"It's about finding the right cities and the right partners who are eager to grow with us"

Could you share your insights on how companies manage growth without overwhelming their existing operations?

Most companies falter not because they lack opportunities but because of poor integration post-acquisition – what I call ‘indigestion’. For Minor International, careful integration was key when we acquired brands like Oaks and Tivoli. While exploring franchising, we're mindful not to saturate markets, especially in areas like Spain where NH has a strong presence.

How do you balance the franchising model with the need to maintain the quality and identity of your brand?

Franchising requires a delicate balance. You must ensure you're not just adding numbers but also maintaining a quality experience. That's why we're strategic about entering new markets or tiers where our distribution networks and loyalty programs, like the Global Hotel Alliance, can add value without compromising existing operations.

Can you speak about the synergies between NH and Minor?

The NH acquisition was seamless, with no overlap in markets, which was ideal. It also allowed us to leverage NH’s expertise in Europe and the Americas, while they could capitalize on our strong presence in Asia, Africa, and Oceania. The talent and technological advancements we gained from NH were crucial for us.

What are your strategies for entering new markets, such as the Scandinavian countries?

Our urban hotel model is quite appealing in Scandinavia, with only a few brands dominating. With our presence in Spain – a favorite destination for Scandinavians – we have the opportunity to offer a familiar yet distinct experience in their home countries. Similarly, in France, we're expanding through franchising, which is a strategic move for us.

How do you determine the potential of new markets for expansion?

We're selective about where we grow. For instance, in Latin America, we have a strong pipeline, but we focus on cities that...