This document provides an overview of AccorHotels S.A., a large multinational hospitality company based in Paris, France. It discusses Accor's corporate profile and history, leadership under CEO Sebastien Bazin, recent acquisitions including Fairmont Raffles Hotels International, synergies created through mergers and acquisitions, and a SWOT analysis. AccorHotels aims to be a leader in digital hospitality through an integrated plan focusing on customer experience, mobility, and business intelligence. The company owns 3900 properties across 100 countries and generates annual revenue of €5.4 billion under its portfolio of hotel brands.

1. Organization Behaviour
Professor McManus
Clifford D. Mallory

2. Table of Contents
1. Accor Group Corporate Profile
2. CorporateValues
3. Accor Group Corporate History
4. Recent Non-HospitalityAcquisitions
5. Sebastien Bazin
6. Disruption and Growth
7. “Leading Digital Hospitality”
8. Le Club Membership and Partnerships
9. Fairmont Raffles Hotels International Profile
10. Recent Hotel Group M&A Activity
11. AccorHotels and FRHI Merger Details
12. Raffles Hotel Ownership HistoryAs Accor Management Example
13. Synergies
14. SWOT Analysis
15. Organizational BehaviourTakeaways

3. • AccorHotels S.A
• 3900 Properties
• Headquarters: Paris France
• Ticker code: Euronext: AC,
LSE:0H59
• Chairman and CEO: Sebastien
Bazin
• Annual Revenue: Euro 5.4Billion

4. CorporateValues
 Guest Passion: our guests are the driver of our
decisions, of our actions.
 Sustainable performance: we stand for creating value,
for as many as possible, over the long term.
 Spirit of conquest: Our guests are globetrotters, and so
are we.We want to be where they want to be.We
explore, we initiate, and we develop.
 Innovation: We stand for bringing guest's dream to life.
We dreamed it, we did it, they loved it. We are curious,
we welcome ideas. We are free to try, to test, to learn.
 Trust: We believe in natural kindness.We deliver on our
commitments.We say what we do, we do what we say.
 Imagination

5. Corporate History
Established: 1967 by Paul Dubrule and Gérard
Pélisson in Lillie France as SIEH (Société
d'investissement et d'exploitation hôteliers)
Initial Brand Portfolio
 1967
 Ibis Bordeaux: 1974
 Hotel Formule1: 1985
Early M&AActivity
 1. Courtepaille , Mercure brands
 2. brand 43 hotels(1980)
 3. 1990’sTook 30% stake in
 4. Red Roof Inn and Motel6( Sold to STARWOOD)

6. Early Innovation
No Frills, Limited Service Properties for Budget
Travels and F1 fans. An Pension Alternative

7. Sebastien Bazin
 Master in Economics from the Sorbonne University of Paris
 Joined Colony Capital 1997 to expand hotel investments in Europe
Colony Capital
1. Fairmont and Raffles: Merged Fairmont with Raffles and Relisted as one company
2. La Générale des Eaux,
3. Club Méditerranée
AccorHotels
1. Lucien BarrièreGroup
2. Fairmont Raffles
3. OnefineStay
4. Fastbooking.com
5.Wipolo

8. “Disruption and Growth”
ThibaultViort Responsibilities
• Track down new opportunities of growth for
the Group in order to foster the emergence of
new entrepreneurs, both in and outside the
Group ;
• Oversee investments or acquisitions in
emerging activities ;
• Reinforce interactions with start-ups that re-
invent the sector, at a time when the current
networking of humanity shakes up every
sectors, of which the hospitality industry.

9. “Leading Digital Hospitality”
An integrated plan based on 8 programs
1. Mobile First
2. Customer Centric
3. Seamless Journey
4. MICE & B2B
5. Employee Friendly
6. Owner and Franchise Friendly
7. InfrastructureTransformation
8. Business Intelligence and Analytics

10. Customer Experience

11. Benefits
• Free Membership
• Online Check in and Fast CheckOut
• Room Upgrades
• Free Nights
• Points System
• -40% on Private Room sales
• VIP and Elite Box Seating at AccorHotels Arena
• Access to AccorHotels lounge Bar at AH Arena
Partnerships
• EuropCar
• Club Med
• Lenotre Paris
• Air France/KLM
• Lufthansa
• DEUTSCHE BAHN

12. • FRHI Holdings Limited
• Privately Held: Katara
Hospitality(Qatari Royal Family)
Kingdom Holding Company(Saudi
Arabian Royal Family).
• Headquarter: Toronto Canada
• Established: 2006
• Properties: 155
• Chairman and CEO: William Fatt

13. Recent Hotel Group M&A Activity
• Intercontinental Hotels Group PLC & Kimpton Hotel and
Restaurant Group
Details: 430Million Cash Transaction: December 2014
• Marriott International & Starwood Group(Pending)
Details: 13.5Billion in Cash and Shares

14. Details
• 46.7 million(2.9 Billion USD) new shares + $840 million in cash to FRHI
Owners
• QIA and Kingdom Holding will become Accor shareholders, with 10.5
percent and 5.8 percent of the share capital.
• Deal will boostAccor’s earnings per share after two years.

15. R a f f l e s H o t e l O w n e r s h i p H i s t o r y
E x a m p l e o f A c c o r M a n a g e m e n t s t y l e
Raffles Hotel Singapore Ownership
1. 1830: Built as Private Beach House
2. 1878: Leased to Dr. Charles Emmerson to become EMMERSON’S HOTEL
3. 1883: Dr Emmerson Died: Raffles Institution(Primary School) Used Property
as Boarding house
4. 1887 Acquired by the Sarkies Brothers(Builders of the E&O Hotel Penang)
5. 1st December 1887 Opened as Raffles Hotel under Sarkies Ownership and
management
6. 1933 Raffles Hotel Limited(Public Company) Created by the Sarkies
7. 1942 Japanese Occupation: Hotel was taken over by Japanese Troops and
renamed Syonan Ryokan.
8. 1947: Property and Land taken over by British Colonial government
9. 1961: Land and Management Transferred to Singapore Government linked
Company Raffles Holdings owned by precursor to Temesak holdings
10. 2005 Colony Capital Acquires Raffles Holdings for 1.45 Billion USD ,
Singapore Government retained title and ownership of land.
11. 2010 Property Sold to Qatari sovereign wealth fund for 275 Million
12. 2015: Fairmont Raffles Hotels and Resort International(Property
Management Company):A Newly created company by Colony Capital to
manage its Hotel Assets Sold to Accor SA.
13. 2015: Straits Times Reports that Raffles Hotel and Raffles City adjacent
building are owned by Temasek Holdings and other Singapore government
linked companies.

16. Synergies Created
• Robust Leadership in Luxury Hotel Sector
• Ownership or Management of Now Iconic Hotel Properties such as Raffles
Singapore and Savoy London
• Further Geographic Reach
• 2100 Additional Rooms to Network
• Shared Marketing/Management/Operations
• Ability to combine membership clubs

17. SWOT Analysis

18. AccorHotels Organization Behaviour
L’esprit Accor is the art of blending skills, of combining traditions of the past with
modern Innovation, adding the generosity, discipline, imagination and warmth which
can carry our work to a higher level of excellence.
For the Company, L’esprit Accor is a conquering vision of success.
The men and women of Accor have Inherited a unique cultural legacy: the sense of
hospitality, the unfailing ability to anticipate and meet the needs of their guests with
genuine attention to detail.
Accor people know techniques and practices which mark the everyday with a sense of
style and turn simple services into real experiences for the guest. lt is a trade, it is an
art, lt is their particular talent.
Seeking the best of everything, creating better places just to be, our one wish is to
share it all with you.This is the spirit of Accor, the breath of France that kindles the
spark of conviviality, no matter where you are in the world.
Gérard Pélisson & Paul Dubrule
Co-Chairmen, Co-Founders
ACCOR
F l e x i b i l i t y

19. ThankYou