Shangri-La Hotels

What atomic number 18 the key elements of promised land Hotels strategy? Which of the five generic competitive strategies described in Chapter 5 is the community employing? What is heavens strategy for competing internationally? 2. What policies, practices, support systems, and direction approaches lowlie heavens causal agencys to execute its strategy? 3. How important atomic number 18 the come withs training and Shangri-La tutelage program to its achiever? What is your assessment of Shangri-Las compensation policies and career ontogeny effort? What pluses and minuses do you see? . What are the key features of the culture at Shangri-La Hotels? How important is the culture in the bon tons success? Explain. What force do the companys mission statement and the Shangri-La Care program have on the companys culture? 5. What pith/distinctive competencies has guidance at Shangri-La tried to build and fire? What challenges does the company reckon as it attempts to transfe r its mettle and distinctive competencies to opposite cultures? How has the company attempted to resolve these challenges? Has it been flourishing in doing so? 6.What does the companys financial and operational performance reveal ab divulge how successful its strategy and strategy implementation efforts have been? Should shareholders be pleased with the companys financial performance? Why or wherefore not? What financial and direct performance pluses and minuses do you see? 7. What challenges does Shangri-La face in magnifying into Eastern China? Do you believe the companys rate of flow policies and operating procedures will be sufficient in addressing these challenges? If so, why? If not, what else whitethorn need to be done? 8. How do the challenges associated with Shangri-Las amplification into Europe,Australia, and North the States compare with the companys expansion in China? Do you believe the companys current policies and operating procedures will be sufficient in ad dressing these challenges? If so, why? If not, what else whitethorn need to be done? 9. How big a threat does the expansion of other(a) hotel chains into China pose for Shangri-La Hotels? What specialized challenges are likely to arise as a result of this expansion? How should Shangri-La address these challenges? 10. What recommendations would you pay off to Symon Bridle to improve Shangri-Las prospects for continue success?Shangri-La HotelsShangri-La Hotels pick uptents Background Executive unofficial Problem Statement up-to-date Strategy External environment VRINE cast Internal outline TOWS compend Value Chain Analysis key out Success Factors Alternatives Recommendations Implementation Plan Prologue Appendices Background Hong Kong-based Shangri-La Hotels and Resorts is Asia Pacifics leading luxuriousness hotel group and regarded as one of the worlds finest hotel ownership and management companies. The Shangri-La story began in 1971 with its first deluxe hotel in Singap ore.Today, there are71 hotels and resorts by dint ofout Asia Pacific, North America, the Middle East, and Europe,representing a room inventory of over 30,000. In addition, new hotels are under teaching inAustria, Canada, mainland China, India, Macau, Philippines, Qatar, Turkey and United Kingdom. Executive Summary The purpose of this musical com dapple is to provide a strategic analysis of Shangri-La Hotels and its rapidly expanding pedigree of luxury hotels into Eastern China, Europe, North America, and Australia while still holding on to Shangri-Las signature standards of Shangri-La Hospitality. My analysis supports the recommendation that Shangri-La hotels have the subscribe tod imagerys, expertise and efficiencies to successfully expand into these markets even with the potent 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 AnalysisPolitical little daze in Canada, however foreign companies may restrict trade or impose tariffs, thus increasing costs. Free trade may attention or hinder companies. Favorable taxationation or subsidies in other countries may assist competitors. Economic Collectivity stage and needing to delegate ( selling). Interest rates, property fluctuations and unemployment are factors. Social and Cultural Foreign interest in harvest-tides could be a fad. Advantage is quality. Technological improved harvest- quantifyion/ incase engine room needed Environmental- could focus on recyclable, reusable packaging.Legal- Foreign gross sales may require changes or inter-provincial sales may result in persistent by various provincial regulations. Test Competitive Implication motion Implication Valuable Does the resource or capacitance allow the whole to mee t a market demand or protect the unwaveringly from market uncertainties The product itself doesnt protect the firm from uncertainties. The marketing belief of a healthy product, charming PEI and authentic goodness is the competitive edge. protect the branded image and promotion is important in sustaining the market position and increasing this position. Rare Assuming the resource or capability is valuable, is it unusual relative to demand? Or is it widely possessed by more or less competitors The preserve product pot be copied. Strawberry jam has the nigh demand and supply meets demand in N America. Unique product combining high fruit content and liquors. result is slow copied therefrom it is important to differentiate from the competition with use of specific formulas of ingredients to have a unique taste. Inimitable and non substitutable Assuming a valuable and rarefied resource how difficult is it for competitors to either imitate the resource or capability or substitu te for it with other resources and capabilities that accomplish similar benefits Preserve resource is not rare. The culture of home made subjective image in the PEI setting is the rarity and could be substituted but countered with its original/ authentic brand. Product is easily copied, so value must be in packaging/image/marketing appeal. Exploitable For each set of the preceding steps of the VRINE test, underside the firm actually exploit the resources and capabilities that it owns or controls? One resource that the company has access to is the fresh fruit within the region, therefore there is the capableness that the Company could monopolize the fruit market in the area. Product is easily produced with access to fruit in the area. Internal Analysis Functional Analysis Production Marketing Human Resources Finance Value Chain Analysis TOWS Analysis From External Analysis Opportunities1. New national and international markets/customers2. orient-made production to utilize s pare capacity3. Japanese tourism and marketplace4. Potential to tailor products to consumers in each geographical region Threats1. Potential entrants/substitutions claiming PEI origin2. Tariffs on exports make the product a less competitive price3. Labor intensive and seasonal worker labor 4. Significant currency fluctuations can impede exporting From InternalAnalysis Strengths1. select product attracting premium pricing2. PEI ethnicity and charm3.Favorable tax status in Cda4. change magnitude sales and international interest5. Fresh local produce not requiring weight and storage costs6. Quality staff with low turnover. SO strategies (use strengths to take vantage of opportunities)Increasing sales across Canada will promote PEI, incur favourable tax status vs imported products and therefore increase/improve competivenessJapanese market can be tapped with Japanese tourism in Canada (Vancouver/Toronto) without incurring the prohibitive multi levels of taxes and levies. amplificati on would not only include different geographical locations but includes the emf to utilize quality staff throughout the year, rather than only seasonallyPromote company culture ST Strategies (use advantages of strengths to overcome threats)PEI authenticity and premium gourmet product with specific marketing highlights to overshadow competitors substitutions. Selling to tourists within Canada, with no GST/PST or tariffs makes the product more attractive Selling nationally reduces freight/shipping remedy and more inventory control Weaknesses1. Marketing aim2. Restaurant business dilutes core business3.Seasonal business4. Underutilized capacity5. Managements lack of experience in growth management WO strategies (use opportunities to overcome weaknesses)Custom production, expansion of selling to new markets/customers and effective marketing plan can utilize the unused capacity and even out the seasonal nature of the business Outsource canning, packing research alternatives with en vironmental/recycle benefits WT strategies (use defensive strategies to minimize weaknesses and avoid threats) Targeted marketing plan and sales agent to identify the place and promotion of the 4Ps to expand sales and sales mix.Increased sales and production would require full time staff and reduce seasonality which would increase ability to retain quality staff. light upon Success Factors Alternatives 1. Pro Con 2. Pro Con 3. Pro Con Recommendation Implementation Plan Short-Term Long-Term Prologue According to the paradise ASIA financial reports for 2006 through 2009 the Asian division has had an increasing net income with the censure of 2008. Proving that Shangri-La has been a success in Asia, even with the expansion into the Chinese market. Appendices Bargaining Power of Suppliers Substitute Products Bargaining Power of Buyers Threats of new entrantsCompetitors-Airbus/Boeing CCCComCompetitAIRBUS/Boeing Airlines Leasing companies governmental institutions FAA, IATA, EPA Other regulating bodies Advance in short haul turbo-propeller plane technology Advances in automotives industry and infrastructures High speed train Advances in telecommunications video conferences etc Engine manufacturer Electronic, Semiconductor etc Others manufacturers such as metal, involved materials Government institutions Capital sources investors and banks FAA, IATA, EPA Other regulating bodies Mitsubishi Others emerging power Others bittie aircraft manufacturers Military companies Dassault, Lockheed, ATRMission Statement We envision a community of prudent and educated citizens who are environmentally conscious, practice social responsibility in their daily lives and inspire others to do the same. We commit to operating in an economically, socially and environmentally responsible manner whilst balancing the interests of diverse stakeholders. We strive to be a leader in corporate citizenship and sustainable development, caring for our employees and customers, desire to enrich the quality of life for the communities in which we do business, and serving as good stewards of society and the environment.Partnering for the Future With a solid foundation and news report for excellence in Asia Pacific, the Middle East and North America, the companys strategic plan now incorporates the goal of expanding the Shangri-La brand globally by operating deluxe hotels in gateway cities and key resorts around the world under management agreements, equity participation or ownership. Given the commitment to comme il faut a top-end global hotel company, the development functions of Shangri-La Hotels and Resorts are directly guide by the President and Chief Executive Officer.Shangri-La has always believed in the unique characteristics encapsulated by Asian Hospitality. Our commitment to providing guests with distinctive Asian standards of cordial reception and service from caring people remains our major point of specialization from our peers and the very cornerstone of our reputation as a world-class hotel group. self-respect without arrogance is of particular importance as we want our people to be internally proud of our achievements but outwardly humble. After all, the hallmark of trustworthy success is that it does not need to be stated.In striving to bewitch customers each and every time they stay with us we aim to surpass expectations through consistently providing quality and value in our products and services. Thats why we look for trendsetters, professionals who are enthused by innovation and driven by achievement. Environment Ourdaily operations ensure that we mitigate the impact of climate change, remain biodiversity in conservation/habitat restoration, adopt the best practices in preventing ozone depletion, and continually strive to improve ater-use management, waste-disposal management and indoor air quality. Health & sentry duty Weare committed to protecting our customers, employees, stakeholders and the greater public by providing a safe and healthy environment based on international standards. Employees Our colleagues are our number-one asset, and our source of inspiration for the greater communities with which we work. We value our stakeholders and always engage them with clarity, honesty, and respect.We require that our business partners ensure the highest standards in environmental, hygiene and labour practices. We believe that caring for others today allows them to care for themselves and others tomorrow. Embrace aims to build, strengthen and sustain local communities through various and specific education and health projects. Each of our resorts provides a natural habitat for flourishing biodiversity. The sanctuary is Shangri-Las project for ensuring the highest standards in naval and terrestrial habitat restoration and environmental conservation.