ABSTRACT
Breaking into a new market and securing the right hotel is often a long journey for a hotel management company. This includes multiple steps from sourcing the right partner, validating the location, ensuring compliance to brand standards, confirming the funding and reaching a positive commercial arrangement. As development is at the heart of the growth strategy of many hotel management companies, most employ dedicated teams to coordinate activities and bring a project to life. The key objective is to ensure positive growth without compromising brands standards, so as to achieve commercial success and long-term relationships.
This case study explores the balance between quantity and quality in entering the hotel market of Casablanca, Morocco. Radisson had the priority in entering Casablanca with its core brand, Radisson Blu, but the company Radisson Hotel Group (RHG) had to weigh up whether to build a new hotel, take over an existing unit or one under advanced construction. It follows how Ramsay met Othmane, director of a family-owned company with a delayed development and partnered with him to open a flagship branded hotel in Casablanca.
