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
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Consolidated Financials Financial Statements Financial Statistics 112 - 155 156 1 The Indian Hotels Company Limited Board of Directors Management Ratan N. Tata R. K. Krishna Kumar K. B. Dadiseth Deepak Parekh Jagdish Capoor Shapoor Mistry Nadir Godrej A. R. Aga Raymond N. Bickson Anil P. Goel Abhijit Mukerji Managing Director Executive Director – Finance Executive Director – Hotel Operations Yannick Poupon Jyoti Narang P. K. Mohan Kumar Veer Vijay Singh Beejal Desai Solicitors Chairman
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to Paris floger HalloweU, David Bowen, and Carin-Isabel Knoop Europe is different from North America, and Paris is very different. I did not say difficult. I said diffeient. —A senior Four Seasons manager Executive Summary Four Seasons Hotels and Resorts opened its first French property in 1999. This article presents that opening as a case study to illustrate a perspective on how a company with a strong and highly successful organizational culture might approach a new national culture when
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Subir Bhowmick waited outside the office of R.K. Krishna Kumar, managing director and head of the Taj Hotel Group. Bhowmick wanted to ask Krishna Kumar to reexamine what the company was trying to accomplish by assigning a particular manager to run the Taj Kumarakom, a smaller property in a highly competitive market. Since assuming management responsibility for the Taj Group in 1997, Krishna Kumar had introduced many changes, the most conspicuous being a new performance management system that
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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
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Seasons manager In 2002, Four Seasons Hotels and Resorts was arguably the world’s leading operator of luxury hotels, managing 53 properties in 24 countries and delivering what observers called “consistently exceptional service.” For Four Seasons, that meant providing high-quality, truly personalized service to enable guests to maximize the value of their time, however the guest defined doing so. No tC In 1999, Four Seasons opened the Four Seasons Hotel George V Paris (hereafter, “F. S. George
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photocopied, or otherwise reproduced, posted, or transmitted, without the permission of Harvard Business School. LYNDA M. APPLEGATE GABRIELE P ICCOL I CHEKI TAN DEV HILTON HOTELS Diferenciación de Marca mediante la Gestión de Relación con el Cliente (CRM) A principios de 2008, la corporación Hilton Hotels estaba preparada para un ambiciosa plan de crecimiento a nivel internacional que la llevaría a la apertura de 1.000 hoteles en Estados Unidos en los próximos cinco años y de 1.000
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Rosewood Hotels & Resorts 1 Running Head: ROSEWOOD HOTELS & RESORTS Rosewood Hotels & Resorts Rosewood Hotels & Resorts 2 Rosewood Hotels & Resorts is a collection of unique, one-of-a-kind luxury properties that are individually branded with the purpose of capturing what is unique about a given location. This strategy has been successful but now management believes that branding the hotels as a collective will increase customer visits between properties. Question #1- Why is Rosewood considering
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STROOCK Rosewood Hotels & Resorts: Branding to Increase Customer Profitability and Lifetime Value Introduction For nearly 25 years, Rosewood Hotels & Resorts (Rosewood), a private hotel management company, sought to build a global reputation with iconic luxury hotels such as The Mansion on Turtle Creek in Dallas and The Carlyle in New York—trophy properties so distinctive, each could thrive on its own name, without any “corporate” identification (see Exhibit 1 for brand history). The Rosewood brand
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2087 JUNE 15, 2007 CHEKITAN S. DEV LAURE MOUGEOT STROOCK Rosewood Hotels & Resorts: Branding to Increase Customer Profitability and Lifetime Value Introduction For nearly 25 years, Rosewood Hotels & Resorts (Rosewood), a private hotel management company, sought to build a global reputation with iconic luxury hotels such as The Mansion on Turtle Creek in Dallas and The Carlyle in New York—trophy properties so distinctive, each could thrive on its own name, without any “corporate” identification
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