Subject category:
Strategy and General Management
Published by:
INSEAD
Length: 17 pages
Data source: Field research
Share a link:
https://casecent.re/p/8463
Write a review
|
No reviews for this item
This product has not been used yet
Abstract
As the world''s largest hotel group, Accor has been late entering Asia. In 1987 it finally pushed ahead with an aggressive expansion strategy using its brands Novotel, Mercure and Ibis. However, lack of capital and arguments between HQ in France and the legally independent regional centre in Sydney in 1996 raised questions as to whether the rapid development can continue. The case discusses the strategic and organisational issues facing a latecomer in the hotel/leisure industry in Asia. It focuses on the question of how much autonomy should be transferred to the region, and how much standardisation is required in an industry which increasingly operates with global ''brands'', but faces different service requirements in different parts of the world.
About
Abstract
As the world''s largest hotel group, Accor has been late entering Asia. In 1987 it finally pushed ahead with an aggressive expansion strategy using its brands Novotel, Mercure and Ibis. However, lack of capital and arguments between HQ in France and the legally independent regional centre in Sydney in 1996 raised questions as to whether the rapid development can continue. The case discusses the strategic and organisational issues facing a latecomer in the hotel/leisure industry in Asia. It focuses on the question of how much autonomy should be transferred to the region, and how much standardisation is required in an industry which increasingly operates with global ''brands'', but faces different service requirements in different parts of the world.
Settings
Location:
Industry:
Size:
147,000 employees in 132 countries
Other setting(s):
1987-1996