Product details

This is a Spanish version. Shangri-La Hotels and Resorts (SLA) owns and manages the largest deluxe hotel chain in Asia. The hotel chain expanded rapidly in the 1980s. In 1993, the managing director recognised that there was a need to create a common goal and a set of common values to bind all Shangri-La Hotels and to instil among them the feeling that they were all part of the same organisation. The 'Shangri-La 2000' strategic plan was developed to achieve these objectives. The formulation of 'Shangri-La 2000' was completed at the end of 1996. This case study provides a detailed account of the formulation process of 'Shangri-La 2000' and how it was communicated to every employee at Kowloon Shangri-La (KSL) - one of the 38 Shangri-La Hotels. The implementation of 'Shangri-La 2000' at KSL was completed by March 1999. A major challenge faced by the general manager of KSL then was how to interpret the performance measurements taken before and after the implementation of the strategic plan to assess its effectiveness. He also wondered what he could do to maintain the momentum of 'Shangri-La 2000' at KSL amidst the adverse operating environment brought about by the Asian economic crisis.