Extracto
Table of contents
1 Table of figures
2 Introduction
3 Research question
4 Theoretical Background
5 Summary
6 Guiding questions
6.1 How can a loyalty program help the property operator and brand owner manage customer´s benefits?
6.2 Can you quantify the value of the Hhonors program to Hilton? How does the value generated by the program compare to the program´s cost?
6.3 A look at the program from the perspective of a franchisee – if the franchisee had the choice of putting the Hilton brand or one of the Starwood brands onto its property, how would they assess the value of doing so?
6.4 Diskin points out that properties pay 10% of room rates to travel agents. Image that a franchisee paid Hhonors 10 Cents per dollar instead of the 4,5 Cents. How would you recommend that Hhonors should spend the additional revenue? Would the franchisee get value from the expenditure?
6.5 Recommendations: What should Hilton do in response to Starwoods, and what did they actually do?
7 Implications/Findings: Learning objectives/Managerial implications
8 Reference list
- Citar trabajo
- Paul Petersen (Autor)Jan Wichmann (Autor), 2016, Hilton Hhonors Worldwide. Loyalty Wars, Múnich, GRIN Verlag, https://www.grin.com/document/417225
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