Table of Contents
Chapter 1: Introduction
1.1
Aim and Objectives of the Blog Report
1.2
Structure of the Blog Report
Chapter 2:
Tourism product and the role of components
2.1 Tourism
Products and Their Components, Key Features and Examples
2.2 The
Role of the Key Components of the Tourism Sector
Chapter 3:
Stakeholder Analysis
3.1 The
History of Hilton Worldwide and their development
3.2 The
Present State of Hilton Worldwide and their operation
3.3 The
Competitors of Hilton Worldwide and their impacts
3.4 The
Stakeholders of Hilton Worldwide and their expectations
Chapter 4:
Challenges and opportunities
4.1 The
SWOT Analysis of Hilton Worldwide
4.2 The Sustainable
Strategies of Hilton Worldwide
Chapter 5:
Conclusion and Recommendations
References
CHAPTER ONE: INTRODUCTION
1.1 Aims and Objectives of
the Blog Report
This blog
report aims to clearly explain Hilton World wide’s tourism product management.
The report also aims to show how Hilton operates within the tourism industry.
An important objective is to study the main stakeholders linked with Hilton
Worldwide. The report will highlight Hilton’s history, competitors, and present
company operations. Another key objective is to conduct a detailed SWOT
analysis for Hilton. Furthermore, the report aims to explore sustainable
practices used by Hilton Worldwide. The final objective is to offer valuable
recommendations based on this detailed review. These objectives will help
readers clearly understand Hilton Worldwide’s tourism products.
1.2
Structure of the Blog Report
The blog
report has five clear and simple chapters to guide readers. After this
introduction, chapter two clearly defines tourism products and their
components. It also analyses the role of these components within the tourism
sector. Chapter three provides a stakeholder analysis related directly to
Hilton Worldwide. It discusses Hilton’s history, competitors, current status,
and key stakeholders' expectations. Chapter four carefully explores Hilton
Worldwide’s main challenges and opportunities through SWOT analysis. It also
explains Hilton’s strategies for sustainability. Lastly, chapter five clearly
summarises the report's main findings and provides helpful recommendations.
CHAPTER TWO: UNDERSTANDING TOURISM
PRODUCT AND ANALYSING THE ROLE OF COMPONENTS OF THE TOURISM SECTOR WITHIN THE
BROADER INDUSTRY
2.1 Tourism Products and
Their Components, Key Features and Examples
A tourism
product is the full travel experience offered to customers. It includes
services, places, and activities enjoyed during a trip (Camilleri, 2018). A
tourism product is not a single item like food or drinks. Instead, it is a mix
of things that give value to travellers. These things are designed to meet the
needs of tourists.
Figure: Tourism
Source:
(George, 2021)
The main
components of a tourism product include attractions, transport, accommodation,
and services. Attractions can be natural, cultural, or man-made places of
interest. These include beaches, museums, parks, and famous buildings (Walker,
2021). Transport includes air, road, and sea travel options used by visitors.
Accommodation refers to places where guests stay, such as hotels and hostels.
Services include food, travel agents, tour guides, and other support (Inkson
and Minnaert, 2022).
Each tourism
product also has key features that add to its value. One feature is
intangibility, meaning customers cannot touch the full experience. Another
feature is perishability, as travel services cannot be stored for later.
Variability is also a feature, since services can change with each visit
(Fletcher et al., 2018). Another key feature is inseparability, as services are
given and used at the same time (Holloway and Humphries, 2022).
Examples of
tourism products include package holidays, guided city tours, or hotel stays. A
guided tour of London is one simple example of a tourism product. A stay at a
Hilton hotel with meals and spa access is another. Cruises are also tourism
products, offering travel and services in one. A ski holiday in the Alps with
lessons and gear is also an example.
Tourism
products offer full experiences through services and activities. These products
help create value and enjoyment for different kinds of travellers (George,
2021). When these are well-planned, they support tourism growth and repeat
visits.
2.2 The
Role of the Key Components of the Tourism Sector
The tourism
industry is made up of several key components that work together. Each part
helps to shape the travel experience for visitors across the world. The main
parts include aviation, hospitality, tour operators, and travel agencies (Page
and Connell, 2020). These parts link together to form a strong tourism network.
They also help the economy and support millions of jobs across many countries.
Source: (Inkson
and Minnaert, 2022)
Aviation is
important because it connects people to different destinations. Airlines help
travellers move quickly and safely across long distances. Planes allow more
tourists to visit places in other countries. Without flights, many far places
would not be easy to reach. Aviation also supports business travel and global
tourism growth (Buhalis, 2022).
The
hospitality sector plays a major role in the visitor experience. It includes
hotels, resorts, and restaurants that offer rest and comfort. Guests expect
clean rooms, good service, and helpful staff during their stay. Hospitality
adds value to the tourism product and helps increase tourist satisfaction
(Walker, 2021). Large hotel groups like Hilton Worldwide offer many services to
meet visitor needs.
Intermediaries
like tour operators and travel agencies support both suppliers and customers.
They create packages that include travel, stays, and activities (Camilleri,
2018). These packages help customers plan trips more easily and save time.
Travel agents also offer advice and help in choosing the right product. This
makes the booking process simple and less stressful (Morrison, 2022).
Each sector
connects with others to support the wider tourism industry. Flights bring
tourists, hotels host them, and travel agents guide the process. When these
sectors work well together, the tourism industry grows stronger. Smooth
teamwork between all parts leads to better travel experiences (Inkson and
Minnaert, 2022). This helps countries improve their tourism image and attract
repeat visits.
CHAPTER THREE: STAKEHOLDER ANALYSIS
3.1 The History of Hilton
Worldwide and their development
Figure:
Hilton’s first hotel with cold running water and air- conditioning in the
public rooms (Waco Hilton, U.S.A.).
Source:
(Hilton, 2024)
Hilton
Worldwide is one of the oldest hotel groups in the world. The first Hilton
hotel was opened by Conrad Hilton in 1919. It was a small hotel in Texas called
the Mobley Hotel (Rutherford, 2021). In the early years, the company grew
slowly across the United States. Hilton became the first hotel group to be
listed on the New York Stock Exchange in 1946 (Zeng, 2021). Over time, the
company gained global attention for its high service standards.
In the
1950s, Hilton became one of the first global hotel chains. The company opened
hotels in international cities like Madrid and Istanbul. This helped Hilton
grow its brand across new tourism markets (Walker, 2021). By the 1980s, Hilton
had built a strong name in business and luxury travel. The company kept growing
by opening hotels in Asia, Europe, and Africa. In 2007, Hilton was bought by
Blackstone Group, which led to fast expansion (Santos and Lima, 2024).
In 2013,
Hilton Worldwide went public again through a large share offering. Over the
next years, the group focused more on brand growth and technology. Hilton
launched many new brands like Curio Collection and Tru by Hilton (Jia et al.,
2022). The company also invested in its loyalty programme, Hilton Honors, to
attract more guests. Hilton focused on offering digital keys, mobile check-in,
and more smart services (Busulwa et al., 2022).
Today,
Hilton owns over 8,400 hotels across 140 countries (Hilton, 2024). The company
has more than 1.25 million hotel rooms worldwide. Hilton has also focused on
sustainability and travel innovation in recent years. Its strong growth and
guest focus helped it become a global leader in hospitality. The long history
shows steady growth, change, and strong service values.
3.2 The
Present State of Hilton Worldwide and their operation
Figure: Old and
New Hilton Properties
Source:
(Hilton, 2024)
Hilton
Worldwide is now one of the largest hotel groups globally. The company manages,
owns, and franchises thousands of hotels and resorts. Hilton operates in over
140 countries and territories across the world (Hilton, 2024). Its portfolio
includes more than 8,400 hotels and over 1.25 million rooms. These rooms are
spread across 24 well-known global brands, from luxury to budget.
Hilton is
currently focused on smart growth and digital service. The company uses new
tools to improve guest comfort and experience. Digital key access, contactless
check-in, and room selection are now common (Busulwa et al., 2022). These
features are used by millions of guests each year. Hilton Honors, the loyalty
scheme, supports this digital strategy. More than 210 million members have
joined Hilton Honors worldwide (Hilton, 2024).
The company
runs its business through two main segments. One segment is for managing and
franchising hotel properties. The other includes Hilton-owned and leased hotels
(Hilton, 2023). Most income now comes from franchise and management fees. This
helps reduce costs and increase long-term income. Hilton continues to grow by
signing new hotel deals in key markets.
Recent
numbers show Hilton’s strong financial and market position. In 2024, Hilton
earned a net income of £1.21 billion (Hilton, 2024). The company also reached
an adjusted EBITDA of £2.70 billion in the same year. Hilton opened 98,400 new
rooms globally during 2024. The group also approved 34,200 rooms for future
hotel development. As a result, Hilton’s pipeline grew to nearly 498,600 rooms
(Hilton, 2024).
Hilton also
reported a net unit growth of 7.3 percent in 2024. This shows that the company
is expanding faster than many competitors. Most new rooms are being added
outside the United States. This global growth helps Hilton enter new markets
and attract new visitors. Luxury hotels are also being added to meet high-end
travel demand (Fachada, 2023).
In terms of
guest satisfaction, Hilton has made strong progress. The company was named the
number one best workplace in the world (Hilton, 2023). High staff satisfaction
helps deliver better service to all hotel guests. This also helps reduce staff
turnover and improve service quality (George, 2021). Happy staff and happy
guests make strong business success possible.
Sustainability
is also a key focus in Hilton’s current plans. The company is working to lower
waste and use more clean energy (Legrand et al., 2022). A programme called
“Travel with Purpose” supports these actions. Hilton aims to cut carbon
emissions and support local communities (Fenech, 2024). More hotels now use LED
lighting and clean energy sources to reduce harm.
Hilton is
also investing more in safety, hygiene, and new travel ideas. The company is
testing smart room controls and better guest apps. Hilton wants to stay ready
for new trends in global tourism (Buhalis et al., 2023). This focus on service,
staff, growth, and green change keeps Hilton strong. The company is now well
placed for future success in hospitality.
3.3 The
Competitors of Hilton Worldwide and
their impacts
Figure: Major
Competitors of Hilton Worldwide
Source: (Santos
and Lima, 2024)
Hilton
Worldwide faces strong competition from other global hotel groups. Some of the
main rivals include Marriott International, Hyatt Hotels, and InterContinental
Hotels Group (IHG). These hotel groups also operate in many countries and offer
similar services. Each brand has many hotel types, from budget to luxury
(Holloway and Humphries, 2022). These companies also grow fast in popular
travel markets worldwide.
Marriott
International is one of the largest hotel groups today. It has more rooms than
Hilton and offers many hotel brands. Marriott also uses strong loyalty
programmes and new digital tools (Hayes et al., 2021). Hyatt Hotels is also a
big player in the luxury and business market. It competes with Hilton’s top
brands like Waldorf Astoria and Conrad. IHG runs Holiday Inn and other brands
that target family and mid-range guests (George, 2021).
Online
platforms like Airbnb also add new challenges to Hilton. Many tourists now use
Airbnb for cheaper or more local stays. These changes in guest habits have
pushed Hilton to act fast. Hilton has added more mid-range and lifestyle brands
to stay competitive. Brands like Tru, Tapestry, and Motto were created to reach
more guests (Zeng, 2021). This helps Hilton offer more choices and attract new
market groups.
The strong
competition has made Hilton focus more on innovation. The group now uses
digital keys, mobile check-in, and smart room tools (Busulwa et al., 2022).
Hilton has also worked hard to improve customer loyalty and staff training. The
company invests in guest safety, green energy, and service design. These
actions help Hilton stay strong in the changing travel market (Santos and Lima,
2024). The need to stand out has helped Hilton improve its value and service.
3.4 The
Stakeholders of Hilton Worldwide and their
expectations
Figure: Hilton
2021 CEO Light & Warmth Award Winners
Source:
(Hilton, 2021)
Employees
are one of the most important groups linked with Hilton Worldwide. They expect
fair pay, job safety, and a good work culture. Training, career growth, and
support are also key staff needs (Walker, 2021). Workers want safe spaces and
equal chances for all people. In return, good staff performance helps Hilton
deliver better guest service. Happy workers can make hotel guests feel more
welcome and valued. Hilton is known for strong support in training and staff
well-being. In fact, Hilton was ranked the best workplace in the world (Hilton,
2023). That award shows that staff feel proud and well-treated.
Consumers
are also key stakeholders in the hospitality industry. Guests expect clean
rooms, fast service, and friendly hotel staff. Most also want smooth booking,
digital tools, and full value for money (George, 2021). Some look for budget
stays, while others seek luxury options. Modern travellers want safety, green
action, and more comfort from hotels. Hilton offers contactless check-in, room
control, and smart services (Busulwa et al., 2022). The Hilton Honors scheme
also gives loyal guests extra rewards and benefits.
Investors
are another important group with clear expectations. They expect strong
profits, clear goals, and long-term company growth. Investors also want low
risk and good leadership for steady business results (Jia et al., 2022). Hilton
gives updates through annual reports and investor calls. The company’s 2024
report showed strong growth and steady returns (Hilton, 2024). That success
helps investors stay confident and loyal to the brand.
Each group
looks for value, trust, and clear support from Hilton. The company must meet
all needs to stay strong in the market. Meeting these expectations helps build
success across all areas of the business (Harrison et al., 2022).
CHAPTER 4: ANALYSING THE CHALLENGES AND OPPORTUNITIES ASSOCIATED WITH THE
MANAGEMENT OF TOURISM PRODUCTS
4.1 The SWOT Analysis of Hilton
Worldwide
A SWOT
analysis helps to understand Hilton World wide’s current position. It shows the
strengths, weaknesses, opportunities, and threats in the business. Each part is
useful for building a strong and smart company plan.
Strengths: Hilton is a trusted brand with over
100 years of history. The group runs more than 8,400 hotels in 140 countries
(Hilton, 2024). Its strong global name helps attract guests from all markets.
Hilton Honours also gives rewards to over 210 million members. The loyalty
scheme helps grow bookings and guest satisfaction (Harrison et al., 2022).
Hilton is also known for digital tools and smart services. These tools make
check-in, room access, and bookings fast and easy (Busulwa et al., 2022).
Weaknesses: Hilton depends mostly on
third-party owners and franchise models. This means service levels may not be
the same across all hotels. Guest experience can change depending on the hotel
location and owner. Some smaller hotel brands offer lower prices to attract
more guests. This can make it hard for Hilton to win budget travellers (George,
2021). Also, large hotel chains often take more time to change quickly.
Opportunities: Hilton has a chance to grow in new
global markets. The group is adding more hotels in Asia, Europe, and Africa
(Hilton, 2023). There is also more focus on eco-friendly services and green
design. Hilton’s “Travel with Purpose” plan supports this growth through clean
actions (Fenech, 2024). New technology can also help improve guest service and
lower costs. Growing trends like wellness travel and digital stays offer new
value (Legrand et al., 2022).
Threats: The hotel industry still faces risk
from economic changes and travel rules. Price wars with low-cost hotels can
reduce profit margins. Online platforms like Airbnb are also growing fast in
many markets (Santos and Lima, 2024). Climate risks and waste rules also create
future challenges for hotel chains. Meeting customer needs and laws will need
more smart planning.
4.2 The
Sustainable Strategies of Hilton Worldwide
Source:
(Hilton, 2023)
Hilton
Worldwide has built strong plans to support green tourism goals. The company is
working hard to reduce its impact on the planet. Hilton calls this plan “Travel
with Purpose” and uses it worldwide (Hilton, 2023). The plan includes clear
targets for cutting energy, waste, and water use. These targets follow global
climate goals and support the environment.
One key
strategy is to lower carbon emissions across all hotel brands. Hilton has set
science-based goals to reduce energy and carbon use (Legrand et al., 2022). The
company aims to cut carbon by up to 75 percent by 2030. Hilton also works to
use clean energy in more of its hotels. In Europe, about 30 percent of its
hotels now use green energy (Hilton, 2023). The company is also testing new
tech to support future clean energy steps.
Waste
control is also part of Hilton’s main green goals. Hotels are working to cut
food waste using new tools and training. Many hotels have started food donation
projects in their local areas (Fenech, 2024). Hilton has also reduced
single-use plastics in guest rooms and kitchens. Bulk bathroom items have now
replaced small plastic bottles across most hotels.
Water use is
another key part of Hilton’s green plans. The company wants to cut water use by
50 percent by 2030. Smart systems now help hotels track and manage water more
effectively (Hilton, 2023). Staff also receive training on how to support
water-saving goals.
Hilton also
helps local groups through the Hilton Global Foundation. The group gives
support to many green and social projects worldwide. All these actions help
meet both guest and community needs. Hilton’s work supports the wider push for
sustainable tourism worldwide (Molina-Collado et al., 2022). These steps also
improve guest trust and support long-term business success.
CHAPTER 5: CONCLUSION AND RECOMMENDATIONS
Hilton
Worldwide is one of the leading names in global hospitality. The company has
grown through smart planning and brand strength (Zeng, 2021). Its hotel brands
offer value to both leisure and business travellers. Hilton also supports guest
comfort through clean rooms and quality service. The use of digital tools helps
make the guest journey smooth (Busulwa et al., 2022). The loyalty programme
also builds strong guest relationships and repeat bookings. Hilton continues to
grow in global markets while staying focused on sustainability (Hilton, 2023).
Its actions support both planet goals and long-term business success (Legrand
et al., 2022). To stay strong in a changing world, more steps are still needed.
Hilton should invest more in clean energy for all hotel sites. The use of solar
panels and better systems can help reduce waste. More hotels should also offer
local food options to support communities. This also meets the new guest demand
for green choices (Fenech, 2024). Staff should receive more training on eco
plans and guest needs. This can help improve service, safety, and green actions
at the same time. Hilton should also grow new hotel brands for young and
low-cost travellers. These steps can help the company stay ahead in future
tourism markets.
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