Shangri-la Promo Shangri-la Hotel & Resorts: INSIDE OUT (movie) by Ogilvy & Mather Hong Kong

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Shangri-la Hotel & Resorts: INSIDE OUT (movie)

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Industry Business equipment & services, Corporate Communication
Media Promo & PR
Market Hong Kong SAR China
Agency Ogilvy & Mather Hong Kong
Director Bruno Aveillan
Executive Creative Director Sandy Chan, Simon Handford
Art Director Pierre Desfretier, Genevieve Hardy
Copywriter Troy Sullivan, Edgard Montjean, Lam Kwei-Chee
Producer Martin Coulais
Account Supervisor Adam O'conor, Laura Leroy
Released June 2011


Cannes Lions 2011
PR Lions Internal Communications Bronze

Credits & Description

Type of Entry: Sectors & Services
Category: Internal Communications
Entrant Company: OGILVY & MATHER Hong Kong, HONG KONG
PR/Advertising Agency: OGILVY & MATHER Hong Kong, HONG KONG

Executive Creative Director: Simon Handford (Ogilvy & Mather Group, HK)
Executive Creative Director: Sandy Chan (Ogilvy & Mather Group, HK)
Creative Director: Pierre Desfretier (Ogilvy & Mather Group, HK)
Copywriter: Kwei Chee Lam (Ogilvy & Mather Group, HK)
Copywriter: Edgard Montjean (Ogilvy & Mather Group, HK)
Copywriter: Troy Sullivan (Ogilvy & Mather Group, HK)
Art Director: Pierre Desfretier (Ogilvy & Mather Group, HK)
Art Director: Genevieve Hardy (Ogilvy & Mather Group, HK)
Agency Producer: James Brook-Partridge (Ogilvy & Mather Group, HK)
Account Supervisor: Adam O'Conor (Ogilvy & Mather Group, HK)
Account Supervisor: Laura LeRoy (Ogilvy & Mather Group, HK)
Megan Caulfield (Ogilvy Impact)
Jessica Ogilvie (Ogilvy Impact)
Tam Sandeman (Ogilvy Impact)
Director: Bruno Aveillan (Quad Productions)
Producer: Martin Coulais (Quad Productions)
Director of Photography/Lighting/Cameraman: Patrick Duroux ()
Music: Bruno Coulais ()
Sound Design/Arrangement: Chez Jean ()

Describe the campaign/entry:
Luxury hotels make you feel like a King: marble palaces with plush furniture, golden bathroom-fittings and silver-platter service delivering to your every whim. Rightfully proud of this luxury, they talk about 'what they have.' But at Shangri-La we found a unique story in 'who they are.'
At the heart of the brand was a unique and compelling philosophy: Shangri-La treats guests not as king, but as kin, as family. But before we could tell the world its story, we had to overcome one hurdle: we needed to ensure consistency in delivering our philosophy across all our properties- with 66,000 employees spread around the world and new faces joining regularly.
We decided to build the brand from the inside out. Training materials, events and activities, all were developed with one objective: inspire the staff.
These efforts started 6 months before the campaign’s public launch and are on-going to continually engage the staff and inspire them to live and breathe the brand values. Following the activity, evaluation surveys showed spikes in staff affinity with the brand: 84% connected with the brand values, 82% felt more involved than before.
These improvements correlated with real gains in guest satisfaction: 92% of hotels increased satisfaction levels.
Describe the brief from the client:
The brand proposition, communications and plan of delivery was developed from the inside and out. Our goal was to inspire the staff, guide them in their behaviour and make them proud to work at Shangri-La. Our primary audience was Shangri-La’s employees, the face and 'point of truth' of the brand, spread over 16 countries, from doormen to General Managers. To find out how the staff was responding, evaluation surveys would be put in place to track their understanding and connection to the brand.
Surveys showed 80+ scores for staff connection with the brand. Alignment with Core Values scored 84 while that of Company Image & Employee Brand scored 89. Employee Empowerment & Involvement scored 82.

Staff verbatim revealed the feeling behind the numbers:
"We are proud to be part of the Shangri-La family."
Improvements in staff/brand affinity correlated to real gains in guest satisfaction: 92% of hotels increased satisfaction levels vs 2009. Shangri-La became the biggest hotel brand on Facebook growing from 1,500 to 104,881 friends. Numbers aside, the emotional response from consumers couldn’t have been better:
"Any company whose brand embraces this is a company with whom I want to do business"

Building the brand from the inside out not only inspired the staff, it also translated to real business results culminating in over 3x revenue growth compared to our key publicly-listed competitors.
We set the foundation of the proposition with the staff, motivating them as family, not employees. No rulebooks, no do's and don’ts. A new brand manifesto translated the proposition into principles of behaviour, distributed as a pocketbook to every member of staff.
Training programmes were redesigned to engage staff of all levels in the new brand, including role-play sessions challenging staff to put the manifesto into action in their daily duties. Senior managers conducted briefing sessions to frontline staff to celebrate the new manifesto with a video of colleagues’ inspiring stories presented by actress Zhang Ziyi. Momentum reached a peak when the public advertising campaign was launched at staff events in Shangri-La’s 56 hotels. On postcards, staff gave their take on the proposition – how it translated in their daily worklife; these thoughts now inspire our property executions. Finally, redesigned staff surveys continually measure understanding and connection with the Shangri-La brand.
The Situation:
Shangri-La Hotels and Resorts has grown steadily over its 40 years of history but to realise its ambitions for global expansion, there was a need to define, refine and express the Shangri-La brand.
We realized that a great story exists in who they are, in 'their people,' whose sincerity, spontaneity and heart set Shangri-La apart. But there was a challenge: we had to keep the brand’s inner soul alive consistently in the hearts of 66,000 individuals as Shangri-La continues to expand around the world.
The Strategy:
Shangri-La is striking for its unassailable humanity. In all its interactions it exudes spontaneous, heart-felt sincerity, seeing the human behind the title, and is experienced as such. When researched, staff talked about "treat[ing] guests like guests in our home."

Training materials emphasised "everything should come from the heart." Trade partners said Shangri-La’s culture made it 'different'- "staff have better personalities." Loyal guests called Shangri-La “a part of the family”. So, here was the difference: the guest was not King – to be revered and feared – but Kin, a human being, an honour and a blessing. We developed the proposition: Shangri-La treats guests not as king but as kin, as family. Testing this proposition with staff showed that it could have real impact – it made them proud and reflected the warmth of the brand they were working for.