since then‚ Shangri-la Hotels and Resorts has developed consistantly to become one of the world’s finest hotel companies nowadays. It has received numerous positive feedbacks from customers and awards. - We are going to discuss about the characteristics that affecting consumer behaviour and how Shangri-la has succeeded fulfilling them. ❖ Cultural factors: - Not many people know the fact that the first Shangri-la hotel was established in Singapore. Therefore‚ the hotel has also adopted
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Strategic Analysis of Shangri-la I. Introduction The hospitality industry constitutes an economic sector with the fastest growth worldwide. At present‚ the industry continues to receive recognition as a profitable and progressive industry. The hospitality industry offers diverse opportunities for employees and varied services and features to customers. This means that overall industry actual and potential provisions are unlimited‚ which accounts for continuous shifts or adjustments contributing
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chief operating officer of Shangri-La Hotels and Resorts‚ was reviewing the progress the Hong Kong-based company had made over the previous 10 years as it grew from a regionally focused business into a rapidly expanding international deluxe hotel group. With 18400 employees‚ 50 hotels‚ and $842 million in revenues‚ Shangri-La Hotels and Resorts (Shangri-La) was a leading player in the luxury hotel industry and was growing rapidly to satisfy increased demand for deluxe hotels and resorts in Asia‚ Europe
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Shangri-La Hotels Shangri-La Hotels and Resorts is a deluxe Asian hotel chain and was founded in 1971 in Singapore by the Malaysian-Chinese tycoon Robert Kuok. The name Shangri-La means “eternal youth‚ peace and tranquility” and embodied the serenity and service for which the hotel chain was renowned throughout the world. As of 2006‚ Shangri-La had four main business segments: hotel ownership and operations‚ property development including commercial buildings and serviced apartments‚ hotel management
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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? Firstly‚ the elements involved in a company’s strategy can be separated into two categories: internal and external ones. Based on our research‚ we believe that the key elements that in Shangri-La’s strategy are the internal ones that include management‚ organisation culture‚ employee and service. For organisation
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Industry background 6 1.2.2 Organization background 6 1.3 Scope 7 1.4 Methodology 7 1.5 Assumptions and limitations 7 1.6 Plan 7 3.0 Marco Environment 8 3.1 Economic 8 3.2 Cultural 8 3.3 Political 9 4.0 Micro Environment 10 4.1 Customer 10 4.2 Competitors 10 4.2.1 Hilton 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
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Hotel strengths: Great health club/pool/outdoor area with excellent service. Nice view from rooms in SW corner of building. Quick room service. The hotel is well located to shopping and business districts and central to tourist attractions. | Our major strengths lie in the hotel properties which are positioned at prime locations in key cities. Our business hotels are placed in close proximity to prime commercial and business hubs in the cities‚ and within comfortable distances from Airports
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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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For a hotel always concerned about the quality of their service to their customers. However‚ customers are not satisfied about the quality of those serving. That has led to customers began to complain about the quality of service. Most hotels are known complaints have reduced the assessment of. Especially the complaints related to the long wait at check-in and checkout. This essay will discussion of the factors contributing to the complaint and proposed solutions to resolve them. Check-in and checkout
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CUSTOMER SERVICE AT THE MARIGOLD HOTEL1 One bright summer morning in March 2010‚ owner and General Manager George Chacko was in his comfortable second-floor office suite at the Marigold Hotel in the Chanakyapuri area of New Delhi. He had been alerted to a brewing customer service problem‚ and wanted to resolve the issue before it got out of hand. Chacko belonged to a family of real estate developers and entrepreneurs. Over the turn of the century‚ he had noticed that New Delhi lacked sufficient high-quality
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