1, the origin of Accor
1960, Paul? Dubreux accepted his teacher, economist Bernard? At the suggestion of Tu Jiyue, he began to study the reasons for the success of Holiday Inn in the United States, and analyzed the functions of its living equipment and furniture, reasonable prices, and the hotel's address in the city. 1In August, 963, Paul made a hotel similar to Holiday Inn in France, and contacted Holiday Inn to establish a French branch, but it was rejected.
1964, Paul? Dubru and Gerald? Berisson met and decided to cooperate in building a hotel chain in France. The two established the main principle: we must establish a hotel chain, only success, not failure. The name of the hotel is Novotel, which is a combination of Novo "new" and (h) tel "hotel".
July 1966, after obtaining Paul? 1 Novotel was born with the financial support of Dubreux's father and the support of French hotel credit institutions. The first hotel is still under construction, the second hotel has started construction, and the third hotel has started negotiations. In this way, Accor embarked on the road of rapid development.
1974, Accor founded the budget hotel brand Ibis. /kloc-in 0/975, it acquired Mercure, positioned itself in the middle and low grade, and began to expand in the former French colonies in Europe and Africa. Accor Group has formed a large-scale chain group with a preference for economical, mid-range and high-grade hotels, and has formed hotel communities with different grades, and has achieved an absolute leading position in the European hotel industry.
2. Accor's achievements
Accor started from a Novotel hotel with only 62 rooms, and in just a few years, it has become a leading enterprise in mid-range and budget hotels in France and even Europe. From the establishment of Accor in 1967 to the establishment of the first Novotel Hotel, Accor achieved the leap from 1 hotel to 146 hotel within 10 years after Accor was established. There are more than 200 Accor hotels, which only took 13 years. By the end of February 2005, Accor Group had 3,986 hotels.
3. Accor's reference
(1) Accor's initial stage is the rapid growth period of the French store industry, and this favorable external environment gives Accor an external environment that can grow rapidly. Similarly, in order to promote the development of the hotel industry, France established a hotel credit institution in the 1950s, which became the financial driving force for Accor's rapid development.
(2) Novotel Accor was a three-star hotel when it opened. Compared with the four-star and higher-grade hotel market, Accor has a larger market capacity and is also a high-grade market segment in the growth market, which makes Accor have a rapidly growing market space.
(3) Chain development is Accor's strategic goal before starting a business. The benchmark enterprise of Accor Learning is Holiday Inn. Accor absorbed the essence of the success of Holiday Inn-hotel industrialization and standardization, and implemented the franchise and chain development (industrialization) of the hotel through standardization.
(4) Accor Hotel has a set of standardized systems in site selection, hotel capacity design, construction cost control, operation management, etc., which is highly reproducible and is the internal driving force to promote the rapid development of Accor Hotel business.
(5) Accor launched Ibis, Formula One and other hotel brands in a timely manner, forming a brand series from low-end hotels to high-end hotels, forming a hotel community with different grades in the region, becoming a monopolist of regional hotel business and having a strong competitive advantage.
4. Accor's successful summary
Accor's success has far-reaching influence on other international hotel management groups, and Accor's success is "too fast"; It is precisely because of its very fast speed that the world is surprised.
(1) Seize the strategic opportunity. Judging from the development of an industry in a region, any industry will have a period of rapid growth. Different investors have different views and understandings on how to achieve rapid growth in this period.
Due to the rapid expansion of market capacity, it is easy to meet the needs of customers. Novotel can achieve some market success by setting up 100% bathroom. When the market capacity is gradually saturated, it is much more difficult to succeed in the competition than in the period of rapid market expansion. The blank market and lack of effective competition in the hotel industry are strategic opportunities for Accor's development.
(2) Learn from benchmarking enterprises. The success of Holiday Inn in American market has made Accor a benchmark enterprise for learning and successfully copied the expansion model of Holiday Inn in France. Holiday Inn also lost the best opportunity to develop similar hotel chains in Europe. Similarly, when Accor established the "partthenon" brand in Brazil during its international expansion, serviced apartments also provided services similar to hotel services. Once this idea was launched, nearly 50 partthenon apartments were launched within two years. However, this idea was copied by competitors in advance and applied to the European market. Since then, Accor has lost the opportunity to expand the apartment to Europe. The successful model of benchmarking enterprises will affect the successful model of the latecomers.
(3) Building chain hotels
Accor's unique development strategy lies in the ultimate goal of "brand chain". After determining the expansion strategy of Novotel brand in the three-star market, we will implement regional expansion in France and even Europe to achieve scale expansion, rather than entering the high-end market. In the process of development, Accor has always firmly implemented the competition principle of "winning by scale", rapidly expanded its scale, occupied the strategic resources of the industry (lots and tourists) and oppressed the living space of competitors.
(4) Establish a competitive advantage
Accor has established a competitive advantage by acquiring strategic resources in the hotel industry, such as lots and customers. Lot is closely related to traffic, tourists, scenic spots and other resources. In the process of development, Accor chose some lots with development potential. With the development of urbanization in France, many areas have become convenient places for transportation. In addition, in the site selection, choosing the exit side of expressway also brings a lot of convenience. After gaining a certain popularity, you can get new and better lots and get tax incentives in a cheaper way.
If you sum up Accor's growth process in one sentence; It is Accor that has seized the growth opportunity of the booming industry, expanded the hotel scale through loans, chain stores and contract management, and used the scale advantage to enhance the competitiveness of enterprises.