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Thumbnail image for product with reference number 9B18M126
Banff Aspen Lodge: Evolving the Business Strategy
Case
-
Reference no. 9B18M126
Subject category: Strategy and General Management
Authors: Laurie George Busuttil (Redeemer University); Susan J Van Weelden (Redeemer University)
Published by: Ivey Publishing
Originally published in: 2018
Version: 2018-08-31
Length: 13 pages
Data source: Field research
Topics: Complementary offerings; Core competency; Hotel industry; Market development; Diamond e-Framework; General management/strategy
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Abstract

In June 2013, the general manager of the Banff Aspen Lodge in Alberta, Canada, had to decide how to use the space previously vacated by a gift shop that had been housed in the lobby of the hotel. With high occupancy rates and no immediate pressure to add significantly to the hotel's bottom line, the general manager had the luxury of testing new services that could help deliver on the hotel's mission to provide every guest with an exceptional experience. However, he had to work within the hotel's footprint at the time. He was considering using the prime storefront space to add a restaurant or a cafe. He also knew, however, that complementary service offerings could pull resources away from the hotel's core lodging offering and pull him away from crucial long-term business development.
Location:
Canada
Industry:
Accommodation & food services
Size:
Small
Other setting(s):
2013
Thumbnail image for product with reference number 8B18M126
Banff Aspen Lodge: Evolving the Business Strategy
Teaching note
-
Reference no. 8B18M126
Subject category: Strategy and General Management
Authors: Laurie George Busuttil (School of Business, Redeemer University); Susan J Van Weelden (School of Business, Redeemer University)
Published by: Ivey Publishing
Originally published in: 2018
Version: 2018-08-31
Revision date: 5-Mar-2025
Length: 13 pages
Data source: Field research
View full details

About

Abstract

In June 2013, the general manager of the Banff Aspen Lodge in Alberta, Canada, had to decide how to use the space previously vacated by a gift shop that had been housed in the lobby of the hotel. With high occupancy rates and no immediate pressure to add significantly to the hotel's bottom line, the general manager had the luxury of testing new services that could help deliver on the hotel's mission to provide every guest with an exceptional experience. However, he had to work within the hotel's footprint at the time. He was considering using the prime storefront space to add a restaurant or a cafe. He also knew, however, that complementary service offerings could pull resources away from the hotel's core lodging offering and pull him away from crucial long-term business development.

Settings

Location:
Canada
Industry:
Accommodation & food services
Size:
Small
Other setting(s):
2013

Related

Thumbnail image for product with reference number 8B18M126
Banff Aspen Lodge: Evolving the Business Strategy
Teaching note
-
Reference no. 8B18M126
Subject category: Strategy and General Management
Authors: Laurie George Busuttil (School of Business, Redeemer University); Susan J Van Weelden (School of Business, Redeemer University)
Published by: Ivey Publishing
Originally published in: 2018
Version: 2018-08-31
Revision date: 5-Mar-2025
Length: 13 pages
Data source: Field research
View full details