Shangri-La Hotel and Resort

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Prepared By:

Yee Shan (Sarah) CHUNG,

Yan Sin (Jessy) LI,

Kim Sang (Anson) HO,

Kit Yat (Donald) TAI














Table of Contents
1. Introduction 3

2. Summary of Macro Environment 4

3. Summary of Industry Analysis 8

4. Summary of Internal Analysis 12

5. Gap Analysis 14

6. Recommendations 22

7. Appendices 26

8. References 52







1. Introduction

Since the   parent company, the Kuok Group, is established   in 1949 and until 1979 the home-grown Shangri-La Hotel, Singapore, was opened its doors in 1971 and it was opened under the management of Western International Hotels. However, Shangri-La International Hotel Management Ltd was founded in 1982 and from that time until now, Shangri- La endeavoured through countless challenged from the Asian financial crisis to the outbreak of SARS in 2003 and a lot of other challenges, Shangri- La Hotels and Resorts (SLHR) recently was announced and located its properties premier city addresses and some of the world's most exotic destinations across Asia, Middle East, North America and Europe.

As of 2006, SLHR was the largest Asian – based deluxe hotel group in Southeast Asia. The company managed a total of 50 hotels under three brands: the five-star Shangri-La,   the four-star Traders   and Kerry - with total inventory of over 23000 rooms across 39 locations. Furthermore, SLHR also join the stock market of Hong Kong, Malaysia and Thailand.   As of SLHR’ mission statement “To delight our guests every time by creating engaging experiences straight from our heart”, SLHR also produce new product differentiation such as Chinese theory spas which named the “Chi” in most of its organization.

The success of SLHR does not stop there expanding its market or increase their inventory, but the management always concern its competitors who can bring the better product and service base on SLHR’s ones. SLHR management also requires having strategies for long term... [continues]

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