Have meetings and events become a key segment for Accor?
Markus Keller - With the development over the last ten years of a major network in Asia and the Middle East, with establishments equipped with large meeting areas and ballrooms, a review of our MICE strategy became necessary. Historically based on the ibis and Novotel brands, with hotels that did not always have meeting rooms, Accor was rather behind in this segment. Faced with American players who have been in this market for years, we had to gain legitimacy with top-of-the-range event organisers. In this context, the acquisition of the Fairmont brands has given us enormous leverage to accelerate our entry into this market. Their very fine establishments, their network of customers with whom we had no contact, whether in the luxury sector or in the United States, are now benefiting our other brands.
How does this knowledge of the market play out in the other banners?
MR K. - It should be noted that we were already on a different roadmap for Pullman, Sofitel and certain Novotel hotels. The one in Madrid, for example, has a huge meeting space, while the one in Budapest has the largest convention centre in Eastern Europe. But the expertise of the Fairmont teams has enabled us to professionalise our approach to this segment. Some Fairmont staff have moved on to Sofitel, for example. While this brand was more focused on small meetings such as board meetings, today we have major Sofitels with large meeting spaces that need this knowledge of how to host major top-of-the-range events.
the expertise of the Fairmont teams has enabled us to professionalise our approach to this segment
Has your approach to selling meetings and events also changed?
MR K. - Previously, Accor had a fairly transactional sales approach, focusing more on room distribution because we had fairly standardised brands. We still have this need, particularly in the budget hotel sector. But when it comes to top-of-the-range events, the relationship aspect is strategic, particularly the involvement of hotel managers in major projects. Our customers' confidence in our expertise, the certainty that they will be satisfied, but also creativity and personalisation are essential. A memorable event is memorable not only because it is efficient and impeccable, but also because of the small details in the room, the branding of the event in the hotel, and the top level of service.
Is technology becoming an important factor?
MR K. - We will soon be upgrading the look of our meetings.accorhotels.com website and its booking corridor to provide a smoother, more modern flow of invitations to tender, optimised for mobile phones. Customers will be able to have their own space, find their spending history or information on the loyalty programme. All this enhances the user experience on the site. At the same time, we have the My Venue Finder site, which makes it easier to find hotels around the world to suit the needs of organisers. I want a room for 500 people, three sub-committee rooms and 100 rooms on the accommodation side, what have you got? We've also added other activities, including offers from Potel & Chabot and Wojoand we plan to extend it to others, such as the Paris Society.
What will happen tomorrow in the technological distribution of meetings and events? Nothing has been decided yet.
How will online sales of meetings evolve?
MR K. - Even though there has been double-digit growth in calls for tender via the site, a large proportion of RFPs still go through our sales offices today. What will happen tomorrow in the technological distribution of meetings and events? Nothing is set yet. You have more and more players like Meetago in GermanyBird Office in France, Thousand Meetings in China, but for the moment the only one with a global reach is Cvent. Some of these technology platforms make it easier to find venues, others include a payment system, and still others do a bit of end-to-end work, including the operational side of hotels. But it's still too early to say who will be the most relevant to this segment in the future.
How are travel agents responding to this development?
MR K. - Travel agencies still play a key role, at least outside North America, where the sector is more concentrated and more advanced on the digital front. But in Europe, Asia and Latin America, companies are looking for greater visibility over their spending, want to consolidate their purchases and have global contracts. And to do that, they need agencies to help them, and to help them in their choice of establishments too. But agencies don't just do venue finding, there's also an operational side, such as managing the rooming list. They offer real added value for both their clients and the hotel.
