Shangri-La Hotels
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 companies. The Shangri-La story began in 1971 with its first deluxe hotel in Singapore. Today, there are 71 hotels and resorts throughout Asia Pacific, North America, the Middle East, and Europe, representing a room inventory of over 30,000. In addition, new hotels are under development in Austria, Canada, mainland China, India, Macau, Philippines, Qatar, Turkey and United Kingdom.
Executive Summary
The purpose of this report is to provide a strategic analysis of Shangri-La Hotels and its rapidly expanding business of luxury hotels into Eastern China, Europe, North America, and Australia; while still holding on to Shangri-La’s signature standards of “Shangri-La Hospitality.”
My analysis supports the recommendation that Shangri-La hotels have the required resources, expertise and efficiencies to successfully expand into these markets even with the tight labor markets and vast cultural differences
Problem Statement
Shangri-La Hotels is attempting to expand its business into other countries; however, expanding into high-wage economies’ such as Europe and North America could tarnish their brand and lead to a reduced overall profit.
Current Strategy
External Analysis
PESTEL Analysis
Political – little impact in Canada, however foreign companies may restrict trade or impose tariffs, thus increasing costs. Free trade may help or hinder companies. Favorable taxation or subsidies in other countries may assist competitors.
Economic – Collectivity stage
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 companies. The Shangri-La story began in 1971 with its first deluxe hotel in Singapore. Today, there are 71 hotels and resorts throughout Asia Pacific, North America, the Middle East, and Europe, representing a room inventory of over 30,000. In addition, new hotels are under development in Austria, Canada, mainland China, India, Macau, Philippines, Qatar, Turkey and United Kingdom.
Executive Summary
The purpose of this report is to provide a strategic analysis of Shangri-La Hotels and its rapidly expanding business of luxury hotels into Eastern China, Europe, North America, and Australia; while still holding on to Shangri-La’s signature standards of “Shangri-La Hospitality.”
My analysis supports the recommendation that Shangri-La hotels have the required resources, expertise and efficiencies to successfully expand into these markets even with the tight labor markets and vast cultural differences
Problem Statement
Shangri-La Hotels is attempting to expand its business into other countries; however, expanding into high-wage economies’ such as Europe and North America could tarnish their brand and lead to a reduced overall profit.
Current Strategy
External Analysis
PESTEL Analysis
Political – little impact in Canada, however foreign companies may restrict trade or impose tariffs, thus increasing costs. Free trade may help or hinder companies. Favorable taxation or subsidies in other countries may assist competitors.
Economic – Collectivity stage