Development and Pricing Strategies of Hilton Hotel Chain

Topicality. The article is devoted to the development of the global Hilton hotel chain (using the example of New York Hilton Midtown and Hilton Kyiv), its history, as well as work principles formulated by Conrad Hilton. Aim and methods. The aim of the article is to analyse pricing strategies of the leading worldwide hotel chain Hilton and to study whether these strategies are predictive or whether the chain’s hotels use non-price factors in forming hotel room prices. For this purpose, to the time series of hotel room prices, the method of constructing prognostic regression mathematical models is applied. Results. Hilton chain is peculiar for diversity of its business, including hotels which class ranges from 3* to 5*. In any country of America or Europe (and in Ukraine as well), hotels of Hilton chain are renowned for adherence to standards of quality service, studying competitors’ activities and clients’ requests. Most of the hotels offer an “All Inclusive” system of service. The chain sticks to principles of ecological perseverance and sustainable development, and also follows ISO 9001 standards. Both in New York and Kyiv, Hilton hotels have a universal system of management and rely on those pricing strategies, which appear common for the whole chain. Still, each hotel independently amplifies these strategies, taking into account local peculiarities, location and seasons of the year. Conclusions and discussion. New York Hilton Midtown and Hilton Kyiv hotels do not use a predictive pricing strategy. New York Hilton Midtown relies on the differentiated pricing depending on the booking period, seasons, days of the week and additional services. Hilton Kyiv hotel also uses a differentiated pricing strategy (daily rate), but also applies a dynamic pricing strategy (for the New Year holidays), concerning demands and competitive offers.