Shangri-La Case Study

In relation to hospitality and catering, the non-commercial or “public” sector exists in the form of hospitals and institutes of education. Organisations in the commercial sector are privately owned and exist solely to find a niche to exploit to make money. While money-making is still a factor in the private sector, it is not the main goal. With the primary goal, demographic and expectations of the target audience, along with location and budget, all taken into account, different areas of the hospitality and catering industry begin to differ widely.

Tourism is one of the most international industries. Globalisation is the gradual forging of links between groups and societies until they finally reach around the globe in several directions (Smith, D,2006). Globalization is one of the serious challenges facing managers today. It is critical to develop services that are able to satisfy a highly diverse customer base (Ueltschy et al., 2007) Now to keep up with the rising levels of globalization in the hotel industry, there’s a need to understand not only the positive, but also the negative impacts of globalisation. I’ll also talk about the growth and rise of one of the most respected brands in the hospitality industry - the Hilton Hotels. Throughout the evolution of this famous organization, the Hilton has

They upgrading a hotel first upgraded employee facilities. When a survey at London hotel showed dissatisfaction with workers’ areas, installed new floors, lockers, and showers within three months. Four-seasons needed to get it down to the front line: clerks, bell-staff, bartenders, waiters, cooks, housekeepers, and dishwashers, the lowest-paid and in most companies the least-motivated people, but the ones who would make or break a five-star service reputation. Four-seasons needs employees able and willing to respond on their own to whatever comes up, employees who can spot, solve, and even anticipate problems. That means delegating authority as well as responsibility. Four-seasons pay attention on how to treat employees and make them feel confortable when they work in hotel because employees could bring positive attitude towards customers if they in good mood.

Immigration has been one of the hottest topics in the United States for a long time. Immigration is described as the movement of non – native peoples in order to settle there and make a new life. The idea of immigration has been around for thousand of years, even the cavemen “immigrated” to follow their food source. Fast-forward a few thousand years and this idea is still extremely prevalent today. Many people move from one country in order to better their lives and follow a new food source, so to speak.

Shangri-La: a mystical lamasery that serves as either a paradise, prison, or both to those who happen to stumble across it. “Our prevalent belief is in moderation. We inculcate the virtue of avoiding excess of all kinds”(69). Moderation, defined as “the avoidance of excess or extremes, especially in one's behavior or political opinions,” is part of the doctrine of Shangri-La and plays an important role in the nearby Valley of the Blue Moon. Moderation is important to Shangri-La because it is what enables the residents to live prolonged lives, keeps the valley safe and harmonious, and allows for deep self reflection.

Shangri-La: Paradise or Prison? Lost Horizon by James Hilton delicately investigates the tensions between opposing philosophical movements - Modernism and Traditionalism. Hilton deftly demonstrates these tensions through the development of his characters: a band of misguided, reluctant captives. On one hand, there are the Traditionalists, who support the notion that life would be more enjoyable if society were to reinforce traditional or familiar values and lifestyles. On the other hand, there are the Modernists, who welcome innovation and continually seek an increasingly convenient means of living.

Father Perrault, the high lama of Shangri-La, lived for over three-hundred years. Lo-Tsen, a Manchu princess who arrived at Shangri-La at the tender age of 18 in 1884, looks like she hasn't aged a year. However, it is only the mystic properties of Shangri-La its tradition of moderation that keep her young; when she leaves Shangri-La, she ages rapidly: "About that Chinese woman,... was she young?... Oh no, she was most old-- most old of anyone I have ever seen"(240). The doctor who treated Conway said this about Lo-Tsen, having seen her when she dropped Conway off at the hospital. It is later revealed that the old woman the doctor spoke of grew ill and died not much after. In order to live an abnormally long life, like those who live at Shangri-La

These are the items that the Shangri-La Personnel chose for the exhibit on Thursday, October 8, 2015.

In order to engage the employees the Portman must be dedicated to a performance management system. This cannot be the “system of the month” that simply creates hype for a time and then fades away, as they experienced with the 5-Star system. The hotel must set goals, monitor and evaluate these goals, provide feedback and create a reward and recognition program. (Krasner, 244). With the introduction of the 5-Star Program, the Portman relied on the PV’s to participate in the problem solving for the hotel. The Portman should again rely on the employees with the establishment of a performance management system by using a Management by Objectives system. This type of system would incorporate participation from the employees for decision making, goal setting and objective feedback (Kreitner, 246). This program should begin with the strategic plan of the hotel and then set goals for employees that will align with the hotels organizational objective. These goals should be set using the SMART method (Kreitner, 248). Once the goals are set, management must get commitment from the staff that they believe these goals are attainable and that they believe in why they are pursuing these goals. If the Portman uses staff to set these goals, commitment will be easier to

* It was also possible to classify customers along different levels (Gold, Diamond etc.) and providing them with differential services. Tiered system allowed the hotels to prioritize pre-assignment and service delivery by identifying most valuable guests. This results in improving efficiency of service by focusing more on most valuable customers.

Globally the tourism and hospitality industry is undergoing and evolving the radical changes. From the past experiences are now advancing at greater pace through faster development of skills and knowledge developed to create and adapt innovation in several ways. Therefore, it is important to have greater understanding of current issues and knowledge in order to cope with future challenges effectively.

The Marriott Corporation was found by J. Willard Marriott in 1927. What started out as a small stand where J. Willard and his wife sold root beer is now one of the biggest, most successful hotel and lodging chains in the world. (Blogs.marriott.com, 2017) The Corporation’s headquarters are located in Washington D.C. in the US. The hotel chain is active in over 122 countries and has a portfolio of 6000 plus properties. The corporation owns over 30 hotel and lodging companies. They have a loyalty system that goes from silver to platinum that costumers can use to pay less for future bookings and can be used with associated companies. (www.marriott.com, 2017)

* Prior to the introduction of the balanced scorecard, the regional managers had a great deal of discretion in determining the amount of each hotel manager’s bonus

Even when the world economy is showing a sluggish growth with uncertain employment prospects, the fast growing hospitality industry is heralding a pivotal change in career options with an exciting variety of career choices thereby increasing scope and future prospect of hospitality and tourism industry.

There are several organizations that have competitive advantages in the industry. However, one familiar organization that has maintained its competitive advantage in its industry is the Ritz-Carlton hotel. Founded in 1983 and headquartered in Chevy Chase, Maryland, United States of America, Ritz-Carlton is regarded as one of the best in the hotel industry and has received several accolades for great customer services (Ritz-Carlton Hotels & Resorts, n.d.). Nevertheless, to fully understand its competitive advantage in the industry, it is essential to analyze its modus operandi. The Ritz-Carlton hotel management understands the value of employees; so ultimately investing in