phase out HHonors program


Rollout● In July 2017:

○ One year to redeem points■ Six-months of Dwell points■ Final phase out HHonors program

● In January 2018:○ Full implementation of Dwell program


Expected Outcomes● Improved customer database● Differentiated customers● Increase in customer loyalty● Increased customer share● Move to value-based pricing● Leverage strategic alliances● Movement away from third-party sources● Decrease in long-term debt


Metrics● Enrollment Data

○ Carry over from HHonors○ New Dwell members○ Changes in tier population○ Member retention rates

● Member Satisfaction Survey● Time spent on app and with value-added programs● Track spa revenue● Metrics based on geographic location● Third-party booking changes


5 Golden Questions● As an enrolled Hilton Dwell Member…

○ How did you hear about Dwell? ○ What did you like about the Dwell?○ What did you dislike about Dwell?○ Will you be using the Dwell Program more often?○ Would you like to opt-in for more loyalty member information?


Areas of Future Study

Areas of Future Study● HRM program

○ Differentiate employees by value○ Further utilize matrix structure and diversity

● High school and college curriculum● Brand expansion opportunities

Major Prog. Recommendation Areas of Future Study Would You Invest? Spiritual Implications

Sources● http://www.businessinsider.com/hilton-ceo-airbnb-competition-2015-10● http://smallbusiness.chron.com/consumer-segments-hotel-industry-13764.html● http://www.lawcrossing.com/article/6576/kristin-campbell-hilton-worldwide/● http://hospitalitytechnology.edgl.com/news/Top-5-Trends-in-Hotels-for-201597582● http://www.businesswire.com/news/home/20150810005258/en/william-margaritis-joins-hilton-worldwide-executive-vice#.vhqkhbw9bp8● http://s1.q4cdn.com/246698567/files/annual-reports/2014/hilton_2014_ar.pdf● http://www.hoteliermagazine.com/hilton-ceo-chris-nassetta-inducted-into-hospitality-industry-hall-of-honor/● http://www.diversityinc.com/christopher-nassetta/● http://www.washingtonpost.com/business/capitalbusiness/christopher-nassetta-the-man-who-turned-around-hilton/2014/07/03/43071478-fd5a-11e3-932c-0a55

b81f48ce_story.html● http://www.inspirationalstories.com/quotes/t/stephen-bollenbach/● http://www.bloomberg.com/apps/news?pid=newsarchive&sid=aGuvnUDVX14E&refer=home● http://www.woopidoo.com/business_quotes/authors/conrad-hilton/index.htm#QQKAJ5HiZr0QV9FJ.99● http://jobs.hiltonworldwide.com/en/universities/north-america/● http://www.glassdoor.com/Reviews/Hilton-Worldwide-Reviews-E330.htm● http://www.cpp.edu/~career/employer/events/Fall_Career_Fair.shtml● http://reviews.greatplacetowork.com/hilton-worldwide● http://jobs.hiltonworldwide.com/why-choose-us/career-development/● http://www.wsj.com/articles/SB10001424053111903341404576484221378689018● http://www.hiltonworldwide.com/development/performance-advantage/revenue-management/● http://news.hiltongardeninn.com/index.cfm/newsroom/detail/28683● https://www.hiltontohome.com● http://searchenginewatch.com/sew/news/2401430/hilton-uses-google-hotel-ads-to-entice-new-customers#● http://www.hiltonworldwideglobalmediacenter.com/index.cfm/newsroom/detail/2117● https://www.thinkwithgoogle.com/case-studies/hilton-worldwide-drives-higher-roi-with-google-hotel-ads.html● https://think.storage.googleapis.com/docs/hilton-worldwide-drives-higher-roi-with-google-hotel-ads_case-studies.pdf● http://www3.hilton.com/en/offers/index.htm?cid=OM,HH,RedesignV1A4,BrandNav● http://www.wsj.com/articles/airbnb-crimps-hotels-power-on-pricing-1443519181● http://www.wsj.com/articles/secrets-to-creating-a-better-hotel-room-1443634711● http://www.mmgyglobal.com/news/news-travelers-intend-to-go-on-more-vacations-in-2015/● https://s-media-cache-ak0.pinimg.com/736x/71/70/d2/7170d2e6e2b40013d71a224d81a8c3d4.jpg

Would You Invest? Spiritual Implications Conclusion

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43c336ed_story.html● http://thumbnails.visually.netdna-cdn.com/top-5-trends-in-hospitality-for-2014-infographic_52a6495e72da7.jpg● http://www.bighospitality.co.uk/var/plain_site/storage/images/media/images/digital-marketing/9014997-1-eng-GB/Digital-marketing.jpg● http://www.hospitalitynet.org/photo/global/154000973/73012978.html● http://www.nytimes.com/2013/01/14/business/media/hilton-site-prescribes-vacations-for-workers-ills.html?_r=1● http://news.hiltonworldwide.com/index.cfm/newsroom/detail/27192● http://hiltonworldwide.hilton.com/en/ww/ourbestrates/terms.jhtml● http://www.businessinsider.com/how-hotels-should-adapt-to-growing-threat-airbnb-2015-7● http://www.pwc.com/us/en/asset-management/hospitality-leisure/publications/assets/pwc-hospitality-directions-us-august-2015.pdf● http://www.tnooz.com/article/Online-travel-agents-and-Hotels-Are-they-friends-enemies-or-frenemies/● http://hotelnewsnow.com/article/13323/ota-evolution-demands-more-pricing-discipline● http://blog.hebsdigital.com/a-call-to-arms-how-to-shift-market-share-from-the-otas-to-the-hotel-website/● http://skift.com/2015/07/22/hilton-gets-aggressive-telling-travelers-the-lowest-price-is-only-on-hilton-com/● http://press.fourseasons.com/news-releases/2014/four-seasons-launches-new-vacation-rental-website-showcasing-portfolio-of-exclusive-urban-and-resort-resi

dences-around-the-world/● http://www.hotelnewsnow.com/Article/13949/Quit-fighting-and-join-Airbnb● http://www.leadershipsynergies.com/docs/060131_article_HiltonSAMVelocity.pdf● http://www.pointswithacrew.com/wp-content/uploads/2014/10/hilton-select-your-room.jpg

Would You Invest? Spiritual Implications Conclusion

Documents

STRAT Presentation