{"id":148475,"date":"2023-05-15T15:00:56","date_gmt":"2023-05-15T13:00:56","guid":{"rendered":"https:\/\/www.voyages-d-affaires.com\/?p=148475"},"modified":"2023-05-15T15:02:54","modified_gmt":"2023-05-15T13:02:54","slug":"hyatt-transformation-profondeur","status":"publish","type":"post","link":"https:\/\/www.voyages-d-affaires.com\/en\/hyatt-transformation-profondeur","title":{"rendered":"Hyatt: a great name becomes a great group"},"content":{"rendered":"

The launch of new brands, strategic acquisitions, a strong focus on luxury and lifestyle: all these trends have been driving the in-depth transformation of hotel groups for more than a decade. But of all the Accors, Hiltons, IHGs, Marriotts and others, if there is one that has experienced impressive growth since the early 2010s, it is undoubtedly Hyatt. A big name in the sector, but one that was onlystill a dwarf in 2009<\/strong>. While most of its competitors had several thousand hotels at that time, the American hotelier had barely 400, most of them in the United States and the world's major cities... compared with more than 1,250 at the end of last year in 700 destinations!<\/p>\r\n\r\n\r\n\r\n

Since 2017, the American group has seen the strongest growth <\/strong>among its peers, with room growth of 64%, compared with 31% for Hilton, 30% for Accor, 22% for Marriott and 14% for IHG. \"\u00a0Not only have we seen greater growth, but disproportionate growth in the segments where charges per room are highest<\/em>\" said Mark Hoplamazian, CEO of the hotel group. Hyatt's offer is positioned at 70% in the luxury and upper upscale segments, compared with 28% for Marriott, for example.<\/p>\r\n\r\n\r\n\r\n

At its investor day, the American group, which is celebrating its 65th anniversary, recently looked back at the profound changes it has undergone over the last two decades. And in particular the reasons for its development, which for a long time took place at a measured pace, when the hotel business was just one of its owners' many activities, the Pritzker family<\/strong>one of the richest in the United States, and also known for its famous architecture prize. \"Our ambition was to have a strong brand, but with no real target size<\/em>explained Thomas Pritzker, Group Executive Chairman since 2004. Our aim was above all to build up our family heritage by investing in a whole range of businesses, in particular by using part of the cash generated by the hotel business. As a result, Hyatt's growth has been slower.<\/em>\" .<\/p>\r\n\r\n\r\n\r\n

\"Lobby<\/a>\r\n
Lobby of the FirstName Bordeaux, part of the JdV by Hyatt collection (c) J\u00e9r\u00f4me Galland<\/em><\/figcaption>\r\n<\/figure>\r\n\r\n\r\n\r\n

The death of Jay Pitzker, one of the main builders of this empire, and the family dissensions that followed led to the group being floated on the stock market in 2009. This led to a new momentum<\/strong> : \"\u00a0Hyatt had to stop being a company purely focused on the hotel business and offer prospects for growth. Hence the need to move into other segments and open up to franchising.<\/em>\" said Thomas Pritzker. Mark Hoplamazian, Hyatt's CEO since 2006, spoke of the preparatory period leading up to the \"New Hyatt\" we know today: \"\u00a0From 2007 to 2016, we launched brands to enable us to enter new markets and offer our customers more experiences.<\/em>\" .<\/p>\r\n\r\n\r\n\r\n

Mark Hoplamazian likes to present his band as one of the first to focus on high-end lifestyle<\/strong> with Andaz<\/a> in 2007, as well as the all-inclusive Hyatt Ziva and Hyatt Zilara. The portfolio of brands, still focused on the top end of the market, has also been extended to the independent hotel sector with The Unbound Collection<\/a>Hyatt Place, contemporary limited service hotels, Hyatt House for long stays and, very recently, Hyatt Studios.<\/p>\r\n\r\n\r\n\r\n

At the same time, following the 'asset light' strategy in force in the sector, Hyatt has also changed its business model. Whereas the group owned around a hundred hotels when it was floated, it now owns just 34. Sales generating $3.8 billion<\/strong>Almost all of this was reinvested in strategic acquisitions.<\/p>\r\n\r\n\r\n\r\n