{"id":199957,"date":"2025-05-14T15:17:21","date_gmt":"2025-05-14T13:17:21","guid":{"rendered":"https:\/\/www.voyages-d-affaires.com\/?p=199957"},"modified":"2025-05-14T15:17:22","modified_gmt":"2025-05-14T13:17:22","slug":"adagio-new-strategy","status":"publish","type":"post","link":"https:\/\/www.voyages-d-affaires.com\/en\/adagio-new-strategy","title":{"rendered":"Adagio: business customers at the heart of its new strategy"},"content":{"rendered":"

A change in clientele. In the wake of the pandemic, the apartment-hotel sector has continued to win over leisure travellers. Families in particular, attracted by this practical accommodation solution with its larger rooms and, above all, its fully-equipped kitchens that allow guests to dine in their flats after a long day's sightseeing. So much so that leisure customers now account for the majority of Adagio's business. On their side, business travellers now account for only 45% <\/strong>of customers, compared with 55% before covid. And probably even more so before, as the extended stay model was originally aimed at professionals on long-term trips, from one week to several months.<\/p>\n\n\n\n

Even so, the Group, which enjoys the support of its two shareholders, Accor and Pierre&Vacances, has made business customers one of the focuses of its 2025-2030 strategic plan. This new impetus, called FIRST, reflects the Group's determination to remain market leader in Europe<\/strong> with its 130 establishments. In this context, Adagio has set itself the target of increasing sales generated by the business target from 29% to 35% in five years. This will be achieved by increasing direct sales, with Adagio able to draw on the distribution strength of Accor, but also by conquering new sectors.<\/p>\n\n\n\n

\"\u00a0Individual corporate customers are still there<\/em>explains Xavier Desaulles, CEO of Adagio. Professionals continue to come, because they know the quality of the Adagio product, the advantage of our sliding scale of charges, and they can be sure of finding establishments close to their head offices or their place of work. On the other hand, they come less frequently<\/strong>This is particularly true for those who have moved to the provinces, where the cost of travel, including the TGV, is increasing\".<\/em><\/p>\n\n\n\n

\"\u00a0Therefore<\/em>continues Xavier Desaulles, we are working to look for sectors <\/strong>who didn't consider us before, like the media or production companies. Not only in France, but also in Scotland and Hamburg, where we host film crews for several weeks at a time. We also continue to work with the building and public works industry, the construction sector in the broadest sense of the term.<\/em>. \" Attracting others is important if we are to curb the structural decline in the length of stays, with those of business customers averaging 5.5 nights, compared with less than 3 nights for leisure customers.<\/p>\n\n\n\n

\"Adagio
Adagio Access Rouen<\/em><\/figcaption><\/figure>\n\n\n\n

But the FIRST plan goes far beyond this focus on a customer base that remains as strategic as ever. It also involves developing the network, enhancing its quality and ensuring its sustainability. From 130 establishments with just over 14,500 flats today, the group expects to open around ten new properties a year in the coming years. 180 sites by 2030<\/strong>. The aim is to have 20,000 flats in 96 Adagio Original establishments, the mid-range brand at the heart of the Group's offering, 81 for the budget version Adagio Access, and six establishments for the Adagio Premium version, deployed in Morocco and the Middle East.<\/p>\n\n\n\n