Shangri La
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. To continue I will perform an internal environmental analysis finding the strengths and weaknesses of this organization, prepare and evaluate alternative strategies and decide on the best strategies for achievement. I will generate action plans for strategy implementation and execution taking into consideration resource allocation and control. Finally I will indentify the issues that need immediate action and try to solve the problems and propose alternatives for the company.
MAIN BODY
Company Profile
The Shangri-La hotels are a deluxe Asian hotel chain founded in 1971 in Singapore by Robert Kuok. Shangri-La gets its name from James Hilton 's classic "Lost Horizon" where it is described as a paradise on earth and empowers the hotels services. The first hotel of the chain was placed in Singapore and immediately stood out from the other competitive hotels and was established as one of the most hospital and peaceful business hotels in the Asian Pacific. It has earned many rewards and recognitions from imposing publications and engineering associates. At the year 2006 Shangri-La had managed to include four key business segments: hotel ownership and operations, property development and hotel management services to group-owned and third party hotels and spas. In the 1980s Shangri-La was quickly expanded in Asia achieving to build 29 hotels in a decade. Throughout the 1990s the hotel chain was prospering following the economic flourish of Asia’s economy. As of 2006
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. To continue I will perform an internal environmental analysis finding the strengths and weaknesses of this organization, prepare and evaluate alternative strategies and decide on the best strategies for achievement. I will generate action plans for strategy implementation and execution taking into consideration resource allocation and control. Finally I will indentify the issues that need immediate action and try to solve the problems and propose alternatives for the company.
MAIN BODY
Company Profile
The Shangri-La hotels are a deluxe Asian hotel chain founded in 1971 in Singapore by Robert Kuok. Shangri-La gets its name from James Hilton 's classic "Lost Horizon" where it is described as a paradise on earth and empowers the hotels services. The first hotel of the chain was placed in Singapore and immediately stood out from the other competitive hotels and was established as one of the most hospital and peaceful business hotels in the Asian Pacific. It has earned many rewards and recognitions from imposing publications and engineering associates. At the year 2006 Shangri-La had managed to include four key business segments: hotel ownership and operations, property development and hotel management services to group-owned and third party hotels and spas. In the 1980s Shangri-La was quickly expanded in Asia achieving to build 29 hotels in a decade. Throughout the 1990s the hotel chain was prospering following the economic flourish of Asia’s economy. As of 2006