浦东香格里拉酒店战略管理.ppt

1、LOGOStrategic Management in Hospitality IndustryShanghai Pudong Shangri-la HotelContentsBackground&BriefIntroduction1External&InternalEnvironmentAnalysisoftheHotel2SWOTAnalysis3Three-LevelStrategiesModel4Issues&Problems5Recommendations6Background&Brief IntroductionPudongShangri-la:nFoundedin1998andr

2、estructuredby2005.nMission:TotheworldisalltheShangri-lapeoplesvisionIntheLujiazuiFinanceandTradeZoneofShanghai.ItenjoyseasyaccesstobothHongqiaoandPudonginternationalairportsandisalsoclosetothesubwayconnectingPudongtoPuxi(WestShanghai).ProminentlysitedalongthefamousHuangpuRiver,theHotelhasbreathtakin

3、gviewsofShanghaislegendaryriverfront-theBundandtheOrientalPearlTVTower.External Environment AnalysisAnalysis of external stakeholders and the broad environmentIdentification of opportunities and threatsEstablishastrategicdirectionanddevelopandimplementstrategies.Porters Five Forces Model Bargaining

4、power of buyersIntensity of rivalry in the industryThreat of substitutesRisk of entry by potential competitorsBargaining power of suppliersPorters Five Forces ModelIntensity of rivalry in the industryResourceThecustomergroupsRisk of entry by potential competitorsLowentrybarriersStyleintheirprice,ser

5、viceorqualityBargaining power of suppliersDifferentiatedtheirproductstoswitchsuppliers.ThePowerfulsupplierscaneasilyintegrateforwardBargainingpowerofbuyersInshortsupplyTheriseoftherentThreat of substitutesThehigherpriceitwillbe,themoreguestswillbeinatthesubstitutehotel.STEEP Analysis1.Socio-demograp

6、hic influencesCulture,valueandattitudeinfluencepeopletodosomethinganditwillimpactthehotelTheage,sex,andlocation2.TechnologicalinfluencesThedevelopmentoftransportmakeitconveniencefortouristsThehi-techinformationsystem3.EconomicfactorTheeconomicgrowthratesofChinaare=moredisposableincomeformoreconsumpt

7、ionGetmorefromtheforeignerswiththeRMBexchangeratesgrowingSTEEP Analysis4.EnvironmentalfactorPaymoreattentiontothesustainabledevelopment5.PoliticalfactorCooperationwithlocalgovernmentswhowillsetsomepoliciestoencouragethedevelopmentorregulateandcontrolthemisunderstanding.Internal Environment AnalysisC

8、orecompetenciesResourcesResourcesCapabilityCapabilityResourcesTangibleresources1.StaffafterShangri-Lashospitalityoftrainingwithinsixmonths.2.ThefirstHACCPhonoredcertificationofthehotelinmainlandChina3.OwnPujiangbuildingsandhotelbuildingsconsistingofZijinbuildingResourcesIntangible resourcesuGoodbran

9、dreputationRanksin46thplaceintheworlduGoodtrainingsystemandlowstaffturnoverBetterintegrationofculturewiththehotelemployeesandemployertogrowbetter.SalaryandbenefitsarecompetitiveuShangri-LasGoldenCircle-GoldenCircleuPartnershipswithmajorairlinesallovertheworldandsalesofficesinmajorcitiesCapabilityEff

10、iciententerprisemodeofoperationsuchasHACCPcertificationandFidelioOperacentralreservationsystem.ResourcesandwealthfromShangri-laHotelManagementGroupHighemployeeloyaltyandcorporateWithCornellnetworkinstituteinonlineremotetrainingShangri-la Hotel Shangri-la Hotel significant significant capability capa

11、bility Value Chain1Human resource management3Technology and system development2Product and service developmentSupport activities infrastructure4ProcurementValue Chain1Transportation3Marketing and sales2On-site servicePrimary activities4Retail distributionSWOTStrengthThreatsWeaknessOpportunityS WOTSW

12、OTStrengthWeaknessThreatsnLeadpositionintheAsia-pacificmarketnConcentratedontheAsia-pacificmarketnOldequipmentwithhighercostsnLackofdiversityintheproductnAgoodlocationandtransportinLujiazuin16five-starhotelsinLujiazuisharethesamecustomernThebreakdownofthemarketexpansion.OpportunitynHaveagrouprunsbus

13、inesstrade,realestateandbeveragenAgoodreputation(topfouramongChinastop20hotelgroup)nGoodeconomicenvironmentandthediversificationofthetourismmarketnFrequentjob-hoppingandnon-loyalemployeesSWTOChinas Top 20 Hotel Group1.Jinjianginternationalhotelmanagementcompany2.SixstateshotelCo.,LTD3.MarriottIntern

14、ational4.Shangri-lahotelsandresorts5.ThefoundingoftheinternationalhotelmanagementCo.,LTD6.AccorGroupofhotels7.StarwoodhotelsresortsmanagementCo.,LTD8.OrientalhotelmanagementCo.,LTD9.NewAsiahotelmanagementCo.,LTD10.GloriainternationalhotelsCo.,LTDThree-Level Strategies ModelCorporate-Level Strategies

15、Business-Level StrategiesFunctional-Level StrategiesSuperior EfficiencySuperior QualitySuperior InnovationSuperior Customer ResponsivenessFocused differentiationShangri-la hotel use the focus differentiation strategic.Eg.Shanghai pudong jiali hotelThree-Level Strategies ModelSuperior EfficiencyMost

16、advanced reservation technologyleads to lower management costs and higher profit.Rapidly expansionthe newly opened 31 hotels in 2006 to 2010 in the world,and 14 hotels opened in ChinaA perfect training of employeea perfect employee training plan from the employees to senior managers establish talent poolThree-Level Strategies ModelSuperior QualityRigorous training systemModern internet service improvingChinesewebsiteandtheJapanesewebsiteexpandedtheCHItheSPAhydrotherapy,specialhomepagesuchasthede