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[NEW] Strategic Analysis Of Shangri-La Hotel Case Study | shangri-la hotel – Sambeauty

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Discuss about the Strategic Analysis of Shangri-La Hotel.

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Introduction

Shangri-La is a Hong-Kong based hotel which has spread its services across the region of Asia, Europe, Middle Eastern Zone, Australia and Northern part of America. The hotel has established itself as a five star luxurious hotel with its legendary Asian hospitality. The hotel is located outside the city area in order to provide a soothing and peaceful environment to the customers. The hotel is fully equipped with trained staff which is always present at the customer’s disposal. The infrastructure of the hotel has been created in a manner so as to please the customer and take their minds off through its landscaped gardens, CHI Spa, The Waterfall and picturesque view of the location. The hotel has established its strong brand identity in the market of Singapore through its exceptional services and unique customer experience.

Scope of Report

The report would discuss and analyze the strategy of Shangri-La Hotel which has assisted the growth of the hotel. In order to understand the impact of external factors on the hotel, PESTEL analysis would be performed comprising of political factors, economic factors, social factors, technological factors, environmental factors and legal factors. Political factors would help to assess the political stability and scenario of Singapore. Economic factors would shed light on the inflation, cost of labor, income of people and overall economically favoring factors in the country which supports the operational activities of the hotel. Social factors would help us to understand the demographics, disposable income and lifestyle of the people of Singapore. Environmental and legal factors would help us to understand the laws of the country that affects the operations of the hotel.

Industry analysis is performed to shed some light on the market factors and assess their impact on the hotel. Critical success factors, porter’s five forces, competitor’s analysis and strategic group analysis are few of the tools which would be incorporated in the report to evaluate the industry. Further, an internal analysis would evaluate the internal operations of the Shangri-La Hotel. A value chain analysis would be performed to assess the primary and support activities of the hotel. SWOT analysis and core competency would assist to evaluate the strengths and weaknesses of the hotel. Recommendations would be suggested based on the analysis of the hotel.

Business Challenges

Shangri-La Hotel has been facing several business challenges which affect its overall operational activities. According to the Sustainability report of the hotel, the company has been consistently making efforts to attain its corporate social responsibility goals and objectives (Shangri-La, 2013). In order to attain its corporate social responsibility goals, the company’s sustainable operations are affected. The sustainability report of the company shows company’s financial status and the measures taken by the company to achieve the future goals. The company has been struggling to reduce its carbon emission activity and potable water consumption in order to attain its CSR goals and objectives. The major challenge is to attain CSR goals by considering the profitability and economies of scale of the company.

 

External Analysis

Political Factors

Singapore is a politically stable country with reliable infrastructure and government competency. The country has fostered an open and positive attitude towards the tourists and foreigners (Weizhen, 2015). This helps in attracting the tourist from all over the world which supports the growth of revenue for hotel industry.  Another political factor is international relations with other countries. Singapore has developed and maintained healthy relationship with its neighboring and other countries including United States and Philippine (Embassy of the Republic of Singapore, 2012). Singapore’s relationship with its neighboring and other countries also make it a great destination for tourists. Though, recently there has been threat of terrorism in the country which could affect the tourism of the country by hindering the international air travel or scaring the people (Liang, 2016).

Economic Factors

The overall economy of the world affects the business of Shangri-La Hotel because of global economic recession. The slowing economy of China, US and the countries of Europe also endangers the business of Hotels. The economic turmoil of the world has reduced the disposable income of the people which has lessened tourism. Further, rising income inequality due to rising economic threat has also reduced an individual’s ability to stay at hotel.

Social Factors

Social factors have contributed towards the growth of hotel industry because number of people planning international trips has increased by 13% in Asia. Approximately 15.5 million tourists visited Singapore in the year 2013 which led to growth of sales of hotel by 3.9% (Chow, 2014). The cultural changes around the world have increased the demand for packaged tours and luxury resorts which has also benefitted the hotel industry.

Technological Factors

The emerging technology has increased the business of hotel industry. The online rental services facilitate the consumers to book their hotel rooms in advance. This service has increased the sales revenue of hotel industry by giving the consumer an access to the information about hotels anywhere across the world.

Legal Factors

The change in jurisdiction of Singapore which deals with the food hygiene and standards has an impact on the business of Shangri-La Hotels. Singapore has very strict laws concerning the food safety management. Singapore has also adopted a grading system for the food industry in order to maintain the quality standards of food (NEA, 2017). The other legal factors which could affect the hotel are immigration rules and procedures for Singapore visa and consumer protection and employment laws in Singapore. Singapore has recently eased its immigration policies in order to stay economically competitive which had a positive impact on the hotel (Chang, 2015). The consumer laws of Singapore are strict to ensure a fair transaction between the supplier and the consumer (Singapore Statutes Online, 2017).  Singapore has strict policies to protect the rights of employees.

Environmental Factors

The hotel industry faces criticism for polluting the beaches, forest areas, historical places and other tourist places. The Shangri-La Hotel is required to adhere to the strict government laws which increase its operational cost.

 

Industry Analysis: Critical Success Factors

Critical success factors are those factors on which business must focus in order to survive within the market. The factors keep changing with the time due to global competition and the changing need of the customers. For hotel industry, following are the critical success factors:

  1. Location: Location has always been a significant factor of the hotel industry despite the changes in the industry. The travelers prefer to have a location which has a picturesque view and close to the airport and other basic amenities. The business travelers specifically look for a hotel which is close to the city and airport (Howell, 2009).
  2. Global Outlook: The consumer perception tends to get biased towards the globally owned hotels. A hotel must establish itself on international level in order to attract customers.
  3. Quality Management: This factor takes into consideration several factors including customer services and employee satisfaction. Hotels can improve their quality standards by making their employees satisfied which could lead to customer delight. When the employees of the hotel are satisfied then they would put their best individual efforts to satisfy the customers (Melia, 2010).
  4. Flexibility: The personnel staff of the hotel must have the liberty to deal with the critical situations in order to satisfy the customers. On the other hand, a manager with strict policies would not be able to resolve the customer conflict which would lead to customer dissatisfaction. Therefore, the manager must have the authority to take appropriate actions to turn a situation around and offer a great deal to the customers (Howell, 2009).

Porter’s Five Forces

Threat of New Entrants

This factor is determined by barriers to entry such as economies of scale, switching costs and loyalty of the customer, product differentiation and other factors (Hill & Jones, 2009). The hotel industry has very high cost of capital which is required for construction, furnishing and the pre-operational expense. The minimum number of hotel rooms required in a metropolitan city is 500 rooms.  Shangri-La Hotels has developed a brand image of its own over so many years which is difficult to build up within a short span of time. Therefore, Shangri-La does not face any threat of new entrant in the industry.

Threat of Substitute Products

The substitute products offer the products which are less costly and offer same services as that of the original product. Motels, hostels, guest houses are some of the substitute products of Shangri-La Hotel. The target market for substitute products is low income consumers or price sensitive consumers. Shangri-La Hotel does not face any competition from the substitutes because it has a different target audience which does not clash with the substitutes (Cheng, 2013). Shangri-La has very strong marketing strategy of attracting tour groups to maintain its sustainable framework of business. Thus, the hotel is not vulnerable to the market competition because of fragmented nature of the competition.

Bargaining Power of Suppliers

According to Porter, suppliers could dominate an industry if they are more concentrated as compared to their customer. In order to maintain the sustainability of the business, the hotel must develop a strategic relationship with its suppliers (Cheng, 2013). Labor and trained staff is the most crucial suppliers of Shangri-La Hotel.  In order to have a competitive edge over its competitors, the hotel must work to reduce its labor cost. The hospitality staff is in great demand all over the world which is the main challenge of hotel industry. Shangri-La faces challenges to recruit competitive staff at lower cost because of their great industrial demand. Further, the hotel has to abide the employment laws of Singapore which creates intense pressure on the hotel.

Bargaining Power of Buyers

According to Porter, the buyers could exert great pressure to bring down the prices of product or service if they are more concentrated than the players. Shangri-La is consistently working to increase its customers through strong marketing strategies. Now in order to increase the number of customers, the hotel has to listen to its customers and bring down the prices.

Existing Competitors

According to Porter, the intensity of completion within an industry depends upon the size of competitors along with their number. Shangri-La is a five star hotel and does not face intense competition from its rivals. The rivals of the hotel are Mandarin Oriental Hotel Group, Four seasons hotel resorts and Marriott hotel.

 

Competitor Analysis

Mandarin Oriental

Mandarin Oriental Singapore is a part of Mandarin Oriental Hotel Group which is known to offer its legendary services to the customers. The strategic vision of the company is to increase its global visibility through its luxurious services and increase its rental rooms. The mission of the company is to achieve the highest level of customer satisfaction (Mandarin Oriental, 2017). The hotel has developed a long lasting brand image. Mandarin Oriental Hotel has established its hotels at very picturesque location which is one of the major reasons to attract the customers.  The hotel is located in Marina Centre which is connected to Marina Square Shopping Mall and within a short radius of Resort Marina Bay Sands.

Mandarin Hotel its hotels spread across the regions of Europe, middle east, Africa, America and Asia Pacific. The hotel has very high standards of rules and regulations in order to maintain its quality. Due to its large operations, the hotel has very high line of authority which makes the decision making a complicated process. This creates challenges in terms of communication and cooperation among the employees. The housekeeping and front office departments face challenges to maintain the status of rooms. Further, the hotel has to incur huge cost in its food and beverage department.

Further, the hotel has numerous opportunities to increase its revenue from the F&B department. Mandarin serves different variety of food which attracts in house and outside guest (Jardines, 2011). Apart from that, the hotel could also generate its revenue from its meeting rooms and conferences facilities. The opportunity also lies to target the female business travelers along with the families.

Marriott International Inc.

Marriott is an international chain of hotels across the world in over seventy countries which targets the segment of leisure travelers, premium travelers and business travelers (Marriott, 2017). The target group comprises of upper class, corporate, families and newly married couples. Marriott has established its brand name through its prime location and luxury living strategy. The hotel consistently thrives to enhance its technical services in order to improve its business processes. Marriott has very strategically maintained the performance of its employees by achieving high levels of employee satisfaction which has led to highly satisfied customers. The hotel has thus, maintained good employee retention. 

Marriott has spread its wings across the globe and has developed very large sized operational system. Marriott has to maintain its quality standards in order to maintain its brand reputation which it has built over a span of time. The decision making process becomes complicated when the hotel manager faces a critical situation of customer conflict. In order to resolve the conflict, the manager must have the authority to take an independent decision. The hotel faces the challenge of brand dilution due to its complicated decision making process.

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Further, the hotel has huge potential in the emerging market of Singapore through its innovative services.

Four Seasons Hotels & Resorts

Four Season Hotels and Resorts is a five star luxury hotel services which offers wide range of services including accommodation, spa and other leisure services for travelers. Apart from these leisure services, the hotel also offers sports services including golfing, fishing, scuba, tennis, sailing and water sports. Four Seasons has its hotels located across the regions of America, Europe, Asia Pacific and Middle East and Africa. It is headquartered at Toronto in Canada (Four Seasons, 2017). The hotel has maintained its excellent services throughout the world. Four seasons consistently thrives to bring innovative services in order to attract the customers and maintain a sustainable model. Due to the high standards of customer services, Four season has been able to create long term relationship with its customers. The hotel has integrated an effective supply chain system within its process so as to dominate the entire market. One of the weaknesses of the hotel is that it has not incorporated effective communication strategies within its system. Further, due to high cost of labor and maintenance, the hotel is not able to achieve its economies of scale.

Four Seasons has great opportunity through its product and service expansion. The hotel could increase its customer base by strategically partnering with the international airways.

Strategic Group Analysis

Strategic group is a concept of strategic management which forms a cluster of companies within an industry which have similar business strategies or model (Freeman, 2010). Strategic group analysis helps us to identify those similar characteristics among the companies. The characteristics could be extent of branding, pricing policy, product diversification, degree of vertical integration, target market segment, channel of distribution.

After studying and analyzing the competitors of Shangri-La Hotel, it can be construed that a strategic group could be formed including Shangri-La Hotel, Mandarin Oriental Hotel, Marriott International Inc. and Four Seasons. They all have similar products and target market. All of these hotels are luxurious five star hotels with customer services. They all offer leisure facilities to the customers such as spa, golfing and water sports. Their target audience circumference revolves around the same market segment of business travelers and upper class travelers. They all have also incorporated strong marketing strategies in order to attract the tour packages and increase their sales revenue. Pricing strategy is also similar among the group of hotels and they have been consistently thriving in order to reduce their prices. The group of hotels has established a strong brand entity through their quality services and going beyond the expected level of customers. Their international presence also increases their overall market value and adds to their global outlook attribute.

Internal Analysis: Value Chain

Shangri-La value chain comprises of those business activities which offers value proposition to the customers in order to win the competition in the market. Value chain analysis could be broadly categorized into two segments of primary activities and support activities (Ivanova & Ivanov, S2012).

(Source: Ivanova & Ivanov, 2012).

Shangri-La Value Chain Analysis

Primary Activities Inbound Logistics

Shangri-La has an excellent inbound logistics system to maintain smooth operations in all of its three hotels in Singapore. The hotel has a specialized procurement team to develop purchase agreements with the vendors. The hotel has a unique supply chain management and inbound logistics which ensures smooth relationship with the suppliers through fair deals and prices. Warehousing and delivery is handled by the distributors through negotiation.

Operations

Shangri-La Hotel has ownership and franchise operational system. Shangri-La is a Hong-Kong based hotel which operates on both franchise and ownership model. Singapore has a management and franchise model system.

Outbound Logistics

Outbound logistics involves those activities which ensure finished product delivery to the customer. Shangri-La has deployed very high standards of customer services by maintaining trained staff. The hotel also conducts employee engagement activities in order to ensure employee satisfaction, which in turn leads to enhanced customer services.  Shangri-La ensures that employees adhere to the quality standards prescribed.  Further, in order to offer comfort to the customers, Shangri-La offers complimentary Wi-Fi, facilities for physically challenges, business centre, butler service, postal service, spa, child care service, travel and transportation privilege, salon and other basic amenities.

Marketing and Sales

Shangri-La has incorporated effective sales and marketing practices through marketing mix component. The hotel has employed sales professionals in Singapore to create business from leisure travelers, travel agencies and conventions. The company has increases its revenue over the past five years through its effective marketing strategies. Further, the hotel also launches special offers to increase its revenue by attracting the customers repeatedly and build long term relationship with the customers. The offers include special festival, value rate, weekend special and value vacation.  The customers can enjoy the luxurious and valuable services of the hotel at very economical prices (Linsheng, Yu & Na, 2010).

Service

Shangri-La offers quality and prompt services to its customers through its well trained employees. The members of customer service team can speak more than seven languages in order to assist the customers coming from various parts of the world. The team also has its presence on social media network in order to facilitate the customers to resolve their queries.

 

Shangri-La offers exclusive services of CHI Spa which is inspired from Chinese philosophy. The customers get an opportunity to receive the privilege of one of the most rejuvenating spas by getting access to finest selection of aromatic oils, bath salts, incense, spa robes and other accessories.

Yoga studio is another facility offered by the hotel to the customers. The yoga studio is led by highly knowledgeable yoga master who takes yoga and meditation classes.

VRIN Framework

Resource

Valuable (effectively uses opportunities and neutralizes threats)

Rare (only few of the firms have it)

Imitable (Costly affair)

Non-Substitutable

Human Resource Management

Yes, Shangri-La effectively utilizes manpower resource through deploying training program and policies.

Yes, only few of the hotels have been able to implement it.

No. It requires patience and commitment to develop skillful manpower.

Yes, there is no other substitute for an effective manpower.

Quality Service

Shangri-La offers luxurious services to the business travelers and upper class segment. Its CHI Spa service is a unique service offering. 

Yes, CHI Spa service is inspired from Chinese philosophy and is an exclusive product offering.

No. Providing quality services requires a strong value chain which is costly to build.

Yes, quality service cannot be substituted.

Ambience & Infrastructure

Shangri-La has one of the best ambience and infrastructure where tourists can enjoy their vacation.

No. Almost every competitor has its own unique ambience and infrastructure.

Maybe, though it is a costly process but can be easily imitated.

Yes.

Core Competency

Shangri-La has differentiated itself from its competitors through its high quality product and services. Its high quality service has led to the establishment of strong brand recognition across the Singapore. The hotel has also been able to achieve high level of customer satisfaction by fostering high standards of services. Further, the hotel has also integrated unique product and services in order to achieve customer delight. The hotel has been able to attain its high level of customer services through its employee training program. Shangri-La conducts extensive training programs for its staff in order to develop their competency skills and increase their performance level. The hotel has fostered a healthy environment at the workplace to increase the overall productivity of the company by increasing the level of customer satisfaction. The company has very well grasped the concept that only a satisfied staff can lead to high level of customer satisfaction.

Further, the hotel has also deployed loyalty program in order to increase its business revenue. It has also introduced special offers for its loyal customers to give them the privilege of value vacation and other incentives.

CHI Spa service of Shangri-La Hotel is a unique offering to the customers where they get access to the finest selection of oil and bath accessories. The spa service offers personalized accessories to the customers. The customer feels rejuvenated after taking the spa service. This is one of the unique concepts of the hotel industry which leads to customer delight.

Thus, Shangri-La Hotel has very well incorporated the concept of customer centric approach through its unique and quality services.

Financial Analysis

Shangri-La Hotel has very well structured its differentiation strategy which fully utilizes the resources of the firm. The company has adjusted itself as per the economic trends of the leisure industry to increase its profit every year in spite of decreasing revenue. The company has great financial management system which has supported its overall growth. Further, the company’s plan of expansion within the next two years would increase the value of the company. The current financial performance of the company is positive, yet the firm needs to enhance its overall revenue. The company needs to focus on its qualitative efforts in order to increase its profits and revenue.

TOWS Matrix

Threats

Shangri-La faces threat from the Asia’s market shift towards mid-market segment. Shangri-La is a five star hotel which targets the upper class segment of market. The Singapore tourist market is witnessing a shift in market to mid-market segment which has affected the growth of the hotel. Another challenge faced by the hotel is the increasing labor cost which increases the prices of products and services. The increasing price is the result of scarcity of manpower in the country. Recent terror attacks across the globe have shaken the entire tourism and travel industry because the people are frightened of being attacked. Shangri-La Hotel faces threat due to terrorist attacks and natural calamities which disastrously affect the business of hotel industry.  

Opportunities

Shangri-La is one of the most reputed brands in the Asian region. The hotel has developed its brand recognition through its quality and luxurious services to the customers. The customers perceive the hotel as a luxurious brand. The brand has also developed long term relationship with its customers through its special promotional offers and schemes. On the other hand, tourism industry is witnessing a rise which creates opportunity for the hotel. Shangri-La could use its brand identity and global outlook to enter new market segments.

Weaknesses

Shangri-La has not been able to glorify its brand name outside the Asia-Pacific region because of its limited marketing strategies. The hotel only targets the market segment of business travelers and upper class segment and has ignored the rest of the market which comprises of huge population.

Strengths

Shangri-La has effectively incorporated the culture of Asia in its system and has developed strong brand identity through its quality services. It is known as one of the best business hotels for its quality and quick services. Through its quality services, the hotel has been able to create long term relationship with the customers. 

Objectives

Long Term v/s Short Term

Vision (Long Term Goal): “To be the first choice for guests, colleagues, shareholders and business partners.”

The long term goal aims to build customer centric approaches and ensure customer satisfaction in order to build a sustainable business model. This helps to increase the overall profitability of the business and benefit the shareholder, employee and business partners.  

Mission (Short Term Goal): “To delight our guests every time by creating engaging experience straight from our hearts.”

The mission or short term aims to attract more number of customers in order to increase the business revenue of the company and dominate the market industry.

Recommendations

Growth Strategy

Ansoff matrix is a strategy used by the companies to grow their market share through market penetration, market development, product development and diversification (Baines & Fill, 2014).

Market penetration aims to increase growth of the existing products in the existing market. Market development aims to grow the market share by targeting the new market segments. Product development aims to create new products and services for the existing market. Diversification supports the growth of business by developing new products for new markets.

Shangri-La could use diversification approach and develop new product for new market segment. Shangri-La is a five star hotel which only targets the business travelers due to which it has restricted its growth in the market. The hotel could introduce new product to target the middle class segment. Since the market is moving towards the mid-segment hotels which is a huge opportunity for the hotel. Shangri-La could utilize this opportunity and create a service with less luxurious facilities to target the middle class segment.

Positioning Strategy

Positioning is marketing strategy which helps to create a brand name in the market through a differentiation factor. Positioning strategy for Shangri-La could be derived from its long term strategy of quality services. Shangri-La could offer value for money to the middle class segment by offering its quality services at economical prices. Thus, it could use the strategy “Like Services only economical prices”. This would create a differentiating factor and would position the brand in the market. The hotel would be able to drive large number of customers who are price sensitive and look for economical hotels. Since price sensitive customers contribute to the large segment of the population, the hotel would be able to dominate the market by covering a large share of the market.

SAVED Strategy

Arena

Shangri-La Hotel has several options to consider for its target segment. The business class travelers are the existing customers of hotel. The other target segments are low income consumers, middle class segment, youth, family groups, executives. Now, the company could choose one of the options in order to successfully create its marketing strategy.  Middle class segment is one of the lucrative segment and would support the growth of the company.

Vehicles

In order to target the middle class segment, the hotel needs to introduce new products and services specific to this group only. The services would be cost effective so as to not incur huge cost.

Staging

In order to target middle class consumers, the hotel needs to develop strategies and new products which would take minimum of 2-3 years.

Economic Logic

The middle class segment is the growing segment of Asia and therefore, future success can be attained by targeting this market segment. Since the existing market segment is business travelers which could not generate huge profits. The shareholder could be convinced that the middle class segment would drive huge profits for the company.

Differentiators

The strategy would increase the overall sales of the company.

 

References

Baines, P., & Fill, C. (2014). MARKETING 3E P. UK: OUP Oxford.

Chang, R. (2015). Singapore ‘will have to ease immigration laws to stay competitive’: EIU. Straitstimes. Retrieved from: https://www.straitstimes.com/singapore/singapore-will-have-to-ease-immigration-laws-to-stay-competitive-eiu

Cheng, S.Y. (2013).  Analyze the Hotel Industry in Porter Five Competitive Forces. The Journal of Global Business Management, 9(3) pp. 52-57.

Chow, J. (2014). Tourist arrivals and spending hit record highs in 2013; spending growth slowest since 2009. Straitstimes. Retrieved from: https://www.straitstimes.com/singapore/tourist-arrivals-and-spending-hit-record-highs-in-2013-spending-growth-slowest-since-2009

Embassy of the Republic of Singapore.  (2012). Foreign Policy. Embassy of the Republic of Singapore. https://www.mfa.gov.sg/content/mfa/overseasmission/manila/about_singapore/foreign_policy.html

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Four Seasons. (2017). Four Seasons Hotel Singapore. Retrieved from: https://www.fourseasons.com/singapore/landing_3/?gclid=CIuzr5qI2tICFZAGKgodBiYEmA&source=gaw16sngS01&KW_ID=su4i4Q8Bq_dc|pcrid|159836158786&s_kwcid=AL!4732!3!159836158786!e!!g!!four%20seasons%20singapore&ef_id=WLTwLgAAAFR9cfWy:20170316031822:s

Freeman, R.E. (2010). Strategic Management: A Stakeholder Approach. Cambridge: Cambridge University Press.

Hill, C., Jones, G. (2009). Strategic Management Theory: An Integrated Approach. Australia: Cengage Learning.

Howell, M.T. (2009). Critical Success Factors Simplified: Implementing the Powerful Drivers of Dramatic Business Improvement. New York: CRC Press.

Ivanova, M.G., & Ivanov, S.H. (2012). Conceptual Framework of Hotel Chains. Research Gate. Retrieved from: https://www.researchgate.net/publication/256022446_Conceptual_Framework_of_Hotel_Chains

Jardines. (2011). Mandarin Oriental Hotel Group – A Global Luxury Brand. Thistle The Magazine of Jardine Matheson, 3.

Liang, C.Z. (2016). ISIS terror threat greater now, says Shanmugam. Straitstimes. Retrieved from: https://www.straitstimes.com/singapore/isis-terror-threat-greater-now-says-shanmugam

Linsheng, F., Yu, H., & Na, W. (2010). Analysis on Hotel Service Innovation and Value Promoting Paths Based on Value Chain Theory. Proceedings of the 8th International Conference on Innovation & Management.

Mandarin Oriental. (2017). About Us. Retrieved from: https://www.mandarinoriental.com/about-us/

Marriott. (2017). About Marriott International – Find Your World. Retrieved from: https://www.marriott.com/marriott/aboutmarriott.mi

Melia, D. (2010). Critical Success Factors and Performance Management and Measurement: a Hospitality Context. THRIC Conference 2010: the 6th annual ‘Tourism and Hospitality Research in Ireland Conference.

NEA. (2017). Food Hygiene Standards in Singapore. National Environment Agency. Retrieved from: https://www.nea.gov.sg/public-health/food-hygiene

Shangri-La. (2013). Shangri-La Asia Limited Issues Second Sustainability Report. Retrieved from: https://www.shangri-la.com/corporate/press-room/press-releases/shangri-la-asia-limited-issues-second-sustainability-report/

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[Update] Mission, Vision, Goals and Objectives of Shangri-La Hotels and Resorts Achieving Service Leadership | shangri-la hotel – Sambeauty

1.1. What is a vision statement?

The vision statement for Shangri-La Hotels and Resorts Achieving Service Leadership is its strategic plan for the future – it defines what and where Shangri-La Hotels and Resorts Achieving Service Leadership
Company wants to be in the future. The vision statement for Shangri-La Hotels and Resorts Achieving Service Leadership is a document identifying the goals of
Shangri-La Hotels and Resorts Achieving Service Leadership to facilitate its strategic, managerial, as well as general decision making processes.

1.2. Components of the vision statement

1.2.1. Concise

The vision statement of Shangri-La Hotels and Resorts Achieving Service Leadership is brief and to the point. This means that the company has not used long
dialects and dialogues to delivers its opinion ad stance to the public and relevant stakeholders. The vision
statement should be brief and comprehensive – it should communicate the essence of the business, and its future
plans to help the stakeholders understand its business philosophy and business strategy.

1.2.2. Encompassing description

The vision statement of Shangri-La Hotels and Resorts Achieving Service Leadership should be brief but should be holistic in nature. This means that the visions
statement should be complete in its description and information of what the company desires, and how it plans to
achieve its long term goals strategically. The vision statement should be a comprehensive statement identifying
the company’s core strengths, which would enable it to achieve its futuristic goals.

1.3. How to develop a vision statement

The company should identify the following t be able to guide its business decisions towards future success and
progress to be able to develop a successful vision statement:

1.3.1. Look at the organizational history

  • When did Shangri-La Hotels and Resorts Achieving Service Leadership start the business?
  • How many employees did the company have during the beginning?
  • The significant milestones that Shangri-La Hotels and Resorts Achieving Service Leadership has achieved since being started, and when were these milestones
    achieved?
  • Include all positive and negative milestones that Shangri-La Hotels and Resorts Achieving Service Leadership has faced, and how it overcame them?
  • What does Shangri-La Hotels and Resorts Achieving Service Leadership enjoy the most about its business and why?

These questions will help the management and key decision makers at Shangri-La Hotels and Resorts Achieving Service Leadership to critically assess the history
and the various decisions that were made for Shangri-La Hotels and Resorts Achieving Service Leadership and the business. These will be critically reviewed for
the positive o the negative consequences they brought, and how that influenced the general business direction or
Shangri-La Hotels and Resorts Achieving Service Leadership to have it stand in its present position.

1.3.2. Look at the present

  • What is the business landscape for Shangri-La Hotels and Resorts Achieving Service Leadership currently?
  • How many employees does the business have currently?
  • What is the unique value proposition offered by Shangri-La Hotels and Resorts Achieving Service Leadership
  • What are the strengths, weaknesses, opportunities and threats being faced by Shangri-La Hotels and Resorts Achieving Service Leadership in the present?
  • What is the financial strength of the company in the present?

These questions will help strategic managers and decision-makers identify the need of the business to progress,
as well as identify the resources needed for advancement. In addition, these questions will also help Shangri-La Hotels and Resorts Achieving Service Leadership
in deciding the future direction it wants to take on, and how to achieve and realize that direction. Lastly,
assessment of present standing for Shangri-La Hotels and Resorts Achieving Service Leadership will help the business identify how it can improve the business with
potential changes.

1.3.3. Look at the future of the organization

  • What are the long term goals for Shangri-La Hotels and Resorts Achieving Service Leadership?
  • What are the short term goals for Shangri-La Hotels and Resorts Achieving Service Leadership?
  • How can the company improve its offerings?
  • Which processes and ideas can be implemented to help the business gain higher effectivity and efficiency?
  • What is the potential for growth for Shangri-La Hotels and Resorts Achieving Service Leadership?
  • What are the secondary goals of the business?

These questions will allow managers and decision makers for Shangri-La Hotels and Resorts Achieving Service Leadership to clearly think about where they want the
business to be in the future, and how this future and its goals can be achieved and realized.

1.3.4. Identify loopholes

The process of critically assessing the past, present and future of Shangri-La Hotels and Resorts Achieving Service Leadership is important for vision building
because:

  • It allows identification of gaps and loopholes between the present an the future
  • It directs Shangri-La Hotels and Resorts Achieving Service Leadership towards filling those loopholes through correct resource allocation
  • It helps idea generation for enhancing business performance
  • It allows strategic decision making for fueling business growth

1.4. How to implement a vision statement

1.4.1. Gathering for a meeting and idea generation

  • Shangri-La Hotels and Resorts Achieving Service Leadership should gather all employees from different managerial levels in groups
  • These groups should work towards generating ideas based on what the organization stands for, and what it
    offers
  • The idea generation should be based on the employee’s perception
  • The ideas should also involve where the progression of the company should be focused on
  • In addition, the employees should also focus their ideas on foreseeing a potential future for Shangri-La Hotels and Resorts Achieving Service Leadership

1.4.2. Grouping similar ideas and developing drafts

  • Similar ideas should be grouped
  • Senior level employees should develop and compare descriptions for grouped ideas
  • The grouped ideas should be categorized according to themes
  • The thematic groupings should be prioritized with the organizational offerings and values
  • Draft vision statements should be created based on high priority groups of ideas and descriptions

1.4.3. Evaluating the vision statement

  • Visions statements should be evaluated on their criteria of matching with the organizational offering and
    potential
  • The vision stamen should also reflect the work environment and business potential of Shangri-La Hotels and Resorts Achieving Service Leadership
  • The vision statement should be in line with the values of Shangri-La Hotels and Resorts Achieving Service Leadership

1.4.4. Communication of vision statement

  • The visions statement should be communicated to all relevant stakeholders of Shangri-La Hotels and Resorts Achieving Service Leadership
  • The visions statement should be incorporated in the annual statement
  • The visions statement for Shangri-La Hotels and Resorts Achieving Service Leadership should also be updated, and transparently be drafted within the
    organization
  • The visions statement should be sued to guide the drafting of the mission statement

2. The mission statement of Shangri-La Hotels and Resorts Achieving Service Leadership

2.1. What is a mission statement?

The mission statement for Shangri-La Hotels and Resorts Achieving Service Leadership is a public document that details the values and strategic aims of
Shangri-La Hotels and Resorts Achieving Service Leadership. The mission statement of Shangri-La Hotels and Resorts Achieving Service Leadership also identifies the purpose of the organization existence,
highlighting the services and the products it offers. Further, the mission statement also identifies the
organization’s operational goals for Shangri-La Hotels and Resorts Achieving Service Leadership, the processes the company uses to achieve those, the target
customer groups, and the region where the company operates.

2.2. Components of a mission statement

2.2.1. Customer satisfaction

The mission statement of Shangri-La Hotels and Resorts Achieving Service Leadership focuses on addressing issues of customer satisfaction. The mission statement
of Shangri-La Hotels and Resorts Achieving Service Leadership has identified its target customer groups, and also identified their needs and demands. The mission
statement reflects on how its products and services work towards increasing customer satisfaction for its target
customers.

2.2.2. Based on core competencies

The mission statement of Shangri-La Hotels and Resorts Achieving Service Leadership is based on its integral strengths and competencies. This is important for
Shangri-La Hotels and Resorts Achieving Service Leadership as the mission statement will highlight the different systems and processes as well as strategic
tactics that the company uses to achieve its organizational and strategic goals. The achievement of the goals will
depend on how well Shangri-La Hotels and Resorts Achieving Service Leadership makes use of its core competencies.

2.2.3. Realistic and clear

The mission statement for Shangri-La Hotels and Resorts Achieving Service Leadership is also realistic and clear. This means that Shangri-La Hotels and Resorts Achieving Service Leadership has used simple,
string, and easily understood words and phrases in the drafting of its mission statement. Clarity is important so
that the mission statement is understood by all relevant stakeholders of Shangri-La Hotels and Resorts Achieving Service Leadership Company. Shangri-La Hotels and Resorts Achieving Service Leadership’s mission
statement is also realistic, which makes it able to achieve various set goals and targets.

2.2.4. Motivational and inspirational

The mission statement of Shangri-La Hotels and Resorts Achieving Service Leadership is motivational in that it works towards inspiring the employees and the
workforce towards giving their optimal best performance towards the goal achievement of Shangri-La Hotels and Resorts Achieving Service Leadership. The mission
statement of Shangri-La Hotels and Resorts Achieving Service Leadership is also inspirational in that it develops the need for growth and progress in individuals
– for the betterment of not only the company but also for their own selves.

2.2.5. Specific and sharp

The mission statement of Shangri-La Hotels and Resorts Achieving Service Leadership is precise and to the point. It is easy to understand and delivers what the
audience must know about Shangri-La Hotels and Resorts Achieving Service Leadership’s offerings and operations. It is important to keep the missions statement
short, sharp and precise to be able to successfully communicate the company’s standing to stakeholders, instead of
dragging it on into long pages with repetition and non-important aspects.

2.2.6. Reflects the company’s offerings

The mission statement of a company should be based on what the company has to offer in terms of products and
services. This means that the mission statement for Shangri-La Hotels and Resorts Achieving Service Leadership highlights its offerings, but ensures that this
offering is in line with the values that the company stands for. The mission statement for Shangri-La Hotels and Resorts Achieving Service Leadership, therefore,
identifies the ethical grounds through which the company systematically works to deliver its offering.

2.3. How to develop a mission statement

It is important to follow the following steps and answer the following questions to be able to develop successful
mission statements:

2.3.1. What does Shangri-La Hotels and Resorts Achieving Service Leadership do?

  • Define the purpose of Shangri-La Hotels and Resorts Achieving Service Leadership
  • Define its brief history
  • Define the need for existence for Shangri-La Hotels and Resorts Achieving Service Leadership

2.3.2. How does Shangri-La Hotels and Resorts Achieving Service Leadership manage to achieve its promised offering?

  • Explain the systems and operations employed at Shangri-La Hotels and Resorts Achieving Service Leadership
  • Identify relevant ethical policies in place at Shangri-La Hotels and Resorts Achieving Service Leadership
  • Highlight the use of transparency at Shangri-La Hotels and Resorts Achieving Service Leadership in all matters
  • Define the processes that Shangri-La Hotels and Resorts Achieving Service Leadership uses to deliver its promised offering to target customer groups

2.3.3. For whom does Shangri-La Hotels and Resorts Achieving Service Leadership produce offerings?

  • Define target market customers for Shangri-La Hotels and Resorts Achieving Service Leadership
  • Target market customers from different regions can also be defined
  • Shangri-La Hotels and Resorts Achieving Service Leadership can also explore secondary target market groups, and define them in the mission statement

2.3.4. What value is Shangri-La Hotels and Resorts Achieving Service Leadership adding on?

  • Define the value additions being brought forward by Shangri-La Hotels and Resorts Achieving Service Leadership in the customer’s life
  • Define the purpose of the offerings being delivered by Shangri-La Hotels and Resorts Achieving Service Leadership
  • Highlight the importance of Shangri-La Hotels and Resorts Achieving Service Leadership in the lives of its customers

2.4. How to implement the mission statement

2.4.1. Communication

  • Shangri-La Hotels and Resorts Achieving Service Leadership should communicate the mission statement to all stakeholders – employees, customers, shareholders,
    public, government etc.
  • Shangri-La Hotels and Resorts Achieving Service Leadership should also keep the mission statement transparent and accessible at all times

2.4.2. Training

  • Shangri-La Hotels and Resorts Achieving Service Leadership should encourage its employee force to undergo training if need be to meet the requirements of the
    mission statement
  • Shangri-La Hotels and Resorts Achieving Service Leadership should regularly hold workshops to refine the values being defined in the mission statement and
    build them in its employee force

2.4.3. Goal setting

  • Shangri-La Hotels and Resorts Achieving Service Leadership should develop SMART goals to meet the strategic targets identified in the mission statement
  • Shangri-La Hotels and Resorts Achieving Service Leadership should also develop ethical grounds to remain in line with the mission statement
  • Shangri-La Hotels and Resorts Achieving Service Leadership should keep goals flexible, but the means to achieve the goals should be stringent and should
    reflect the values drafted in the mission statement

3. Goals of Shangri-La Hotels and Resorts Achieving Service Leadership

3.1. What are organizational goals

Organizational goals are those business and strategic objectives that define the purpose of Shangri-La Hotels and Resorts Achieving Service Leadership.
Organizational goals are strategic targets that Shangri-La Hotels and Resorts Achieving Service Leadership wants to achieve over a period of time. This time
period is generally long term. The goals of Shangri-La Hotels and Resorts Achieving Service Leadership help direct its employee behaviour, as well as help in
directing the operations of the business in the short term.

3.2. Components of goal

3.2.1. Achievable

The goals set by Shangri-La Hotels and Resorts Achieving Service Leadership should be achievable. This means that Shangri-La Hotels and Resorts Achieving Service Leadership should have the resources and the
finances necessary for being able to realize the organizational goals over the long haul. Shangri-La Hotels and Resorts Achieving Service Leadership should also
have the strategic leadership to be able to achieve these organizational goals.

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3.2.2. Time-frame defined

All goals set by Shangri-La Hotels and Resorts Achieving Service Leadership- even for the long term – have an attached time frame. This is important to ensure
that the organization is effective and efficient in realizing its goals.an attached time frame for the goals set
for the long term future also helps in establishing a related time frame for the more short term organizational
objectives.

3.2.3. Easy to understand

The goals should be fairly simple and should be easily understood by all employees of Shangri-La Hotels and Resorts Achieving Service Leadership. This is
important as only when employees are clear about what the goals are, their importance, and the urgency of
achieving them will they be able to relate with them and work towards achieving them.

3.2.4. Easy to communicate

The goals set by Shangri-La Hotels and Resorts Achieving Service Leadership should also be easy to communicate. This means that the jargon used for goal setting
and goal communication should be clear and precise. These goals should be communicated with all managerial levels,
and all employees to allow them a directive path to help the organization achieve these goals.

3.2.5. Pragmatic

The goals set by Shangri-La Hotels and Resorts Achieving Service Leadership should also be realistic in nature. This means that all strategic goals defined by
Shangri-La Hotels and Resorts Achieving Service Leadership should take into consideration not only its internal financial position and resources but also the
skill set of its employees and the larger macro environment. This will enable the company to set goals that will
sue the core competencies of Shangri-La Hotels and Resorts Achieving Service Leadership to help it achieve the strategic goals easily, and realistically.

3.2.6. Relation with job tasks

All goals should be relatable with the employees of Shangri-La Hotels and Resorts Achieving Service Leadership. This means that all goals should directly or
indirectly be tied to the job tasks and job nature of employees. This is to ensure that employees don’t feel
redundant and use their skills to help the organization progress.

3.3. How to develop goals

3.3.1. Strategic evaluation

  • Assess and review the vision statement
  • Based on the vision statement and company values, decide where Shangri-La Hotels and Resorts Achieving Service Leadership should be in the next five years

3.3.2. Brainstorming

  • Brainstorm goals that will help Shangri-La Hotels and Resorts Achieving Service Leadership achieve its long term direction
  • Group goals according to themes
  • Cluster the goals, and briefly describe each group and cluster
  • Set long term goals for the company according to different clusters and groups

3.3.3. Prioritization

  • Prioritize different clusters and groups
  • Set and define long term goals based on prioritization
  • Prioritization should be based on how soon the different defined goal groups and clusters will help Shangri-La Hotels and Resorts Achieving Service Leadership
    progress and achieve its desired position in the next five years or so to develop a successful vision statement

3.4. How to implement goals

3.4.1. Communication

  • Communicate the goals to all managerial levels
  • Goals should also be communicated to all relevant stakeholders – including distributors, shareholders,
    third-party contractors etc.
  • Goals may also be communicated to customers
  • Communication of goals will help Shangri-La Hotels and Resorts Achieving Service Leadership achieve goals by defining roles and milestones needed for
    achievement

3.4.2. Periodic strategic evaluation

  • Evaluate the progress of goal attainment periodically
  • This evaluation is done at a strategic level and operational level
  • Different goals should be set for different departments of Shangri-La Hotels and Resorts Achieving Service Leadership to help it achieve the broader long term
    goals
  • These departmental goals help in directing operations towards the larger strategic goal attainment

3.4.3. Training

  • Employee training to develop skills needed and necessary for goal attainment
  • Training can be in-house or out-house for employees
  • Training for Shangri-La Hotels and Resorts Achieving Service Leadership should be continual and should be consistent with the goals set

4. Objectives of Shangri-La Hotels and Resorts Achieving Service Leadership

4.1. What are organizational objectives

Organizational objectives for Shangri-La Hotels and Resorts Achieving Service Leadership are the short to medium term targets and goals that the organization
sets to achieve the bigger strategic goals set for the long term. The organizational objectives are important in
shaping resource allocation within Shangri-La Hotels and Resorts Achieving Service Leadership as well as in determining the policies, schedules and processes that
are implemented in Shangri-La Hotels and Resorts Achieving Service Leadership.

4.2. Components of objectives

4.2.1. Specific

All objectives set by Shangri-La Hotels and Resorts Achieving Service Leadership are specific and clear. This helps employees, as well as managers, manage and
maintain focus on the targets and the end results that need to be achieved. At the same time, specific objectives
help managers determine skill development and training needs within their departments as well.

4.2.2. Measurable

Objectives at Shangri-La Hotels and Resorts Achieving Service Leadership are also measurable. This means that all objectives can be tracked for progress. This is
important for Shangri-La Hotels and Resorts Achieving Service Leadership as it helps in meeting deadlines. The element of measurability is added in objectives by
adding quantifiable criteria for determining progress and objective achievement.

4.2.3. Attainable

The goal should be attainable that even in stretching the abilities of the employees and challenging them, it
should remain possible to achieve. The objectives at Shangri-La Hotels and Resorts Achieving Service Leadership are attainable in that they push the employees out
of their comfort zones but remain possible to achieve.

4.2.4. Realistic

Objectives at Shangri-La Hotels and Resorts Achieving Service Leadership are also attainable in that they are realistic. This means that Shangri-La Hotels and Resorts Achieving Service Leadership sets
objectives keeping in view the organizational resources and constraints to be able to achieve objectives
effectively and within time.

4.2.5. Timely

Objectives at Shangri-La Hotels and Resorts Achieving Service Leadership are also time-bound in that they have a specified start and finish date. The timeliness
of the objective helps Shangri-La Hotels and Resorts Achieving Service Leadership maintain a sense of urgency in employees, and keep them motivated towards
achieving the objective.

4.3. How to develop objectives

4.3.1. Focus on overall strategy

  • Objectives should focus on the broader organizational strategy
  • This will facilitate the organization in keeping in view the broader purpose and at the same time work towards
    achieving quantifiable goals and objectives
  • By keeping in view strategic focus, Shangri-La Hotels and Resorts Achieving Service Leadership also maintains proximity with the vision of the organization
    and works towards enhancing the performance of the organization

4.3.2. Focus on goal

  • Objectives at Shangri-La Hotels and Resorts Achieving Service Leadership should be set keeping in view the set organizational goals
  • Objectives at Shangri-La Hotels and Resorts Achieving Service Leadership should flow from the organizational goals, and work towards helping the company and
    its departments and operations achieving the set goals
  • This is important as it keeps objectives strategically relevant to the organizational processes and systems

4.3.3. Focus on the time frame and skill sets available

  • Objectives at Shangri-La Hotels and Resorts Achieving Service Leadership should focus on the time constraints present in terms of resource present, as well as
    the urgency of the organization and the industry
  • Objectives at Shangri-La Hotels and Resorts Achieving Service Leadership should also focus on the skillset of employee and organizational resources available
  • Focus on resources and skills is important to ensure that all objectives are attainable
  • Focus and relevance with resources and skills will also help Shangri-La Hotels and Resorts Achieving Service Leadership identify gaps that it needs to fill
    through training

4.4. How to implement objectives

4.4.1. Communication

  • Objectives at Shangri-La Hotels and Resorts Achieving Service Leadership should be discussed with employees mutually
  • Purpose of the set objectives should be clearly discussed, and communicated with the employees
  • This discussion should entail not only the objective, but also the time period within which it is expected to
    be completed, and the processes and means to achieve it
  • Objectives should also include aspects of personal and individual growth and development of employees to make
    sure that employees remain motivated throughout

4.4.2. Performance appraisal

  • The performance appraisal at Shangri-La Hotels and Resorts Achieving Service Leadership helps managers and supervisors keep track of objective achievement and
    employee performance
  • The performance appraisal also helps keep the objectives time bound through regular reviews and discussions
  • The performance appraisal also helps identify skills development aspects that employees need and helps the
    managers develop suitable and needful strategic training programs for skill development and skill improvement

5. References

Cole, G., 2003. Strategic Management. Boston: Cengage Learning EMEA.

French, R., 2011. Organizational Behaviour. Hoboken:NJ: John Wiley & Sons.

Gilligan, C. & Hird, M., 2012. International Marketing: Strategy and Management. London: Routledge.

Hill, C. & Jones, G., 2007. Strategic Management: An Integrated Approach. Boston: Cengage Learning.

King, D. & Lawley, S., 2016. Organizational Behaviour. Oxford: Oxford University Press. Learning.

Kotler, P. & Keller, K., 2009. Marketing Management. New Jersey: Prentice Hall.

Perkins, S. & Arvinen-Muondo, R., 2013. Organizational Behaviour: People, Process, Work and Human Resource
Management. London: Kogan Page Publishers.

Thompson, J. & Martin, F., 2010. Strategic Management: Awareness & Change. Hampshire: Cengage Learning
EMEA.

Witcher, B. J. & Chau, V. S., 2010. Strategic Management: Principles and Practice. Boston: Cengage Learning
EMEA.


SHANGRI-LA PARIS | Best luxury hotel in Paris (full tour in 4K)


Join me on a full tour (in 4K UHD) of ShangriLa Paris, the most exclusive hotel in the French capital. The hotel is housed in a historic mansion, once home to Prince Roland Bonaparte, and offers breathtaking views of the Eiffel Tower.
Get complimentary VIP perks at this hotel with Virtuoso: https://www.classictravel.com/hotels/shangrilahotelparis?agent=LuxTravelExpert
Read my review of ShangriLa Paris here: https://theluxurytravelexpert.com/2021/08/04/reviewshangrilaparis/
Video chapters:
0:00 Intro
3:41 Lobby
12:10 Room
18:28 Spa \u0026 pool
22:51 Historic salons
24:44 Dinner
29:05 breakfast
Subscribe to my YouTube channel if you like my videos (800,000+ followers so far). Each Saturday, I upload a new video about my travels around the world.
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นอกจากการดูบทความนี้แล้ว คุณยังสามารถดูข้อมูลที่เป็นประโยชน์อื่นๆ อีกมากมายที่เราให้ไว้ที่นี่: ดูความรู้เพิ่มเติมที่นี่

SHANGRI-LA PARIS | Best luxury hotel in Paris (full tour in 4K)

Shangri-La Hotel at the Shard, London | allthegoodies.com


(A) Available for all.
We are visiting ShangriLa Hotel at the Shard. In this video we test out the hotel, the luxurious rooms, the Sky Pool London´s higest pool, the Gōng Bar, the highest hotel bar in Europe and the hotel restaurant Ting.
Music: The Emperor´s Army by Jeremy Blake

Shangri-La Hotel at the Shard, London | allthegoodies.com

Shangri-La Hotel Singapore | Garden Wing Deluxe Room Review


This video is not an Ad/Paid Promotion.
This video is for those interested in finding out what the Garden Wing Pool View Deluxe Room at the the ShangriLa Hotel Singapore looks like and what it has to offer.
Check out my Facebook page for more content!
https://www.facebook.com/OrientTravellerZ100448891817638
~ Staycation Review ~
Stay Period Jan 2021
Room Type Garden Wing Pool View Deluxe Room
~ Checkin Experience ~
We stayed at the ShangriLa Hotel Singapore in January 2021. We arrived early at around 11am but were unable to checkin early. Instead a card was given to us granting us permission to use the facilities while we waited for our room to be ready. There were 4 to 5 staff at the checkin counters so we didn’t have to wait long. Around 2pm, we received a call informing us our room was ready. We were given an upgrade from a City View to a Pool View room, which in my opinion is better as it ties the whole resort vibe together. We were granted a 1pm late checkout after some persuasion as the hotel was running at full capacity.
~ Room Experience ~
At 50sqm, the room size is larger than most in Singapore. Note that some of the floor area is dedicated to the large balcony. The Garden Wing had undergone a renovation in 2012 and the décor is relatively modern and uses plenty of mahogany and marble to bring out the naturecentric resort vibe. The large glass doors allow plenty of natural light. There are sheer and blackout blinds that are electronically controlled beside the bed. The bathroom is large and has a window with adjustable blinds. The main highlight of the room would be the balcony. Relaxing on the two armchairs transports oneself away from the hustle and bustle of Singapore. A rare reprieve in this day and age.
~ Pool \u0026 Gym Experience ~
There were lifeguards and staff regulating access to the pool and gym. The gym was quite large and was bathed in natural light from the large floor to ceiling windows. The pool did not require prebooking as the size of the pool meant the hotel never had more guests using the pool than the pool can safely accommodate. The pool had different zones with varying depth.
NOTE: As our stay was during the COVID19 period, our experience may differ from the norm at this hotel.
Audio: Freedom Roa

Shangri-La Hotel Singapore | Garden Wing Deluxe Room Review

Staycation: SHANGRI-LA HOTEL JAKARTA


Just like last year, we decided to do a staycation a day before the 2021 fasting month (Ramadhan), we chose ShangriLa because it’s one of the best family oriented hotels in Jakarta. We had a very pleasant stay! We really enjoyed the facilities, including the waterpark, and the free food and beverages!
Please visit our blog for a more indepth review:
https://izzythewanderbear.blogspot.com/2021/04/staycation15shangrilahoteljakarta.html?m=1

Instagram: @izzythewanderbear
Blog: http://izzythewanderbear.blogspot.com/
Created by Mommy Bear @kikanialina

Sama seperti tahun lalu, kami memutuskan untuk staycation sehari sebelum bulan puasa 2021 (Ramadhan), kami memilih ShangriLa karena ini salah satu hotel berorientasi keluarga terbaik di Jakarta. Kami memiliki pengalaman menginap yang sangat menyenangkan! Kami benarbenar menikmati fasilitasfasilitasnya, termasuk taman bermain air, dan makanan dan minuman gratisnya!
Silahkan kunjungi blog kami untuk ulasan yang lebih mendalam:
https://izzythewanderbear.blogspot.com/2021/04/staycation15shangrilahoteljakarta.html?m=1

Staycation: SHANGRI-LA HOTEL JAKARTA

Shangrila Resort | Upper Kachura Lake Skardu (Gilgit Baltistan )


The Kachura Lakes (Urdu: کچورہ جھیل‎) are two lakes in the Skardu District of GilgitBaltistan, northern Pakistan. The lakes, at 2,500 metres (8,200 ft) in elevation, are Upper Kachura Lake and Lower Kachura Lake.[1] The latter is also known as Shangrila Lake and is within a tourist resort named Shangrila Resort outside the town of Skardu. The lakes are in the Karakoram mountain range of the western Himalayas, the greater Kashmir region, and in the Indus River basin.
Upper Kachura Lake
Autumn Colors and Boat.jpg
Upper Kachura Lake is of clear water and has a depth of 70 metres (230 ft). In summer it has a temperature of 15 °C (59 °F)[2]. In winter the surface is frozen solid. The upper Indus River flows nearby at a lower elevation.
The beauty of the Upper Kachura Lake is almost untampered and mostly unexplored by travelers, due to lack of infrastructure owing to its rough terrain The area has a rich flora of the Western Himalayan subalpine conifer forests ecoregion, and also known for its wild apricot Prunus armeniaca orchards. Recreation activities at Upper Kachura Lake include hiking, trout fishing, and Himalaya mountaineering.
Video Of Shangla Part 1
https://www.youtube.com/watch?v=1noup…
Shangla part 2
https://www.youtube.com/watch?v=yx8CY…
Jalaygodar
https://www.youtube.com/watch?v=2lks2…
Jalala Godar
https://www.youtube.com/watch?v=yh3d…

Dadhsar miandam valley KPK Pakistan
https://www.youtube.com/watch?v=fJQ9K…

Gabral Shahibagh video in the link
https://www.youtube.com/watch?
SWAT PAKISTAN
https://www.youtube.com/watch?v=4nW4A…
MANKYAL KALAM UNKNOW TRASURE
https://www.youtube.com/watch?v=i778v…
Shangla pakistan
https://www.youtube.com/watch?v=qpyD8…
Autumn in swat
https://www.youtube.com/watch?v=Xxn9I…
Swat Snow
https://www.youtube.com/watch?v=F_iwI…
Check our facebook page for best landscapes and photography trips
Must like and share it
https://www.facebook.com/Jehansher123/
Thanks so much
information Wikipedia
Music :
Khumariyaan Official

Shangrila Resort | Upper Kachura Lake Skardu (Gilgit Baltistan )

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ขอบคุณมากสำหรับการดูหัวข้อโพสต์ shangri-la hotel

Nguyễn Huệ

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