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
Premium Hotel
Table of Contents Table of Contents 2 Executive Summary 3 Identification 4 Past and Current Strategies 4 Problem Identification 4 Analysis and Evaluation 5 External Analysis 5 Key Industry Factors 6 Five Forces Analysis 6 Internal Analysis 8 Financial Analysis 9 SWOT Analysis 9 Corporate and Functional Strategies 11 Alternatives 13 Decision Criteria: 13 Alternatives 13 Alternative 1 – Forming Alliances or Partnerships with International Brands
Premium Hotel chains Hotel Hotels
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
Premium Hotel chains Hotel Las Vegas Strip
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
Premium Hotel Hotel chains Hotels
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
Premium Financial ratios Hotel chains Financial ratio
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
Premium Strategic management Hotel chains Hotel
next accommodation in Kuala Lumpur. For dining in Kuala Lumpur‚ guests have a wide choice of palatable selections in our various outlets to choose from; be it Continental to Cantonese Cuisines or experience a selection of Western and fusion-style a la carte dishes‚ canapes and a wide range of fine wines in a cosy and rustic atmosphere at the cocktail bar. Or simply let the good time roll at Hard Rock Café. For your next successful meetings in Kuala Lumpur‚ Concorde Hotel Kuala Lumpur has 8 meeting
Premium Kuala Lumpur Hotel chains Hotel
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? 2. What policies‚ practices‚ support systems‚ and management approaches underlie Shangri-La’s efforts to execute its strategy? 3. How important are the company’s training and Shangri-La Care program to its success? What is your assessment of Shangri-La’s compensation policies and
Premium Hotel chains Strategic planning The Culture
Shangri-La’s Net Profit Rises 54% Kate O’Keeffe. Wall Street Journal (Online). New York‚ N.Y.: Mar 17‚ 2010. Abstract (Summary) HONG KONG--Luxury hotel operator Shangri-La Asia Ltd. said Wednesday its 2009 net profit rose 54%‚ lifted by higher property prices‚ though its core hotels business suffered from a sharp drop in demand due to the global financial crisis. » Jump to indexing (document details) Full Text (515 words) | (c) 2010 Dow Jones & Company‚ Inc. Reproduced with permission
Premium Hotel People's Republic of China Hong Kong
Vision and Mission Through the years‚ Shangri-La group philosophy has been “Shangri-La Hospitality from a caring family.” They always believed in the unique features captured by Asian hospitality. They promise to provide guests with distinctive Asian standards of hospitality and provide excellence service to customers to assists them to stand out among their peers. The key of the Shangri-La brand was marinated in offering customers a memorable experience by mixing local cultures‚ glamorous art and
Premium Hotel The Guest Hotel chains