Table of Contents Table of Contents 2 Executive Summary 3 Identification 4 Past and Current Strategies 4 Problem Identification 4 Analysis and Evaluation 5 External Analysis 5 Key Industry Factors 6 Five Forces Analysis 6 Internal Analysis 8 Financial Analysis 9 SWOT Analysis 9 Corporate and Functional Strategies 11 Alternatives 13 Decision Criteria: 13 Alternatives 13 Alternative 1 – Forming Alliances or Partnerships with International Brands
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โรงแรม Shangri-La ในเดือนพฤศจิกายน 2006 Symon Bridle หัวหน้าเจ้าหน้าที่ปฏิบัติการคนใหม่ของโรงแรมและรีสอร์ทในเครือ Shangri-La ได้ตรวจสอบความคืบหน้าของบริษัทแม่ในฮ่องกง ซึ่งได้ดำเนินการมา 10 ปีก่อนหน้านี้ ซึ่งมีการเติบโตจากธุรกิจที่มุ่งเน้นระดับภูมิภาคไปสู่กลุ่มโรง แรมหรูระดับนานาชาติที่มีการขยายตัวอย่างรวดเร็ว ด้วยพนักงานจำนวน 18‚400 คน โรงแรมจำนวน 50 แห่ง และรายได้ 842 ล้านเหรียญสหรัฐฯ โรงแรมและรีสอร์ทในเครือ Shangri-La เป็นผู้นำในอุตสาหกรรมโรงแรมหรู บริษัทมีการเติบโตอย่างรวดเร็วเพื่อตอบสนองต่อความต้องการที่เพ
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Director 2 • Shangri-La Culture 3 o Philosophy 3 o Vision 3 o Mission 4 o Guiding principle 4 • Product and Services 5 • Company Analysis 6 o SWOT analysis 6 o Location analysis 6 o Forecasting 7 • Competitor 9 • Current issue 10 • Recommendation 12 • Conclusion 12 • References 13 Overview Shangri-La Hotels and Resorts is the world’s largest Asia-based luxury hotel group‚ welcomes business and leisure travelers with award winning Asian hospitality. Shangri-La Hotel and Resorts
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next accommodation in Kuala Lumpur. For dining in Kuala Lumpur‚ guests have a wide choice of palatable selections in our various outlets to choose from; be it Continental to Cantonese Cuisines or experience a selection of Western and fusion-style a la carte dishes‚ canapes and a wide range of fine wines in a cosy and rustic atmosphere at the cocktail bar. Or simply let the good time roll at Hard Rock Café. For your next successful meetings in Kuala Lumpur‚ Concorde Hotel Kuala Lumpur has 8 meeting
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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
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Case 24Shangri-La Hotels 1. The key element of strategy implemented by Shangri-La Hotel in gaining competitive advantage over its rivals is by offering services that are superior value worth paying more for. Shangri-la uses its signature standard of “Shangri-La Hospitality” in achieving an edge or competitive advantage over rivals in attracting buyers and coping with competitive forces. A company’s competitive strategy deals exclusively with the specific of management’s game plan for competing
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1. Shangri-La Background: Shangri-La Hotels and Resorts is a deluxe Asian hotel chain‚ founded in 1971 in Singapore by the Malaysian-Chinese tycoon Robert Kuok. The company quickly differentiated itself from the competition and provided distinctive Asian standards of hospitality and service. As of 2006‚ Shangri-La was the largest Asian-based deluxe hotel group in Southeast Asia. The company managed a total of 50 hotels under two brands: the five-star Shangri-La and the four-star Traders- a sister
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Shangri-La Hotels Contents Background Executive Summary Problem Statement Current Strategy External Environment VRINE Model Internal Analysis TOWS Analysis Value Chain Analysis Key Success Factors Alternatives Recommendations Implementation Plan Prologue Appendices Background Hong Kong-based Shangri-La Hotels and Resorts is Asia Pacific’s leading luxury hotel group and regarded as one of the world’s finest hotel ownership and management
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MGT103 Case Study Report The Shangri-la Hotel Francesca Donovan Identify any Loyalty Programs and evaluate the effectiveness of it? In the past the hospitality industry offered loyalty programs‚ usually formed with an alliance such as an airline. Due to the fact airlines have segregated themselves and formed their own frequent flier points‚ the hotel industry has been forced to produce programs for themselves. Loyalty programs within the hotel industry are ensuring customer satisfaction
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Shangri-La’s Net Profit Rises 54% Kate O’Keeffe. Wall Street Journal (Online). New York‚ N.Y.: Mar 17‚ 2010. Abstract (Summary) HONG KONG--Luxury hotel operator Shangri-La Asia Ltd. said Wednesday its 2009 net profit rose 54%‚ lifted by higher property prices‚ though its core hotels business suffered from a sharp drop in demand due to the global financial crisis. » Jump to indexing (document details) Full Text (515 words) | (c) 2010 Dow Jones & Company‚ Inc. Reproduced with permission
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