浦东香格里拉酒店战略管理.ppt

* * LOGO Strategic Management in Hospitality Industry Shanghai Pudong Shangri-la Hotel Contents Background Brief Introduction 1 External Internal Environment Analysis of the Hotel 2 SWOT Analysis 3 Three-Level Strategies Model 4 Issues Problems 5 Recommendations 6 Background Brief Introduction Pudong Shangri-la: Founded in 1998 and restructured by 2005. Mission: To the world is all the Shangri-la people’s vision In the Lujiazui Finance and Trade Zone of Shanghai. It enjoys easy access to both Hongqiao and Pudong international airports and is also close to the subway connecting Pudong to Puxi (West Shanghai). Prominently sited along the famous Huangpu River, the Hotel has breathtaking views of Shanghais legendary riverfront - the Bund and the Oriental Pearl TV Tower.  External Environment Analysis Analysis of external stakeholders and the broad environment Identification of opportunities and threats Establish a strategic direction and develop and implement strategies. Porter’s Five Forces Model Bargaining power of buyers Intensity of rivalry in the industry Threat of substitutes Risk of entry by potential competitors Bargaining power of suppliers Porter’s Five Forces Model STEEP Analysis STEEP Analysis Internal Environment Analysis Resources Tangible resources 1.Staff after Shangri-Las hospitality of training within six months. 2.The first HACCP honored certification of the hotel in mainland China 3.Own Pujiang buildings and hotel buildings consisting of Zijin building Resources Intangible resources Good brand reputation Ranks in 46th place in the world Good training system and low staff turnover Better integration of culture with the hotel employees and employer to grow better. Salary and benefits are competitive Shangri-Las Golden Circle --Golden Circle Partnerships with major airlines all over the world and sales offices in major cities Capability Efficient enterprise mode of operation such as HACCP