case-study-香格里拉酒店

1、精選優(yōu)質(zhì)文檔-傾情為你奉上精選優(yōu)質(zhì)文檔-傾情為你奉上專心-專注-專業(yè)專心-專注-專業(yè)精選優(yōu)質(zhì)文檔-傾情為你奉上專心-專注-專業(yè)Shangri-la Hotel case study Section 1: Starting up /開(kāi)始創(chuàng)業(yè)Sandy Stewart and his wife, Margaret, started up（創(chuàng)建） the Shangri-la Hotel after inheriting（繼承） a large property in the west end of Glasgow. Sandy and Margaret ran the hotel for many

2、 years before retiring and passing over the running of the hotel to their son Craig, and their daughter Ailsa. /父親Sandy Stewart 母親Margaret 創(chuàng)建了香格里拉酒店，傳給了兒子Craig和女兒Ailsa。Craig had always been interested in cooking, and after finishing school, Craig moved to London to train as a chef（主廚）. He worked in

3、many restaurants before becoming the head chef of a top hotel in Park Lane. Before he retired, Sandy asked Craig to return to Glasgow to run the restaurant in the Shangri-la Hotel. Since his return four years ago, the Shangri-la Hotel has gained a much coveted 3-star Michelin award. In the kitchen,

4、Craig had the following: A Sous Chef, Saskia (a colleague he had worked with for many years in London). A Commis Chef, Jordan (who started his training in the hotel a year ago). A full team of kitchen and waiting staff. On leaving school, Ailsa completed a degree in Business at Aberdeen University.

5、On completion of her degree, Ailsa got a job as a management trainee（受訓(xùn)培者） with a large oil company based in Aberdeen. After many years as a successful executive（經(jīng)理）, Ailsa was persuaded by Sandy to work in the Shangri-la Hotel. After a few years working in the hotel, Ailsa took over as the General

6、Manager. In the seven years since, Ailsa has overseen（監(jiān)督） an extensive（大范圍的） upgrade（改進(jìn)） programme. Ailsa drafted（起草） and submitted a business plan to the local bank in order to obtain（得到） the funding（基金） needed to improve the hotel as it was an older property in urgent need of modernisation. A gran

7、t was also secured from Scottish Enterprise. Ailsas hard work paid off when The Shangri-la Hotel became the first hotel in Glasgow to achieve the prestigious 5-star AA award. Ailsa was supported by: A reception manager, Antonio, who has been with the firm for many years. An accountant, Clark. A team

8、 of receptionists, cleaning staff and chambermaids. Maintenance staff. Section 2: Growth and development Under Ailsas management, revenue（收益） grew steadily and the number of business and international visitors to the hotel increased. Craigs cooking became increasingly popular, to the extent（程度） that

9、 he appeared on television as a celebrity（名人） chef. Craig and Ailsa both believed in supporting local business, and always used local banks, financial advisors and lawyers to support their business. Craig also had a very close relationship with Gordon Meldrum who managed an organic farm on the shore

10、s of Loch Lomond. Gordon was the first farmer in Scotland to become fully certified（認(rèn)證） by the Soil Association, and Craig decided to source his produce from Gordon. Craig is convinced that using the freshest meat, vegetables and fruit from Gordons farm is absolutely essential for the reputation（聲譽(yù)）

11、 and success of the restaurant. The reputation of the Shangri-la Hotel depended on high quality customer care, and it was important that all staff in the hotel were trained to the highest standards. Ailsa had close links with the local college who ran hospitality（酒店） courses, and would often take on

12、 learners who were studying there as part-time staff. On completing their studies, many of these learners opted to take up full-time employment with the hotel, at which time Ailsa would increase their salary. Craig also believed it was important to study at college, but he spent a lot of time person

13、ally with the kitchen staff to ensure that they understood his personal methods and that meals had to be prepared to his exacting standards. In addition to the chefs（廚師）, there were now four kitchen staff and eight waiting staff working in the restaurant. In the hotel there were six chambermaids（女服務(wù)

14、員）, three receptionists, four cleaners, two general maintenance（維護(hù)） staff, Clark the accountant and Antonio the reception manager. Section 3: Running the hotel Craig ran the restaurant under very strict guidelines. He had learned his trade under some of the most demanding chefs in London and that ma

15、nagement style had greatly influenced him. Each day he personally prepared the menu for the restaurant, and allocated（分配） specific tasks to the waiters and kitchen staff. He kept close tabs on exactly what each one did, as he believed that every dish that left the kitchen had his signature on it and

16、 therefore had to meet his rigorous（嚴(yán)格的） standards. This, on occasion, left Saskia feeling a little frustrated, as she felt that she had some great ideas for dishes that would be suitable for the restaurant. At the end of each week, Craig always provided free drinks for the team to celebrate, and th

17、e team always enjoyed these get-togethers. Craig depended greatly on Saskia, having worked together in London for many years. Whenever Craig was away from the hotel, Saskia was delegated（代表） the job of issuing work to the kitchen and waiting staff. Craig also insisted that only Saskia and he should

18、have the authority to sign for the meat and vegetable deliveries. But this often irritated Ailsa who, as the General Manager of the hotel, felt she should be able to carry out this task. Craig believed that only he and Saskia had the necessary experience to check if the produce was up to the standar

19、d required to uphold the restaurants image. Craig also aimed to ensure that all customers would be attended to within five minutes of being seated. The kitchen staff were well paid, but often the atmosphere could be very tense（緊張）. Craig always made a point of telling the team they had done a good j

20、ob at the weekly get-together. However, during the week, the pressure in the kitchen sometimes got to Craig. The waiting staff often came to Craig when they had problems with reservations or awkward customers. When the waiting staff offered suggestions on how to deal with these problems, Craig would

21、 always proclaim（宣告） this is my kitchen, we run it my way! The rule that only Craig and Saskia could sign for any produce that arrived at the hotel often caused a number of problems. This included the delay in preparing the vegetables could have a knock-on effect, eg while the kitchen staff were wai

22、ting for Craig or Saskias signature, they had nothing to do and tended to lark around - the cleaning staff would be working hard and this tended to annoy them. This delay also meant that the kitchen staff were often late finishing work, which could cause problems getting transport home, especially i

23、n the evenings. Also, Jordan now felt that he had the experience to sign for deliveries without any problems arising. /簽字權(quán)僅在兩人手中導(dǎo)致了一些問(wèn)題。Ailsa had worked hard to increase the number of business clients（客戶） in the hotel, since they tended to spend more in the bar and the restaurant. She believed that

24、one of the key aspects of this was making sure every business client was given exceptional customer care. Antonio worked closely with his reception team on how to improve the hotel experience for business clients. The team had a weekly meeting where Antonio asked for suggestions to improve service l

25、evels and, over the years, the team had come up with a number of ideas that were then implemented（實(shí)施）. Examples include picking up customers at Glasgow Airport and transporting them to the hotel, pick-ups from business meetings, and a complimentary（免費(fèi)） copy of The Financial Times in the mornings. Th

26、e team worked well together and often received complimentary feedback from customers on how well they were taken care of and how positive their experience of the hotel had been. Ailsa concentrated on increasing business by visiting large companies who she knew were intending to visit Glasgow and pre

27、senting a sales pitch based upon excellent standards of customer service. This had proved an extremely successful approach and the Shangri-la Hotel was now the number one choice for many blue-chip companies sending staff to Glasgow. Ailsa knew that this business was highly dependent on Antonios team

28、 delivering the required level of service. Ailsa also knew that Antonio had many years experience in the hotel trade and trusted him and the team to implement（實(shí)施） this strategy（策略）. The sales visits that Ailsa made meant she was often away from the hotel, but in her absence Antonio ran things with l

29、ittle problem or fuss（大驚小怪）. This was in contrast（對(duì)比） to the restaurant where Craig left strict instructions on what the menu should be for every day he was away from the kitchen. Saskia felt that on these occasions, she should be allowed to be more creative. Section 4: The future Saskia was aware that there were some moans（呻吟） among the kitchen staff and had spoken to Craig about this. Craig was upset to be advised of this as he had always felt his restaurant was