Case | HBS Case Collection | March 2008

Shangri-La Hotels

by Dennis Campbell and Brent Kazan

Abstract

In November 2006, Symon Bridle, the newly appointed chief operating officer of Shangri-La Hotels and Resorts, was thinking about a number of organizational issues that presented challenges to Shangri-La's rapid expansion strategy. There were three major issues at hand: (1) the company was expanding into high-wage economies in Europe and North America; (2) the company was expanding its presence in China-a country where front-line employees were not used to exercising decision-making authority; and (3) newcomers in the Chinese hotel market were poaching Shangri-La's staff and driving up wages in historically low-waged markets. As a COO, Bridle needed to ensure that Shangri-La's signature standards of "Asian Hospitality" were maintained during this expansion.

Keywords: Employees; Growth and Development Strategy; Standards; Service Delivery; Organizational Culture; Accommodations Industry; China; Europe; North America;

Citation:

Campbell, Dennis, and Brent Kazan. "Shangri-La Hotels." Harvard Business School Case 108-006, March 2008.