Paul S. Roa is the Global Director of Quality Improvement at Shangri-La Hotels and Resorts. He has over 20 years of experience in quality improvement, previously serving as the Area Director of Quality & Productivity for the West Coast of the USA. In his current role, he works to continuously improve quality, guest experiences, and employee engagement across Shangri-La's portfolio of hotels globally through initiatives like cross-functional project teams, benchmarking, and analyzing guest and operational data. His philosophy is that quality improvement is an ongoing process rather than a single program, with the goal of delighting guests and strengthening the Shangri-La culture.

1. Paul S. Roa
Global Director , Quality Improvement
Shangri-La Hotels and Resorts

2. A privilege …
1990 – 2009
Area Director of Quality &
Productivity, West Coast USA
2009 – present
Global Director
Quality Improvement, Hong Kong

3. 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.”

4. A privilege …
I Am Proud To Be Ritz-Carlton I Am Shangri-La…

5. 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…

6. A privilege …
“We are Ladies and
Gentlemen, Serving
Ladies and Gentlemen.”
“We treat each and
everyone with honour,
as kin, as family…”

7. It’s in our nature….

8. 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…

9. A privilege …
Not a program…. with a beginning and an end….
A process… a journey… continuous… never-ending…

10. 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

11. We strive for Excellence, Not Perfection.
My personal motto.
“I am always better than yesterday!”

14. (Voice of the Customers & Employees)
Listen …

15. The future is Quality Improvement
2009 - Web Survey
2012 - Mobile Survey
2015 - ITM
Guest
Panel
Surveys and
Research

17. OVERALL STAY EXPERIENCE
5 = EXCELLENT

18. Very Good is not good enough!
/ 136,450 = XX % Top Box
Putting Service Profit Chain to Work
Harvard Business Review

19. 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.

20. 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”

22. 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…”

23. Shangri-La Culture
It becomes you…
“Cast Your Shadow”
“Change the life of our people…”
Strengthening

24. DAILY…
THE CHALLENGE OF

25. 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…

26.  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…

28. Upon Log In…

29. “DEFECTS ARE GOOD.”
DEFECT REPORTING, RECORDING AND RESOLUTION PROCESS
within a culture…

30. • 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

31. • 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

32. Strategy..
Focus on the “efforts…”
If you exert meaningful “efforts” to any form of activity,
You will always be rewarded with meaningful “results.

33. 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

35. A STRUCTURED APPROACH TO TEAM PROBLEM SOLVING
Benchmarked from different industries…

36. 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!

37. Before
After
ARRIVAL
EXPERIENCES

38. Identify
Moments of Impact…

40. What do you do with it?

41. 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.

42. 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

43. If you keep on doing the same thing again and again,
You will get the same results…
- Paul Roa

44. “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

45. Paul Samuel Roa
Global Director, Quality Improvement
Shangri-La Hotels and Resorts
Have you found your Shangri-La?
It is a privilege…