StrategicManagementinHospitalityIndustryShanghaiPudongShangri-laHotelContentsBackground&BriefIntroduction1External&InternalEnvironmentAnalysisoftheHotel2SWOTAnalysis3Three-LevelStrategiesModel4Issues&Problems5Recommendations6Background&BriefIntroductionPudongShangri-la:Foundedin1998andrestructuredby2005.

Mission:TotheworldisalltheShangri-lapeople’svisionIntheLujiazuiFinanceandTradeZoneofShanghai.ItenjoyseasyaccesstobothHongqiaoandPudonginternationalairportsandisalsoclosetothesubwayconnectingPudongtoPuxi(WestShanghai).ProminentlysitedalongthefamousHuangpuRiver,theHotelhasbreathtakingviewsofShanghai'slegendaryriverfront-theBundandtheOrientalPearlTVTower.

ExternalEnvironmentAnalysisAnalysisofexternalstakeholdersandthebroadenvironmentIdentificationofopportunitiesandthreatsEstablishastrategicdirectionanddevelopandimplementstrategies.Porter’sFiveForcesModel

BargainingpowerofbuyersIntensityofrivalryintheindustryThreatofsubstitutesRiskofentrybypotentialcompetitorsBargainingpowerofsuppliersPorter’sFiveForcesModelSTEEPAnalysisSTEEPAnalysisInternalEnvironmentAnalysis

ResourcesTangibleresources1.Staffafter"Shangri-La'shospitality"oftrainingwithinsixmonths.2.ThefirstHACCPhonoredcertificationofthehotelinmainlandChina3.OwnPujiangbuildingsandhotelbuildingsconsistingofZijinbuildingResourcesIntangibleresourcesGoodbrandreputationRanksin46thplaceintheworldGoodtrainingsystemandlowstaffturnoverBetterintegrationofculturewiththehotelemployeesandemployertogrowbetter.SalaryandbenefitsarecompetitiveShangri-La'sGoldenCircle--GoldenCirclePartnershipswithmajorairlinesallovertheworldandsalesofficesinmajorcitiesCapabilityEfficiententerprisemodeofoperationsuchasHACCPcertificationandFidelioOperacentralreservationsystem.ResourcesandwealthfromShangri-laHotelManagementGroupHighemployeeloyaltyandcorporateWithCornellnetworkinstituteinonlineremotetrainingShangri-laHotel’significantcapabilityValueChain1Humanresourcemanagement3Technologyandsystemdevelopment2ProductandservicedevelopmentSupportactivitiesinfrastructure4ProcurementValueChain1Transportation3Marketingandsales2On-siteservicePrimaryactivities4RetaildistributionSWOTSWOTSWOTStrengthWeaknessThreatsLeadpositionintheAsia-pacificmarketConcentratedontheAsia-pacificmarketOldequipmentwithhighercostsLackofdiversityintheproductAgoodlocationandtransportinLujiazui

16five-starhotels\inLujiazuisharethesamecustomerThebreakdownofthemarketexpansion.OpportunityHaveagrouprunsbusinesstrade,realestateandbeverageAgoodreputation(topfouramongChina'stop20hotelgroup)GoodeconomicenvironmentandthediversificationofthetourismmarketFrequentjob-hoppingandnon-loyalemployeesSWTO

China’sTop20HotelGroup1.Jinjianginternationalhotelmanagementcompany2.SixstateshotelCo.,LTD3.MarriottInternational4.Shangri-lahotelsandresorts5.ThefoundingoftheinternationalhotelmanagementCo.,LTD6.AccorGroupofhotels7.StarwoodhotelsresortsmanagementCo.,LTD8.OrientalhotelmanagementCo.,LTD9.NewAsiahotelmanagementCo.,LTD10.GloriainternationalhotelsCo.,LTDThree-LevelStrategiesModelCorporate-LevelStrategiesBusiness-LevelStrategiesFunctional-LevelStrategiesSuperiorEfficiencySuperiorQualitySuperiorInnovationSuperiorCustomerResponsivenessFocuseddifferentiationShangri-lahotelusethefocusdifferentiationstrategic.Eg.Shanghaipudongjialihotel

Three-LevelStrategiesModelSuperiorEfficiencyThree-LevelStrategiesModelSuperiorQualityThree-LevelStrategiesModelSuperiorInnovationThree-LevelStrategiesModelSuperiorCustomerResponsivenessEstablishthesenseofloyaltyRewardpointsprocedureAttentiononwelfareBusiness-LevelStrategies

FocuseddifferentiationShangri-lahotelusethefocusdifferentiationstrategic.eg.ShanghaipudongjialihotelIssues&ProblemsTheShangri-lapeople’svisionistotheworldratherthaninAsia.E.g.SUMGDPinShanghaiisgraduallyincreasing,butPGDPisdecreasingduringtheseyears.Issues&ProblemsE.g.severalquick-servicerestaurantsandeconomyhotelsexistingnearit.ManyhotelsarelocatedinthemostprosperousShanghaitradedevelopmentzone.Issues&ProblemsE.g.Teenagersgra