Paul S. Roa Global Director , Quality Improvement

Shangri-La Hotels and Resorts

A privilege …

1990 – 2009 Area Director of Quality &

Productivity, West Coast USA

2009 – present Global Director

Quality Improvement, Hong Kong

A privilege …

CREDO

“The Ritz-Carlton experience

enlivens the senses, instills well

being and fulfills even the

unexpressed wishes and needs of

our guests”

MANIFESTO

“In our family, you will find

tranquility, sincerity and

something rare – our special kind

of hospitality, hospitality from the

heart.”

A privilege …

I Am Proud To Be Ritz-Carlton I Am Shangri-La…

A privilege …

Provide genuine care and

exceptional products and

services resulting in profit

leadership.

To be the first and

right choice for guests,

colleagues, shareholders and

business partners.

The Ritz-Carlton inspires

life’s most meaningful

journeys.

Shangri-la Hospitality

from a caring family.

A warm welcome.

Anticipation of guest needs.

A fond farewell.

To delight our guests every

time by creating engaging

experiences straight from

our hearts…

A privilege …

“We are Ladies and

Gentlemen, Serving

Ladies and Gentlemen.”

“We treat each and

everyone with honour,

as kin, as family…”

It’s in our nature….

LEGENDARY ASIAN HOSPITALITY

Learning Continuum…

Recruitment

Orientation Task Competency

Shang-Care 1

Shang-Care 2

Shang-Care 3 Shang-Care 4

A privilege … Partnership with Learning and Development…

A privilege …

Not a program…. with a beginning and an end….

A process… a journey… continuous… never-ending…

Dual Definition by Dr. Joseph Juran

“Quality consists of service and product

features that meet and exceed the needs

and requirements of customers.”

“Quality is freedom from defects or

deficiencies.”

Benefits:

• Improve Customer Satisfaction

• Standardize products and services

• Make products more saleable

• Increase Market Share

• Provide Sales Income

• Secure Premium Pricing

Benefits:

• Reduce Customer Dissatisfaction

• Reduce Errors

• Reduce Rework

• Reduce Rebates

• Make work simpler, faster, better

• Improve Cycle Time of Work

• INCREASE SALES AND REVENUES • REDUCE COSTS & IMPROVE PROFIT

GUEST DELIGHT & ENGAGEMENT

We strive for Excellence, Not Perfection.

My personal motto.

“I am always better than yesterday!”

(Voice of the Customers & Employees)

Listen …

The future is Quality Improvement 2009 - Web Survey

2012 - Mobile Survey

2015 - ITM

Guest

Panel

Surveys and

Research

OVERALL STAY EXPERIENCE

5 = EXCELLENT

Very Good is not good enough!

/ 136,450 = XX % Top Box

Putting Service Profit Chain to Work Harvard Business Review

ORC Guest Equity Model A HOLISTIC VIEW OF THE GUEST JOURNEY FROM FIRST EXPOSURE TO A BRAND

TO LONG-TERM LOYALTY AND LIFETIME VALUE OF A CUSTOMER.

ORC Brand Expectations & Emotional Connections Survey Questions

Goodwill: How much do you agree or disagree with the below statements: • “If a problem arises, I can always count on Shangri-La to address the issue”?

Customer Mindset : How much do you agree or disagree that Shangri-La/ Traders/ Hotel JEN: • “Is a brand I like”

• “Gives me something other hotel brands cannot give me”

Emotional Connections: • “I feel proud to be a Shangri-La customer”

• “I trust Shangri-La”

• “There is a connection between me and SL that persists through good times and bad times”

Brand Perceptions: • “SL cares about its customers”

• “Is innovative”

• “Is responsive to customers’ needs”

• “Is flexible in its relationship with customers”

• “Does things that are good for community or the environment”

for 2015 and beyond…

23

80% Global SL

GUEST LOYALTY

EMPOWERMENT 25% Reduction – Problems Experienced 25% Improvement - Problem Handling

PERFORMANCE RESEARCH Shangri-La Experiences

QI Test Calls

DEMOGRAPHIC GUESTS

Golden Circle, Local, Outbound China

STRENGTHEN GUEST & COLLEAGUE ENGAGEMENT Overall Impression of Our People

Our Core Values // Our Guiding Principles // Universal Core Practices

INNOVATION

KEY DRIVERS OF GUEST and EVENT PLANNERS FL15 // WAGS // BITe // MEET // ReFReSH

“Simpler, Faster, Better…”

Shangri-La Culture

It becomes you… “Cast Your Shadow” “Change the life of our people…”

Strengthening

DAILY…

THE CHALLENGE OF

QUALITY INITIATIVES

Sharing our successes… • Daily Briefings • Shang Moment Stories

Addressing our challenges… • Defect Reporting, Recording, Resolution Process • Shang Care 4

Sharing our ideas… • Internal and External Benchmarking • MVBP (Most Valuable Best Practice) Award

Measuring our activities… • Performance Researches • Guest and Event Planner Surveys

Engaging colleagues to make a difference… • Shang Care 2 • Core Project Teams…

Strengthen our Company Philosophies, Core Values and Guiding Principles. Commitment to Shangri-La Caring” for review during departmental daily briefings:

• Lesson Plan from SLIM Quality Office • Shangri-La Moment Stories from the field 3Xper week • “Did You Know” days • “Best Practice of the Week” days • “Corporate Social Responsibility” days • Encourage employees to enliven our philosophies by doing ABCD (Above & Beyond

Call of Duty) with guests and fellow employees… • Review Core Value of the Day, Guiding Principle of the Day and Universal Core Practice

of the Day Recognize employee/s whose story/ies were featured.

Sharing our successes…

Upon Log In…

“DEFECTS ARE GOOD.”

DEFECT REPORTING, RECORDING AND RESOLUTION PROCESS

within a culture…

• Top Local/Regional/Global Defect Trends • Causal Analytics • Day of Week, Time of Day • Where it Happens Most • Other Demographic Trends (ie nationality,

age, gender, etc.) • Reduce Top Trends • Address Common Root Causes • Etc….

Social Media

Guest letters

Guest survey

Verbal

ITM

Trip Advisor

FCS Etc

• Address the Key Drivers of Guest Experiences • Cross Functional Project Teams • Meet 2x per month • Brainstorm improvement action steps • Make decisions to improve work processes

Strategy..

Focus on the “efforts…”

If you exert meaningful “efforts” to any form of activity,

You will always be rewarded with meaningful “results.

Arrival

Guestroom

Hotel Services

and Facilities

F&B Experiences

Problems

Departure

Nationalities

Length of stay

Day of Arrival

Day of Departure

Age Demographics

Market Codes

Gender

Room Nbr

GC vs Non GC

Floor or Area

Satisfaction

OPERATIONAL REPORTS

Time of Day

../Quality Improvement Breakthrough Handbook/PDF Versions/QI Breakthrough Handbook 1st Edition 20Jan12.pdf

A STRUCTURED APPROACH TO TEAM PROBLEM SOLVING

Benchmarked from different industries…

2012-2014 Brown Paper Flowcharting

• Identify and Eliminate Bottle Necks in the system • Eliminate non-value added steps - Make work simpler,

faster and better… without sacrificing quality!

Before

After

ARRIVAL EXPERIENCES

Identify Moments of Impact…

What do you do with it?

Integration has a different meaning for the intelligence community than it has for the operational community. The Intelligence Community sees integration with two components - collection and analysis, while the Operational Community seeks an outcome, an action, a result from the enormous amount of collection and analysis it performs. The intelligence community must align its thinking with those who have to decide or execute the findings from collection and analysis. Think of it as a three-legged stool.--- the intelligence community has responsibility for two of these legs, while the third is the most important and least understood.. The intelligence community needs to see itself as the critical enabling capability of decision making, whether tactical or strategic. The challenge in today’s complex world is knowing the difference between the two.

Guest, Employee and Event

Experiences Analytics

DR3/FCS and other

Internal/External Customer

Experience Behavioural

Analytics and Economics

Performance Research –

Guest Services, Room &

Restaurant Reservations,

Sales/RFP, Shangri-La

Experiences, etc.

Adhoc and Guest Panel

Survyes, Web Community

Analytics (ie Trip Advisor),

Internal & External Best

Practices , Research and

Statistical Studies

i3 Creative

Perceptual

Emotional

Path-Finding

Sustainable

Predictive Energetic

Decisive

HOTEL INTELLIGENCE

If you keep on doing the same thing again and again, You will get the same results…

- Paul Roa

“Quality is never an accident; it is always the result of high intention, sincere effort, intelligent direction and

skillful execution; it represents the wise choice of many alternatives.”

William A. Foster

Paul Samuel Roa

Global Director, Quality Improvement

Shangri-La Hotels and Resorts

Have you found your Shangri-La?

It is a privilege…