In November 2006, Simon bridle, the newly appointed chief operating officer of Shangri-La Hotels and Resorts, was thinking of a number of organizational issues, which creates problems in the strategy of rapid expansion of the Shangri-La. There were three main issues at hand: (1) the company is expanding its presence in high-wage economies in Europe and North America, (2) the company is expanding its presence in China - a country where the front-line staff are not used to exercising the authority to make decisions, and (3) new entrants to the Chinese market, the hotel staff were poaching Shangri-La and rising wages were historically low markets. As Executive Director, bridle needed to ensure signature Shangri-La standards "Asian hospitality" were preserved during the expansion. "Hide
by Denis Campbell, Brent Kazan Source: Harvard Business School 22 pages. Publication Date: March 17, 2008. Prod. #: 108006-PDF-ENG
Related Case Solutions & Analyses:
Kodak and the Digital Revolution (A)
Birth of the Swatch
What Happened at Citigroup (B)
Michael Lester at Lachlan Consulting
NTT DoCoMo: Establishing Global 3G Standards
Securities Law and Private Financing
Love and Intimacy
Closing the Capability Gap: Strategic Planning for the Infrastructure Sector
Hotel Vertu
BrightStar Care: The Evolution of a Leadership Team
