Shangri-La Hotels Shangri-La Hotels and Resorts is a deluxe Asian hotel chain and was founded in 1971 in Singapore by the Malaysian-Chinese tycoon Robert Kuok. The name Shangri-La means “eternal youth, peace and tranquility” and embodied the serenity and service for which the hotel chain was renowned throughout the world. As of 2006, Shangri-La had four main business segments: hotel ownership and operations, property development including commercial buildings and serviced apartments, hotel management
INDRODUCTION In this project I intend to analyze the complex case of Shangri-La hotel chain a company mainly situated in the Asia pacific but also in some regions of Europe, North America and Australia. I will explain its business strategy making an external analysis about the macro environment, the industry environment and the competitors. I will then try to find some ways to improve the company’s financial and strategic performance and its contribution to a sustainable competitive environment
1.0 INTRODUCTION: SHANGRI-LA HOTELS & RESORTS [pic] The hospitality industry constitutes an economic sector with the fastest growth worldwide. At present, the industry continues to receive recognition as a profitable and progressive industry. The hospitality industry offers diverse opportunities for employees and varied services and features to customers. This means that overall industry actual and potential provisions are unlimited, which accounts for continuous shifts or adjustments
1. What are the key elements of Shangri-La Hotel’s strategy? Which of the five generic competitive strategies described in Chapter 5 is the company employing? What is Shangri-La’s strategy for competing internationally? Firstly, the elements involved in a company’s strategy can be separated into two categories: internal and external ones. Based on our research, we believe that the key elements that in Shangri-La’s strategy are the internal ones that include management, organisation culture, employee
INTRODUCTION Shangri-La Hotels are five-star luxury hotels located in premier city addresses across Asia Pacific, North America, the Middle East, and Europe. "To treat a stranger as one of our own" characterizes the hospitality one can expect from Shangri-La. Discerning travelers will enjoy world-class service amidst tranquil surroundings, coupled with inspirational architecture and design. The story of Shangri-La Hotels and Resorts began in 1971 when a deluxe hotel was founded in the city of Singapore
Change Management- Shangri-La 2000 Introduction The paper reviews the changing event of organizational culture of Shangri-La Asia Limited (hereinafter referred to as “Shangri-La”) held in the 1990s. In spite of enjoying some appreciable profits and rapid development of the scale of the company in the early 1990s, their management concerned the urgency of change in organization culture in order to enhance customer loyalty through creating a common goal and a set of common values within the organization
and Services Shangri-La was founded in 1971 by Malaysian billionaire which is Khoon Ean Kuok. Shangri-La initiated with their first deluxe hotel in Singapore. Today, Hong Kong based Shangri-La Hotels and Resort is Asia Pacific’s leading luxury hotel group. With 80 hotels and resorts throughout Asia Pacific, North America, the Middle East, and Europe, the Shangri-La group has a room inventory of over 32000. Figure: The Shangri-La Kuala Lumpur with the Petronas Towers behind. Shangri-La Kuala Lumpur
INTRODUCTION Shangri-La are five star luxurious hotels located in premier city addresses over Asia Pacific, Middle East, the North America, as well as European. "To treat a stranger as one of our own" define this hospitality can be expecting from Shangri-La. This storyline began in year 1971 in which a luxurious hotel has been founded in Singapore. At this time, Shangri-La Resorts hotels considered the greatest Asian based luxurious hotel group inside this region. And it's also world's most excellent
In the short term during their expansion, Shangri-La has to maintain the service quality and standards they have built their name on while in the long term they need to ensure they are translating their Asian service model into the tighter labour markets in the western world. Analysis and Evaluation
2. Overview of Shangri-La Hotels & Resorts ----------------------------------------- 1 3. Board environment analysis -------------------------------------------------------- 2-3 4. Organizational resources of Shangri-La ----------------------------------------- 4-5 5. Hotels’ Strategies -------------------------------------------------------------------------6 6. Key issues confronting the Shangri-La --------------------------------------------7-8