...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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...Annual Report 2012 TABLE OF CONTENTS 2 3 4 6 11 15 15 21 23 24 24 25 29 29 CORPORATE INFORMATION FINANCIAL HIGHLIGHTS CHAIRMAN’S STATEMENT DIRECTORS AND COMPANY SECRETARY SENIOR MANAGEMENT MANAGEMENT DISCUSSION AND ANALYSIS Performance Review Corporate Debt and Financial Conditions Treasury Policies Investment Properties Valuations Financial Assets Held for Trading – Trading Securities Development Programmes Disposal and Dilution of Interest Management Contracts for Hotels Owned by Third Parties 30 30 Prospects Human Resources 185 186 90 92 85 86 87 32 33 62 81 83 CORPORATE SOCIAL RESPONSIBILITY REPORT OF THE DIRECTORS CORPORATE GOVERNANCE REPORT INDEPENDENT AUDITOR’S REPORT CONSOLIDATED STATEMENT OF FINANCIAL POSITION STATEMENT OF FINANCIAL POSITION CONSOLIDATED INCOME STATEMENT CONSOLIDATED STATEMENT OF COMPREHENSIVE INCOME 88 CONSOLIDATED STATEMENT OF CHANGES IN EQUITY CONSOLIDATED CASH FLOW STATEMENT NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS FIVE YEAR SUMMARY ABBREVIATIONS CORPORATE INFORMATION BOARD OF DIRECTORS Executive Directors Mr KUOK Khoon Ean (Chairman and CEO) Mr LUI Man Shing (Deputy Chairman) Mr Madhu Rama Chandra RAO (CFO) Mr Gregory Allan DOGAN (COO) Non-executive Directors Mr HO Kian Guan Mr Roberto V ONGPIN Mr HO Kian Hock (alternate to Mr HO Kian Guan) Independent Non-executive Directors Mr Alexander Reid HAMILTON Mr Timothy David DATTELS Mr WONG Kai Man Mr Michael Wing-Nin CHIU Professor LI Kwok Cheung Arthur EXECUTIVE COMMITTEE Mr KUOK Khoon...
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...The Manager’s Role in Strategic Human Resource Management The role of the Human Resource Manager is evolving with the change in competitive market environment and the realization that Human Resource Management must play a more strategic role in the success of an organization. (Mintzberg, H, Quinn, J B, Ghoshal, S (1989) Organizations that do not put their emphasis on attracting and retaining talents may find themselves in dire consequences, as their competitors may be outplaying them in the strategic employment of their human resources. With the increase in competition, locally or globally, organizations must become more adaptable, resilient, agile, and customer-focused to succeed. (Boxall, P 1992). And within this change in environment, the HR professional has to evolve to become a strategic partner, an employee sponsor or advocate, and a change mentor within the organization. In order to succeed, HR must be a business driven function with a thorough understanding of the organization’s big picture and be able to influence key decisions and policies. In general, the focus of today’s HR Manager is on strategic personnel retention and talents development. (Fombrun, C.J., Tichy, N,M, and Devanna, M.A. (1984) HR professionals will be coaches, counselors, mentors, and succession planners to help motivate organization’s members and their loyalty. The HR manager will also promote and fight for values, ethics, beliefs, and spirituality within their organizations, especially in the...
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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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...Geographic segmentation 16 6.2 Characteristics 17 6.3 Specific target segment 18 6.3.1 Motivation 18 6.3.2 Needs & wants 18 6.3.3 Relationship level 18 7.0 Analysis of current product 19 8.0 Conclusion 20 9.0 RECOMMENDATION 21 9.1 Quantity improvement & Type adjustment 21 9.2 Promotion Strategies Development 21 9.3 Service development 21 Reference list 22 List of figure Figure 1 8 Figure 2 9 Figure 3 10 Figure 4 11 Figure 5 11 Figure 6 11 Figure 7 12 Figure 8 13 Figure 9 14 Figure 10 14 Figure 11 16 Figure 12 19 List of table Table 1 17 Executive summary This report mainly focus on the current market situation of Shangri-la Hotel Company, providing evaluations and recommendations for marketers of the company to get more involved in the hotels in the Chinese market. A brief introduction of the...
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...Question 1 The managers of Shangri-La believe that superior service is key to their differentiation strategy and they work to build a strong, service-based culture to ensure that each employee delivers service the “Shangri-La Way.” This culture encourages employees to go the extra mile and emphasizes the importance of acknowledging and fixing mistakes when made. The culture also encourages employees to take responsibility for customers’ satisfaction. Shangri-La Philosophy was to develop local talent to world class expectation. The company launched its culture training program. * Care Module 1: Shangri-La Hospitality from caring people. * Care Module 2: Delighting Customer * Care Module 3: Recover to Gain Loyalty * Care Module 4: Take Ownership The three-tier compensation structure was designed to support organizational goals at various levels. At the first level, compensation included a salary and a bonus. The bonus was tied to financial results to help hotels reach goals. Compensation for the second tier, level two and three employees, was linked to financial results and, more specifically, to customer satisfaction and customer loyalty scores, which were key indicators of how well Shangri-La executed its strategy. In the third tier, level four and five employees, there was a common bonus pool that linked compensation not to individual performance, but to an overall company performance. Shangri-La’s five-level organizational structure was also supportive...
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...Shangri La Cairns offers many services and facilities within the hotel. Some of these include a business centre which includes Meeting Rooms / Boardrooms , 1 restaurant and 2 bars, a shopping arcade and a foreign exchange counter. Shangri-la Cairns offers 255 spacious guest rooms and suites overseeing the Marlin Marina. First built in 1989 Shangri-la Cairns experienced re-development in 2004 which improved the quality of the facilities available. With the hotel being located by the marina where there are several restaurants around the corner with allows guest to dine without having to drive. Shangri-La Cairns hotel is a 5 stars hotel which located at Pierpoint Rd Cairns. Shangri-la Cairns hotel provides internet access, a business centre, and banquet/conference venues that can accommodate 400 guests. The comprehensive business centre a full range of business, including secretarial, printing, photocopying and courier services. For guests convenience, a private meeting room is available, as well as a selection of personal computers and other hardware. Shangri-la Cairns also offers parking, limousine service and a shopping arcade on site. Guests at the hotel have access to a fitness centre, table tennis, sauna and outdoor swimming pool on site. All 225 rooms and suites are modern and stylish furnished with internet access, flat-screen tv, mini bar and balcony to enjoy surrounds. Some units have a separate living and dining area and kitchen. The hotel operation hours are 24 hours...
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...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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...Pages : 2 Page : 1/2 PROGRESS REPORT FOR OCTOBER 2012 Date of joining : 1st October 2012 (Day of Meeting) Customers : Five Star Hotels - 5 Four Star Hotels - 5 3 & 2 Star Hotels - 8 Clubs - 1 Catering - 3 Coffee Shops & Rest. - 5 Apartments & Residence - 3 Food Stuff & Traders - 1 Cash Customers - 6 --------------------------------------------------------- Total No. Of Customers - 37 -------------------------------------------------------- Progress : 1. Awareness of all Customer names. 2. Covered all 5 Star, 4 Star and 3 & 2 star hotel locations. 3. Paying regular visits to all these hotels. 4. Samples of few items are also provided to some hotels on their request. 5. Shangri La starts using Caster Sugar and is interested to deal with other products that it had previously stopped or has not previously used. Quotation of items has been provided. 6. Crystal Salam places an order for Heera Panna Gold (a sample of this rice was provided earlier). Contd… Page 2/2 7. Hoping to get some positive results from Fairmont Hotel, Centre Novotel Hotel and Bon Food Rest. as some samples and quotations have been provided. Method practiced: 1. On my interaction with the customer,...
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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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...department of Japanese industrial conglomerate Mitsubishi between 1942 and 1945 Kuok senior died in 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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...Corporate and Business Strategy Week 6 Case Discussion: Shangri-La Hotels (HBS 9-108-006) What is Shangri-La’s corporate strategy? Has it been successful? Why? To maintain “Shangri-La Hospitality” standards in the midst of rapid expansion from Asia to Europe, Australia and North America. Shangri-La different itself through its excellent Service model known as the “Shangri-La Hospitality” that is based on traditional Asian hospitality. There are around five core principles: respect, humility, courtesy, helpfulness and sincerity. Each of the principle is adapted to the local culture and practices. Delegation of Authority (used the 5-level organizational design) to group the employees into 5 tiers. Each level has separate guidelines, discretion and the amount of money they can use to handle customer requests that were outside normal operational guidelines. It works in other parts of the world but has difficulty in implementing it in China. Training facility “Shangri-La Academy” was set up to standardize the training and to maintain consistent service quality across Shangri-La hotels for a rapidly growing workforce (from 10,000 to 19,000) almost 90% growth. What are Shangri-La’s strategic growth portfolio. What are the assumptions and competitive bases for such a rapid expansion plan? Evaluate Shangri-La’s strategic growth portfolio. What are the assumptions and competitive bases for such a rapid expansion plan? What are the issues and the potential...
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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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...List the types of guests that patronized the establishment and explain why do they do so. The guests that patronized the Shangri La Hotel Kuala Lumpur are the travelers from other countries like Australia, England, Arabia, Taiwan and others. They choose Shangri La hotel as their place to stay a night because the location of Shangri La Hotel is the heart of city. Shangri La Hotel is near to the shopping mall, restaurant, KL Tower, PETRONAS Twin Tower and KL International Airport. Beside, Shangri La Hotel also near to bus station and monorail station. It is very convenience to travelers to go here and there. The other type of guests is the citizens who want to relax but don’t want go out of the city. They choose Shangri La Hotel as the place to relax stress because it has a Health Club. In Health Club has gymnasium, Jacuzzi & hydro pool, message treatments, outdoor swimming pool & children’s pool, outdoor tennis court, reflexology and steam & sauna room. The Health Club also opens for membership to local residents above 18 years old. On the other hand, also have some businessmen to patronize Shangri La Hotel because Shangri La Hotel also acts as business Centre. Shangri La Hotel provides many business amenities for the businessman like meeting rooms, Video conferencing Facilities and Complimentary Wi-Fi Broadband Internet. They also have several services like binding services, courier services, facsimile services, laser printing, photocopying services...
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