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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Model of Competition 20 Executive Summary Symon Bridle‚ CEO must determine if the current strategy Shangri-La has in place could maintain their unique brand of Shangri-La Hospitality as they moved into tighter labour markets. As they battle with high-end Western hotel chains at home and abroad they need to overcome wages and cultural issues with their hotels world wide. To ensure Shangri-La maintains its service model during their expansion a consistent platform and service quality needs to be
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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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Welcome to Concorde Hotel Kuala Lumpur The Concorde Hotel Kuala Lumpur is an international 4-star business hotel in Kuala Lumpur. (Google Map) An hour’s drive from Kuala Lumpur International Airport (KLIA)‚ Concorde Hotel Kuala Lumpur is located in the golden triangle of Kuala Lumpur‚ amidst the bustling business district and major tourist attractions. It is a 10-minute drive from Putra World Trade Centre. Within walking distance is the Malaysia Tourism Center (MaTiC)‚ Suria KLCC Shopping Centre
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corporate strategies for a hotel 4 3.1 Mission Statement 4 3.2 Strategic Goals 6 3.3 Corporate Strategies 7 3.3.1 Shangri-La Care 1: Shangri-La Hospitality from Caring People 9 3.3.2 Shangri-La Care 2: Delighting Customers 9 3.3.3 Shangri-La Care 3: Recover to Gain Loyalty 9 3.3.4 Shangri-La Care 4: Take Ownership 10 4.0 SWOT chart for the Shangri-La Hotel 11 5.0 Conclusion 14 6.0 Reference 15 1.0 Introduction Our group have chosen Shangri La as our topic of discussion
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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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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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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
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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
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on the Shangri-La Hotels but not on Landmarks Berhad. They could use the bad situation of our economy as the main reason for the decline in revenue for year 2009 but not for year 2008. Besides that‚ when we look at the average liquidity of hospitality industry‚ their average should be around 1.5 or less since the largest inventories held by a hotel are in the form of guest rooms‚ and these are included under property‚ plant and equipment which is a part of fixed assets. Therefore hotels can operate
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