3 – Aggressive Marketing Campaign and Staff Recruitment and Retention Program 15 Recommendation and Action Plan 15 Recommendation 15 Action plan 16 Contingency Plan 18 References 19 Appendices 20 Appendix A: Five-Forces Model of Competition 20 Executive Summary Symon Bridle‚ CEO must determine if the current strategy Shangri-La has in place could maintain their unique brand of Shangri-La Hospitality as they moved into tighter labour markets. As they battle with high-end
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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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QUESTIONS 1. 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
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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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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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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
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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
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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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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
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Introduction and Overview “The Shangri-la" is the brand of limited-company Shangri-la (Asia) Co.‚ LTD in Hong Kong‚ this company belongs to the famous Chinese businessman--"The candy king" Robert Kuok ‘s Kuok Group in Malaysia. The story of Shangri-La Hotels and Resorts began in 1971 when a deluxe hotel was founded in the city of Singapore. Today‚ Hong Kong-based Shangri-La Hotels and Resorts is the largest Asian-based deluxe hotel group in the region. And it is regarded as one of the world’s
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