HILTON HOTELS CORPORATION: A STRATEGIC ANALYSIS
This research presents a strategic analysis of the Hilton Hotels Corporation. The findings of this analysis are presented in relation to company background, company mission, the strategic focus of the company, company financial performance, company management and organization, internal operations at the company, the external environment, industry conditions, competitor information, and major issues and problems confronting the company.
Conrad Hilton bought his first hotel in Cisco, Texas in 1919 (Moskowitz, Katz, and Levering, 1985, p. 718). By the mid-1920s Hilton and his partners owned a chain of eight hotels in Texas. The Great Depression of the 1930s reduced the size of the Hilton chain to five hotels. In the late-1930s, however, Hilton began buying hotels out of state including the Sir Francis Drake in San Francisco. In the early-1940s, Hilton began expanding his chain to locations outside of the United States.
Hilton bought the Waldorf-Astoria in New York in 1950, and later acquired the entire Statler Hotel chain (Moskowitz, Katz, and Levering, 1985, p. 719). Hilton moved into Las Vegas in 1970, and continued to expand international operations.
Hilton Hotels Corporation owns, manages, and franchises hotel properties on a global basis in 1994 (Sharav, 1994, p. 1777). The company operates casino-hotels in Nevada, Australia, and Turkey. Among the 237 Hilton Hotel properties are the Waldorf-Astoria in New York, the Beverly Hilton in Los Angeles, the Chicago Hilton, and the Hilton Hawaiian Village. Hilton Hotels operates a total of 83,000 rooms in hotel properties, and 12,500 rooms in hotel-casino properties.
Hilton Hotels aims to provide brand name hotel services on a global basis. The mission is to provide quality hotel services to the traveling public while earning an acceptable profit on each property (Moskowitz, Katz, and Levering, 1985, p. 719).
The Hil...