- An underlying fear of recriminations and punishment despite there never being any threat or intimidation from the higher authorities – it was just an image that the authorities maintained so that the employees would continue working with clockwork precision.
- The traditional hospitality was steeped in the culture of the land. However the expansion outside China and South East Asia brought with it a newer set of learning that had to be imbibed by employees who little understood them. The ceremonies and special nuances associated with the everyday manner of doing things differed drastically from the precise mannerisms and ceremony that was culturally ordained in the Asian areas. While the European and American hospitality did not demand any such ceremonial practices for their everyday functioning there was a modicum of appreciation for the service sector of the Shangri La hospitality as they were opening vistas of service not commonly experienced by the western world. This posed a fresh challenge of how the traditional form of services could be reformed and reframed to cater to the needs of the newer institutions.
- An overall lack of confidence among the Chinese front desk managers to handle any situation on their own without the total involvement of the management or the senior managing authority. When world class expectations were the goal from the local talent then there was a marked need for training inputs to standardize and improve the already available quality and quantity of services being carried out under the banner of the Shangri La hospitality.
These were some of the salient challenges being faced by the Shangri La group while taking up their expansion into the locations outside Asia.