When disruptive technologies are much more than constructive chaos…
In March 2014, AccorHotels appointed a Senior Vice President – Entrepreneurship Advocacy in the shape of Yves Lacheret – former CEO of Novotel France (among other senior roles). We asked him to explain his new job…
Hoteliers and tourism market in general are facing two concurrent phenomena. Firstly the customer profile has changed and is still changing. And secondly, the industry has experienced a structural shift due to changes in technology (often supported by start-ups). Success or failure will depend on the ability of the hotelier to adapt to this new situation. AccorHotels’ strategy is particularly visionary with regard to these themes.
OUR OBSESSION IS THE END CUSTOMER, TRYING TO UNDERSTAND HOW THEY BEHAVE NOW AND HOW THEY WILL BEHAVE IN 5 OR 10 YEARS.
We are looking for ideas at a number of trade shows: not necessarily those related to hospitality, but also major trade and consumer events in other industries, where we can consider a much broader range of ecosystems. Our obsession is the end customer, trying to understand how they behave now and how they will behave in 5 or 10 years.
How is the Group adapting? What other disruptive technologies and ideas are you looking at?
The approach consisted in concretely helping start-ups (so they can take off and become profitable) and establishing a win-win relationship, taking advantage of the strengths and expertise of both.
AccorHotels already has a great deal of experience in the field through the Innovation Factory and the hackathons organised on this occasion. A hackathon allows us to work intensively with a group of students alongside employees of the Group during 36 hours on a given topic. In some cases, the Group entrusted them with several projects. One such example is TRI-O to which AccorHotels has given the waste management of several of its hotels as well as our corporate headquarters. Then there’s Tripndrive, which offers an original sharing economy concept, allowing customers who leave their cars in the parking lot of the hotel to make a profit during their absence by renting them out.
In summary, what are the main benefits expected by AccorHotels from these initiatives?
These initiatives are part of the 2020/2025 vision of AccorHotels. They allow us to work for the future of the group by creating a new dynamic. They’re sources of new revenue streams, and of course, allow us to gain a pole position in digital expertise.