Owns Shangri-La Hotels and Resorts (SLA) and manages the largest deluxe chain in Asia. In 1993, the CEO realized that there was a need for a common goal and a common set of values ​​to bind all Shangri-La Hotels and convey to them the feeling that they were all part of the same organization to create. The “Shangri-La 2000” strategic plan has been developed to achieve these goals. This case provides a detailed description of the formulation process of “Shangri-La 2000”, and how it was … Read more »

Owns Shangri-La Hotels and Resorts (SLA) and manages the largest deluxe chain in Asia. In 1993, the CEO realized that there was a need for a common goal and a common set of values ​​to bind all Shangri-La Hotels and convey to them the feeling that they were all part of the same organization to create. The “Shangri-La 2000” strategic plan has been developed to achieve these goals. This case provides a detailed description of the formulation process of “Shangri-La 2000”, and how it communicates to all employees at the Kowloon Shangri-La (KSL) – one of 38 Shangri-La hotels. A major challenge faced by the general manager of KSL, as the performance measurements before and after the implementation of the Strategic Plan, to interpret made to assess its effectiveness. He wondered what he could do to the dynamics of the “Shangri-La 2000” at KSL keep the midst of unfavorable conditions, the. Due to the economic crisis in Asia
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from
Gerard Tocquer,
Eva Y.H. Kwan
Source: University of Hong Kong
23 pages.
Release Date: 1 January 2000. Prod #: HKU061-PDF-ENG
Shangri-La Hotels and Resorts: The pursuit of service HBR case management solution

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