Although they may have ~24 brands, I think Hilton's growth has been among the smartest and most calculated in the industry, with clear brands targeting specific segments [e.g., Waldorf Astoria as a flagship product in the upper luxury space, Conrad as an accessible modern luxury product, Motto as a lifestyle-driven, select-service offering, etc.] rather than amassing or launching brands that overlap the way Marriott and Hyatt, which in my eyes is particularly egregious, have. With the acquisition of or partnership with an all-inclusive brand, or expanding their legacy portfolio into the all-inclusive space as Marriott is doing, Hilton can establish a clear presence in that segment and offer products targeting every major demographic. They were noticeably missing a luxury lifestyle product, but that was solved with the NoMad acquisition; now we just have to see tangible growth beyond the solitary location in London.

If Hilton has work to do, it should be to increase quality and consistency among properties in their respective brand portfolios; for instance, there are some dismal Hiltons that shouldn't carry the brand, DoubleTrees that range from the exceptional to the dumpy, etc. Grabbing properties for the sake of growth and presence, for example with the meh Habtoor City hotels in Dubai or the Resorts World complex in Las Vegas, only works against brand names and quality standards.

khabah