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Accor Hotel Digitalization
- 2. - Founded inFrance 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 DISRUPTEDBY NEW DIGITAL ENTRANTS
- 7. ACCOR HOTEL STRUCTURALPROBLEMS 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 thanksto Djibril Fofana
- 11. A NEW BUSINESSMODEL 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 ANAGILE CULTURE CUSTOMER CENTRIC PEOPLE ORIENTED INNOVATIVE EFFICIENT ANTICIPATE TRENDS REACT FASTER THAN COMPETITORS
- 16. 4 CHANGES TOTHE ORGANIZATIONAL STRUCTURE “Young people have a sharper ability than us to anticipate the world of tomorrow” - Sebastien Bazin, CEO
- 17. AN ECOSYSTEM OFPARTNERS
- 18. Shifting from systemssolely 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 isplaced at the heart of the strategy
- 23. Touchpoints to dreamand select
- 25. How to dealwith 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 OFPARTNERS 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 Fend offonline travel agency challengers Booking.com 3rd party.sites sold 17% ofovernight stays in 3700 AccorHotel 2 Speed up the im plem entation of their digital strategy
- 27.
- 28. Travel experience becomesseamless Booking Online check-in Text message for easy access Fast check-in Fast check-out
- 29. Towards a limitlessecosystem of touchpoints
- 30. Accor Local Enjoy yourhotel without sleeping there Breakfast, fitness, laundry, (point relais) etc. In France only for now - Still need some pedagogy
- 32. screenshots SM aboutinteractions and feedback and happy people
- 34. Data analytics facilitatescustomer 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 TRANSFORMATIONWORKED? ● 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.
- 40. 1. Really knowingyour 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 tovisit rooms. ● Bring digital to the room (App - TV..) order, services... ● Trip planification. ● Robots (Ex: Continental) TRENDS Are they relevant?
- 42. “The realignment ofor 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 guestswith 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 thelegal 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-di sruption-the-case-of-accorhotels/ casestudy on how airbnb disrupted the industy