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 companies. The Shangri-La story began in 1971 with its first deluxe hotel in Singapore. Today, there are 71 hotels and resorts throughout Asia Pacific, North America, the Middle East, and Europe, representing a room inventory of over 30,000. In
Underutilized capacity5. Management’s 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 environmental/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 4P’s 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. |

Key Success Factors

Alternatives 1. Pro Con 2. Pro Con 3. Pro Con
Recommendation

Implementation Plan
Short-Term
Long-Term

Prologue

According to the SHANGRI-LA ASIA financial reports for 2006