Strategic Advisory
Strategic Growth & Development Framework
Following its acquisition of a major all-inclusive resort operator, a leading global hospitality company engaged Horwath HTL to develop a comprehensive global growth strategy for its core and all-inclusive brands. This initiative aimed to capitalise on the expanded brand portfolio, respond to evolving market dynamics and establish a robust framework for long-term expansion across key geographies.
Since the acquisition, the company has significantly enhanced its presence in the all-inclusive resort segment, particularly across the Americas and Europe. With a diverse collection of resort brands now under its umbrella, the group sought to identify high-potential markets in EMEA and APAC to accelerate growth. At the same time, the hospitality sector was undergoing rapid transformation, driven by post-pandemic shifts in travel behaviour, heightened competition and increased demand for leisure and resort offerings. The company recognised the need for a regionally tailored, data-driven strategy to maintain momentum and strengthen its competitive edge.
Project Scope
Horwath HTL collaborated closely with the company’s global and regional development teams to deliver a two-stage strategic programme:
Stage 1: Global Development Strategy & All-Inclusive Expansion
- Global Development Plan: Horwath HTL conducted a comprehensive review of the company’s existing portfolio, pipeline and development resources across the Americas, EMEA and APAC. This included benchmarking growth against major listed operators, analysing brand positioning and contract types and identifying gaps in the offering—particularly in the upscale, extended stay and upper midscale segments. Strategic recommendations included increased focus on conversions, franchising infrastructure and integration of resort development with the newly acquired all-inclusive brands. Scenario modelling projected strong annual net room growth over a multi-year horizon, equating to over 108,000 new rooms globally.
- All-Inclusive Expansion Strategy: A destination-led approach was developed to identify twenty priority markets across EMEA and APAC. This involved screening markets based on tourism infrastructure, airlift, hotel supply, performance and transaction activity; conducting competitive analysis of all-inclusive operators; and recommending entry strategies such as management agreements, conversions and selective investment. Tailored market overviews were provided for destinations including Spain, Greece, Egypt, Thailand and Indonesia, with specific recommendations for each brand in the all-inclusive portfolio.
The result was a commercially grounded, regionally nuanced roadmap for global growth. The strategy provided clarity on resource deployment and identified actionable opportunities to scale the all-inclusive offering. It also helped align internal stakeholders around a shared vision, informed by robust data and market insight.
Stage 2: Strategic Development Scoring Model
To support the implementation of its global strategy, the company appointed Horwath HTL to design and deliver a bespoke Project Scoring Metrics Model. This tool was developed to enhance internal decision-making, streamline opportunity evaluation and accelerate expansion across key markets.
- Model Design & Implementation: Working with the company’s Global Development Operations & Planning team, Horwath HTL created a multi-dimensional rating system to evaluate potential projects across commercial viability, brand alignment, market dynamics and operational fit. The engagement began with a joint workshop, followed by iterative development and testing of a Beta model using historical deal data. The final framework was refined through real-world application and feedback, ensuring usability across global development teams.
- Strategic Impact: Since implementation, the company has announced a wave of new openings and brand launches that reflect the structured, data-led expansion enabled by the scoring model. These include the launch of a new extended-stay brand with over 200 locations in negotiation and high-profile openings in major urban and resort destinations. The pipeline now exceeds 127,000 rooms globally, driven by strategic acquisitions and owner partnerships.
The scoring model has become a core tool within the company’s development process, enabling faster and more consistent evaluation of opportunities. It has aligned internal stakeholders around shared criteria and strategic goals, improving responsiveness and resource allocation. The company now benefits from a scalable framework that supports both tactical decisions and long-term planning, with Horwath HTL continuing to provide advisory support as the model evolves.
