Question

求大神翻译！！！急急急！！！感激不尽！！！！谢谢！！！

Hilton Hotels: Brand Differentiation through Customer Relationship Management
In early 2008, Hilton Hotels Corporation was poised for tremendous global growth—with an aggressive goal of opening 1,000 hotels in North America in five years and 1,000 hotels in the rest of the world in ten years. The company had just been taken private by the Blackstone Group for a reported $26 billion, a 32% premium over the $32.05 share price the day prior to the announcement. The takeover announcement by Blackstone clearly framed the road ahead: “Blackstone intends to invest in the Hilton properties and brands globally to enhance and grow the business for the benefit of owners, franchisees, and customers... This transaction is about building the premier global hospitality business.”
But growth would not be easy in the highly competitive global lodging business. Challenges in this market historically included access to capital, high levels of employee turnover, and difficulty achieving standardization typical of service delivery operations. Improving service delivery and consistency across the family of Hilton brands had been the major focus of the Customers Really Matter (CRM) strategy that the firm launched in 2002. With five years invested in CRM, the Blackstone acquisition provided the opportunity to evaluate the results to date and to devise an action plan going forward.
Hilton Hotels’ Background
Hilton was perhaps the most internationally recognizable name in the lodging industry, in large part due to the role that the Hilton family had played throughout its history. The firm began its operations in 1919 with the Mobley Hotel in Cisco, Texas under the guiding leadership of Conrad Hilton. The company went public under the name Hilton Hotels Corporation in 1946, with a portfolio of 15 properties in 11 states. After spinning off the international unit in 1964, Hilton focused on domestic growth in the lodging segment as well as through diversification into casinos and vacation ownership. A strong commitment to economies of scale was made in 2000 with the acquisition of Promus Hotel Corporation, a transaction that pushed Hilton close to the 1,700 properties mark. Promus Corporation, originally incorporated as Holiday Inns of America in 1954, focused on franchising and managing brands such as Embassy Suites and Hampton Inns after selling its Holiday Inn division in 1990. Tom Keltner, EVP and CEO of The Americas, a Holiday Inn and Promus veteran, explained: “It was with the acquisition of Promus that Hilton began the portfolio diversification

Answer 1

希尔顿酒店：品牌分化，通过客户关系管理
2008年初，希尔顿酒店集团蓄势巨大的全球经济增长的一个雄心勃勃的目标，五年和1000家酒店开在北美1000家酒店，在世界各地的十年。这家公司刚刚被私人黑石集团为26亿美元，溢价32％在$ 32.05股价前一天的公告。黑石收购公告明确诬陷前进的道路：“黑石集团拟投资在希尔顿的属性和品牌在全球范围内加强和拓展业务的业主，加盟商和客户的利益...本次交易是建立全球首屈一指的酒店业务。 “
但经济增长将是不容易的，在竞争激烈的全球住宿业务。历史上在这个市场面临的挑战包括获得资本，高层次的员工流失率，难以实现标准化的服务交付运营的典型。改进服务交付和希尔顿品牌家族的一致性一直是主要重点客户真正的问题（ CRM ）战略，该公司在2002年推出。用五年的时间在CRM投资，黑石收购提供机会评估结果的日期，并制订行动计划前进。
希尔顿酒店集团的背景
希尔顿也许是最国际公认的名称，住宿业，在很大程度上是由于希尔顿家族在其整个历史上发挥了作用。莫布里酒店在得克萨斯州的思科，康拉德·希尔顿的领导的指导下，该公司于1919年开始运作。公司上市名下希尔顿酒店集团于1946年，在美国11个州中的15项物业组合。希尔顿在1964年分拆后的国际单位，集中住宿分部在国内经济增长，以及通过多元化进入赌场和分时度假。规模经济作出强有力的承诺于2000年，华讯酒店公司收购，推希尔顿接近1700性能大关的交易。华讯公司，美国假日酒店最初成立于1954年，专注于特许经营和品牌管理后，于1990年出售其假日部门如大使馆套房和汉普顿旅店。美洲执行副总裁兼首席执行官汤姆·凯尔特纳，假日酒店和华讯老将解释说：“这是华讯收购，希尔顿就开始了投资组合的多样化
望采纳，谢谢

Answer 2

　希尔顿酒店:品牌差异化通过客户关系管理
　　2008年初,希尔顿酒店集团是全球增长与准备巨大积极的目标在北美开1000家酒店在5年和1000家酒店在世界其他国家的十年。该公司刚刚被私人的黑石集团,据报260亿美元,32%的溢价32.05美元的股价在公告发布前的那一天。clearl宣布收购百仕通
这是词霸翻译的·

Answer 3

这么长，得有偿翻译了