Over the years, Shangri-La Hotel Group has expanded rapidly, with luxury hotels and resorts in major Asian cities and popular resorts. Since the opening of its first hotel in China in Hangzhou in 1984, Gelila has decided on the strategic policy of making great achievements in China and quickly implemented its development plan. Today, Shangri-La Hotel Group * * * has 55 hotels with more than 28,111 rooms. In China, it has 24 hotels with nearly 11,811 rooms, serving the growing number of domestic and foreign travelers. The Group believes that China's accession to the WTO and Beijing's successful bid for the 2118 Olympic Games will provide unlimited business opportunities for Shangri-La's further development in China.

Mr. An Zihua, Managing Director and Chief Executive Officer of Shangri-La Hotels Group, said: "China is one of the countries with the fastest development and the most important economic status in the world. In terms of tourism, China, with a population of 1.3 billion, has huge market potential, whether it is domestic tourism or growing inbound business and leisure tourism. Shangri-La will continue to be committed to the successful development in China. "

training article-serving stars comes from Shangri-La care

"Excellent hotels come from excellent staff, not gorgeous crystal chandeliers or expensive carpets." Shangri-La Hotel Group firmly adheres to this concept and interprets it as a solid commitment to staff development. It is predicted that by the year 2111, the number of employees in the group will increase from the current 31,111 to 51,111, and this commitment is increasingly showing its important position.

the whole process begins with the selection of employees-"employing employees with good working attitude and making them skilled through training"-which provides a solid foundation for accepting the Shangri-La concept. Next, the group invested a lot of money in training-perhaps more than any other hotel group-to provide continuous and perfect training guidance to all employees of its 55 hotels.

By creating a good working atmosphere, the Group enables employees to achieve their personal and professional goals, thus retaining talents; Shangri-La has maintained a relatively low employee turnover rate in the industry.

Shangri-La Hospitality

The main feature of Shangri-La Hotel Group is to provide high-quality and warm service to its guests. Just as its service tenet defines "Hospitality and Shangri-La Affection", all employees have to receive the training of "Shangri-La Hospitality" within six months of their employment.

The training program aims to provide guests with a distinguished hotel experience with Shangri-La's special services, and then build brand loyalty. Respect, gentleness, courtesy, helpfulness and sincerity are the core values of this training. This training program with the theme of "Shangri-La Hospitality" is divided into four units:

1. Hospitality and Shangri-La affection;

second, make the guests overjoyed;

third, actively remedy to win the loyalty of the guests;

fourth, develop the spirit of ownership.

The four modules of "Shangri-La Hospitality" highlight the mission of the Group: "Every time, our guests will be overjoyed", which is also one of the guiding principles of Shangri-La.

The "Shangri-La Hospitality" training program is the corporate culture pursued by the Group at present, which is strongly supported by senior management and continuously implemented throughout the Group. The Group requires all its subordinate hotels to allocate special budgets for training and development, and the general manager is personally responsible to ensure that the special training funds allocated by hotels can be fully utilized every year.