In order to ensure its long-term expansion, AccorHotels already instigated significant changes at the end of 2013 to leverage the complementarity of its two historical fields of expertise: operating and franchising hotels, and owning and investing in hotels.
The Group is now organized around two strategic divisions:
HotelServices (operation and franchising).
This division encompasses the 3,700 hotels/480,000 rooms operating under the Group’s brands.
Its mission is to manage operations at these hotels and provide the best choice of services for partner hotel owners (for example including strong brands and a powerful distribution system).
The goal for HotelServices is to maximize fees, speed up CRM and loyalty-building drives, shift the group deeper into the digital realm, and roll out a strategy in each segment to bolster the Group’s brands.
HotelInvest (ownership and investment).
This division comprises the 1,400 hotels that AccorHotels owns or the Group manages via leases.
Its mission is to streamline and manage the existing asset portfolio through disposals and acquisitions based on three criteria: margin, cash generation and location.
The goal for HotelInvest is to establish the leading hotel investor in the economy and midscale segments in Europe, focus on cash-flow generation and reduce result volatility, optimize CAPEX (Capital Expenditure) allocation strategy and support AccorHotels’ development by investing selectively in properties.
We put our internationally renowned brands on the map.
AccorHotels is the only hotel group spanning the full luxury to economy spectrum.
Its extended choice of international brands puts it in a position to cater for customers’ new wants, needs and behavior patterns more effectively.
Each Group brand treats customers to a unique hospitality experience. These brands are already organized in 3 segments: Luxury/Upscale, Midscale and Economy. The goal, here, is to enable the Group to consolidate its expertise and secure its leadership.