Shangri-La
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 successfully, its specific effort to please customers, its offensive and defensive moves to counter maneuvers of rivals, its responses to whatever market conditions prevail at the moment, its initiatives to strengthen its market position, and its approach to securing a competitive advantage vis-à-vis rivals.
There are five types of generic competitive strategies that can be adopted by organizations to suit their strategic vision, mission and objectives. In the case of Shangri-La Hotel, they are adopting the generic competitive strategy of focused differentiation strategy targeting a narrow market segment or market niche.
Shangri-La Hotel as a leading player in the luxury hotel industry adopt a focused strategy keyed to differentiation aims at securing a competitive advantage with its signature standard of “Shangri-La Hospitality” a service model based on traditional Asian hospitality. Fulfilling the needs of a narrow and well-defined group of buyers. The market niche of Shangri-La Hotel is the group of buyers with high level of income and buyer who prefer luxury services and standards.
Shangri-La Hotel is a rapidly expanding international deluxe hotel rooms with 50 hotels across south-east Asia, Europe and North America and Bridle, and still expanding their market towards China. Shangri-La’s international strategy in fitting specific market conditions and buyers preferences is think-global, act-global approaches.
In expanding, its market worldwide which includes
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 successfully, its specific effort to please customers, its offensive and defensive moves to counter maneuvers of rivals, its responses to whatever market conditions prevail at the moment, its initiatives to strengthen its market position, and its approach to securing a competitive advantage vis-à-vis rivals.
There are five types of generic competitive strategies that can be adopted by organizations to suit their strategic vision, mission and objectives. In the case of Shangri-La Hotel, they are adopting the generic competitive strategy of focused differentiation strategy targeting a narrow market segment or market niche.
Shangri-La Hotel as a leading player in the luxury hotel industry adopt a focused strategy keyed to differentiation aims at securing a competitive advantage with its signature standard of “Shangri-La Hospitality” a service model based on traditional Asian hospitality. Fulfilling the needs of a narrow and well-defined group of buyers. The market niche of Shangri-La Hotel is the group of buyers with high level of income and buyer who prefer luxury services and standards.
Shangri-La Hotel is a rapidly expanding international deluxe hotel rooms with 50 hotels across south-east Asia, Europe and North America and Bridle, and still expanding their market towards China. Shangri-La’s international strategy in fitting specific market conditions and buyers preferences is think-global, act-global approaches.
In expanding, its market worldwide which includes