Vous êtes sur la page 1sur 33

University of Wales Institute, Cardiff

Bachelor of Business Management


(International Business Management)

Strategic Management
Strategic Management in Shangri-La Asia Limited

Lecturer: Mr. David Goh

Student name Lu Mingkuan

Matriculation Number 09006943

Student ID 0807/3580

Submission Date: 15. September, 2010

Executive Summary
This report provides an analysis and evaluation of the strategy management in the Shangri-La Asia Limited, and indicates how to use some approaches to achieve its vision and mission. Approaches of analysis include the PESTEL Analysis, Porters Five Forces, SWOT Analysis, TOWS Matrix, BCG

Matrix Financial Ratio and Ansoff Matrix. All of the methods are found in the text books and websites. As the result of analysis, this report provides some methods for Shangri-La to improve its
2

business performance.

This report finds the strengths and weaknesses which Shangri-La has, finds some opportunities for Shangri-La as well, and final provides some recommendations for Shangri-La references.

The recommendations include: firstly, Product diversification, that means Shangri-La can provide more range of product for customer to choose. Secondly, Shangri-La can reduce the price relatively, or make more promotions. Lastly, Shangri-La can diversify risk into other business areas.

Table of contents:
3

1. Introduction
1.1 The name of Shangri-La. 1.2 Background of Shangri-La Asia Limited.

5 5

2. Vision and Mission of Shangri-La


2.1 Vision..... 2.2 Mission.

6 6 7 7 8 9 10 10 11 11 12 12 13 13 14 14 14 15 16 16 17 19 21 22 23 23

3. Environmental Scanning---PESTEL Analysis..


3.1 Political Analysis. 3.2 Economic Analysis. 3.3 Social Analysis.... 3.4 Technological Analysis.... 3.5 Environmental Analysis. 3.6 Legal Analysis.

4. Porters Five Forces....


4.1 The Threats of Existing Rivals.. 4.2 The Threats of New Entrants 4.3 The Threats of Substitutes 4.4 The Threats of Bargaining Power of Suppliers.... 4.5 The Threats of Bargaining Power of Customers.....

5. SWOT Analysis...........
5.1 Strengths..... 5.2 Weaknesses..... 5.3 Opportunities.... 5.4 Threats...

6. TOWS Matrix 7. Company Performance and Financial Ratio. 8. Ansoff Matrix...... 9. BCG Matrix........ 10. Conclusion 11. Recommendation..
4

12. Evaluation of learning. 13. References........

25 26

1. Introduction
1.1 The name of Shangri-La
The name Shangri-La is originated from a novel called Lost Horizon, which was written by a British writer James Hilton more than half century ago. In novel, Shangri-la is a place where have snow-capped mountains, forests, gorges and lakes, and the beautiful scenery (China Planner, 2004). Therefore, the name Shangri-La gives people the impression of peaceful, beautiful, mysterious, and hopeful in the very early time since the first time the name mentioned in the British novel.

1.2 Background of Shangri-la Asia Limited


Shangri-la Asia Limited incorporated in Bermuda on 14 August 1992. Firstly it was listed on the Hong Kong Stock Exchange, later listed in on the Singapore Exchange (SGX) (Singapore exchange Ltd, 2010).

The most important thing the Company engaged is investment holding. The subsidiaries are in charge of operating hotels and associated properties, the
6

provision of hotel management and other services. The subsidiaries are also the registered proprietors of various trademarks and service marks, such as Shangri-La, Traders, Rasa, Summer Palace and Shang Palace (Singapore exchange Ltd, 2010). The product diversification strategy is one of the most important reasons why the Shangri-La can at the forefront of performance in the industry.

Other subsidiaries of Company are engaged in the leasing of office, commercial, residential and exhibition hall space and servicing apartments as well as the ownership and operation of hotels (Singapore exchange Ltd, 2010).

Even though Shangri-La has already established numerous hotels all over the world, and gained a large market share worldwide, nevertheless the founder Robert Kuok still hold his desire to see the number of Shangri-La hotel chains reach to one hundred (Cohen, 2004).

2. Vision and Mission of Shangri-La


2.1 Vision
The vision of a corporate is a short, succinct, and inspiring statement of what the organization intends to become and to achieve at some point in the future, often stated in competitive terms (Kotelnikov, 2010).

The vision of Shangri-la is to be the first choice for guests, colleagues, shareholders and business partners (Shangri-La International Hotel

Management Ltd, 2010).

In order to achieve this company vision, Shangri-La put their efforts to make
7

customer haven a unique and memorable experience every time stay with them, attempt to provide the highest standard quality and value services and products to customer.

2.2 Mission
A mission statement is a sentence describing a companys function, markets and competitive advantages; a short written statement of your business goals and philosophies (Entrepreneur, 2006).

The mission of Shangri-la is to delight our guests every time by creating engaging experiences straight from our hearts (Shangri-La International Hotel Management Ltd, 2010).

Maximize customer satisfaction can increase efficiently the revenues of company, and increase the reputation of company as well, for this purpose company can use the marketing strategy like which we called the word-ofmouth marketing (WoM).

Shangri-La has already be awarded as the Asia Best Hotel Brand, Best Hotel Chain in Asia, Best International Hotel Management Group and so on(Shangri-La International Hotel Management Ltd, 2010). Shangri-La cannot have these countless honors and achievement without the clear and farsighted vision and mission.

3.

Environmental Scanning---PESTEL Analysis

For the purpose of sustaining the competitive advantage in the industry, company should constantly analyze the environment, and adapt the environment which it lives in. The environment scanning can offer a company
8

a systematic overview of the external fact important to the organization and indicates whether the organization influence them or not (MDF, 2005).

There are numerous factors in the macro-environment that can affect the management decisions, which are Political, Economical, Social,

Technological, Environmental, Legal (Oxford University Press, 2007), by analysis the effects of company, the PESTEL Analysis framework can be used. In this report, the PESTEL analysis is adopted to analyze the external environment of Shangri-La Asia Limited, identify the influences of relevant factors in environment, and also can help company adapt the new environment quickly so as to maintain its competitive advantage.

3.1 Political Analysis


Marketing decisions are typically affected in variety of ways by developments in the political environment (Wilson, R. M. S, 2007).

Singapore gained sovereignty officially on 9 August 1965, the Peoples Action Party (PAP) has been dominated its politics since the day the country was founded (Guide Me Singapore, 2010). Under the leadership of the PAP, the characteristic of Singapores power structure is a top-down style, it means the political power in Singapore is highly centralized. Furthermore, Singapore is a multi-racial country, even though the government gives fair treatment to all races in different important aspects, such like education, housing and health. The centralization of power and fair treatment in all the races results in high level of political stability.

According to the statistic data from Singapore Department of Statistics, the foreign direct investment in Singapore country/region in 2008 is reach to the number of 459,729 million dollars (Singapore Department of Statistics, 28
9

January 2010).

The relatively stable polity and investment environment of Singapore enables Shangri-La run its business with no worries and makes the investment process in Singapore more convenient and easier. Shangri-La has three hotels in Singapore which is Rasa Sentosa Resort, Singapore, Shangri-La, Singapore and Traders, Singapore.

3.2

Economical Analysis

Despite the geographic size of Singapore is relatively small, the economy of Singapore is one of most prosperous in the world.

As the global economic crisis in 2008 brought serious negative impact to almost every different industry, the tourism in Singapore was not escape from it. According to the report of Singapore Tourism Board (STB), compare to the same period in 2007, the visitors to Singapore for travelling or business dropped 4.1 percent to 739,000 in September, 2008 due to the global economic crises and the downturn (Peoples Daily Online, 2008).

Singapore government boosted the recovery of economy in Singapore with two integrated resorts with casino license which are the Marina Bay Sands and Resorts World. These two integrated resort accelerated the recovery of economy in Singapore with drawn over more than $ 5 billion investment and generate 35,000 jobs for both citizen and foreign workers (Economy Watch, 2010).

During the recession in 2008 to 2009, Shangri-La implement various ways to maintain its revenue, such like, providing the free Internet services for all of it customer around the world (China Tech News, 2009). With the rapidly recover
10

of economy, Shangri-La still rose its net profit by 54% in 2009, though its core hotel business suffered from a sharp decrease in demand due to the global financial crisis (Hospitality NET, 2009).

3.3 Social Analysis


The statistic data from latest census indicate that the total population of Singapore has reached to 5,076,000, compare to the 2009, there is an approximately increment of 100,000(Singapore Department of Statistics, 2010). The growth rates of population are relatively stable. The number of redundancy in services industry is decrease from 2,850 of second quarter in 2009 to 800 in the same quarter of 2010. Reversely, the employment in services industry is increase dramatically from 3.8 thousands in second quarter of 2009 to 27.4 thousands in the same period of 2010 (Ministry of Manpower, 2010). This data points out that the services and hospitality industry is warming sustainably.

Recovery of hospitality industry make the Shangri-La have bright prospect. The stability of society make the Singapore can attract more foreign traveler visit to Singapore, thereby make the occupancy rate move up steady.

3.4 Technological Analysis


Product innovativeness influences market performance of the new product, a new product can be accepted by customer means that innovation is successful (Ali, 2000). Innovation and continuous update its facilities makes Shangri-La always be the best choice of traveler and lead the industry.

The world needs technological innovation for economic growing sustainably (Marcus, 2011). Currently, Science and technology is widely applied in each
11

industries for maintain their competitive advantages. Shangri-La always updated its technology in order provide the luxurious and high quality services to its customer. Take Shangri-La, Jakarta for example. Both the gates of its car parks are equipped with the latest security technology which called Under Vehicle Scanning (UVS) system. For the purpose of giving the guest the most up-to-date technology and privileges, Jakarta provided features free wireless Internet access in all public areas. In order to give the customer feeling of safety, all the facilities in Jakarta are backed up by the security system and Close Circuit Televisions (CCTVs) (Street directory, 2010).

3.5 Environmental Analysis


The amazing development of technology has brought us numerous benefits, but it also causes some problems to us, such like the environmental problem. For the deterioration of greenhouse effect and environmental pollution, the growing number of people becomes to realize the important of environment and sustainable development.

Singapore is very environment conscious county (Focus Singapore, 2010). Government put huge efforts on the protection of environment. Project Ecooffice is a joint venture between Singapore Environment Council (SEC) and City Development Limited (CDL) which enable the companies to raise its awareness and cultivate environment-friendly habits at the workplace. Those companies which perform well on the environment issue can be awarded the Green Office Label. The day-to-day operation in Shangri-La is ensured to promote and implement responsible environmental practices, all the staffs are responsible for operating and working in an environmentally responsible manner. Currently, 34 hotels and one private members club has received ISO 14001 certification which are awarded to organization who has the
12

contribution on the environment (Shangri-La, 2010).

3.6 Legal Analysis


The legal issue is another important aspect can affect the hotel performance. For making a reservation of room, customer of Shangri-La may leave their some personal information to Shangri-La, such like contact number, address, credit number and so on. Shangri-La secures all of personal information from unauthorized access, use or disclosure. To make customer feel safety when they live in Shangri-La, Shangri-La collects and uses customer information to service customer in the safety way by using the advanced encryption, such like Secure Socket Layer (SSL).

4.

Porters Five Forces

Michael Porters Five Forces of Competitive Position model provides a simple perspective for assessing and analyzing the competitive strength and position of a corporation or business organization (Business balls, 2009). According to Porters Five Forces diagram, the five forces to assess are existing rivals, new entrants, substitutes, customers, and suppliers. The Porters Five Forces diagram is provided as follows:

13

(Sources from: Business balls, 2009)

4.1The Threats of Existing Rivals (High)


In Singapore, the number of luxury five hotel is approximately 30, this is a huge number compare to other places, such like Hilton Hotel Singapore, Mandarin Orchard Singapore, Raffles Hotel Singapore, and so on (Asia Hotels, 2010). In this condition, Shangri-La faces the more serious competition, thereby the threat of existing rivals in Shangri-La is considered as very high.

4.2 The Threats of New Entrants (Medium)


Singapore is one of the most famous tourism destinations in the world, the hospitality industry is open to varying degrees of competition from new entrants. Just in the 2010, Marina Bay Sands Singapore moved into market to
14

take some of the market shares. The new entrants move into the industry constantly will result in the more serious competitions without doubt, however, the new entrant who wants to compete with Shangri-La must have very strong capital and competitive advantages of itself otherwise it is very difficult to be a threat to Shangri-La. Thus, the threat of new entrants to Shangri-La is medium.

4.3 The Threats of Substitutes (High)


The power of substitutes is another force which can affect the industry attractiveness (Marcus, 2011). If the price for the Shangri-La is too much higher than other hotels, there are numerous of alternatives for traveler to choose. For example, in Singapore, there has a kind of hotels which called budget hotel, such like hotel 81, values hotel, and so on, in additional, there are also lots of four star and three star hotels for traveler to select. How to make sure the high quality of services and product, while pressure the cost to relative lower is a tough problem to the luxury hotels like Shangri-La. In another hand, the others five star hotels in Singapore are also can be the better choices if the price in Shangri-La is too high. Consider all of these reason, the threat of substitutes in Shangri-La is too high.

4.4 The Threats of Bargaining Power of Suppliers (Low)


Supplier is another important factor which can affect the industry attractiveness. A company which wants to make more profit is seeking to buy input at relatively low prices and convert them to outputs sold at relatively high prices (Marcus, 2011). Shangri-La is not just concern about the profits, it works with its supply chain partner where possible to effectively manage its direct and indirect environmental impact (Shangri-La International Hotel
15

Management Ltd, 2010). When select the suppliers, the expectations, policies and processes of potential supplier, and the requirements of potential suppliers in relation to Corporation and Social Responsibility (CSR) are all taken into account. As one of the largest hotel in the industry, the position of Shangri-La is high than the suppliers, so the bargaining power of supplier is relative lower.

4.5 .The Threats of Bargaining Power of Customers (High)


Customer is also as the important factor as the supplier to company. When the customers make their decision to choose which hotel they will live in, the cost-performance, quality of services are all factors which can affect their mind to make the purchase decision. Because Shangri-La is not the only choice when they want to live in, there are wide ranges of hotels they can choose, so the bargaining power of customer is high to Shangri-La. To meet the needs of customer, and serve customer more kindly, Shangri-La can use the web to listening to customers concerns and ideas (Marketing, 2010).

Shangri-La can incorporate Michael Porters Five Forces Model into their marketing strategy so as to keep their competitive advantage in the hospitality industry.

5.

SWOT Analysis

In order to pave the way for the strategy creation, the SWOT analysis is used for forcing management of company to make a candid list of internal strengths and weaknesses as well as a compilation of external opportunities and threats
16

(Lasher, 2005). SWOT is an acronym that stands for strengths, weaknesses, opportunities and threats. (Gunelius, 2008)

5.1Strengths
Strength is something the company either does well relative to others or has that which others do not have (Lasher, 2005). For example, the strength of Singapore International Airline (SIA) is to provide the highest quality of service in the airline industry which the rest of airlines maybe cannot. The main strengths of Shangri-La are:
1. can provide the luxury and up-to-day advanced facilities to its customers,

customer experience all aspects of the products and services offered by the company(Garg, 2010), the better product and services the company provide, the high level satisfaction customer may get.
2. has strong capital 3. can provide highest quality service that can help it earn good reputation

and consumer loyalty.


4. Shangri-La has already built a good reputation around Asian.

5.2 Weaknesses
Weakness is something the corporation lacks or something that the firm is not good at as its rivals (Lasher, 2005). For an instance, even though the level of services is high for SIA, the price for the air tickets of SIA is also high than other airlines. The weaknesses of Shangri-La are:
1. Shangri-La has very high reputation in the Asia, but for the other

customers from the European countries or America countries, the situation is changed, they may not know the Shangri-La as the Asia people. In this case, the Shangri-La may lose this market share which is occupied by
17

non-Asia countries.
2. Shangri-La just target to the high income customer, so the price of hotel is

relative high, thus the younger consumer and the medium and low income consumer are ignored.

5.3 Opportunities
Opportunities are situation in which a company has a chance to improve its strategic position by taking a specific, out of the ordinary, action (Lasher, 2005). For example, product diversification can be an opportunities of company, launch a new promotion plan can be an opportunities of company in order to attract more people to buy its products., running business into a new market can also be a opportunities to a company. With the recovery of global economy, the tourism industry is warming sustainably, the prospect of hospitality industry is bright, Shangri-La can catch this huge opportunity to gain more profit. For example:
1. Shangri-La can adopt the Market development and product development

to help it to grow.
2. Shangri-La can enhance its brand image and become the world-famous

hotel brand.

5.4 Threats
Threats are generally changes in the external environment that have the potential to seriously disrupt the firms well-being (Lasher, 2005). For example, the credit risk is the principal threat to the Over-The-Counter (OTC) financial market, the threat of the stock market is high level of volatility. The tremendous threats of Shangri-La are:
1. Shangri-La faces the serious competition in the industry as mentioned
18

before. Find the way to maintain its competitive advantage is the most significant and principal task for Shangri-La, otherwise, there are plenty of hotels for customer to select.
2. There are lots of substitutes that customer can chose.

6.

TOWS Matrix

The following diagram on the next page is TOWS Matrix, which indicate the four types of strategies. So strategies are developed by using the internal strengths to take advantage of external opportunities. WO strategies are focus on improving the internal weaknesses by taking advantage of external opportunities. ST strategies are used by company to reduce the negative impact of external threats. WT strategies are implemented to reduce external threats and improve internal weaknesses.

19

Internal

Strengths
1. provide the luxury and

Weaknesses
1. The reputation is just in

up-to-day facilities 2. strong capital

advanced

Asia 2. The price is relative high

3. highest quality service

External

4. Great corporate image

in Asia

Opportunities
1. Market development
2. Product diversification

SO-Strategies
(S1,O1) 2. Provide the low class

WO-Strategies
the budget Shangri-La hotel for the low income group of consumer (W2, O2)

1. Enter the global market 1. Provide

3. Globalization

of hotel.(S4,O2) 3. To build the Global

2. Enter

the Europe or

corporate image (S3, O3)

America markets, build new hotel in these

areas (W1,O3)

Threats

ST-Strategies
20

WT-Strategies

1. Serious competition 2. Product substitute

1. Product promotion( S1, 1. Reduce T1) 2. Training staff, improving the staff skill (S3, T1) 3. Innovation (S2, T2) of product

the

operation

cost, decrease the price of product, Maintain its competitive advantages. (W2, T1)

(Created for this assignment)


7.

Company Performance and Financial Ratio

(Source from: Shangri-La Annual report 2008)

21

(Source from: Shangri-La Annual report 2008)

According to the Annual report 2008 of Shangri-La, the financial dates are shown in these two diagrams. From the diagram, the Group revenue increase from RM 410,725 million in 2007 to RM 413,447 million in the 2008. The profit attributable to shareholders in 2008 declined by 36% to RM49,267 million from RM77,242 million in 2007. Earnings per share are also decrease from 11.20 sen in 2008 to 17.56 sen in the previous year (Shangri-La annual report, 2008).

30, Jun, 2009 Current Ratio 0.7278

31, Dec, 2008 1.5211

22

Debt-equity Ratio Return of Equity

0.6657 3.40%

0.6283 6.80%

(Created for this assignment) The current ratio in 31, Dec, 2008 is 1.5211, which is 0.7278 in the 30, Jun, 2009, the current ratio is a measure of liquidity, so the ratio of 0.7278 means that in the year 2009, Shangri-La does have some cash flow issue results in the lower liquidity in cash flow. The return of equity decline by 3.40% from the 6.80% in the half of year, the return of equity drop a half, this shows that the financial health is relative bad in the first half year of 2009. The debt-equity ratio is relative stable in the first half year of 2009, that means the proportion of the money from the lenders and the money the shareholders put up by themselves is not change too much.

8. Ansoff Matrix
The Ansoff Growth Matrix is a tool that can help businesses decide their product and market growth strategy, it looks similar to BCG matrix, but it focus on whether marketing strategy is targeted at existing market or new market and if the existing product should be used, or should company develop an alternative new products (Ngfl, 2008) Ansoff Matrix is as follows:

23

(Source from: Mr. dashboard 2010)

From this Ansoff matrix, Shangri-La can adopt different product and market strategies to grow its business. For example, Shangri-La can implement the market development strategy by expanding its business in other countries which are in North America, or Europe and so on. By doing this they can increase their brand image, become the worldwide hotel group. Besides this, Shangri-La also can carry out the product development strategies, like they can build some lower class hotels in the existing market to satisfy more customers who cannot afford to pay the price for the five star luxury hotels. After become the world-famous hotel group, Shangri-La even can implement the Diversification strategy which means launch totally new product into a new market.

9. BCG Matrix
The Boston Consulting Group Matrix (BCG matrix) is a portfolio planning
24

model created by Bruce Henderson of the Boston Consulting Group in the early 1970s. It divided companys business units into four categories based on combinations of market growth and market share relative to the largest competitors (BCG matrix, 2010).

(Source from: vector study, 2010) As the diagram shows, the four categories are: Question Marks, Stars, Cash Cows, and Dogs. Dogs have the low market share and growth rate. Question Mark takes the low market share and growing very quickly, in the consideration of Question Mark growth very rapidly, even though it takes the low market share, there is large possibility for it to gain the large market share in the future. The third category is the Star which can generate the large amount of cash due to it takes the huge proportion of market share, and because it growing very fast, it can be a Cash Cows after its market share drop down and maintain its market share. The last category of BCG is Cash Cows which is the leader of the industry, as the leader in the mature market, it can generate relative stable cash flow than others (BCG matrix, 2010).
25

Shangri-la can be put into the category of Cash Cows, because it enables to cover its administration of company, pay relative stable dividend to its shareholders, and serve its debt.

10. Conclusion
Shangri-La is the Asian regions leading and fastest-growing luxury hotel group. Recent years, it also had begun to move into the world stage. With its vision and mission, high quality services, complete and up-to-day facilities, and the most advanced management, Shangri-La will increase their reputation worldwide and finally be the world-famous luxury hotel, achieve their target.

11.

Recommendation

Look at some strategy factors for its key stakeholders, which are related to the benefits of key stakeholders of Shangri-La, there are some recommendations can be made. These strategy factors are Location, Hours of operation, Customer service, Range of goods sold, Store presentation and Price (Kenny, 2005).

After analysis about Shangri-La, the strategy factors of Range of goods sold, and Price, needs to be adjusted. Customer always want to have plenty of choice from wide range of goods, however, Shangri-La is known as the luxury hotel, that means if choose the Shangri-La, you choose the high price for your accommodation, what about the rest of the customers? Can Shangri-La provide some hotel with relative lower class? By doing this, for the high
26

reputation and quality services, the lower class hotel from Shangri-La may also attract lots of customer to visits.

The price may be the most important factor which can influence their consumer behavior to some ranges of people. Launch some specially promotion periodically is the way to solve this problem, for example, cooperate with some airlines, then by staying in the Shangri-La can get extra discount of their air tickets, this specially marketing promotion can reduce the whole cost of the travel, thereby let the customer feel the price for their accommodation is not high. Another way is to provide the service of increasing the number of bed in a room for free, that can attract more customer who want have the limit travel budget. However, by doing this, Shangri-La must note that too many price promotions can damage brand and detract from the bottom line (Centaur Communications Ltd, 2009).

Besides these, Shangri-La can expand their business into other industries, by doing this they can diversify their investment risk, even though suffering the worst scenarios like the 1987 stock market crash and 2008 global financial crisis.

12.

Evaluation of Learning

After studied Strategy Management which taught by our lecturer, I have had a deep understanding about strategy management, and realized strategy management is so important to a company. A manager with a professional
27

strategy management skill can use numerous theories and approaches to help company to increase the value of company. A manager with outstanding strategy management skill can also increase the sales of revenue of company. By well understanding and appropriately applying strategy management to the company, company can achieve its vision and mission more efficiently, and maintain its competitive advantages.

Through doing this assignment related to strategy management, I can use what I learned in the class of strategy management into the specific area, which is the Shangri-La Asia Limited. I apply what I learn into practices, in this way, I can understand the knowledge of strategy management more deeply. I also know continuously correcting the mistake which I made in the assignment actually is more important process than the doing the assignment itself, it can let me know my weaknesses, and let me never make that mistakes in the rest of my life.

In the presentation class, I learn a lot from my lecturer and other classmates, my classmates all have their own advantages which I do not have, such like perfect pronunciation, beautiful body language, professional power point making and so on.

13.

Reference

References:
28

Lasher, W.R(2005). Process to Profits: Strategic Planning for a Growing Business. First edition, published by RR. Donnelley, Crawfordsville, United States of America.

Marcus, A.A (2011). Management Strategy-Achieving Sustained Competitive Advantage. Second edition, published by McGraw-Hill/Irwin.

Kenny. G(2005). Strategy Planning and Performance Management-Develop and Measure Winning Strategy, first edition, published by Elsevier.

Gunelius, S (2008). HARRY POTTER-The story of Global Business Phenomenon, First edition, published by PALGRAVE MACMILLAN.

Wilson, R M. S, and Gilligan, Colin (2007). Strategic Marketing Management-Planning, implementation and control, Third Edition, published by Elsevier Ltd.

Journals:
Ali. A, (May, 2000). The Impact of Innovativeness and Development Time on New Product Performance for Small Firms. Marketing Letters, Vol. 11, No. 2, pp. 151-163, Published by Springer

Centaur Communications Ltd. (November 19, 2009). Price cutting can damage brand image, November 19, 2009, article 261. published by Centaur Publishing Ltd.

Garg, R. (23rd June, 2010). Evaluating a model for analyzing methods used for measuring customer experience. Database Marketing& Customer Strategy Management. Vol. 12, 2, 78-90, published by Macmillan Publishers Ltd.

Marketing, (Wednesday, March 17, 2010). Special Report: Market research- Tell me about it. Wednesday, March 17, 2010, article 13. Published by Haymarket Business Publication Ltd.
29

NGFL Wales business studies a level resources. 2008 Spec. Issue 2 Sept. 2009. [online]Available from:< http://www.ngfl-cymru.org.uk/ansoff_matrix-2.pdf> [Accessed 1 September 2010]

Newspapers and websites:


People's Daily Online, 2008. Economic crisis affects Singapore tourist arrivals. [online] Available from:http://english.peopledaily.com.cn/90001/90777/90851/6524458.html. [Accessed 3 September 2010]

China Tech News, 2009. Shangri-La Pushes Free Internet Services In All Its Hotels. [online] Available from:<http://www.chinatechnews.com/2009/02/03/8646-shangri-lapushes-free-internet-services-in-all-its-hotels>. [Accessed 10 September 2010]

Cohen, M. L, 2005. Shangri-La Asia Ltd.[online]Available from:<http://www.referenceforbusiness.com/history/Ro-Sh/Shangri-La-Asia-Ltd.html> [Accessed 1 September 2010]

Oxford University Press, 2007. PESTEL analysis of the macro-environment. [online]Available from:<http://www.oup.com/uk/orc/bin/9780199296378/01student/additional/page_12.htm> [Accessed 1 September 2010]

Singapore Exchange, 2010. [online] Available from:<http://www.sgx.com/wps/portal/marketplace/mpen/listed_companies_info/corporate_info>. [Accessed 1 September 2010]

China Planner, 2004. Lost Horizon-Land of Peach Blossoms. [online] Available from:<http://www.chinaplanner.com/shangri-la/history.htm>. [Accessed 10 September 2010]
30

Shangri-La Hotel and Resorts, 2010. [online] Available from:<http://www.shangri-la.com>. [Accessed 3 September 2010]

MDF, 2005. Environmental scan. [online] Available from:<http://assets.sportanddev.org/downloads/environmental_scan.pdf>. [Accessed 10 September 2010]

Bcg matrix, 2010. What is BCG Matrix Analysis. [online] Available from:< http://www.bcgmatrix.org/>. [Accessed 10 September 2010]

Janus corporate solutions. 2010. Introduction to Singapore's Political System. [online] Available from:<http://www.guidemesingapore.com/singapore-introduction/c617-singaporepolitical-system.htm>. [Accessed 3 September 2010]

Vectorstudy,2010. The BCG Matrix. [online] Available from:<http://www.vectorstudy.com/management_theories/BCG_matrix.htm>. [Accessed 3 September 2010]

Economy Watch, 2010. Singapore Economy. [online] Available from: http://www.economywatch.com/world_economy/singapore/. [Accessed 10 September 2010]

Hospitality Net, 2010. Shangri-La Asia 2009 Net Profit Rises 54%. [online] Available from:<http://www.hospitalitynet.org/news/154000320/4045859.search?query=shangri>. [Accessed 10 September 2010]

Statistics Singapore, 2010. [online] Available from:<http://www.singstat.gov.sg/pubn/popn/c2010acr.html>. [Accessed 10 September 2010]


31

Ministry of Manpower, 2010. [online] Available from:<http://www.mom.gov.sg/newsroom/Pages/PressReleasesDetail.aspx?listid=325>. [Accessed 10 September 2010]

Street directory, 2010. Shangri-La Hotel, Jakarta An Oasis Of Serenity And Calm. [online] Available from:<http://www.streetdirectory.com/travel_guide/indonesia/jakarta/hotel_review/info-298shangrila_hotel_jakarta_an_oasis_of_serenity_and_calm.php>. [Accessed 5 September 2010]

Business balls, 2009. Michael E Porter's five forces of competitive position model and diagrams. [online] Available from:<http://www.businessballs.com/portersfiveforcesofcompetition.htm>. [Accessed 5 September 2010]

Entrepreneur, 2010. Mission Statement. [online] Available from:<http://www.entrepreneur.com/encyclopedia/term/82494.html>. [Accessed 7 September 2010]

Kotelnikov, 2010, Corporate vision, mission, goals and strategies. [online] Available from:<http://www.1000ventures.com/business_guide/crosscuttings/vision_mission_strategy .html>. [Accessed 7 September 2010]

Asia hotels, 2010. [online] Available from:<http://www.asiahotels.com/listbystarrating/Singapore.asp&sr=5>. [Accessed 5 September 2010]

Focus Singapore, 2010. [online] Available from:<http://www.focussingapore.com/information-singapore/singapore-environment.html>.

32

[Accessed 10 September 2010]

Club Shang, 2010. [online] Available from:<http://clubshang.com/privacy.html>. [Accessed 10 September 2010]

33

Vous aimerez peut-être aussi