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A Deep Dive Into AccorHotels 2018: Measuring Success From Asset-Light to Acquisitions

by Rebecca Stone + Skift Team - Nov 2018
Hospitality

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.

Report Overview

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

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