This highly engaging strategy formulation exercise allows participant to unlock their creativity through the systematic five-step process of blue ocean shift. We reverse the learning process of case method by combining it with a group exercise.

This case focuses on the topic of strategic selection, specifically whether or not the Taj Group should invest in The Pierre Hotel in New York. The case write-up includes information about the Taj Group, the Tata Group, The Pierre Hotel, the hotel industry, the Taj's domestic and international strategies, related challenges, investment options and selection criteria.

This case focuses on the topic of strategic selection, specifically whether or not the Taj Group should invest in The Pierre Hotel in New York. The case write-up includes information about the Taj Group, the Tata Group, The Pierre Hotel, the hotel industry, the Taj's domestic and international strategies, related challenges, investment options and selection criteria.

As the world’s largest hotel group, Accor has been late entering Asia. In 1987 it finally pushes 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 center in Sydney in 1996 raise questions as to whether the rapid development can continue.

The ACCOR group was started in 1967 in France with the introduction of the Novotel concept. Over the following 30 plus years it developed a group of hotels: Sofitel, Novotel, IBIS and Formule 1 and extended the groups business in the USA and Asia. With a range of brands marketed at different price levels the group has enjoyed wide market coverage.