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Accor hotel
- 2. - Founded in France in 1967 - 27 hotel brands from luxury to economy - 4981 hotels worldwide - Present in 95 countries in 5 continents - 4th biggest hotel group globally by MarketCap
- 3. AN INDUSTRY DISRUPTED BY NEW DIGITAL ENTRANTS
- 7. ACCOR HOTEL STRUCTURAL PROBLEMS Entrant companies/business model - Created/led by <30 yo managers - Flat/horizontal working organization - Agile and customer centric - Personal treat - The “home feeling” and the comfort of a house (facilities). - Easy and fast way of booking and payment method - Better technologies, freedom for innovation - Conversion and recurrence are the objective: There is hardly no other brand that accompanies more the user than Airbnb. - Worldwide ambitions, scale and speed principles. - Accommodation in areas where the classic offer can be low and expensive. - International offer Accor Hotels (& other hospitality big groups) - Led by >50yo managers - Vertical organization - Attached to values/history/hierarchy - Individualism - Lack of open-mindness - Attachment to brands, references - International offer
- 9. Gathered insights thanks to Djibril Fofana picture accor plan 2014 300M€ into internal and external DT
- 11. A NEW BUSINESS MODEL From: Asset-heavy, hierarchical company To: Dynamic, agile and fast moving organization Mobile First: common mobile app gathering all services for all hotels Customer centric Streamlined customer experience (one-click booking, online check-in, and paperless payment) Agile IT structure Simplicity, clarity & speed 5-year digital transformation plan
- 13. GOAL: CREATING AN AGILE CULTURE CUSTOMER CENTRIC PEOPLE ORIENTED INNOVATIVE EFFICIENT ANTICIPATE TRENDS REACT FASTER THAN COMPETITORS
- 14. HOW?
- 16. 4 CHANGES TO THE ORGANIZATIONAL STRUCTURE “Young people have a sharper ability than us to anticipate the world of tomorrow” - Sebastien Bazin, CEO
- 17. AN ECOSYSTEM OF PARTNERS
- 18. Shifting from systems solely designed to deal with selling roomnights to a system offering enhanced hospitality experiences Agile and Fast IT infrastructure Central reservation systems, revenue management services or payment solutions that are secure ... UPDATED PROCESSES AND ASSETS
- 21. The customer is placed at the heart of the strategy
- 23. Touchpoints to dream and select
- 25. How to deal with Booking and Expedia ? “A booking customer is not an Accor customer” “Hospitality is an industry where stocks don’t exist” Revenue managenent strategy
- 26. AN ECOSYSTEM OF PARTNERS FastBooking is a B2B hotel tool provider, serves more than 3500 hotels with a website builder, channel manager, digital marketing campaign and a business intelligence software 1 2
- 27. Stay
- 28. Travel experience becomes seamless Booking Online check-in Text message for easy access Fast check-in Fast check-out
- 29. Towards a limitless ecosystem of touchpoints
- 30. Accor Local Enjoy your hotel without sleeping there Breakfast, fitness, laundry, (point relais) etc. In France only for now - Still need some pedagogy
- 32. screenshots SM about interactions and feedback and happy people
- 34. Data analytics facilitates customer understanding “If data is collected and processed in respect for customer privacy and put into the hands of ‘guest- passioned’ people, it becomes an amazing lever of personalization, satisfaction and, consequently, business” 50-million-member loyalty program
- 35. HAVE THEIR DIGITAL TRANSFORMATION WORKED? ● The digital transformation of AccorHotels is well under way ● The newly created structures are now fully in place ● A host of disruptive ideas targeting millennials are being implemented → Jo&Joe Jo&Joe - A groundbreaking lifestyle brand created by the Marketing Innovation Lab. - An “open house,” a unique environment that blends the best of private rental, hostel and hotel formats. - The first was launched in Hossegor, France, in March 2017 and the group is aiming to open 50 Jo&Joe venues in several fashionable destinations around the world by 2020.
- 39. RECOMMENDATIONS
- 40. 1. Really knowing your audience 2. Personalise the travelling experience 3. User-friendly app and website design 4. Have a fast booking turnaround 5. Play with location features 6. Test, test and test! 7. Provide an incentive WHAT CAN HOTELIERS LEARN FROM AIRBNB? 8. Work on your newsletter 9. Use UGC 10. Continue to launch new campaigns 11. Expand your partnerships 12. Is your customer service clear? → Accor Local positioning unclear 13. Neighbourhood Guides
- 41. VR to visit rooms Bring digital to the room (App - TV..) order, services trip plannification intercontinental robots
- 42. “The realignment of or investment in new technology, business models, and processes to drive value for customers and employees and more effectively compete in an ever-changing digital economy.” - Microsoft QUESTIONS?
- 43. Augmented Hospitality strategy Providing guests with a wide range of complementary services Give guests an unmatched overall experience far beyond the stay Making business with Accor the easiest, most transparent and data driven Dedicated portal for partners to access personalized information & services AN ECOSYSTEM OF PARTNERS
- 45. VISION Opportunity of the legal challenges that airbnb faces Diversification ? : Joe&Joe https://www.joandjoe.com/en/ Use of IOT to have personalized dashboard screens connected to the application in the rooms ? With information about the city, medias etc.
- 46. GOOD SOURCES https://www.artiref.com/wp-content/uploads/2017/04/strategie-digitale-accor.pdf https://www.hotelmanagement.net/operate/accorhotels-just-predicted-7- hospitality-trends-for-2018 https://www.imd.org/research-knowledge/articles/a-strategic-response-to-digital- disruption-the-case-of-accorhotels/ case study on how airbnb disrupted the industy
Editor's Notes
- https://www.artiref.com/wp-content/uploads/2017/04/strategie-digitale-accor.pdf
- put map in big transparent background
- Then 2010s : Airbnb which arrives and say “we’re going to offer a sharing economy concept, a different experience “chez l’habitant”, cheaper, with more space, with good locations. ACCOR didn’t react. Today the market share of big groups is largely reduced, airbnb and other internet platforms are growing fast. Source : https://research.skift.com/reports/state-global-travel-2016/
- rearrange graphs?
- 19% of leisure and 18% of business travelers have used Airbnb at least once. (2016 survey by Morgan Stanley) What should be most alarming to hoteliers is that a staggering 60% of consumers who have used Airbnb, or other “peer to peer lodging” sites, prefer them over traditional hotels. Airbnb receives dramatically more repeat bookings than hotels and major OTAs. In fact, Airbnb’s repeat booking rate is approximately 5X higher than Booking.com or Expedia and roughly 3X higher than major hotel brands. (recent Phocuswright study) Airbnb stands out for its ability to create a better digital experience, leveraging storytelling to create an emotional connection with travel shoppers. Airbnb is selling travelers on destination value propositions, while most hotels are still talking about price and occupancy. (Mary Meeker’s 2017 Internet Trends)
- 90% of all of these tech companies have been created by people under 30 years old. Created on a “white sheet of paper” (--> withouth big group pressure, hierarchy etc. Freedom of innovation). More efficient, more economical technologies. Companies that chosed to adress the world and not only the city where they were created. →”scale and speed”. All of them have a “flat working organization”. The opposite of big old groups, all led by >50yo CEOs, slowed by responsibilities, a history, values, missions to preserve, less innovative technologies. Accor also adresses the world as well but with a vertical organization. People attach importance to the hierarchy, want to keep their ideas to get better status, want better personal offices because they are here for a long time etc. “innovators have to wait for their moment”. Because of too many certitudes, a lack of open-mindness, rigid norms and stardards, references, solid brands that worked
- Attached to values/history/hierarchy vertical organization Led by >50yo managers Individualism Lack of open-mindness Attachment to brands, references
- Goals for the new culture: CUSTOMER CENTRIC PEOPLE-ORIENTED AGILE INNOVATIVE EFFICIENT ANTICIPATE TRENDS AND REACT FASTER
- Tools: SEBASTIEN BAZIN Particular role of the CEO, from Mr Bazin : embodying transformation. being omnipresent, on the field. Reassuring people. in big companies: always ⅓ of the company that does not understand or onboards the digital transformation → dont let them down: include them in the digital transformation CORE COMPETENCIES in areas such as digital maturity, leadership, knowledge worker silos and so forth. EMPLOYEE EMPOWERMENT with tools like CRM systems 500 digital transformation experts: “37% of respondents stating that, second to increased market share, employee engagement was the next big return.” employees have the knowledge and information transparency they require to successfully execute their job function increases collaboration → more productive and innovative ENTREPRENEURIAL MINDSET TEST AND LEARN CULTURE collect real-time feedback TAKE RISKS “At the cutting edge of innovation not every idea works, so you have to be prepared to take risks, and if something doesn’t work, stop it, learn from it and move on,” Bailly said. “These new ways of working are essential to maintain a culture where businesses are constantly evolving to keep pace with ever-changing consumer habits.” ACCEPT FAILURE PARTNERSHIPS develop partnerships with all types of companies, from Asian tech giants to French startups. will be touched upon later IT INFRASTRUCTURES AND DATA MANAGEMENT CAPABILITIES “In 2014, our digital plan saw us investing heavily in initiatives from information-technology infrastructure to data management capabilities that laid the foundations for the much broader transformation taking place in our business today,” she said. INNOVATIVE WORKSPACES AND TECHNOLOGY To support the group’s transformation from the inside, AccorHotels moved its international headquarters with the objective of reinventing the way its employees work together. The new building features innovative work spaces and technology that enables high connectivity everywhere. DJIBRIL : 300M d’€ investis ces dernieres années pour 2 volets: - Les collaborateurs : Un gros travail de formation, d'évangélisation dans les hotels : expliquer pourquoi le digital est super important. Pourquoi le check in, check out peut faire gagner des points. AU niveau siege : completement revoir l'organisation sur les equipes digitales, marketing, RH etc. Des silos marketing, finance, rh etc tout etait tout seul. Ajd : CDO qui a toutes les directions au sein de son perimetre. Pour faire des decisions plus fluides, equipes qui travaillent en mode projet/agile. Nouvel facon de travailler : facon startup, innovation lab, outils plus dynamiques, réels. - les stystemes : se doter d'infrastructures solides, digitales, developpement, réseau nécessaire pour pouvoir absorber tous les flux et echanges commerciaux et d'information au sein du groupe. Au meme moment: la volonté de racheter des startups pour aider sur le digital et la relation client. tRANSFO a la fois sur les outils: yammer sur les sièges. Dans les hotels, des solutions mobiles pour répondre + efficacement à la demande des clients.
- NEW ORGANISATIONAL STRUCTURE: New flexible structures were created within the group’s top-down hierarchy to foster innovation, flexibility and speed HORIZONTAL STRUCTURE: → reduce the number of layers to be more flexible and faster in decision making A new executive position “Chief Disruption and Growth Officer” was created. His responsibilities = identify new growth opportunities and foster interactions with start-ups. A Shadow Executive Committee was set up 7 women, 6 men all aged under 35 consulting function to the “real” Executive Committee working as a think tank for innovation projects Make executives attentive to future generations and guide them in digital transformation (++ cultural transformation) Offer innovation proposals regarding customer experience and internal processes Set up of an Innovation Lab to focus on the creation of new lifestyle brands aimed at millennials.
- acquisitions and equity investments outside its traditional hotel business, including home-rental businesses such as Onefinestay, concierge services provider such as John Paul and digital services companies such as Fastbooking, AvailPro
- Shift in the IT structure: from systems solely designed to deal with selling roomnights to a model offering enhanced hospitality experiences, including rooms, co-working, private rentals, and a variety of travel services. Your IT infrastructure also needs to be agile, integrating new services much faster and being able to constantly adapt to a fast-moving technological environment. “Services provided by IT—central reservation systems, revenue-management services or payment solutions that are secure, efficient and match geographical and cultural specificities—must be almost ‘plug-and-play’ so that hotels can integrate them quickly (and) efficiently and at minimum cost.”
- For Accor, the customer is now placed at the heart of the strategy. For a long time, the group focused too much on brands and products, forgetting about the customer. The adopt a customer-centric vision, the customer journey has been defined as follow Accor default : thinking too much of brand and product. Forgetting about customers. Need of thinking of the customer journey : multiplicate touchpoints (not only when he arrives at the hotel and have a human interaction) : even be there on kayak, booking, tripadvisor etc. And then focus on the human interaction which is a + for Accor : airbnb, tripadvisor etc. never actually meet the customers. In the hotels you can actually talk with the customers, receive his feedbacks to summarize : the new strategy is to become customer-centric by finding the good combination between human and digital. Integration of the ecocystem in the whole customer journey: slide 20
- Accor strives to multiplicate his own touchpoints with the guests. The new website is the merger of the multiple former websites that Accor had for each brands. This decision has been taken to avoid diluting the brand and regroup the customer around one single entity. Because, as Djibril explained, customers at Accor have several lifes : they can as well go to a luxurious sofitel paid by their company for business trips and then choose an Ibis for their family holidays. When I asked him if it was not dangerous for the brand to have a cheap Formula 1 on the same booking platform as a luxurious Sofitel, he told me that what matters is Accor. And on Booking you have anything you want, you can just use filters. On social media : millions of followers worldwide, with accounts dedicated to local hotels. Many local campaigns, on snapchat for example Chatbot that use real AI is something they also try to implement on their platforms. Mailing is something they avoid a lot, in order to differentiate from a Booking or expedia companies that send at least 15 emails per months. They prefer having as touchpoints the website, the loyalty program, Accor name displayed everywhere (in the famous Bercy concert room i.e), with new startups they acquired (Johnpaul, geko…). But the the touchpoint accor likes the most remains the hotel, striving to place the human contact at the heart of the strategy. Human contact being an asset that airbnb and other digital competitors don’t have. The job of the front desk attendant has drastically changed. He spend now way less time behind his desk thanks to the use of new digital solutions in the hotel, to gain quality in his relationship with the guests.Digital in the hotel really serves human interaction. About the new app : it will be shorter to show you the video that explains all the features. Emphasize: social media add AI under chatbots
- Like we saw, with the arrival of new competitors, the ecosystem has evolved. Accor has to take into account the roles of these new actors that have integrated the customer journey, and take advantage of them. As booking and expedia allow more visibility on the internet, we could think it is a great opportunity for Accor. However, a customer going to an Accor Hotel from booking is not an actual Accor customer. The group is not able to collect data from him. he is not part of the loyalty program. And he brings less profit to the group since expedia takes 20 to 25% markups for a same night fee. So what strategy to adopt? Accor has invested a lot in the revenue management strategy. This is basically how to make prices fluctuate depending on the demand, like flight companies do. The revenue manager is the one who chooses to put rooms or not on booking. He will calculate if it is worth it or not. Some big hotels in big cities are always easily full. There is no need to go on expedia and loose profits. Otherwise, since Hotel bookings is not something you can stock, every time a room is empty, this is a loss of money for the group. Which means they will then activate booking platforms to avoid losses. DJIBRIL : L'hotellerie a raté plusieurs changements majeurs, économiques, structurels ces 10-15 dernieres années: le tournant de l'internet (booking, expedia), changement des modes d'utilisation (airbnb, uber). Des breches qui se sont causées. C pour ca que c novueaux ont pu etre aussi puissants sur leur marché. 2 facons de prevoir les choses : soit on se bat contre ces acteurs (car gagnent des parts de marchés. Client booking pas client comme Accor). Pas vraiment besoin d'expedia ni booking en canaux direct pour certains hotels sur certains evenements par ex. Mais par ex besoin d'un expedia et d'un booking pour limosge. L'hoteelierie a la particularité detre qqch quon ne stocke pas. ON travaille avec les nouveaux : gagnant gangnat. Sur des gdes villes, gdes dates, gros hotels, si par rapport au revenu manager on est capable davoir le mielleur prix moyen pour la date concernée, on n'ouvre pas au booking / expedia. En revanche si on a des difficultés à rempir le total, on propose les meilleurs prix à booking. La ou i ly a une diff c qu'on garde le meilleur prix pour nous (90e accor, 90e booking aussi). Mais + de service avec accor (petit dej en +, welcome drink, carte de fidélité etc.), Expedia 20-25% commission sur chaque réservation. Besoin de comprendre cb ca nous coute et ca nous revient. + de revenus managers, + de politiques tarifaires, pour se projeter sur 1 à 6 mois etc.
- Accor needs to fend off online travel agency challengers, especially Booking.com. The third-party sites combined sold 17% of overnight stays at 3,700 Accor hotels last year — a share that has been increasing and cutting into the margins of the global group.
- This road summarizes well the direct interactions guests can have with their hotel.
- Accor strives to multiplicate his own touchpoints with the guests. The new website is the merger of the multiple former websites that Accor had for each brands. This decision has been taken to avoid diluting the brand and regroup the customer around one single entity. Because, as Djibril explained, customers at Accor have several lifes : they can as well go to a luxurious sofitel paid by their company for business trips and then choose an Ibis for their family holidays. When I asked him if it was not dangerous for the brand to have a cheap Formula 1 on the same booking platform as a luxurious Sofitel, he told me that what matters is Accor. And on Booking you have anything you want, you can just use filters. On social media : millions of followers worldwide, with accounts dedicated to local hotels. Many local campains, on snapchat for exemple Chatbot that use real AI is something they also try to implement on their platforms. Mailing is something they avoid a lot, in order to differenciate from a Booking or expedia companies that send at least 15 emails per months. They prefer having as touchpoints the website, the loyalty program, Accor name displayed everywhere (in the famous Bercy concert room i.e), with new startups they acquired (Johnpaul, geko…). But the the touchpoint accor likes the most remains the hotel, striving to place the human contact at the heart of the strategy. Human contact being an asset that airbnb and other digital competitors don’t have. The job of the front desk attendant has drastically changed. He spend now way less time behind his desk thanks to the use of new digital solutions in the hotel, to gain quality in his relationship with the guests.Digital in the hotel really serves human interaction. About the new app : it will be shorter to show you the video that explains all the features. Highlight: HOTEL automated check in, fast check in and out
- DJIBRIL : ACcor local : besoin de + de pedagogie, des services avec des hoteliers prets mais pas encor ebcp de clients. Mais va prendre plus de temps que prevu, une pedagogie nécessaire.
- As I said, it is very important for Accor to have its own customers. The Accor Customer Digital Card allows hotel staff to better know our customers and then better welcome, delight and surprise them Artificial intelligence = hyper-personalization of service. As we are moving from the interactive to the predictive era, AI can react to the search terms a guest enters online, push the most relevant offer regarding customer preferences and the history of their stays.” thank to data analytics: Accor can prepare his next stay in a customised way; know his preferences and habits (eg smoking, room service data, floor preference, view preference the platform’s algorithms can provide hoteliers with relevant messages and actions, such as wishing the guest a happy birthday and giving a golfer a list of nearby courses. Our 50-million-member loyalty program will always remain the key vehicle of the bond we have with our guests,” Bailly said, “(but) it is crucial to embed it within a limitless ecosystem of brands and touchpoints. … A wide ecosystem of brands must be supported by an (equally) wide ecosystem of touchpoints: website, mobile app, chatbot, digital marketing, call centers and last, but not least, hotels.”
- Radisson Hotel Group has always followed a more traditional approach, and only recently decided to undergo a digital transformation (2018). The hotel group rebranded from Carlson Rezidor to Radisson Hotel Group, and partnered with Accenture Interactive in order to restructure. Until now, their strategy is inconsistent and ineffective. Their presence on social media is not strong, and is divided into two seperate profiles (Radisson Hotel Group vs. Radisson Moments). Neither exceed 8.5K. Even their top brand, Radisson Blu Sochi, only has 10.3k followers on Instagram.
- Radisson group’s online rewards program is not well known and not well structured. They offer basic rewards services and don’t differeniate from their competition. The application is not popular, does not have any reviews, and is not rated by any users. They do not push the use of the application in any way and don’t continuously update it.
- DJIBRIL : . En AI : travaux sur le chatbot, sur la smart room (showroom sur siege a paris) : imaginer toutes les connexions qu'on peut faire dans les chambres (sdb; tele, deco, fenetre, mur). des prototypes. hotellrie prete à faire les efforts necessaire. on ne parle plus de séjour, on parle d'expérience. (peut etre demain pour réserver le num de la chambre, avec perosnnalisation ex rock and roll, décor de facon ludique).
- augmented hospitality’ strategy, which will see us providing our guests and partners with an increasingly wide range of complementary services The vision is that these services will give our guests an unmatched overall experience—far beyond the stay Aim: Making business with Accor the easiest, most transparent and data driven Tools: Dedicated portal for partners to access personalized information & services, End to end billing service between operator and partner, Dynamic Pricing and Revenue Management offers