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Subject category: Marketing
Published by: Wits Business School - University of the Witwatersrand
Published in: 2016
Length: 23 pages
Data source: Field research

Abstract

In 1985, the market regarded Hans Enderle as foolhardy when he resigned from the helm of one of South Africa’s leading hotel chains to launch a new concept in short-stay accommodation. However, by 1990, his City Lodge select service hotel concept boasted seven hotels, with 1 000 rooms. By 2015, the hotel group’s portfolio had risen to 55 hotels and annual turnover had reached more than R1 billion. However, growing competition and increasing customisation within the hotel industry meant that in early November 2015, current group chief executive (CE), Clifford Ross, had concerns about the clarity of the group’s brand and whether it was losing its competitive edge.
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Abstract

In 1985, the market regarded Hans Enderle as foolhardy when he resigned from the helm of one of South Africa’s leading hotel chains to launch a new concept in short-stay accommodation. However, by 1990, his City Lodge select service hotel concept boasted seven hotels, with 1 000 rooms. By 2015, the hotel group’s portfolio had risen to 55 hotels and annual turnover had reached more than R1 billion. However, growing competition and increasing customisation within the hotel industry meant that in early November 2015, current group chief executive (CE), Clifford Ross, had concerns about the clarity of the group’s brand and whether it was losing its competitive edge.

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