The two members of the Mixed Portfolio Purchasers group had experienced considerable change and expansion following their acquisition of smaller European hotel chains, which occurred alongside substantial enhancements to their own domestic and international portfolios. The companies were struggling to reconcile these recent changes and both had divided out, and separately managed, their domestic businesses despite operating at the same market levels. There was slightly less emphasis on the strong internal labour market with figures of 75–80% quoted against the 90–100% indicated by other companies. Pressures to achieve profitable returns on their acquisitions had forced restructuring activities and the previous ‘low risk’ heir apparent role of deputy unit manager positions had been eliminated as a cost saving measure. These companies recruited many more Parent Company Nationals (PCNs) than the other two clusters too.