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1.5. STRATEGIC VISION AND OUTLOOK

1.5.1. AMBITIOUS PROJECTS LAUNCHED

back of its 52.6% stake in Hotel Formula 1 (South Africa), the sale and variable leaseback of seven Suite Novotel hotels (France) and the sales and management-back of the Novotel New York Times Square, Pullman Paris Bercy and Sofitel Arc de Triomphe.

-In December, Accor strengthens its presence in Australia and New Zealand with the acquisition of Mirvac, involving 48 hotels (6,100 rooms) and a 29.9% equity interest in Mirvac

In 2012, Accor pursued a number of major projects that were initiated in 2011, including the successful launch of the ibis megabrand, the repositioning of MGallery in the upscale segment, the launch of Grand Mercure in China, record hotel development led by management and franchise contracts, important acquisitions in Australia/ New Zealand and Latin America and the disposal of the US Economy Hotels business (Motel 6). At the same time, it introduced a new, more effective organization built around its centers of excellence.

Now refocused on its traditional Hotels business, and in a commitment to becoming the global reference in the hospitality industry, Accor has undertaken a profound transformation plan to drive faster growth by 2016, with two key objectives: i) to continue to gain new market share, particularly in emerging markets; and ii) to restructure the portfolio of owned and leased hotels to deliver greater performance and, overall, a better geographic earnings mix and a more profitable, less cyclical business model.

Corporate Presentation

STRATEGIC VISION AND OUTLOOK

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Wholesale Hotel Fund (MWHF). Accor’s offering in the two
countries now totals 241 hotels across every hospitality
segment.

-In September, a franchise contract is signed with Jupiter Hotels Ltd., whose 24 hotels (2,664 rooms) increases to 68 the number of Mercure hotels in the United Kingdom.

-Annual room openings reach a new historic high, with 38,700 units coming on line during the year.

In a hospitality industry that offers a multitude of expansion opportunities, Accor is leveraging its unique strengths to deploy its growth strategy. A transformative year for the Group, 2012 saw the launch of a large number of projects that laid the basic foundations for our 2016 strategic vision.

1. Fast roll-out of the ibis megabrand

Announced in September 2011, the vast ibis megabrand project hit the ground running in April 2012, with teams across the organization driving progress at a very sustained pace throughout the year.

By end-2012, more than 90% of the hotels had been equipped with the new beds and rebranded with the new signage. The new common areas are now being deployed. Although the operating targets – a 2% to 3% increase in RevPAR, a one to two-point improvement in the RevPAR index and a more than 20% return on capital employed – will only be measured beginning in 2014, the project has already proven successful in developing the megabrand. In 2012, the ibis family was expanded by nearly 15,000 new rooms, a 44% increase compared with 2011.

Dedicated distribution resources have been developed, such as a unified website (ibis.com) and a smartphone application. The advertising campaigns rolled out in October 2012 are beginning to deliver benefits and will be pursued in 2013.