MAJESTICA HOTEL IN SHANGHAI PDF

Case Solutions. Majestic Hotels, Inc. S and UK. Since Majestica tried to enter the mainland China. Richard Roy-the executive vice-president, at Majestica Hotels Inc.

Author:Shaktile Moogura
Country:Mexico
Language:English (Spanish)
Genre:Health and Food
Published (Last):18 February 2011
Pages:200
PDF File Size:2.92 Mb
ePub File Size:13.94 Mb
ISBN:779-2-84977-335-5
Downloads:74321
Price:Free* [*Free Regsitration Required]
Uploader:Malak



Majestica is a leading company of constructing luxury hotels. The opportunity emerged for Majestica to expand its operation in China.

Moreover, Commercial Properties in Shanghai was looking for an operator to build its new luxury hotel in Shanghai. Due to Majestica's reputation in Hotel construction business across the world,this led CPS to request Majestica to build a luxury hotel in Shanghai. For this reason, both negotiated and signed a letter of intent and started to negotiated their terms and condition. However, several critical issues arose between Majestica and CPS, which need to be solved.

Majestica Hotels Inc. Majestica was very much concerned about its operating philosophy in which itwas not willing to make any compromise. There were several issues to be negotiated between the two parties.

Majestica was also concerned about its growth and expansion in the Asian market. CPS was also willing to make alliance with Majestica due its globalrecognition in the luxury hotel industry. However, there was another issue as well, but the most critical was the operating philosophy of Majestica in whichthey were not willing to make any compensation.

Their operating philosophy was to make a contract term of almost 50 to 60 years, and to run its luxury hotels under its own brand name regardless of the country it operates. Majestica also expected to name the hotel as Majestica Hotel Shanghai. Another central issue was regarding the General Manager for the Hotel. Majestica believed that the Chinese national would not be able to manage the world-class hotels at this level, as CPS was willing to hire a Chinese general manager other than an expatriate.

I would recommend Majestica to stay in Shanghai and negotiate its terms and conditions. Majestica has to show flexibility while negotiating sinceCPS has resources for further development in China. Although Majestica has a competitive advantage due to its operating philosophy and it is clear that Majestica would not compromise upon its policy hence, the company can think over few compensations such as length of contract and equity level in the hotel.

CPS Shanghai would own the hotel and Majestica would be the operator of a new luxury hotel, which would be the best alternate for both parties. Nonetheless, the only problem would be the loss of control of the hotel in management to some extent. This will give an advantage to Majestica of keeping the brand identity alive, and also it will enable Majestica to maintain its standards according to its work style.

Hence, comparatively, this alternate would be the best for both the parties This is just a sample partial case solution. Please place the order on the website to order your own originally done case solution. Search Case Solutions Search for:.

Check Order Status. Search for:. How Does it Work? Why TheCaseSolutions.

ARMUTSBERICHT DEUTSCHLAND PDF

Majestica Hotel in Shanghai Case Study Help - Case Solution & Analysis

Slideshare uses cookies to improve functionality and performance, and to provide you with relevant advertising. If you continue browsing the site, you agree to the use of cookies on this website. See our User Agreement and Privacy Policy. See our Privacy Policy and User Agreement for details.

COXITIS TB PDF

Majestica Hotel in Shanghai? Case Study Analysis & Solution

Majestica Hotel in Shanghai? Majestica Hotels Inc. A series of issues require resolution for the deal to proceed, including length of contract term, name, and staffing. Majestica was reluctant to make further concessions for fear that doing so might jeopardize its service culture, arguably the key success factor in this industry. At issue was whether Majestica should adopt a contingency approach and relax its operating philosophy or stick to its principles, even if it meant not entering a lucrative market. Brushing up HBR fundamentals will provide a strong base for investigative reading.

Related Articles