{"id":38002,"date":"2018-10-18T10:00:33","date_gmt":"2018-10-18T09:00:33","guid":{"rendered":"https:\/\/www.luxury-hotel-expert.com\/?p=38002"},"modified":"2025-03-24T21:52:48","modified_gmt":"2025-03-24T21:52:48","slug":"maintaining-brand-integrity-accorhotels","status":"publish","type":"post","link":"https:\/\/delporte-hospitality.com\/en\/maintaining-brand-integrity-accorhotels\/","title":{"rendered":"Maintaining the Brand Integrity of AccorHotels"},"content":{"rendered":"

I attended the 2017 edition of the ILTM Conference in Cannes, where I had the occasion to discover exciting developments in the luxury hotel world. Luxury hotel brands often play a fine gamble between maintaining a core brand identity through a historically iconic collection while seeking to reinterpret and translate that identity into new locations around the world. One excellent example of a global luxury hotel brand that has done this with great success is the French brand AccorHotels.<\/p>\n

Below you will find my interview on this subject with Rick Harvey Lam, Senior vice President Global Marketing Luxury brands for AccorHotels. He discusses the challenges of maintaining a vast and diverse portfolio while upholding the specific brand identity of the Accor name. This is a true challenge for an ambitious brand like Accor, whose portfolio covers everything from luxury labels like the Raffles to shared economy solutions with onefinestay.<\/p>\n

\"\"
AccorHotels – Dubai – Exterior<\/figcaption><\/figure>\n

How do you manage many luxury brands in the same group and maintain the brand integrity?<\/strong><\/h2>\n

It comes down to organization. For each and every one of the brands to maintain the brand integrity, we have very dedicated teams of senior people. We share in common a methodology in terms of strategy: we need to be fed by facts, insights, and data. It goes from deciding for instance, when we say luxury, in fact we mean upper upscale and high-end luxury\u2014that\u2019s vertically. And then horizontally, whether we mean core or whether we\u2019re in certain niches like lifestyle, boutique, local brand, regional brand and so on.<\/p>\n

You connect the best of both worlds in a big company or when you have many brands. You need to decide very clearly: what is this brand supposed to do? Who is it supposed to compete against? Who are our core target audience? They work on the strategy first, then on the architecture, and then you work very, very hard. In the last nine months of the year since we\u2019ve added three of our HI brands and we\u2019ve added Orient Express, we\u2019re looking at what makes those brands different. You look at the DNA, so you work on what we call brand fundamentals: the roots, division, the mission, ambition. And then you look at brand pyramid such as brand character, brand values, fundamentals and so on. Then you look at brand identity. How is it expressed? Logotype. Visuals. Color palette. Video in terms of videography. And then the hardest bit is: how does it come to life? Each and every one of the brands has a very unique definition and positioning, and this is where the rubber hits the road. We work with the whole company\u2014the operators, the designers, HR\u2014in order to make sure that the DNA we have on paper translates into real life. Because the magic, the experience is delivered at the end of the day by the hotels themselves.<\/p>\n

I\u2019ll give you an example. We usually find very clear pillars, which involves the expression of the brand through product and programming and people. At Sofitel, the expression takes place through gastronomy, culture design and well-being. Four pillars. This means that each and every one of the brands now has a unique set of pillars. Whatever we do\u2014whether it\u2019s communication, product, services, or culture\u2014goes through those pillars. When you go through F&B at a Sofitel, it would be about wine, cheese, and bread. Very simple things. It would be at a refinement of the uniforms when you go through a Sofitel. This is the new French art de vivre. This is the brand differentiator.<\/p>\n

We have been very succinct and forced the brands to define their brand differentiators in 1 or 2 words. For example, at the Fairmont, the brand differentiator is \u201cUnrivaled presence\u201d because the positioning of the Fairmont is to be at the heart of each destination. It\u2019s part of the social fabric of each destination, whether it\u2019s in London with the Savoy or whether it\u2019s in Shanghai. Once you have that part defined very clearly, which is very abstract, we then translate that into what it means for salespeople, for design people, for the website, for advertising\u2014and most of all, for the hoteliers. In Sofitel, they say, \u201cBonjour,\u201d It\u2019s about small things that contribute to the customer\u2019s journey. We look at what happens upon arrival, in the guestroom, and the public spaces. For Pullman, we created the concept called the Junction Place, which basically makes the lobby the place of the 21st<\/sup> century. It\u2019s not just a place to check in and check out. It\u2019s also a place to socialize, when our target audience is the global nomad 24\/7, it\u2019s making sure that when you\u2019re on your way out, you can grab a coffee, so you have a rotating F&B. The way the lobby is designed is almost like the Shanghai Airport; they redefined the airport of the 21st<\/sup> century. It\u2019s not just to take an airplane or check in; it\u2019s also to have a drink or have a bite or to do shopping so it\u2019s basically the lobby of the future.<\/p>\n

Each and every one of the brands now have a clearly defined DNA and thus have what we would call, according to the customer journey, brand concepts, brand markers and brand rituals. Instead of putting the brand on the table, we present the brand at the Sofitel. When we put on the lights when you go from day to night, we have a candle ritual because then it becomes more memorable. In the resorts, for instance, we have built a ritual around opening the parasols in the morning, so there is a story-telling. This is what we\u2019re trying to do in a very subtle way because when you look at our hotels, they\u2019re not cookie-cutter. We have Fairmont, which is intrinsically American, Sofitel which embodies French \u201cart de vivre,\u2019 and Raffles which is very Asian. I always say \u201cStrong roots, stronger routes.\u201d You take the roots and you develop strategies and how you bring them to life.<\/p>\n

Sometimes people ask us, \u201cHow many brands is too many?\u201d We believe that with the 9 brands that we have, they\u2019re all very complementary. MGallery is a collection of boutique hotels, whereas Sofitel is a luxury lifestyle brand. Whether you are vertically or horizontally you have one brand to really compete on those significant issues. Boutique brands are coming up. Local brands are coming up. Sustainable brands are coming up. So there is still space for us to acquire or develop brands.<\/p>\n

How would you differentiate Sofitel from MGallery?<\/strong><\/h2>\n

Sofitel falls into the upper upscale or accessible luxury category. MGallery is between upper upscale and luxury. One is more show-off and one is more show-in. It\u2019s not the same level. We have 90 hotels; because it started as a collection, the brand width is a little wider.<\/p>\n

If you see our brand wall, you will see that Sofitel is positioned in the luxury space. We cleaned it up when Sofitel was a dedicated organization; we went from 209 hotels to 89 hotels. In Europe, it is very well-known, so there is high awareness, but the perception hasn\u2019t followed. So our communication objective now in Europe is to make sure\u2014especially in France in French-speaking parts of Switzerland and Belgium\u2014that we communicate that Sofitel today is in the luxury space.<\/p>\n

MGallery, on the other hand, is a collection of boutique hotels. Because of the brand and the fact that it was an endorsement, MGallery was very unknown. It was floating between 5 and 10% awareness. In terms of traffic and distribution, it was very smart to link it with Sofitel, but going forward today, we are approaching 100 hotels for MGallery. So we are making sure that this young brand can walk and stand alone.<\/p>\n

What is your strategy in integrating technology in your hotels?<\/strong><\/h2>\n

This is a very interesting question because technology for us is not a goal by itself; it\u2019s a means to a goal. We are trying to understand first of all what drives luxury travelers so that we know what their needs are. What people also want is simplicity and ease of navigation. It\u2019s not because we can that we should. For example, when you use the kiosks to check in, it doesn\u2019t necessarily replace the receptionists, but for a brand like Pullman, we allow people who are not in the mood to queue and check in with the receptionists to use the kiosks.<\/p>\n

So, whether we develop an app, we always bear in mind the needs of the guests who come in our hotels. We offer that not as an \u2018or-or\u2019 but as an \u2019and-and\u2019 solution. We always make sure that it is intuitive. Especially when you have a brand like the Raffles, people don\u2019t want all these buttons. They want to have a master key next to their bed to turn off the lights. Think about iPads. We have different generations coming into our hotel rooms, so we just want to make sure that first of all technology works and serves a purpose so it\u2019s a means to a goal, and second of all, it\u2019s the ease of navigation. Why do people use OTA\u2018s? It\u2019s very viewable, there is a lot of credibility, and it\u2019s simple to use. We should never lose that out of sight.<\/p>\n

#ILTM #luxuryHotel #delportehospitality<\/p>\n

\"\"
AccorHotels – Dubai – Room<\/figcaption><\/figure>\n","protected":false},"excerpt":{"rendered":"

I attended the 2017 edition of the ILTM Conference in Cannes, where I had the occasion to discover exciting developments in the luxury hotel world. Luxury hotel brands often play a fine gamble between maintaining a core brand identity through a historically iconic collection while seeking to reinterpret and translate that identity into new locations […]<\/p>\n","protected":false},"author":2,"featured_media":38109,"comment_status":"closed","ping_status":"open","sticky":false,"template":"","format":"standard","meta":{"_uag_custom_page_level_css":"","footnotes":""},"categories":[158],"tags":[],"class_list":["post-38002","post","type-post","status-publish","format-standard","has-post-thumbnail","hentry","category-hotel-strategy"],"yoast_head":"\nMaintaining the Brand Integrity of AccorHotels - DELPORTE Hospitality<\/title>\n<meta name=\"description\" content=\"Drawing from his strategic and operational experience in luxury hotels, Laurent DELPORTE unearths the latest trends about the Brand Integrity of AccorHotels\" \/>\n<meta name=\"robots\" content=\"index, follow, max-snippet:-1, max-image-preview:large, max-video-preview:-1\" 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