Jing An Shangri-La Hotel 1

Strategy management Report in Shanghai Jing An Shangri-La Hotel

    

Student name: YingqiXu

Student number:732307

Module name: Strategic Management

Lecturer’s name: Patrick Taffin d’Heursel

Date:4/4/2018

Strategy management Report in Shanghai Jing An Shangri-La Hotel

This report is about the strategic management analysis in Shanghai Jing An

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Shangri-La Hotel. So strategy is the process of turning perceived opportunities into

successful outcomes through long-term, purposeful actions (White, 2004). In this

report, we will divide into two parts the internal and external environment. For

external environment will use the model P5F and STEEP, for external part will use

PBV by Barney (2012).In this report we use Shanghai Jing An Shangri-La Hotel as

the background, it is a luxury five-star in China that open in 2013, this hotel located in

the center part of Shanghai. Shanghai Jing An Shangri-La Hotel has five different

kinds of restaurants Calypso, Café Liang, Summer Palace, TSURU Japanese

Restaurant, 1515 WEST Chophouse & Bar. The total number of room is 503 (Jingan-

shangrila.com, 2018).

To conclude the strategic analysis of Shanghai Jing An Shangri-La Hotel, In

strategic analysis, the most famous strategic analysis is Porter's Generic Competitive

Strategies. The strategy has two basic types of competitive advantages: low cost or

differentiation. Three general strategies have emerged: cost leadership, differentiation,

and focus. There are two variants of the focus strategy, cost focus and differentiation

focus (Porter and Michael, 1985).According to Michael Porter's (1980), Porter's

generic strategies we know that the description of the company pursues a competitive

advantage within its chosen market. There are two general strategies that can be used,

either by lowering costs than competitors or by valuing customers themselves to

obtain higher prices. A company also chooses one of two types of scopes, either

focusing on (providing some parts of its product selection market) or providing its

products across the entire industry, across multiple market segments. The first is what
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is the difference between cost leadership and differentiation ？ Cost leadership

describes a way to build a competitive advantage. Basically, cost leadership means the

industry's minimum operating costs. Cost leadership is usually driven by company

efficiency, size, size, scope, and cumulative experience. The cost leadership strategy

aims to use production scale, a clear scope, and other economies (for example, good

procurement methods) to use advanced technology to produce highly standardized

products. However, in 1933, Edward Chamberlin proposed product differentiation,

which means that in economics and marketing, product differentiation (or

differentiation) is the process of differentiating products or services from other

products or services to make them specific to a target market. More attractive. This

involves distinguishing it from competitors' products and the company's own

products.

Cost leadership strategy has insights that can help companies in hotel industry

such as Shanghai Jing An Shangri-La Hotel to have competitive advantage. The idea

behind this strategy is to serve a larger market by where cost is used to win customers.

A cost leader firm will have a broader scope to succeed using cost to compete.

According to Porter (1980), firms that use cost leadership usually use one or a

combination of these factors to become low cost producer within the industry. He also

said that when companies aggressively compete in price to earn some profits, rivals

experience losses and when prices continue to decrease rapidly, and the industry is

mature, only low cost producers remain profitable. Porter (1980) also noted that

efficiency in production process can help reduce cost of production and the benefit
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passed to customers in form of low prices.

Differentiation is all about making goods and services different from that of other

businesses. Businesses that use differentiation are interested in supplying unique

goods and services at the lowest cost. Porter (1980) thought that differentiation

strategy give customers assurance that the product and services are superior.

Differentiated products do not have to be cheap since the unique nature and features

of the product can attract premium prices (Huybrechts & Nicholls, 2012). This can be

a hard task but a company can enjoy benefits when done right. Instead of charging

high prices, a company can be innovative and use least cost to differentiate its goods

and charge the same price as competitors. The differentiation process should not be

easy to copy and real benefits can be enjoyed when a company convinces customers

that there is high switching costs. Therefore, we will select Jing An Shangri-La Hotel

for these two strategies.

To analyze the internal and external environment .We mainly analyze from the

macro and micro parts. We use STEEP's strategic analysis method macro and the

Porter five-force analysis method. First we analyze from a macro perspective. STEEP

analysis is a commonly used tool in marketing to evaluate different external factors

that affect the organization. STEEP as an analysis method is method is used to map

and evaluate the dependencies of different factors and their consequences in a

company or system. STEEP is interpreted as sociological, Technological, Economic,

Environmental and Political (Evans, 2015) First of all, we analyze the society.

According to the demographic statistics, by the end of 2016, Shanghai has reached a
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population of 24.2million people. Basically investigating the young office workers in

Shanghai, they usually spend their free time after work mainly on shopping and going

to bars. (Chinaodysseytours.com, 2018). The hotel is located in Shanghai but its

customer base comes from different places, local and international. A social element

that impacts the hotel when we consider international customers is differences in

culture (Enz, 2009). For international customers, the hotel provides exposure to the

Chinese culture as well as its own unique experience. Shanghai demographics are

changing, so ate China and global demographics. Factors such as lifestyle definitely

affect how the hotel operates and its future outlook. The world’s population is

growing and people above the age of 65 years are increasing and this means that

desire to travel is increasing. Shanghai is a major tourist destination in China and thus

the hotel will likely serve more foreign visitors in the future. The trends in hotel differ

with the targeted segments and the expected type of visitors. Therefore, for

advertising, hotels can adopt different advertising modes for different types of people.

For example, our target market is business guests and families. We can use the

Internet and magazines as media for advertising.

The second point is technology. Technology is the aspect of STEEP that focuses

on main technology advances. Technology in areas such as communication,

transaction, energy and automation affect the way companies operate. The first is the

service facilities. Jing An Shangri-La Hotel has high-speed wireless network and

wireless internet access. It provides smart TV and movie channels. In the hotel

building part, the hotel's bathroom has a 15'TV and LED alarm clock in the mirror
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and provides floor heating in the bathroom floor. Finally, regarding payment methods,

due to the current popularity of online payment in China, Jing An Shangri-La Hotel

has gradually begun to popularize channels for using Alipay and WeChat payment.

Alipay is a mainstream payment method in China and this caters for the payment

needs of most Chinese customers. WeChat payment system is popular in western

countries and we would not be surprised to discover that most foreigners visiting the

hotel will use WeChat to pay their bills. Therefore, Jing An Shangri-La Hotel is doing

well as far as use of modern technology is concerned.

The third part is the economy. The economic factor is strongly related to

consumers’ purchasing power and the general performance of the economy. Economic

factors that influence businesses include interest rates, inflation, savings, taxes,

international trade, and unemployment (Bygrave & Hofer, 1992). According to the

survey, the employment rate of recent graduates in Shanghai reached 96.9% in 2017.

The total GDP of Shanghai in 2016 was 2.82 yuan. And Shanghai's annual per capita

disposable income in 2010 Was 31,838 yuan, and the annual per capital expenditure

on urban residents was 23,200 yuan. Apart of Shanghai’s economic factors the overall

performance of Chinese economy will affect Jing An Shangri-La Hotel’s economic

outcome. The Chinese economy is the second biggest economy in the world after the

U.S. and has been ranked as the fastest growing among developed countries. The

economy has been associated with high gross domestic product and this boosts

consumers’ purchasing power. Therefore, Shanghai and Chinese economics factors

favor Jing An Shangri-La Hotel.

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The fourth part is the environment. Environment is made up of ecosystem

elements including water, air, energy, pollution and environmental regulations

(Huybrechts & Nicholls, 2012). The share of green land in Shanghai is 2.8%

(Worldcitiescultureforum.com, 2018). According to the classification of China Air

Quality Index, Shanghai's air quality was unhealthy for sensitive groups before 101 to

150. This is an adverse effect (Stateair.net, 2018). The above part is the analysis of the

entire external environment. Pollution control and spread of diseases is another

environmental factor that affect the hotel sector. The level of pollution in Shanghai is

low compared to other major cities like Hong Kong. This shows that Shanghai

authorities and businesses are committed to protecting the environment.

The last factor in the STEEP model is political. Political factors have great power

to affect Jing An Shangri-La Hotel. , changes can affect all other factors i.e. social,

technology, economic and environment. Important economic factors include tax

policies, political stability, regulation of monopolies, trade unions, and price

regulations. Shanghai enjoys good political stability and transition of authorities and

politics do not threaten Shanghai businesses. Shanghai is a free trade zone and the

economy is influenced by market forces of demand and supply (Bardoloi, 2017). This

means that Jing An Shangri-La Hotel’s prices are determined by demand and supply

of hotel services in Shanghai. The free market system in Shanghai means that Jing An

Shangri-La Hotel is free to shift ownership, develop its brand independently, and

grow and expend freely.

     After analyzing the macro, we use the P5F method to analyze the microscopic part.
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Porter Five Forces is a model that can identify and analyze the five competitive forces

that shape each industry, and identify the weaknesses and strengths of the industry.

Often used to determine the structure of an industry to determine company strategy,

Porter's model can be applied to any part of the economy to find profitability and

attractiveness. (Porter, 2008) The force 1 is the threat of new entrants to the industry.

As a new hotel, to enter the market, there are two main influencing factors. The first is

government policy, and the second is brand loyalty. Therefore, according to China's

government policy, the support for the hotel industry makes it easier for new hotels to

enter the market. The second point is brand loyalty. Brand hotels have brand loyalty

so there is no threat to enter the market (hotel analyst, 2019). So it is a low force.

However, as our hotel, we will have more competition in the same market. Force 2 is

the threat of substitute products. For the alternatives to Jing An Xianggra Hotel,

mainly the guest house and Airbnb type of 'new hotel' and the same level of five-star

hotel with Shangri-La, is a lower-level hotel for the guest house, the main difference

in price will be compared to Shangri-La hotels It is low and therefore not easy to be

replaced. The advantages of Airbnb are low prices, more accommodation options but

not enough brand specialization, and some lack of management. There is no big gap

in the price of the same level of hotel. There is no difference in the geographical

position of the same level of hotels in the same area. Therefore It is a low force. Force

3 is the bargaining power of buyers.

For bargaining power, because the current Chinese market is a very fast

information market, people’s ability to obtain information is also getting faster and
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faster. For example, there are many OTA platforms in China that can provide

customers with bargaining power, so they are in the market. The competition in China

is even stronger because the prices are all open (hotel analyst, 2019). Force 4 The

Bargaining power of suppliers.  This is mainly for hotel products, as most of the

branded hotels are like themselves, they also have their own loyalty to the products,

such as kitchen utensils in the kitchen, many brands of hotels will use a brand of the

same product. Therefore, there is a certain dependence on the product. For example,

Jing-An Shangri-La Hotel, the rooms are always using L'OCCITANE brand bathroom

toiletries (Sohu.com, 2019). Since the brand hotels we mentioned before have brand

loyalty, the bargaining power of the corresponding brand suppliers has also become

weak. Generally, hotels will have long-term cooperation with brand suppliers, so there

is also a price between them. The corresponding contract, so the supplier's bargaining

power is not so strong. Force 5 is the intensity of rivalry among competitors. For the

intensity of competition among competitors, combining the first point, it is very easy

for branded hotels to enter the market now, so the competition is very fierce.

According to the information of China OTA Ctrip.com, Shanghai Jing An Shangri-La

Hotel is surrounded by many brand hotels such as: Shanghai west Four Seasons Hotel,

Shanghai west Portman Ritz Carlton (Hotels.ctrip.com, 2018). So the force is low.  

In the second part we will analyze the internal environment. Mainly analyze

RBV and VRIO. So what is RBV? The RBV full name is the resource-based view

(RBV). It is a key to treating resources as the key to an organization’s high

performance. If resources have VRIO attributes, resources will enable the company to
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gain and maintain a competitive advantage. (Evans, 2015) RBV is mainly divided into

five parts, the first financial, this part is mainly for the hotel's budget and income.

Budget and income as a basis to become a key to the company's competition in the

market. The second is Physical. There is a famous painting in the lobby of the Jing An

Shangri-La Hotel, and a long escalator is connected to Jing An Kerry Conference

Center. Then there was human as a previous internship at this hotel. I knew that the

hotel provided employees with a week of training at first, as well as specialized

training materials. In terms of talent recruitment, employees who had work experience

were given priority, and employees needed to have Clear judgment, managers need to

have decision-making power.

Then we talk about VRIO analysis. What is the meaning of VRIO analysis?

VRIO analysis is a tool in strategic planning and is used by companies to make

effective business decisions. It is used to identify and evaluate resources in the

company. VRIO refers to four standards that the factory considers mainly about value,

scarcity, imitation and organization. Therefore, we analyze the value, rarity,

inimitability and organization of Special service, Service professional skill, Staff

training, promotional capabilities and staff working experiences. Eventually employee

training as the most prominent part of the hotel's strategic plan. 

Next is the analysis of SWOT. SWOT analysis mainly comes from strengths,

weaknesses, opportunities, and Threat (Mindtools.com, 2018). The advantages of the

hotel are mainly three points, first of all this hotel has a very professional and

comprehensive staff training methods, followed by the hotel to customize an APP, to

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help guests more convenient booking and to understand the latest hotel information.

Finally, the location of the hotel is very good and the traffic is very convenient. The

disadvantages of the hotel are mainly three points, the first is there is no corporate

cohesion. The second is the internal management of the situation is also confusing.

The third service has no characteristics. The hotel's opportunities are mainly five

points, the first guest is highly loyal, the second hotel supplier's brand advantages, the

third It’s better for hotel to make different types of advertisements for the different

target market, the fourth point of the latest payment methods, the fifth point of

government support for tourism. The last is threat. The first is too competitive. The

second customer can get information through OTA. The third Shanghai has bad air

quality. Therefore, through the analysis of the previous P5F and RBV, we know the

current specific situation of the hotel, which is very helpful for the later new strategic

analysis. The individual SWOT factors are summarized in the table below.

Strengths: Weaknesses:
 Professional and comprehensive  Lack of corporate cohesion.
staff training methods.  Confusing internal management
 Customized APP to help guests system.
more convenient booking and  Lack of service characteristics.
understand the latest hotel
information.
 Strategic location.
 Effective communication system.
 Unique style and culture.
Opportunities: Threats:
 Loyal customer base.  Stiff competition.
 Supplier’s brand advantage.  Bad air quality in Shanghai.
 Making different types of  Customer getting information
advertisements for the different through OTA
target market.
 Use of the latest payment
methods.
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 Government support for tourism.

 Introducing new products.
Some of the important factors mentioned above are discussed here. Jing An

Shangri-La Hotel attracts high end customers and the hotel has an edge since it offers

professional and comprehensive training methods for its workers. Happy workers

equals to happy customers. Jing An Shangri-La Hotel is strategically located. It is

located at the heart of Jing ’an District. The hotel has continued to embrace

technology and this has helped improved its communication with stakeholders

including customers and suppliers. Jing An Shangri-La Hotel is part of Shangri-La

Hotels and Resorts chain and it differentiates itself by offering unique style and

culture. These strengths is what has made the hotel great and competitive in Shanghai.

Jing An Shangri-La Hotel can enjoy a lot of opportunities. Its customer are loyal. The

hotel is ranked number 24 out of 4788 hotels in Shanghai and is rated 4.5 out of 5

(Trip Advisor, 2019). Even if it is not rated number one, the hotel satisfy the needs of

its target customers who have been loyal. The hotel can introduce new hospitality

products and services. It can study the unmet needs of domestic and international

customers and provide them. This will automatically increase the customer footfalls

and stage a stiffer competition with hotels ranking above it. Shanghai authorities and

Chinese government at large continue to support tourism. This in turn attracts more

visitors, especially international tourists. Jing An Shangri-La Hotel can position itself

as an ideal place for tourists to seek hospitality services and this will grow its market

share and customer size.

Jing An Shangri-La Hotel can work on its weaknesses and convert them into
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strengths. There is no corporate cohesion. This reduces workers’ productivity. The

management should address the problem by creating shared vision and strategic plans

to guide the hotel. Vision and strategic plan will help address the weaknesses of

confusing internal management. The services lack characteristics. Jing An Shangri-La

Hotel is a luxury hotel and it should not focus on the small details. The hotel tends to

serve western customers using western style. The hotel is Chinese, and even western

customers will appreciate to experience a more Chinese style.

Competition is stiff. Jing An Shangri-La Hotel is ranked #24 among 4,788 hotels

in Shanghai. It can up its competition to perhaps be ranked in the top 10 tier. OTA is

quite outdated system and Jing An Shangri-La Hotel should focus on latest

application. The hotel can keep progress toward online customer segment by

integrating booking services, travel, and taxi into one application. Customer

convenience will improve the brand. Bad air quality is a factor outside the control of

the hotel and this can be addressed by the government. Jing An Shangri-La Hotel can

comply with regulations to improve air quality and this will go a long way into

ensuring that the future air quality in Shanghai is satisfactory.

Porters generic strategies helps recommend strategic direction for Jing An

Shangri-La Hotel . For cost leadership, the constant cost reduction is the main theme

of this strategy, and for product differentiation, it is Costs increased to add premium

features, but higher price chargeable . Therefore, combining with the current strategic

analysis of the hotel, we conclude that the current situation of the hotel is a product

differentiation strategy. The operating revenue of the hotel is in a good trend.

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Compared with the entire surrounding hotel market, the price of the hotel is also

compared with the competitive hotel. The price is the same as a high price. However,

there is still the problem of management confusion and service features. So I think

this hotel is trying to use the strategy model of Cost leadership. Mainly on the cost

control, the price does not change, the main measures are: to increase the sales of the

rooms, adopt economies of scale, develop new technologies such as the latest online

payment model, then reduce the cost, use low distribution costs, and lower the cost of

location and maintain or increase promotional efforts to increase room rates.

According to the results of the strategic analysis, we need to adopt certain tactics

to ensure the implementation of the strategy. Therefore, we will make a detailed plan

for the base BS. So what is BS? The Balanced Scorecard is a strategic performance

management tool. It is a semi-standard structured report that managers can use to

track the execution of activities of staff within their control and monitor the

consequences of these activities. Used for team performance management. The

company uses the Balanced Scorecard element to perform individual goal setting and

incentive calculations. (En.wikipedia.org, 2018) So we analyze from the four

perspectives of BSC. So we analyze from the four perspectives of the BSC. The first

is Vision and Strategy. The latest strategy at the moment is the cost leadership. So we

need to look at the Financial Perspective, Customer Perspective, Internal Business

Perspective and Innovation and Learning Perspective to analyze. For the financial

part, we mainly focus on the hotel's revenue, so we can subdivide the strategy into

each department and carry out monthly index planning. And conclude the analysis at
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the end of the year. Then from the perspective of the customer perspective, as the

guests mainly hope to have high-quality services, our strategy should therefore be to

improve service quality. The third point is the internal business perspective, as

between business and guests, In order to satisfy customers, we need to be familiar

with mastery of professional skills and the ability to handle customer complaints. The

last point is the Innovation and Learning Perspective. We must make breakthroughs in

the basic basic professional services and technologies. Develop new technologies to

attract guests.

Finally, there are tactics that Jing An Shangri-La Hotel can use to boost its

outlook. This Jingan Shangri-La strategic analysis report, through the internal and

external environmental analysis to learn the hotel's current advantages and

disadvantages, analyzed the current use of the hotel's current strategy, and found that

there are some of the actual concerned questions. For example, the service has no

characteristics. The change required for introducing characteristics in Jing An

Shangri-La Hotel services is understanding of the important features of services and

responding accordingly. Services and intangible. Jing An Shangri-La Hotel services

cannot be experienced or consumed until the customers make purchase. When

customers’ needs are not met, they can end up feeling they made a purchasing

decision without enough information. Jing An Shangri-La Hotel’s tactic should be to

communicate using variety of sources such as customer testimonials and referrals. A

well-made brochure that explains services in as much details as possible will provide

adequate information. Services are also inseparable. The tactic will be to continually
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improve customer experience by training staffs. The questions that Jing An Shangri-

La Hotel need to ask themselves are how do we ensure customer satisfaction? How do

we deal with unhappy customers? Services are perishable and this means that unused

capacity can never be stored for future use or sale. For example, Jing An Shangri-La

Hotel can be full during summer and half empty during winter. This can be addressed

by managing demand and supply where the hotel operates with fewer staff during

peak season. This will allow the hotel to offer the same level of customer service with

varying customer demand. The main tactic from this discussion is effect

communication where Jing An Shangri-La Hotel maintains a clear communication

strategy.

In the latter part, the latest strategic analysis is obtained through cost leadership

and product differentiation. And give specific strategies, mainly to improve the

quality of service, and improve customer satisfaction. Maintain good advertising and

increase occupancy. Occupancy can be improved during low season by putting

together enticing promotional deals. The deals can draw in new guests who are

unfamiliar with Jing An Shangri-La Hotel, and would not have stayed in the hotel

otherwise. Since Chinese government is supporting tourism by advertising

destinations abroad and locally, Jing An Shangri-La Hotel should tap to growing

number of visitors by advertising itself to visitors. This can be done using website and

billboards in major entry points like airports in Shanghai. The hotel can also partner

with tour firms and ticket sellers to ensure visitors buying tickets have an option of

choosing the hotel as a place to stay in Shanghai. As for sustainability, it mainly

 Jing An Shangri-La Hotel 17

focuses on publicity, and then continues to select professional talents for hotel

personnel. Finally, the system of rewards and penalties is maintained in the

management system and supervision of strategic analysis is carried out.

We conlude that strategic analysis is a crucial point in hotel management.

Through strategic analysis, we can know the current status of the hotel and conduct

professional analysis to adopt corresponding strategies. This will bring a lot of

positive influence on the daily management of the hotel. Hotel management should

understand internal and external factors that affect their business. The analysis was

done from bother macro and micro perspective. STEEP model was used in macro

analysis while Porters five forces were used for micro analysis. Sociological,

technological, economic, environmental and political factors are favorable. For

example, China’s economy is second largest in the world and Shanghai is a major

business hub and tourist destination. The Porter’s five forces shows the strength of

Chinese hotel sector and the relative position of Jing An Shangri-La Hotel. For

example, the bargaining power of consumers is increasing because consumers are

getting more and more information. RBV, VRIO and SWOT analysis have been used

to scan the environment in which Jing An Shangri-La Hotel operates. The three

factors helped formulate strategic direction and tactics that Jing An Shangri-La Hotel

can used to succeed. Finally, Jing An Shangri-La Hotel is in a good position to

succeed and improve its ranking among hotels in Shanghai.

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