Marked
Individual Case Study Prepared for: Professor Carol Tristani
Hi Lijun – nice job. I added some comments to the financial section and driving forces to complete the analysis. Consider adding a strategic group map to complete your use of course tools. Weight decision criteria so we can better see who you selected alternatives. 85%
COMM 4005: Strategic Management and Policy
Laurentian University
Table of Contents
Executive Summary 1
Section 1: Identification 2
Introduction 2
Problem Identification 2
Section 2: Analysis and Evaluation 3
Analysis of Shangri-La's External Environment 3
Five-Forces Analysis 3
Key Success Factors 5
Analysis of Shangri-La's Resources and competitive Position 5
Present Strategy 5
SWOT Analysis 5
Financial Performance 7
Competition 7
Section 3: Discussion of Alternatives 8
Decision Criteria 10
Section 4: Recommendation and Action Plan 10
Recommendation 10
Action Plan 11
Contingency Plan 12
Attachments 13
Appendix A: Financial Ratios (Year 2002-2006) 13
Appendix B: Net Income Comparison (Year 2002-2006) 13
Appendix C: Debt to Asset Ratio (Year 2002 - 2006) 14
Appendix D: Debt to Equity Ratio (Year 2002 - 2006) 14
Executive Summary
Shangri-La Hotels and Resorts were founded in Singapore in 1971 by a Malaysian-Chinese businessman Robert Kuok. The location of Shangri-La’s first hotel was in Singapore, in order to differentiate this hotel from competition, a distinctive Asian standard of hospitality and service was adopted to ensure that the hotel stood out from its competitors. Shangri-La went through a rapid expansion in the early 1980’s and over the next decade built 29 hotels. Shangri-La had a total of 35 hotels and resorts in the most popular leisure destinations found throughout Asia by 1999, and the continued expansion of Shangri-La with strong financial position and competitiveness after also approve a big
Hi Lijun – nice job. I added some comments to the financial section and driving forces to complete the analysis. Consider adding a strategic group map to complete your use of course tools. Weight decision criteria so we can better see who you selected alternatives. 85%
COMM 4005: Strategic Management and Policy
Laurentian University
Table of Contents
Executive Summary 1
Section 1: Identification 2
Introduction 2
Problem Identification 2
Section 2: Analysis and Evaluation 3
Analysis of Shangri-La's External Environment 3
Five-Forces Analysis 3
Key Success Factors 5
Analysis of Shangri-La's Resources and competitive Position 5
Present Strategy 5
SWOT Analysis 5
Financial Performance 7
Competition 7
Section 3: Discussion of Alternatives 8
Decision Criteria 10
Section 4: Recommendation and Action Plan 10
Recommendation 10
Action Plan 11
Contingency Plan 12
Attachments 13
Appendix A: Financial Ratios (Year 2002-2006) 13
Appendix B: Net Income Comparison (Year 2002-2006) 13
Appendix C: Debt to Asset Ratio (Year 2002 - 2006) 14
Appendix D: Debt to Equity Ratio (Year 2002 - 2006) 14
Executive Summary
Shangri-La Hotels and Resorts were founded in Singapore in 1971 by a Malaysian-Chinese businessman Robert Kuok. The location of Shangri-La’s first hotel was in Singapore, in order to differentiate this hotel from competition, a distinctive Asian standard of hospitality and service was adopted to ensure that the hotel stood out from its competitors. Shangri-La went through a rapid expansion in the early 1980’s and over the next decade built 29 hotels. Shangri-La had a total of 35 hotels and resorts in the most popular leisure destinations found throughout Asia by 1999, and the continued expansion of Shangri-La with strong financial position and competitiveness after also approve a big