...0 INTRODUCTION: SHANGRI-LA HOTELS & RESORTS [pic] 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 to industry viability. Diversity in employment and service offerings of the international hospitality industry has resulted to the higher number of people employed in the hospitality industry more than in manufacturing firms. Due to the profitability and viability of the industry, it has also evolved into one of the most competitive economic sectors. Heightened competitiveness in the industry could draw out the untapped capabilities of hospitality firms. On a firm level, hotel managers face the challenges of shifts in its target consumer segments coinciding with changes in consumer demands, issues of liquidity, and intense failure percentage within the industry. To survive, hospitality firms need to deal with all these multifaceted issues by understanding these problems and implementing appropriate strategies. To understand how well firms in the hospitality industry ensure the competitiveness of the firm, a strategic analysis of Shangri-la hotel is the case in point...
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...Perspectives: The name Shangri-La was inspired by James Hilton's legendary novel Lost Horizon. A tranquil haven in the mountains of Tibet, Shangri-La casts a spell on all who resided there. Today, Shangri-La stands as a synonym for paradise. And even though mythical in origin, the name perfectly encapsulates the genuine serenity and service for which Shangri-La Hotels and Resorts have come to be recognized. Key Dates: 1971 : Robert Kuok extends interests into property and hotel development, building his first hotel in Singapore. 1981 : Kuok establishes a second hotel in Kowloon, launching the Shangri-La brand, and entering direct hotel management. 1982 : The company incorporates as Shangri-La Hotels & Resorts. 1984 : The company opens its first Shangri-La hotel in Hangzhou, China. 1989 : The mid-range Traders Hotel brand is launched, with the first site in Beijing. 1995 : The company establishes publicly listed Shangri-La Asia, which acquires the Kuok-owned hotel properties, and then goes public on the Singapore and Hong Kong Stock Exchanges. 1996 : Shangri-La Asia buys 15 hotel sites under development in China from the Kuok-owned companies. 1997 : Shangri-La Asia acquires Shangri-La Hotels & Resorts, creating an integrated hotel ownership and management group. 2005 : Shangri-La Asia announces plans to add 15 new hotels in China, five hotels in Europe, and hotels in North America, in order to reach a total of 100 hotels by 2010. Company...
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...| BBC 304 | | Individual Report | | | Jason Wong Yee Kang 201111776 Executive Summary This report was carried out in studying and learning about importance of strategic planning and management. In this particular assignment, a well-known organisation within the hospitality, events and tourism industry – Shangri-La Asia Limited (SLA) is chosen to conduct a SWOT analysis and potential strategic through the use of TOWS matrix. To further accomplish the learning outcome of this assessment, external and secondary research had been carried out through the use of internet, books and journal in completing the report. The SWOT analysis of Shangri-La Asia Limited is further divided into sections. In strength and weakness, it described the brand reputation of the company and its difficulties in expansion on different culture market respectively. Moreover, opportunities and threats is further been analysed into the growing demand of market and increasing labour cost in Mainland China. Furthermore, a TOWS matrix is created and potential strategic is strongly analysed based on the SWOT analysis. As such, it also look into strategic for Shangri-La Asia Limited (SLA) in overcoming the difficulties in culture difference and taking advantage of its brand reputation for expansion. Lastly, strategic such as being cost effective and revising job description of position is been look into. Table of Contents Executive Summary 1 Introduction 3 Analysis 4 Company Overview...
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...1948, and Kuok and his two brothers founded Kuok Brothers Sdn Bhd in 1949, trading agricultural commodities. Under the new post-colonial government, Kuok started in the sugar business alongside the government. In 1961, he made a coup by buying cheap sugar from India before the prices shot up. He continued to invest heavily in sugar refineries, controlled 80% of the Malaysian sugar market with production of 1.5 million tonnes, equivalent to 10% of world production, and so earned his nickname "Sugar King of Asia". In 1971, he built the first Shangri-La Hotel, in Singapore. His first foray into Hong Kong property was in 1977, when he acquired a plot of land on the newly reclaimed Tsim Sha Tsui East waterfront, where he built the second hotel, the Kowloon Shangri-La. In 1993, his Kerry Group acquired a 34.9% stake in the South China Morning Post from Murdoch's News Corporation. His companies have investments in many countries, including Singapore, the Philippines, Thailand, Mainland China, Indonesia, Fiji and Australia. Businesses in China include 10 bottling companies for Coca Cola, and ownership of the Beijing World Trade Centre.[2] Freight interests include Malaysian Bulk Carriers Berhad and Transmile Group. His political influence is attested by his having been selected as one...
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...2006, Symon Bridle, the newly appointed chief operating officer of Shangri-La Hotels and Resorts, was thinking about a number of organizational issues that presented challenges to Shangri-La's rapid expansion strategy. There werethree major issues at hand: (1) the company was expanding into high-wage economies in Europe and North America; (2) the company was expanding its presence in China-a country where front-line employees were not used to exercising decision-making authority; and (3) newcomers in the Chinese hotel market were poaching Shangri-La's staff and driving up wages in historically low-waged markets. As a COO, Bridle needed to ensure that Shangri-La's signature standards of "Asian Hospitality" were maintained during this expansion. In November 2006, Symon Bridle, the newly appointed chief operating officer of Shangri-La Hotels and Resorts, was thinking about a number of organizational issues that presented challenges to Shangri-La's rapid expansion strategy. There were three major issues at hand: (1) the company was expanding into high-wage economies in Europe and North America; (2) the company was expanding its presence in China-a country where front-line employees were not used to exercising decision-making authority; and (3) newcomers in the Chinese hotel market were poaching Shangri-La's staff and driving up wages in historically low-waged markts. As a COO, Bridle needed to ensure that Shangri-La's signature standards of "Asian Hospitality" were maintained during...
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...Overview of Shangri-La Hotels & Resorts ----------------------------------------- 1 3. Board environment analysis -------------------------------------------------------- 2-3 4. Organizational resources of Shangri-La ----------------------------------------- 4-5 5. Hotels’ Strategies -------------------------------------------------------------------------6 6. Key issues confronting the Shangri-La --------------------------------------------7-8 7. Recommendations and Justifications --------------------------------------------9-10 8. Conclusion -------------------------------------------------------------------------------10 9. References 10. Appendices [A] Awards of Shangri-La Hotel Group, “Global recognition of excellence” [B] Details timeline of Shangri-La’s external context [C] TABLE 1 – Popular social networking sites (adapted from Luebke, 2010) [D] TABLE 2 – Broad Environment Analysis to Shangri-La hotels’ strategies development [E] Financial Statement 2009-2010 (Sources: 2010 Sustainability Report of Shangri-La Asia Limited, p.9) [F] Commitment of Social Responsibility (CSR) structure & focus areas (Shangri-La) [G] Context of Shangri-La Academy Courses & Work-life balance [H] Employee profile & turnover survey in Shangri-La (Sources: 2010 Sustainability Report of Shangri-La Asia Limited, p.13-15) [I] Shangri-La’s Supplier Code of Code (Sources: Official Website) [J] Shangri-La’s Five...
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...Table of Contents 1.0 Introduction of Shangri-La Hotel 3 2.0 Shangri -la Hotel existing Vision, Mission, Goals and Objective 4 2.1 Proposed new Vision and Mission 5 2.1.1 Vision 5 2.1.2 Mission 5 3.0 Shangri-La Hotel Internal and External Environment 7 3.1 Internal Assessment: Strength 7 3.2 Internal Assessment: Weaknesses 9 3.3 External Assessment: Opportunities 10 Growing Airline Industry 10 3.4 External Assessment: Threats 12 Increasing in Competitors 12 4.0 IFE, EFE and CPM Matrix 15 4.1 IFE Matrix 15 4.2 EFE Matrix 16 4.3 Company Profile Matrix (CPM) 17 5.0 SWOT Matrix, IE Matrix, and QSPM 18 5.1 SWOT Matrix 18 5.2 IE Matrix 19 5.3 QSPM 20 6.0 Recommendation on Specific Strategies 21 7.0 Shangri-La Hotel Financial Position (EPS-EBIT Analysis) 22 7.1 Common Stock Financing 23 7.2 Debt Financing 23 7.3 60% common stock - 40% debt financing 24 7.4 40% common stock - 60% debt financing 24 8.0 Strategy Evaluation 27 9.0 Conclusion 30 10.0 References 31 1.0 Introduction of Shangri-La Hotel Shangri-La Hotels (M) Berhad is an investment holding company and also a public limited company. This company was incorporated on June 29, 1971 and currently having a total of 2364 employees. Its headquarters is located at the Batu Ferringhi Beach, Penang. This company is engaged with the operations of services such as hotels and beach resorts, golf course and clubhouse, property management and investment and commercial laundry....
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...BIOGRAPHY OF ROBERT KUOK Date of Birth: Saturday, 06 October 1923 | Born in: / Nationality: Malaysia | Robert Kuok is a Malaysian billionaire and business tycoon who is currently the richest man in both Malaysia and Southeast Asia, with an estimated wealth of 17 billion dollars. He owns multiple companies in numerous fields of business—from sugar mills to food products, from farms and plantations to hotels and resorts. He is most known for owning the world-class Shangri-La Hotels, a chain of hotel-resorts that now runs over 60 hotels worldwide in cities like Tokyo, Dubai, Manila, Singapore, Kuala Lumpur, Hong Kong, Vancouver, and Paris. THE RICHEST MAN IN MALAYSIA AND SOUTHEAST ASIA Robert is also called the “Sugar King of Asia” for having 80 percent of the Malaysian sugar production, which accounts for ten percent of the total world production, under his control. Robert’s amazing story of rising up from poverty and becoming Southeast Asia’s richest person has become a shining inspiration for a lot of people. Robert is a firm believer of hard work, diligence, and a broad set of thinking. He believes that these traits allow a person to achieve their goals, and enable them to properly set the course of their life. Robert has a deep root in Buddhist and Communist beliefs, in helping others and how everyone has an equal opportunity of succeeding, but is hindered by so much corruption—not just in politics, but a corruption of the entire system of life itself. In his interviews...
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...Tan Sri Robert Kuok 100% 100% Kuok Brothers 37.0% Kerry Group 45.0% Kuok Singapore 100% Jerneh Asia Bhd Shangri-la Asia Ltd Pacific Carriers Ltd Shangri-la 52.78% Hotels (M) Bhd 50.17% 63% PPB Group Bhd 62% SCMP Ltd Malaysian Bulk Carriers Bhd 14% 34.50% Wilmar 18.22 International Ltd 13% Kerry Properties Ltd 39% Edsa Properties Holdings Inc 34.80% Transmile Group Bhd 17.99% 18% 21.60% Kuok Philippine 40% Properties Inc Hexagon Holdings Bhd Allgreen Properties Ltd 34% Source : Annual Reports 2009 : Bursa Announcements : MSWG Tracker : Malaysian Business, 2009 : StarBiz The next update will be in June 2010. Tan Sri Tatparanandam Ananda Krishnan 100% 59.56% 42.35% 20% Usaha Tegas Sdn Bhd 70% Measat Global Bhd Astro All Asia Networks Plc 100% Johnston Press Holdings Plc Maxis Bhd 30.92% Binariang Satellite System MEASAT Broadcast Network 100% Tanjong Plc ASTRO Overseas Ltd 100% 67% Impian Klasik (Menara Maxis) 50% Pan Malaysian Pools 100% Uniclic Ltd 75% Powertek Bhd 100% Tropical Island Asset Mgmt (Germany) TGV Cinemas Source : Annual Reports 2009 : Bursa Announcements : MSWG Tracker : Malaysian Business,2009 : StarBiz The next update will be in June 2010. Tan Sri Quek Leng Chan 52.9% 71.4% 71.3% 66.4% 45.6% Hong Leong Financial Group Bhd 25.30% Hong Leong Industries Bhd Guoco Group Ltd (HK) Hume...
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...UNIT CODE : SCT 400 UNIT TITLE : PROJECT TASK : PROJECT PROPOSAL PROJECT TITLE : HOMELAND HOTEL ONLINE RESERVATION SYSTEM SUPERVISOR : Mr. Kennedy Gichaba Siika DATE : 2/11/2012 Table of Contents CHAPTER ONE 3 INTRODUCTION 3 Background of the Study 3 Problem Statement 3 Goal 3 Objectives 4 Scope and Limitation of the Study 4 Justification 5 CHAPTER TWO 6 LITERATURE REVIEW 6 Introduction 6 (a) Case Study 1 - Swiss-Garden Hotel 6 (b) Case Study 2 - Shangri-La Hotel 6 Summary 7 CHAPTER THREE 8 METHODOLOGY 8 Time Schedule 11 Budget 12 REFERENCES 13 CHAPTER ONE INTRODUCTION Background of the Study Kenya is a growing tourist destination for people from diverse nations and this has greatly contributed to growth of Nairobi which is now becoming a global competitive city. The rapid development and commercialization of Information and Communication technologies (ICTs) in Nairobi industrial sectors such as travel and tourism have prompted Hotels to increasingly adapt to these technologies. ICT based products and processes enables hotels to enhance the operating efficiency, improve service experience as well as provide a means to access markets on a global basis. Problem Statement Homeland Hotel have for long time been using paper records kept in filing cabinets as a method of keeping their records. However due to the increasing number of customers and rooms, the hotel is faced with a lot of challenge in keeping track of their records. Keeping track of large customer...
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...HKU774 CATHY ENZ ALI FARHOOMAND BANYAN TREE: SUSTAINABILITY OF A BRAND DURING RAPID GLOBAL EXPANSION Within the next five years, if we play our expansion card right and we manage our growth properly, we have a reasonable, credible opportunity to become one of the top two or three dominant players in a global space which is very niche but nevertheless very global. - K.P. Ho, CEO of Banyan Tree Holdings Limited1 On 14 August 2006, exactly two months after its initial public offering (“IPO”), Banyan Tree Holdings Limited announced second-quarter results for the period ending on 30 June. Revenue had more than doubled to S$71.42 million, largely due to recovery following the 2004 Indian Ocean tsunami. The company felt that this was only the beginning, however, and had earmarked part of the IPO proceeds to finance an ambitious expansion plan. At the core of its business development plan was a proposal to open 21 new resorts3 over four years that would span non-Asian territories from Greece to Mexico. Banyan Tree CEO Ho Kwon Ping’s vision was to “string a necklace [of Banyan Tree properties] around the world”. The Asian Financial Crisis of 1997, the SARS crisis of 2003 and the Indian Ocean tsunami of 2004 had taken their toll on the travel and tourism industry [see Exhibit 1]. Although recovery was on the horizon, Ho understood the need to diversify risks across geographical regions and the IPO provided the finances to venture out of familiar territory. Two...
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...S w 9B05M035 MAJESTICA HOTEL IN SHANGHAI? Jane Lu prepared this case under the supervision of Professor Paul W. Beamish solely to provide material for class discussion. The authors do not intend to illustrate either effective or ineffective handling of a managerial situation. The authors may have disguised certain names and other identifying information to protect confidentiality. Ivey Management Services prohibits any form of reproduction, storage or transmittal without its written permission. This material is not covered under authorization from CanCopy or any reproduction rights organization. To order copies or request permission to reproduce materials, contact Ivey Publishing, Ivey Management Services, c/o Richard Ivey School of Business, The University of Western Ontario, London, Ontario, Canada, N6A 3K7; phone (519) 661-3208; fax (519) 661-3882; e-mail cases@ivey.uwo.ca. Copyright © 2005, Ivey Management Services Version: (A) 2005-12-02 On March 20, 2005, Richard Roy, executive vice-president of Majestica Hotels Inc., was in China, for negotiations with Commercial Properties of Shanghai Limited (CPS). They were discussing a possible management contract under which Majestica would be the operator of a new luxury hotel there owned by Shanghai Industrial Holdings. Majestica Hotels Inc. was one of the world’s leading operators of luxury hotels. The expansion into mainland China had been on management’s agenda since 1999. The opportunity emerged in late 2003 when a close...
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...Louis Mele July 21st, 2014 Travel & Tourism Capstone Project Prof. Fairbairn Section 1 Chengdu, is the provincial capital of Sichuan province in Southwest China, as well as a major city in Western China. It has 14,047,625 inhabitants: 7,123,697 within the municipality's nine urban districts and 6,730,749 in the surrounding suburbs and rural area. According to the 2010 census, Chengdu is the fourth most populous city in mainland China, and most populous among prefecture-level cities as well. Chengdu is one of the most important economic, transportation, and communication centers in Western China. According to the 2007 Public Appraisal for Best Chinese Cities for Investment, Chengdu was chosen as one of the top ten cities to invest in out of a total of 280 urban centers in China. Tourism of Chengdu mainly promotes four travel brands-the hometown of the giant panda, the capital of delicious food, the capital of leisure culture and the exhibition city. First, the Qingcheng Mountain and Dujiangyan, The Wuhou Temple, DuFu Thatched Cottage, Jinsha Ruins and the habitat of giant panda, represent the world heritage brand. Second, the...
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...MAJESTICA HOTEL IN SHANGHAI? On March 20, 2005, Richard Roy, executive vicepresident of Majestica Hotels Inc., was in China, for negotiations with Commercial Properties of Shanghai Limited (CPS). They were discussing a possible management contract under which Majestica would be the operator of a new luxury hotel there owned by Shanghai Industrial Holdings. Majestica Hotels Inc. was one of the world’s leading operators of luxury hotels. The expansion into mainland China had been on management’s agenda since 1999. The opportunity emerged in late 2003 when a close friend of Majestica’s chief executive officer (CEO) revealed that CPS was looking for an operator for its new luxury hotel under construction in Shanghai. Majestica immediately sent representatives to Shanghai to explore the possibility of becoming the operator. Majestica’s proposal was welcomed by CPS, and a letter of intent was signed on August 20, 2004. However, in discussions regarding the management contract, the two parties had reached a deadlock. The key issues to be resolved were the contract term, and the responsibilities and rights of Majestica as the operator, and CPS as the owner, of the hotel. This Shanghai deal was important for Majestica’s global expansion. It would not only provide Majestica with the opportunity to enter the China market but could also set a precedent for Majestica’s future expansion in other emerging markets. MAJESTICA HOTELS INC. Majestica was founded in 1970 in Western...
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...Presence External Origin (attributes of the environment) Opportunities • Strategic acquisitions • Resort World at Sentosa (RWS) • Improvement in Malaysian tourism sector Threats • Legislative changes in gaming sector • Economic condition in UK • Growing competition Overview Genting Berhad (Genting) is a Malaysia-based investment holding and management company. Its diverse business portfolio and its strong liquidity position place it at an edge over its peers. Genting's weak operational performance and declining returns could be of concern. The company's growth could be restricted by factors such as competition and economic situation in UK. However, the company could stand to gain from RWS, its resort project in Sentosa (Singapore). Strengths Strong liquidity position The company's current ratio was 4.82 at the end of fiscal year 2009. This was above the S&P 500 companies average* of 1.46. A higher than S&P 500 companies average* current ratio indicates that the company is in a strong financial position and is more capable of meeting its short term obligations than other companies in the S&P 500 index. This may be attributed as the company's operating income...
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