The history of began the Shangri-La was on 1971 which was the first of deluxe hotel in Singapore. However, Shangri-La has been inspired by legendary land featured in James Hilton's 1933 novel which is Lost Horizon. Now days, Hong Kong had based Shangri-La Hotels and Resorts in Asia Pacific's leading as a luxury hotel group. Basically, the name of Shangri-La hotel ha encapsulates the serenity and service by which the hotels and resorts were been renowned worldwide. Additionally, Shangri-La hotel has been one of the world's finest hotel ownership and as a management companies. It has land in many countries with over 85 hotels and resort. Those were located through Asia Pacific, North America, the Middle East, and Europe. However, there were new hotels under development which in Mainland China, Hong Kong, India, Mongolia, Myanmar, Philippines, Singapore, Qatar, Sri Lanka and South Africa that has a room inventory for over 37,000.
Now days , Shangri-La Hotels has been as a five-star luxury hotel across Asia Pacific, North America, the Middle East, and Europe. “To treat a stranger as one of our own" characterizes the hospitality one can expect from Shangri-La. But then, discerning travellers will be enjoy a world-class service amidst tranquil surroundings, coupled with inspirational architecture and design in Shangri-La hotels.. The finest dining experiences at every hotel and resort ensure that every palate is pampered.
Shangri-La Hotels (Malaysia) Berhad (SHMB) is an investment holding company which has
incorporated with the limited liability and traded on Bursa Malaysia Securities Berhad. SMHB engaged in the operation of hotels, beach resorts, golf course, clubhouse, proper the management and commercial laundry. In Malaysia, the hotel properties include Shangri-La Rasa Ria Resort, Kota Kinabalu, Shangri-La Tanjung Aru Resort and Spa, Kota Kinabalu, Putrajaya Shangri-La, Shangri-La Kuala Lumpur,
1.2 Vision & Mission
Shangri-La Hotels has the vision which is “To be the first choice for guests, colleagues, shareholders and business partners.” Meanwhile, the mission is “To delight our guests every time by creating engaging experiences straight from our heart.” In addition to the vision and mission statements, SHMB is guided by its high standards, which includes the following guiding principles:
• Ensure leadership drives for results
• Make guest loyalty a key driver of our business
• Enable decision-making at the guest contact point
• Be committed to the financial success of our own unit and of our company
• Create an environment where our colleagues may achieve their personal and career goals
• Demonstrate honesty, care and integrity in all our relationships
• Ensure our policies and processes are guest and colleague-friendly
• Remain deeply committed to our social responsibility by making a positive contribution to our communities, environment, colleagues, guests and business partners
SHMB determined to build strong marketing capability and cost performance, while driving
service and product improvements in response to the challenging operating environment. This
enables to further bolster the competitive position and to achieve higher returns from hotels and investment properties. SHMB step up marketing programmes and activities so as to maximise revenue opportunities in key leisure and corporate travel markets. Simultaneously, SHMB implements more innovative marketing initiatives, promotions and packages aimed at
stimulating demand and aggressively increasing market penetration in emerging markets with
high growth potential. SHMB develops and maintain both strong sales and marketing network and close business relationships with existing and potential major suppliers and key customer accounts and these further increase its brand and product awareness. It also builds and improves the capabilities of sales and marketing teams to sharpen market execution and performance.
In 2014, SHMB was focusing on revenue-enhancing programmes and its effective rate strategies had led to healthy market share gains of its individual hotel markets. In the phase of increasing cost pressures, SHMB focuses on generating sustainable growth in operating margins by driving their planned efficiency programmes, raising labour productivity
and their work processes, while keeping costs under tight control. Concerted efforts in these
areas during 2014 ensured that the majority of its businesses achieved good increases in
operating margins. SHMB also take prudent and disciplined approach to capital expenditure.
In 2014, the capital expenditure was mainly deployed on the renovation of the Garden Wing guestrooms at Rasa Sayang Resort and the completion of the new extension project at Rasa Ria Resort. The group also increased its investments for new or upgrades IT equipment as
the management believes advanced technology would boosts operational effectiveness.
SHMB continues to invest in maintaining and enhancing the high quality and standards of its
existing products and facilities to strengthen and fortify leadership in the hotel industry. This is backed by a strong programme of innovative products and dining concepts as continually
responds to changing customer trends and expectations. SHMB also continuously focuses on improving its customer service capabilities across all business activities and on becoming ever more responsive to customer needs.
Meanwhile, to further reinforce their operational capability and to support its growth ambitions, the hotels continued to prioritise the development of its people at every level of the organisation. This involves not only upgrading the skills, core competencies and productivity but uplifting its performance via well-embedded training, management and leadership programmes. As it also regard staff wellbeing as of paramount importance, in 2014, SHMB introduced a number of fresh initiatives to promote safety and health. Building its commitment to product quality, in April 17 2014, the hotels embarked on a programme to comprehensively refurbish the Garden Wing guestrooms at Rasa Sayang Resort.
With the newly renovated rooms, the resort is better placed to compete well in the local market. The project had successfully completed in April 2015 after a 24-month construction period has been very well received in the marketplace. This major undertaking has consolidated the Sabah hotel market as well as providing the resort with significant growth opportunities in the years ahead. As a responsible business entity, SHMB has strong commitment to business sustainability. Its mark et-leading brands and high quality assets, combined with financial strength and operational expertise had enable SHMB to position itself better to withstand the challenges ahead and to benefit from any improvements in
1.4 The Founder
Mr. Lim, Beng Chee
Chief Executive Officer
Mr. Lim was appointed the Chief Executive Officer and Executive Director of Shangri-La Asia Limited in January 2017.
He was previously the Chief Executive Officer of CapitaMalls Asia Limited (CMA), now known as CapitaLand Mall Asia Limited, from 2008 to 2014. CMA is a developer, owner and operator of shopping malls in Singapore, China and other parts of Asia. CMA was listed on the Singapore Stock Exchange from 2009 to 2014.
Mr. Lim has more than 15 years of experience in retail real estate investment, development, mall operations, asset management and fund management with DBS Land Limited, CapitaLand Limited and CapitaLand Mall Asia Limited, including a two-year stint in Beijing as Chief Executive Officer of CapitaRetail China Trust Management Limited, Singapore's first China retail real estate investment trust.
Mr. Lim is a Non-Executive Director in WIND Group Pte Ltd, SCPG Holdings Co Ltd and Changi Airports International Pte Ltd. He graduated with a Bachelor of Arts in Physics (Honours) from the University of Oxford, and subsequently obtained a Post Graduate Diploma in Education from Nanyang Technological University (NTU). He also holds a Master of Business Administration (Accountancy) from NTU.
...(download the rest of the essay above)