From a brand-building perspective, Pence (2008) offers a unique model for understanding the different target markets which are most likely to frequent Hilton Hotels in their travel ventures, known as the VALS 2 marketing model. Figure 1 illustrates the model.As described in VALS 2, there are eight specific segments, each with unique consumer traits, such as the adventure seeker or the striver group, with each segment identified by their unique financial resources and customer preferences. In order to improve customer service, I recommended that junior and senior managers become familiarized, through formalized training seminars, about what the VALS 2 model represents and offer suggestions on how best to change internal operational philosophy to best suit the needs of each likely target group in a wide variety of different hotel environments. For instance, under VALS 2, at one of Hilton’s more budget-conscious facilities, the believer's group tends to trust authority and is conservative by nature (Pence). Hence, at budget-minded Hilton Hotels, leadership through conservative philosophy would likely draw better customer service and higher levels of return customer patronage. This training seminar should be constructed immediately and delivered to all managers responsible for global personnel training and improvement.
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