Skift Research Take
After selling a majority stake in its owned and leased hotel business, AccorHotels is now a lean, mean, acquisition machine. We break down what going asset-light means for AccorHotels and offer ways to measure the success of its M&A strategy, as the company continues on its journey to becoming an all-in-one travel experience platform.
Paris-based AccorHotels is arguably pursuing one of the most aggressive, innovative, and unique strategies in the entire hospitality industry. The company went from being a relatively small European hotel company of 482,000 rooms and 14 brands in 2014 to 684,000 rooms across 32 different hotel or short-term rental brands today through both organic and inorganic growth. In this report, we focus on two aspects of AccorHotels’ growth strategy: its approach to acquisitions and investments, and the sale of a majority stake in AccorInvest to become an asset-light company. Clearly, AccorHotels isn’t just thinking about hotel rooms and putting “heads in beds,” but how to best position itself as an all-in-one travel experience platform for consumers pre-, during, and post-stay.
What You'll Learn From This Report
- An overview of AccorHotels by the numbers: sales, earnings, supply, and pipeline
- Geography and chain scales: Accor’s past, present, and future
- A breakdown of the AccorInvest sale and what it means for Accor to shift asset-light
- An assessment of the success of AccorHotels’ M&A (mergers and acquisitions) strategy
- A description of other areas of strength for the company
- Skift Research forecasts for AccorHotels’ 2018 RevPAR (revenue per available room), revenue, and earnings
- Company risks