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Hilton Cases

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Professors Lynda M. Applegate of HBS, Gabriele Piccoli of the University of Sassari, and Chekitan Dev of Cornell University prepared this case. HBS cases are developed solely as the basis for class discussion. Cases are not intended to serve as endorsements, sources of primary data, or illustrations of effective or ineffective management. Copyright © 2008 President and Fellows of Harvard College. To order copies or request permission to reproduce materials, call 1-800-545-7685, write
Harvard Business School Publishing, Boston, MA 02163, or go to www.hbsp.harvard.edu/educators. This publication may not be digitized, photocopied, or otherwise reproduced, posted, or transmitted, without the permission of Harvard Business
School.

LYNDA M. APPLEGATE
GABRIELE P ICCOL I
CHEKI TAN DEV

HILTON HOTELS
Diferenciación de Marca mediante la Gestión de Relación con el Cliente (CRM)
A principios de 2008, la corporación Hilton Hotels estaba preparada para un ambiciosa plan de crecimiento a nivel internacional que la llevaría a la apertura de 1.000 hoteles en Estados Unidos en los próximos cinco años y de 1.000 hoteles en el resto del mundo en los próximos diez. La compañía acababa de ser adquirida por la empresa de capital riesgo Blackstone Group, por un importe de $26.000 millones, lo que suponía una prima del 32% sobre la cotización de las acciones
($32.05) en el día en del anuncio. El comunicado de Blackstone el mismo día de la toma de posesión marcaba claramente la línea a seguir: “Blackstone pretende invertir de forma global en los activos y las marcas del grupo Hilton para mejorar y hacer crecer el negocio para beneficio de accionistas, franquiciados, y clientes… Esta transacción sienta las bases para la construcción del primero grupo global en el sector hotelero.”
Pero estos objetivos del crecimiento no serían...

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