Download - Modern development strategies of hospitality business : example of the hotel operator Accor Group.”
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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 strategies3. Management development strategies4. 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 profileAccor 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
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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
gAccor
Academy
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!