Post on 29-Mar-2015
+
Modern development strategies of hospitality business : example of the hotel operator Accor Group.”
Prepared by Ekaterina Bachurina I year student of the Master course International business
+Plan of the presentation
Introduction
Relevance of the topic
Research methods and tools
Company’s profile
Global marketing strategy in practice
Conclusion
+ Introduction
The topic of my thesis is:
“Modern development strategies of hospitality business : example of the hotel operator Accor Group.”
Plan of my dissertation:
1. Marketing development strategies
2. Functional marketing strategies
3. Management development strategies
4. Development strategies Accor Group
resorts to and relevance of international
hospitality business expertise for Russia
+Relevance
2002:
Direct contribution to world GDP - 2.1 trillion $
Direct contribution to employment - 101 million jobs.
Direct, indirect and induced impact :
6.6 trillion $ to world GDP 9% of total economy GDP in 2012
260 million in jobs1 in 11 jobs
760 billion $ in investment 5% of total economy investment
1.2 trillion$ in exports5% of world exports.
+Relevance
Shift in the ‘world order’ of Travel& Tourism as Asia, Latin America and Sub-Saharan Africa has been among the fastest growing markets;
Meeting demand of savvy clients;
Russia has become a member of WTO and formed the Custom Union with Belorussia an Kazakhstan.
+Research methods and tools
Qualitative methods :
o Observation methods,
o Document review,
o Literature search;
Quantitative methods :
o Talking with people,
o Questioning,
o Email surveys and internet surveys.
+Accor: company profile
Accor is the world's leading hotel operator and market leader in Europe.
+Accor: Brand Portfolio
+One of the strategies in practice
Globalization marketing strategy.
This strategy mainly contains of the following components:
Consolidation of capitals through M&A
Franchising, management and alliances
Diversification and integration
Global, multination strategy and partial adaptation strategy
+ Consolidation of capitals through M&A
2012: the Group added 266 hotels (38,085 rooms) to its portfolio through acquisitions and organic growth.
Cementing the Group’s leadership in Europe and swiftly developing its presence in emerging countries;
Demergers
Franchising, management and alliances are more preferable
Hotel portfolio by ownership structure
+
Franchising and management
Topline and marginal growth
Risk diversification Excess to foreign
markets
+Alliances and partnerships
This type of cooperation is concerned with business segments that offer a potential for synergies or that target the same customer base known for its mobility: transport, leisure activities, information and travel-related services.
Cost cutting;
Increase of visibility and recognition of their brands;
Creating value for customers.
Accor
Service
Ticket restaura
ntOther
products
Hotels
ApartmentsAparthotels
Adagio-The Sebel
Complementary activities
Training services
and consultin
g
Accor Academ
y
Davidson
Trahaire
Motivano UK
Surf Gold
Restaurants
Thalassa sea & spa
Casinos
Groupe Lucien
Barrière SAS.
Diversification
Asset-management program aimed at reducing its hotel portfolio’s capital intensity and cash-flow volatility.
+Integration
Customers
Integration forward clients – developing
Integration backwards supplier – doesn’t exist – only sustainable development request and partnerships
+Globalization and standardization
Superior services
Closer to customers
Global brand quality
+Globalization and standardization
Advertising campaign
Standard Adapted
Services
Standard
Ibis Mercure
Adapted
Sofitel Mei Jue (Grand Mercure)
Development strategy:Tailoring its brands more closely to local preferences and enhancing their
flexibility
+Pure adaptation
MGallery brand
”Heritage”
”Signature”
”Retreat”
+Conclusion
Global strategy is vitally important for Accor group
M&A:-relevant for emerging markets
Harnessing external growth opportunities, i.e. partnerships or acquisitions, to consolidate the Group’s leadership in the most attractive markets with asset-light operations. Prevailing importance of operating by franchise agreements;
Ramping up franchise development in the midscale and economy segments
Investing selectively in high-margin projects in prime locations, especially in the economy segment in Europe,
Partnerships- as the key component of sustainable growth;
Tailoring its brands more closely to local preferences and enhancing their flexibility.
Thank you for your attention!
If you have any questions please feel free to ask!