In what ways is the approach to hotel catering by a major group like Accor changing?
Ian di Tullio - We're breaking the mould. For a long time, we created "hotel restaurants", essentially aimed at the resident clientele. In my opinion, this vocabulary must disappear. The idea of harmonising a hotel brand with a restaurant chain - for example, Novotel Cafés or ibis Kitchens - no longer makes sense. What people are looking for today is not cohesion - that model is broken - but an experience. If you open a restaurant in a hotel, it's above all because its concept can attract local customers The hotel's external image, bringing life to the establishment and making it more attractive to travellers.
So catering is seen as an important factor in the success of an establishment?
I. d. T. - Look at what happened in the United States a few years ago with the rise of so-called lifestyle hotels: people wanted to be seen at the barThis has a positive impact on average room rates. It's the same for SBE's hotels, and that's one of the reasons why Accor wanted to invest in this group. Their resorts are always full, with beautiful swimming pools, attractive bars and restaurants, and nightclubs. These are places where you can spend an entire day. If we're able to bring this perspective to our hotels, they'll be that much busier.
The recent reopening of the Pullman Paris Montparnasse saw the integration of a number of concepts developed by SBE, including the top-of-the-range Umami Burger fast food restaurant, the Fi'lia Italian restaurant and the Skybar. Why did you choose this establishment?
I. d. T. - As it welcomes a large proportion of foreign travellers, the Pullman Paris Montparnasse was the perfect place to integrate brand concepts with an international vocation. For example, some customers have already been able to discover the Fi'lia Italian restaurant at the SLS in Dubai, where this concept is proving extremely popular. In the United States, in Los Angeles and Miami, SBE has already come up with a great rooftop bar concept, which is perfectly suited to Paris. Particularly as the Pullman Paris Montparnasse rooftop is on a human scale, cosy, with an incredible view, for some great experiences.
Why did you go outside to get these ideas?
I. d. T. - It should be noted that Accor is one of the biggest players in the restaurant sector, with 10,000 restaurants worldwide - including 960 in Southern Europe and 800 in France - and as many bars. The Food & Beverage business generates 26% of revenues in Southern Europe, making it a strategic business for the Group. The question is how do we rethink catering?The idea is to use the expertise of SBE, but also of Paris Society, in which Accor is also a shareholder. Hence the idea of getting this expertise from SBE, but also from Paris Society, in which Accor is also a shareholder. The Novotel Megève, which opened last summer, is another good example, with a Bambini trattoria, modelled on the Parisian restaurant at the Palais de Tokyo, and the Piaf, a nightlife venue combining restaurant, cocktail bar and nightclub. Hence the exceptional appeal we're looking for.
Is your strategy limited to the concepts developed by SBE or Paris Society?
I. d. T. - Of course, we are going to pollinate these concepts through our network of hotels. But we can also rely on a dozen concepts designed in-house such as Pia, with its focus on Italy, or Pimelo, inspired by California. The latter was created at the ibis Styles Toulouse Labège, in a commercial zone between the airport and the city. Since then, the restaurant's sales have doubled. Our responsibility as franchisors is to give our hoteliers the means to increase both hotel and restaurant revenues. In this context, in much the same way as we have done with design, we are in the process of creating a bank of concepts that our hoteliers will be able to choose from, depending on the hotel's clientele, its local fabric, and possibly what the group's other establishments in the city are also offering.
The question is how do we rethink the restaurant, bar and entertainment sectors, to create strong factors for promoting our hotels?
Are these concepts intended to be associated with a particular brand?
I. d. T. - At the start, we created these concepts thinking that we would need three or four for budget hotels and as many for mid-range establishments. But we've realised that they apply to our entire portfolio. Umami Burger is a good example. Who, ten years ago, would have said that a Pullman would host a restaurant of this type? People would have said "no", it's not up to Pullman standards. Especially as customers in Europe were much more conservative in this respect. But today, in the same week, customers can love to eat a gourmet burger and the next day go to a Michelin-starred restaurant. It's no longer so exclusive.
Speaking of starred restaurants, we recently saw the kitchens of a palace like the Plaza Athénée pass from the hands of Alain Ducasse to those of Jean Imbert. Are you a top chef or a star chef?
I. d. T. - Neither all one nor all the other, we like both. Even if they represent high costs in terms of staff and equipment, Michelin-starred restaurants still attract many international customers, whether in Paris or Tokyo. At the same time, a restaurant like Quindici in Novotel Vaugirardcreated by Denny Imbroisi (editor's note: a former contestant on the TV show), is full for lunch and dinner. It's one of my favourite Italian restaurants in Paris, tied with Carpaccio at the Royal Monceau. Eventually, I'd like us to have a good balance between these recognised chefs, the concepts brought in by SBE and Paris Society and those we create ourselves. And let's not forget all the Group's in-house chefs, such as Quentin Lechat, who began his career at Novotel Les Halles and is now head pastry chef at the Royal Monceau, or the chefs selected to cater for the French pavilion at the Dubai World Expo. We've got lots of talented professionals like that, but we don't put them in the limelight.
How does Accor intend to consolidate its reputation as a major player in the restaurant business?
I. d. T. - As all our concepts move forward, they will gain in visibility, especially as in terms of social media, we've really stepped up our game during the crisis. We will continue to build awareness of Accor and ALL - Accor Live Limitless, our loyalty programme, as a key player in the restaurant industry. Recently, for example, we were the main sponsor of the Bocuse d'Or. Recently, Mercure also sponsors the new season of Top Chefwhich began on 16 February. It's a partnership that goes much further than advertising, because we're creating events in the hotels around it, such as masterclasses or four-handed meals with a candidate and a hotel chef. Through our ALL programme, our customers can also take part in these events. All this shows that the Mercure brand is evolving and modernising, with contemporary and locally inspired restaurant concepts.
Does this strong emphasis on catering also include a digital component?
I. d. T. - We have recently recreated a new restaurant platform, restaurantsandbars.accor.com, featuring a selection of 200 addresses in France, Spain and Italy. For a long time, we had a website dedicated to restaurants, but it mainly provided information, with no booking solution. With this new platform, travellers can choose the restaurants they want and book a table. At the same time, it allows our hoteliers to regain control of their customer base in the face of online booking sites.
In terms of customer habits, are you seeing any impact from teleworking on the number of people visiting your restaurants?
I. d. T. - Yes, this has changed the way restaurants cater to business customers, with a stronger focus on the heart of the weekOn Mondays and Fridays, the days when most people telework, it's generally quieter. On the other hand, the number of people visiting the leisure restaurants has soared. As soon as we deconflicted, we saw an incredible increase in restaurant visits. In 2022, the appetite for authentic, convivial experiences will be greater than ever!
