{"id":222987,"date":"2026-05-13T10:47:19","date_gmt":"2026-05-13T08:47:19","guid":{"rendered":"https:\/\/www.voyages-d-affaires.com\/?p=222987"},"modified":"2026-05-13T10:47:19","modified_gmt":"2026-05-13T08:47:19","slug":"minor-hotels-boudrand-france-growth","status":"publish","type":"post","link":"https:\/\/www.voyages-d-affaires.com\/en\/minor-hotels-boudrand-france-growth","title":{"rendered":"A. Boudrand (Minor Hotels): \"We have the brands to succeed in France\""},"content":{"rendered":"

The Minor Hotels group already has a strong presence in the Benelux, but is still little present in France or Switzerland. What are the challenges associated with this dual aspect?<\/h2>\n\n\n\n

Alexis Boudrand <\/strong>I have a two-speed scope. As you point out, Minor Hotels inherited a large number of hotels in the Benelux region from its acquisition of the NH group in 2018. Conversely, we currently only have nine hotels in France. That's as many as in Brussels and fewer than in Amsterdam, where we have twelve, not to mention Madrid where we offer around twenty establishments. Brand awareness is therefore much lower in France and Switzerland. But, today, we have the brands to succeed there. It is precisely for this reason that I was recruited, with the ambition of tackling these markets more assertively.<\/p>\n\n\n\n

Coming from Asia, the Minor group has become a major player in the hotel industry in Europe. How has its offering evolved since the takeover of NH Hotels?<\/h2>\n\n\n\n

A.B. \u2013 <\/strong>The group is currently undergoing a profound transformation. In 2016, Minor had already taken a first step towards a European platform by acquiring the Portuguese Tivoli group, then significantly strengthened its offering with the acquisition of NH in 2018, representing some three hundred hotels. There was then a period of optimisation: some hotels were removed from the portfolio and others were integrated. Others still were rebranded, moving from NH or NH Collection brands to Avani or Anantara brands, for example. This was all done to achieve a coherent whole, part of a genuine brand strategy.<\/p>\n\n\n\n

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The NH Collection has settled in Paris's Golden Triangle, on Rue de Ponthieu.<\/em><\/figcaption><\/figure>\n\n\n\n

Does this brand strategy also involve an evolution of your business model?<\/h2>\n\n\n\n

A.B. \u2013 <\/strong>From NH\u2019s legacy, we have a large number of hotels that we own or lease, and therefore an \u2018asset-heavy\u2019 model. Our new strategy is known as \u2018asset-right\u2019. This involves retaining 25% of our portfolio as owned properties and, at the same time, expanding through \u2018asset-light\u2019 channels, via management or franchise agreements. We are juggling both approaches, and this involves a profound cultural shift. We are moving from being owner-operators to acting as a \u201cmanagement company\u201d. This is also one of my key tasks, having experienced this transition within the Pierre & Vacances group.<\/p>\n\n\n\n