1. Post Graduate Diploma In Business Management
Management Information Systems
Shangri-La
Hotels and Resorts
of
Module : PDB10400-MIS
Date : 14.03.2016
Guided By : Mrs. Sivapriya Arumugam
Presented By : Group 04

2. Group Members
Name FIN No Role
Dananjeya
Kuruppuarachchi
(Team Lead)
G1514064Q Company Overview, Main
Brands, Hierarchy, Business
Goals
Hein Kaung San G1514626K Business Strategy, Financial
Performance
Sanjeewa
Swarnamali
G1562452W Competitors, Competitive
Analysis, Total Cost of
Ownership, Importance of
MIS
Shenan Dissage G1541556N Shangri-La MIS Systems and
Technologies
Apsara Kaduruwana G1543259X Efficiency & Productivity,
Disaster Recovery,
Conclusion
2

3. Content
 Company Overview
 Main Brands of Shangri-La
 Hierarchy & Structure of the Company
 Business Goals
 Business Strategy
 Main Procedures
 Financial Performance
 Main Competitors
 Competitive Analysis
3

4. Content; Continues
 Total Cost of Ownership
 Importance of MIS Innovation
 MIS Systems of Shangri-La
 Latest Technologies of Shangri-La
 New Technology Recommendation
 Efficiency and Productivity
 Disaster Recovery Plan
 Conclusion
 References
4

5. 5

6. Company Overview
Founded in 1971 by Robert Kuok with their first deluxe hotel in
Singapore.
Currently they owned more than 90 hotels and resorts including of
over 38,000 rooms.
They are undertaking new hotel developments in Mainland China,
Hong Kong, India, Philippines, Qatar, Myanmar, Sri Lanka and
Cambodia.
Shangri-La owned 1,959 place in the world biggest public
companies list, which has 1,416 place in profit, 1474 place in
assets and 1924 place in market value(www.forbes.com , 2015)
6

7. Main Brands of Shangri-La
Shangri-La Hotels
Traders Hotels
Kerry Hotels.
Hotel Jen
Shangri-La Resorts
Aberdeen Marina Club
Xili Golf and Country Club
Hotel Brands Resort Brands
(Sources about all brands (www.shangri-la.com , 2015)) 7

8. Shangri-La Company Structure
8

9. Organization Chart
General
Manager
Controller
Sales
Manager
HR
Manager
Customer
Service
Director
Frount
Office
Manager
Food &
Beverage
Director
9

10. Organization Hierarchy
Genaral Manager
Controller
Assistant
Controller
Purchasing
Agent
Accounts
Recivables
Night Agent
Sales Manager
Sales/
Cathering
Director
Cathering
Manager
Administrative
Assistant
Customer Service
Director
House Keeping
Manager
Housr Keeping
Inspector
Room
Attendent
Laundary
Woker
House person
HR Manager Front Office
Manager
Ass. Front
Office
Manager
F/O
Supervisor
Front Desk
Agent
PBX Operator
Security Agent
Reservation
Supervisor
Reservation
Agent
Food & Beverage
Director
Banquet
Manager
Banquet
Captain
Executive Chef
Sous Chef
am/pm Cooks diswashers
Resturant
Supervisor
Food Server
Bus person
Cashier/Host
Bar Supervisor
Bartender
10

11. Business Goals
Vision
To be the first choice for guests, colleagues, shareholders and
business partners.
Mission
To delight our guests every time by creating engaging experiences
straight from our heart.
11

12. Business Goals; Continues
Main Moto
“Shangri-La Hospitality from a caring family.”
Main Goals
Providing guests with distinctive Asian standards of hospitality and
service enables us to stand out amongst our peers.
Make the quality remains the cornerstone of our reputation as a world-
class hotel group.
Exceed expectations through consistent quality and value in our
products and services.
Earn a “Pride without arrogance.”
12

13. Business Strategy
Key
Elements
5 core
principles
5 tier
organizational
designs
Vision
Staff training &
development
Initial focus on
domestic
market
Global Growth
Employee &
customer
satisfaction
Culture
13

14. Business Strategy
14
Business Strategy
Core Values
Guiding
Principles

15. Core Values
Respect
Humility
Courtesy
Sincerity
Helpfulness
15

16. 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.
16

17. Main Procedures
Shangri-La 2000 development
 Identify core values and guiding
principals.
 Corporate vision, business
processes and performance
measurements.
 Soliciting input form the GM of
hotels.
 Rounding off formulation process.
Shangri-La corporative-wide-roll-out
 Communication Approach. (cascading
approach)
 Process improvement.
 Common budgeting process.
 Alignment survey.
17

18. Global Consumer Interest for Luxury Hotels
Global consumer interest for luxury hotels grew +1.5% 18

19. How Do Hotels Make Money ?
19

20. Annual Hotel Occupancy Rate
20
Source : www.yahoofinance.com, 2016

21. Financial Performance
0
500
1,000
1,500
2,000
2,500
2009.5 2010 2010.5 2011 2011.5 2012 2012.5 2013 2013.5 2014 2014.5
Sales (US $ Million)
Annual sales performance (2010 to 2014) (www.shangari-la.com , 2016)
21

22. 0
1,000
2,000
3,000
4,000
5,000
6,000
7,000
8,000
2009.5 2010 2010.5 2011 2011.5 2012 2012.5 2013 2013.5 2014 2014.5
Total Equity (US $ Million)
Annual total equity (2010 to 2014) (www.shangari-la.com , 2016)
Financial Performance
22

23. 0
2
4
6
8
10
12
14
2009.5 2010 2010.5 2011 2011.5 2012 2012.5 2013 2013.5 2014 2014.5
Earning per Share (US $ Cents)
Annual Earning per Share (www.shangari-la.com , 2016)
Financial Performance
23

24. Top Players in Luxury Hotel Industry
Rank Upper Upscale Luxury Major Luxury Exclusive
01 Hilton Ritz-Carlton Four Seasons
02 Sheraton Intercontinental Loews
03 Westin Fairmount Shangri-La
04 Hyatt JW Marriot Mandarin Oriental
05 Hyatt Regency Sofitel Regent
24

25. Main Competitors
Indirect
Competitors
Direct
Competitors
25

26. Market Share of Industry Leaders
53, 58%
5, 6%
1, 1%
15, 17%
2, 2%
1, 1%
12, 13%
1, 1%0, 0%1, 1%
Market Share
Ritz- Carlton53
Hilton
Hyaat
Four Seasons
Marriot
Sheraton
Shangri-La
Crow Plaza
Inter continental
Others
26

27. Porter’s Competitive Forces Model For
Shangri-La
Traditional
Competitors
Customers
Substitute
Services
Suppliers
New Market
Entrants
27

28. Competitive forces effect the industry
Best cost
traders
Broad
Narrow
Low cost provider
Focused Low Cost Focused Differentiation
Broad Differentiation
Holiday Inn
Travelodge
Local Hotels
Crowne Plaza
Local Hotels
Shangri- La
Marriot
Hyatt
Map to show competitive forces effect in the industry 28

29. Total Cost of Ownership
An analysis meant to uncover all the lifetime costs that follow from
owning certain kinds of assets.
TCO analysis is used to support acquisition and planning decisions.
TCO analysis for these kinds of assets is in fact a central concern in
the following:
* Budgeting and planning.
* Asset life cycle management.
* Prioritizing capital acquisition proposals.
* Vendor selection.
* Lease vs. buy decisions.
29

30. Total Cost of Ownership; Continue
Software Requirments
2013 US$
Million
2014 US$
Million
2015 US$
Million
2013 US$
Million
2014 US$
Million
2015 US$
Million
Design Software : 35%
Ex: Operating Systems: Windows XP Professional with Service Pack 3 (or greater)
or, Windows Vista with Service Pack 2 (or greater) or Windows 7
Database Software : MySQL
Save/view reports : Acrobat 9 or higher (or other compatible PDF reader) Server :
Apache (with ionCube support)
Server Side : PHP (builds compatible with the standard API)
Software Updates 32728.85 32572.75 31931.55 42076.30 40783.40 39989.25
Annual Software Maintenance - 15% 14026.65 13959.75 13684.95 18032.70 17478.60 17138.25
Hardware Requirments
PC System Purchase : 20%
Ex: 4GB+ RAM
1GHz Processor (32bit or 64bit) or greater
1GB+ Available hard disk space
Server System 18702.20 18613.00 18246.60 24043.60 23304.80 22851.00
Hardware Maintenance - 12% 11221.32 11167.80 10947.96 14426.16 13982.88 13710.60
Costs associated with downtime - 8% 7480.88 7445.2 7298.4 9617.44 9321.92 9140.40
Cost associated with the business process re-engineering - 10% 9351.10 9306.50 9123.30 12021.80 11652.40 11425.50
Total Cost 93511.00 93065.00 91232.76 120218.00 116524.00 114255.00
Total Cost of Ownership on Rental Total Cost of Ownership on Purchasing
Calculation of Total Cost of Ownership for Shangri-La
30

31. Importance of MIS to Shangri-La
Huge amount of workers, employees, managers and researchers.
Better management.
Faster and better sharing of information.
Improving productivity.
Improving quality.
Minimizing production costs.
Reducing R&D costs.
31

32. How the Technology Combine the
Organization Aspects
32

33. Shangri-La Different locations use different MIS systems with their
operations.
Some of the example systems are “MontOra software” and Glitch
Management Systems.
Mainly there are 12 software application modules followed by the MIS
system of each location.
It includes reservation, front desk, cashier, housekeeping, night
audits, reports, back office, yield management, credit authorization
and settlement, merchant channel management, and web
reservation.
Management Information Systems of
Shangri- La
33

34. Currently they are using Oracle OLTP 11G version and data
warehousing databases to maintain their database in each and every
location.
This work as the backbone for their online reservations, bookings and
guest communications.
Currently they manage 8TB data-warehousing facility for all storage
of each location which needs to facilitate the operations.
Management Information Systems of
Shangri- La
34

35. Main functions of MIS uses for back office and front office operations
Management Information Systems of
Shangri- La
35

36. E-connect system
Automated system, for collect guest request and inter-department
orders.
M-Connect
Mobile application work in combination with e-connect.
E-laundry system
Uses in Shangri-La to maintain the laundry and linen activities in the
property.
Latest Technologies of Shangri- La
36

37. E-housekeeping and M-house keeping
An automated cleaning and inspection system for guest rooms and
public areas.
Robust and dynamic voice messaging and fax system
It supports both SIP and analog technology and be integrated with all
major PMS and PABX systems.
Latest Technologies of Shangri- La
37

38. *Sample image for connection of all the operation activities through
Management Information Systems
Management Information Systems of
Shangri- La
38

39. New Technology Recommendations for
Shangri-La
Personalized Items
The customer can select the menu items on a big screen and can
display on the welcome message on same manner.
Marketing automation by sending mails
Sending the mails to our guests to his birthdate and sending flowers to
the customers, can give the discount for email.
Smart Phones security Function
Can use feature “smart phones door lock”. It can helps the door open
and door lock.
39

40. Smart appliances with single tablet service
Allows the control the items in lighting, temperature , TV and room
service and radio will all controlled by smart single tablet service.
Extend their data ware housing size to 16TB
Updating the database system to the Oracle 10g version with
Oracle OLTP 12C version.
New Technology Recommendations for
Shangri-La
40

41. Class Diagram for Recommended System
41
Originally Designed

42. Class Model Flow-Chart for the
Recommended Database
42
Originally Designed

43. Efficiency & Productivity
Improves reliability and performance of serving customers.
Increase IT efficiency reduced costs
Innovate the business strategies
Ensure the quality and consistency
Keep on customers safe friendly and fast services free of cost.
43

44. Current follow disaster recovery system to protect Oracle
database.
Using Oracle 9i and tape base backup recovery system.
Recovery time objectives based on 2 hours recovery.
Include 24 hour RTO (recovery time objective) for complete site.
Full (level 0) backup weekly (every Sunday), and it could be
incremental.
Current Disaster Recovery System
44

45. Disaster Recovery Plan
It is essential to regularly back up your operating system and
database to restore.
Classification disaster. ( natural/ man made)
Implement control measures.
Two main recovery systems.
+ Operating System-Specific Backup and Recovery Procedures.
+ Database-specific Backup and Recovery Procedures.
45

46. Recommendations to Upgrade Recovery Plan
Extend data ware housing size to 16TB.
Implement Oracle database 10g recovery plan.
New features of that are;
* Block Change
* Flash Recovery Area
* Incrementally Updated
Re-architect their backup and recovery infrastructure to disk based
backups.
Implement the E-recovery systems.
46

47. Conclusion
Green house gas reduction
Removing the manual documentation and usage of paper work.
Increases information accuracy while reducing clerical costs.
Gives you the most timely data for decision making.
Managers are more easily able to find the people and data for
critical business decisions.
Significant reduction of wastage cost of transport, R & D.
47

48. References
Academia education (2015) A SAMPLE HOTEL MANAGEMENT
SYSTEM PROJECT DOCUMENTATION, Available at:
http://www.academia.edu/2112330/A_SAMPLE_HOTEL_MANAGEME
NT_SYSTEM_PROJECT_DOCUMENTATION (Accessed: 25th
February 2016).
Alan Clarke and Wei Chen (2012) International hospitality
management concepts and cases. Google Books [Online]. Available
at: https://books.google.com.sg/books?id=3rDpzAdwqmUC&printsec=
frontcover#v=onepage&q&f=false (Accessed: 28th February 2016).
Ashrae Chennai Organization (2013) DBMS Project, Available at:
http://ashraechennai.org/upload/DbmsProj.pdf (Accessed: 25th
February 2016).
48

49. Cisco (2008) Enabling Smart Room Technology for the Ultimate
Luxury Hotel Experience, Available at:
http://www.cisco.com/c/dam/en_us/solutions/industries/docs/trec/tsa_
ucfinal.pdf (Accessed: 3rd March 2016).
Debbie Dragon (2012) 'Using Technology to Maximize
Efficiency', Business Dictionary ,(), pp. [Online]. Available
at: http://www.businessdictionary.com/article/493/using-technology-to-
maximize-efficiency (Accessed: 22nd February 2016).
Forbes (2012) five hotels with top-notch technology, Available at:
http://www.forbes.com/sites/forbestravelguide/2012/01/31/five-hotels-
with-top-notch-technology/#4f6c2dce5cfa (Accessed: 20th February
2016).
References
49

50. Glitch Management (2015) FCS- Product Rainbow, Available at:
http://www.fcscs.com/product-rainbow (Accessed: 29 February 2016).
G.SATYANARAYANA REDDY, RALLABANDI SRINIVASU,
SRIKANTH REDDY RIKKULA, VUDA SREENIVASA RAO (2009)
'MANAGEMENT INFORMATION SYSTEM TO HELP MANAGERS
FOR PROVIDING DECISION MAKING IN AN
ORGANIZATION', International Journal of Reviews in Computing
, 15(2076-3328), pp. 2- 5 [Online]. Available
at: http://www.oracle.com/au/products/database/starwood-rman-
casestudy-130625.pdf (Accessed: 20th February 2016).
Hcltech (2013) Sales Incentive Management System, Available at:
http://www.hcltech.com/travel-transportation-
logistics/hospitality/sales-incentive-management-system (Accessed:
1st march 2016).
References
50

51. Q & A
51

52. Thank You
52