Research on Online Brand of Shangri-La Hotel

Shangri-La Hotel Group, headquartered in Hong Kong, is the largest luxury hotel group in Asia, which belongs to the Kwok Group of Guo Henian, a famous Malaysian Chinese businessman, and is regarded as one of the best hotel management companies in the world. 18125 October, 18 TTG frequent visitor Shangri-La won the "Best Luxury Hotel Brand" award established for the first time this year.

Brand series:

The name of Shangri-La comes from the legendary novel Lost Horizon published by British writer james hilton in 1933. 197 1 year, Guo Henian was named after this mysterious fairyland, and jointly built the first luxury hotel in Singapore with the Singapore Economic Development Board. 1983, Shangri-La International Hotel Management Company was formally established and began to invest, operate and manage Shangri-La hotels independently. With a keen sense of the potential market, in the second year, Guo Henian took over the Hangzhou Hotel where Mao Zedong once lived. This is the first foreign-funded hotel in Chinese mainland-Shangri-La Hotel, which opened in June 1984+0 1. What is particularly admirable is that since the first Shangri-La hotel, Shangri-La has implemented capital management. The reward of this "first step" courage is that Shangri-La has become a local landmark hotel wherever it goes, and successfully launched the Shangri-La brand in the Mainland.

From 65438 to 0985, Guo Henian cooperated with the State Economic and Trade Commission and invested 380 million dollars to build the Beijing International Trade Center. International Trade Center is a comprehensive building complex integrating hotels, office buildings, shopping malls and high-grade international apartments, and it is still the representative building of Beijing CBD.

It was also at this time that Shangri-La Group established two brands, Shangri-La and Business Hotel. Shangri-La brand is mainly a five-star hotel, while Business Hotel is a four-star brand with moderate price positioning. 1989 Beijing International Trade Hotel is the first. According to Zhu Fuming, Shangri-La's design has always been famous for its fresh gardens and lobby full of Asian culture, but he firmly believes that "excellent hotels come from excellent services provided by excellent staff, not gorgeous crystal chandeliers or expensive carpets".

Since the mid-1990s, Shangri-La's real take-off in China has almost been labeled as the "wing" of China's rapid economic growth. 1992 After Deng Xiaoping's "Southern Tour Speech", Shangri-La quickly shifted the strategic focus of the Asia-Pacific region to the mainland. During the four years from 1996 to 1999, nine Shangri-La hotels were opened in Beihai, Shenyang, Changchun, Qingdao, Dalian, Wuhan, Pudong and Harbin, while only two hotels were opened outside Chinese mainland during this period.

The deep cultivation of Chinese mainland market made Shangri-La gain unexpected gains. Wang Hongling, the public relations director of Shangri-La Hotel Group in China, told reporters that as the fastest-growing economy in the world, China has attracted the most enterprising business people in the world to frequent exchanges. "When these people who are the most critical about hotel services stayed at Shangri-La Hotel in China and felt the' Hospitality Shangri-La' with oriental characteristics, the enthusiasm of Shangri-La and the high-quality reputation of being at home began to penetrate into the European and American markets." . Wang Hongling called it "kill two birds with one stone".

"With its success in the Asia-Pacific region, especially in Chinese mainland, Shangri-La Group is ready to enter the European and American markets." Zhu Fuming said that in 2009, he will enter Europe for the first time, opening Shangri-La Hotel in Paris, the fashion capital, Shangri-La Hotel in Chicago, the central American city, and Shangri-La Hotel in Tokyo, Japan, where the hotel industry in Asia is the most competitive. The highlight of 20 10 is to open three hotels in Miami, Las Vegas and new york, the top markets of the global hotel industry. In 20 12, Shangri-La will enter james hilton's hometown of London.

Looking forward to the next few years, Shangri-La Group expects 45 new hotels to open, and the number of employees will increase from the current 30,000 to 50,000. In order to strike a delicate balance between Shangri-La's rapid growth and steady strategy, Shangri-La Group established the first hotel management training center in the Mainland in Langfang Oriental University Town near Beijing on June 5438+February 2004, and implanted Shangri-La's cultural genes into every employee, so that the rapid growth of Shangri-La would not affect the inheritance of its service quality.

In fact, the establishment of the training center in China is partly due to the need of "decisive battle for the Olympic Games". By 2008, Shangri-La Group plans to increase the number of hotels in Chinese mainland from the current 24 to at least 40, which means that it will increase at least 9,000 employees in the Mainland, of which 20% are management positions. Ann Huazi, Managing Director and CEO of Shangri-La Group, said: "China is one of the fastest growing countries in the world and has the most important economic status. Whether it is domestic tourism or growing inbound business and leisure tourism, China with a population of more than 65.438+0.3 billion has huge market potential, and Shangri-La will continue to be committed to the successful development in China. "

Adhere to the basic principles in change.

—— Interview with Zhu Fuming, Vice President of Sales of Shangri-La Hotel Group in China

Business Weekly: Shangri-La achieved rapid growth in 2007. Where can I find the reason?

Zhu Fuming: Since 1984 entered China for the first time, Shangri-La has formulated a strategy to make great achievements in China. Up to now, 24 hotels with nearly15,000 rooms have been opened in Chinese mainland 19 cities. In 2007, Shangri-La developed rapidly. We opened five new hotels in Guangzhou, Chengdu, Xi, Baotou and Hohhot, and the expansion project of Shangri-La Hotel in Beijing also opened this year.

The reason is that Shangri-La's rapid development in China is attributed to the steady and sustained high-speed economic growth in China. In addition, after more than 20 years of unique management and operation, Shangri-La stands out from many internationally renowned hotel brands and is deeply rooted in people's hearts, especially favored by business travelers at home and abroad. This has laid a solid brand foundation for Shangri-La, and at the same time enhanced our confidence in developing in China.

Business Weekly: How does Shangri-La find a balance between rapid growth and lasting high-quality service?

Zhu Fuming: After more than 20 years of development in China, our accumulated management experience can ensure that while the number of Shangri-La brand hotels increases, its best service can be completely replicated in new hotels. More specifically, our group has a special department to ensure that "soldiers are not here, food and grass come first", and accurate and professional market analysis and financial analysis can ensure that a project can be put into implementation without "bugs". At the same time, each hotel is an independent business entity. Based on the principle of "one step ahead in one's own city", the benign operation of single hotels is not affected by rapid growth.

Business Weekly: What new contents does Shangri-La give to the "one step ahead" strategy in the increasingly fierce competition of high-end hotel industry? And how to adapt to the new environmental changes?

Zhu Fuming: You know, in the course of decades of competition, Shangri-La has never fallen behind, or has always been in a leading position. We believe that it is not only innovation and change that are one step ahead, although innovation is an indispensable weapon for contemporary enterprises. In fact, it is equally important to maintain your own advantages. Some enterprises have lost their roots in the reform, which is not worth the loss. Therefore, we have always maintained our own unique, good and popular things, such as our insistence on the traditional culture of China-from the decoration of the lobby and guest rooms to the admiration of the "hospitality" service concept. The environment has changed, but it has not completely changed. Consumers have not abandoned their original needs and replaced them with new ones. In fact, more often, they have added new demands. Such a brand with hotels in many cities can enjoy the latest demand at the first time, and can also share the innovation achievements of various hotels in different regions.

Business Weekly: With the rapid rise of Chinese mainland's economy, how does Shangri-La understand the present and future China market?

Zhu Fuming: Just like other economic fields in China, the market prospect of the hotel industry is very good, and the main growth points in the next few years will still be business tourism, incentive tourism and exhibitions.

At present, Shangri-La operates 24 hotels in Chinese mainland, and nearly 20 projects are under construction, all of which will open in the next three years. In 2008, we will open several new hotels in Shenzhen, Ningbo, Wenzhou and Manzhouli.

The growing outbound travel market provides a strong advantage for Shangri-La's global expansion. In recent years, Shangri-La has begun to enter the European and American markets, and hotels in new york, Chicago, Miami, Las Vegas, Paris and London will be opened one after another in 2009, which will provide more convenient choices for China people to go abroad for business, rewards and high-end leisure tourism market.

China has great market potential for both outbound and inbound tourism. With the coming of the 2008 Olympic Games, China has become the focus of world attention, followed by more frequent business activities, the entry of many foreign companies and more China people going abroad. This integration with the international community will undoubtedly bring considerable prospects to the hotel industry.

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