The business strategy of Shangri-La reflects that more concern is being put on the generation of values through unique ways. Like its competitors, management and contentment of a wide range of customers are a big challenge for Shangri-La. this challenge is faced through the practice of differentiated hospitability. That is to say, Shangri-La adopts different approaches by heightening levels of hospitality and providing the customers with the best services and super luxurious atmospheres. In spite of operating over such diverse geographical locations, Shangri-La has never failed to focus on business investments, especially in Asia- Pacific region.
All these have contributed largely to the building of Shangri-La’ s brand image and have also won its recognition all around the world. In past few years, Shangri-La Hotels and Resorts have won numerous awards and recognitions in the form of “ Best Business Hotel Chain in the Asia Pacific” by Business Traveller (U. K. and Germany) and “ Best Hotel Chain” by Chinese Hurun Report (China). Thus, Shangri-La gains competitive advantage on an international level by offering outstanding customer service. Some of the core organizational policies aim at providing respect, courtesy, warmth, cordiality, sincerity, geniality and friendliness.
These are indispensable in the hospitality industry and each and every hotel and resort of Shangri-La makes sure that it is met. The staffs and management of Shangri-La exhibit cultures and traditions of respective nations or regions. Guests, too, are treated accordingly, as expectations and behavioral patterns of people widely vary across the globe. Extensive training and development programs have been a part of Shangri-La for a long time. This is divided into three sections. Other than Shangri-La Care, there is Delighting Customers and Recover.
As this is immensely important for the hotel industry, Shangri-La allocates separate funds within its budget for training and developmental programs.
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