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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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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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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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
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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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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
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10 4.2.2 Marriott 11 4.2.3 7 Days 11 5.0 Product Analysis 12 5.1 Product category 12 5.2 Type of product 12 5.3 Three levels of product 12 5.3.1 Core product 12 5.3.2 Actual product 13 5.3.3 Augmented product 13 5.4 Branding and strategies 14 5.4.1 Brand positioning 14 5.4.2 Brand name selection 14 5.4.3 Brand sponsorship 14 5.4.4 Brand development 14 5.5 Packaging 15 5.6 Labelling 15 6.0 Target Market Analysis 15 6.1 Market segmentations 15 6.1.1 Psychographic
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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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the government‚ Shangri-La has not much to fear‚ especially in a politically stable country such as Singapore. In such a well-governed country‚ there has never been demonstrations of displeasure or anything interruption of businesses. With peace and prosperity‚ not only Shangri-La‚ but the industry will enjoy the fruits of the growth in tourism supported by the government. Economical As the number of visitors to Singapore increased by 20.2% in year 2010‚ revenue of the hotel room lettings saw
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