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Established in 1919 by Conrad Hilton, Hilton Worldwide Holdings (Hilton) had become a global hospitality powerhouse. Hilton had built its reputation by raising the standards of guest experience and established numerous standard practices. In addition, its friendly and hospitable atmosphere had buoyed its popularity. Meanwhile, the demand for luxury travel was primed to escalate significantly in the APAC region particularly due to swift rise in the middle class, larger disposable incomes, and scarcity of accommodation options. As of April 2023, the growth potential in the hospitality segment of the region had been pegged at USD10 trillion. The COVID-19 pandemic had disrupted the hospitality and travel segment, and Hilton was no exception as it had to contend with travel restrictions. Consequently, the company had to reformulate its strategy based on product innovation, creative marketing and customer connection for inspiring trust and confidence in both travel and in their brand. Hilton's exclusive APAC strategy was also dedicated to the social welfare of communities in the environs of its properties. With consistent increase in Asia Pacific occupancy levels and consequent to increasing leisure demand, would Hilton be able to craft a suitable strategy to meet the requirements of APAC business and group travellers?