Summary of the success of AccorHotels International in France

The success of AccorHotels has had a far-reaching impact on other international hotel management groups. The speed of AccorHotels' success is "too fast"; precisely because of its very fast speed, it has surprised the world.

(1) Seize a strategic opportunity. From the perspective of the development of a certain industry in a region, any industry will experience a period of rapid growth. Different investors have different views and understandings on how to achieve rapid growth during this growth period.

Due to the rapid expansion of market capacity and easy to meet customer needs, Novotel can achieve certain market success through 100 bathroom settings. As the market capacity gradually becomes saturated, it becomes more difficult to succeed in competition than during the period of rapid market expansion. The blank market in the hotel industry, lacking effective competition, is a period of strategic opportunity for Accor's development.

(2) Learn from a benchmark enterprise. The success of Holiday Inn in the US market gave Accor a benchmark company to learn from, and it succeeded in France by copying the expansion model of Holiday Inn. Holiday Inn also lost its best opportunity to develop similar hotel chains in Europe. Similarly, when Accor was expanding internationally, it created the "Partthenon" brand in Brazil to rent out apartments and provide services similar to hotel services. Once the idea was launched, nearly 50 partthenon apartments were launched within 2 years. However, the idea was copied in advance by competitors and applied to the European market. Since then, Accor has lost the opportunity to expand the apartment to Europe. The success model of a benchmark enterprise will affect the success model of its successors.

(3) Build a hotel chain

The uniqueness of Accor's development strategy lies in the ultimate goal of "brand chain". After determining the Novotel brand, it will be a 3-star hotel. After the market expansion strategy, it implemented geographical expansion in France and even Europe to achieve scale expansion, not by entering the high-end market. In the process of development, Accor has always firmly implemented the competitive principle of "win by scale", rapidly expanded its scale, occupied industry strategic resources (locations and customer sources), and suppressed the living space of competitors.

(4) Build a competitive advantage

Accor has built a competitive advantage by acquiring strategic resources in the hotel industry, such as location and customer sources. The location is closely connected with transportation, tourists, attractions and other resources. During the development process, Accor has selected some locations with development potential. With the development of urbanization in France, many locations have become locations with convenient transportation. In addition, in terms of site selection, choosing the exit side of the highway also brings a lot of convenience. After gaining a certain popularity, you can obtain a new and better location in a cheaper way, and also obtain tax and other preferential treatment.

To sum up the growth process of AccorHotels in one sentence, it means that AccorHotels has seized the growth opportunities of the prosperous industry and used various methods such as loans, chains, and contract management to expand the scale of hotels, take advantage of scale, and improve hotel management. Enterprise competitiveness.