docIntroduction - Marketing and Brand Strategy - AccorHotels
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Introduction - Marketing and Brand Strategy - AccorHotels
1 Investor Day – September 13, 2011 Agenda & Timing 8h00 – 8h45 Introduction 8h45 – 9h30 Marketing & Brand Strategy 9h30 – 9h50 Operational Strategy – Distribution 9h50 – 10h20 Q&A – 10h20 - 10h45 Break 10h45 – 11h45 Operational Strategy – Operational Excellence & Franchise 11h45 – 12h15 Asset Management Strategy – 12h15 – 13h45 Lunch 13h45 – 14h30 Development Strategy 14h30 – 15h15 Financial Strategy 15h15 – 15h30 Conclusion 15h30 – 16h00 Q&A 2 Investor Day - September 13, 2011 Visuel H10,21 x L9,14 cm Introduction Denis Hennequin 3 Investor Day - September 13, 2011 New Group Profile “100% hotelier” A worldwide presence from Budget to Luxury Combining 3 areas of expertise Hotel management Brand & Service Provider Asset Management / Development 4 Investor Day - September 13, 2011 Reinforced by a strong business model Sustainable growth Cash generation Low volatility A New Vision 5 Investor Day - September 13, 2011 A Strategy For Value Creation The Reference Hotel Player Revitalize our brand portfolio Deploy our LT asset management strategy Promote our unique operational know-how Run a value creation development strategy Effective financial strategy 6 Investor Day - September 13, 2011 Visuel H10,21 x L9,14 cm Marketing & Brand Strategy Grégoire Champetier 7 Investor Day - September 13, 2011 A Strategy For Value Creation The Reference Hotel Player Revitalize our brand portfolio Deploy our LT asset management strategy Promote our unique operational know-how Run a value creation development strategy Effective financial strategy 8 Investor Day - September 13, 2011 Hotel Brands : Consolidation & Modernization 9 Investor Day - September 13, 2011 ACCOR needs STRONG Brands 10 Attract more customers Improve Loyalty Convince Franchisees and Investors Impose Accor Intermediation Investor Day - September 13, 2011 A “Leader-minder” 11 The world is changing fast New lifestyles Digital revolution Globalization 12 New and strong trends are affecting all consumption sectors Creativity Well Being comfort Classy Care Break ModernDesig Genuinen ess Practi Afforda blefor cal Good value Eas money y Proximi Accesibilit y ty Stylen Pop Emotion desire Unique Customizable Trendy Cultu re demo cratiz ation Pleasure Surpassing Performan ce 13 Open-Minded Consumer demands are changing versus brands 1 More Flexible and Responsive Brands 2 3 14 Experience through Design and Emotional brands Brands that understand their needs Consumer demands are changing versus brands 4 Well-being and health sensitivity 5 15 Consumers have become experts 6 More concerned about corporate social and sustainable development issues Vertical segmentation is disrupted • The best in all segments • A new brand hierarchy Buying power does not condition fashions and standards anymore, vertical segmentation is disappearing The segmentation fundamentals are now coming from the referent brands rather than price 16 This transformation has especially affected economy brands… Experience « Made for all. Fait pour tous » Low Prices Economy brands have become Mega Brands 17 Brands that matter have integrated those changes Creativity Design Genuineness Modern 18 Humanist Smart Colored Hype Affordable Trendy Fashion A challenging Road Map 19 Superior products Think ahead Closer to customers Legitimacy & citizenship Homogeneity but 20 NO standardization Great Service vs. Full Service 21 I love hotel restaurants 22 22 A new experience for my senses 23 One size doesn't fit all 24
