{"id":91823,"date":"2020-01-02T07:00:54","date_gmt":"2020-01-02T06:00:54","guid":{"rendered":"https:\/\/www.voyages-d-affaires.com\/?p=91823"},"modified":"2026-07-24T12:00:04","modified_gmt":"2026-07-24T10:00:04","slug":"hotellerie-grande-valse-brands","status":"publish","type":"post","link":"https:\/\/www.voyages-d-affaires.com\/en\/hotellerie-grande-valse-brands","title":{"rendered":"The great brand waltz"},"content":{"rendered":"

List from memory, and above all without too many mistakes, all the brands belonging to Marriott International. Then list those that make up the Accor group. Finally, list the latest concepts launched by Hyatt, Hilton and IHG. Clearly, this is not an easy task, given that a ground swell<\/strong> The hotel industry is currently in turmoil, with a frenetic pace of brand launches and mergers & acquisitions. No doubt the sector's professionals are also getting a little lost, since the acquisition of Starwood by Marriott in 2016<\/a> paved the way for these gigantic groups around which a myriad of brands<\/strong>. By swallowing up its American competitor, Marriott has welcomed 11 brands into its fold, including several stars, notably Sheraton on the business side, W, a pioneer in design hotels, and the ultra-luxury St Regis. Added to these are its own blockbusters, notably its eponymous Marriott brand, to form a solid group of 30 of the most renowned brands in the hotel world.<\/p>\n

All of which should give the competition some ideas. The latest example of consolidation in the sector is the takeover of NH Hotels by Thai group Minor International<\/a>. Thanks to the takeover of the Spanish hotel operator and its 380 establishments, the owner of the Anantara luxury brand is now a strong player in Europe and Latin America.<\/p>\n

When S\u00e9bastien Bazin took over the reins of Accor in 2013, the French group still only had a dozen or so brands, with Ibis, Mercure, Novotel, Pullman and Sofitel as the benchmarks for mobile executives. Today, there are more than 35. Or a threefold increase in the range of brands<\/strong> in just six years. To expand its portfolio, Accor has followed two parallel paths: on the one hand, new concepts and, on the other, a large number of acquisitions and partnerships, in particular to strengthen its position in a key segment at the moment, lifestyle hotels. For example, the French group has acquired stakes in Mama Shelter and 25Hours<\/a> in Europe and has half the market share in the United States. SBE Entertainment<\/a>owner of the sophisticated SLS, Mondrian and Delano brands.<\/p>\n

Above all, Accor achieved flagship acquisition in 2016,<\/a> that of FRHI, which has propelled Europe's leading hotel group into a whole new dimension<\/strong>. Indeed, this acquisition opened the doors to the luxury segment by encompassing the Raffles and Fairmont brands, while strengthening its presence in the ever-strategic American market. On a different note, but in the same way, extending both its geographical coverage and its footprint in the business segment was one of the reasons for the takeover of M\u00f6venpick<\/a>a brand with a strong presence in the Middle East and South-East Asia. \"We already had Pullman, but it's a young brand with just 140 hotels. To remain competitive with Hilton, Marriott and Sheraton, all of which have 400 or more hotels, we needed a second strong brand.<\/em>\"explains Rick Harvey Lam, Senior Vice President, Global Management of Accor's Luxury and Upscale Brands.<\/p>\n

\"Sublimated<\/a>
Sublimated by a recent renovation, the legendary Raffles in Singapore is helping to make Accor a group that counts in the luxury hotel sector. Production Ltd RALF TOOTEN<\/figcaption><\/figure>\n

Upmarket<\/h2>\n

The case of Best Western is just as emblematic of this effervescence around brands. Today, the group exceeds 15 banners<\/a>eight of which have been launched in the last three years. However, until 2010 and for more than sixty years, this group had relied on its only sign<\/strong>with its essentially mid-range positioning. Then he began to clarify his offer<\/a>In addition to upgrading certain establishments to Best Western Plus or Best Western Premier status, the Group is also launching brands that are likely to appeal to owners of five-star, lifestyle, budget or extended-stay hotels. Or even a mix of the two, such as the SureStay Studio brand, announced last October for budget and extended-stay establishments.<\/p>\n

To give more weight to its brand portfolio<\/strong>The Radisson Group also made major changes in 2018. \"Before, in Europe, we relied on our key brand, Radisson Blu, and on the Park Inn midscale brand.<\/em>says Val\u00e9rie Schuermans, Vice President Business Development of the Radisson Group. Today, our structure is organised around seven brands covering the entire spectrum, from Prizeotel in the budget segment to Radisson Red in the lifestyle segment and Radisson Collection in the luxury segment.<\/em>\"<\/p>\n

Backed by the recognised name of Radisso<\/a>n, the largest upmarket brand in Europe by number of hotels, has enabled the group to assert its ambitions in the luxury segment, with the Radisson Collection present in London, Copenhagen, Moscow and Rome, and soon in Paris, in the La D\u00e9fense district<\/a>. Until then, the Group had been dabbling in the very top end of the market, not having never really made an impact<\/strong>Not even with its Missoni-branded hotels, a trend that was all the rage in the mid-2000s but has since lost ground. \"The crisis has come and gone<\/em>says Val\u00e9rie Schuermans. At the same time, translating the experience of a fashion brand into the hotel industry, which is a very operational sector and requires a pragmatic approach, and getting two groups with different DNAs to work together was very difficult.<\/em>\"<\/p>\n

By multiplying their brands over and over again, hotel groups have a single will\u00a0<\/strong>To have hotels to suit all budgets and all occasions. \"Our ambition is to extend our portfolio from economy to ultra-luxury, and in each of these segments, to have an offer that is both classic and lifestyle.<\/em>\"says Chris Cahill, CEO of Accor's hotel operations. In the same vein, Jenni Benzaquen, vice-president of Marriott's European luxury brands, believes that \"the challenge is to offer a diversity of experiences. A regular at a Ritz-Carlton may well stay in an Edition for a few days on business. If they want to spend a romantic weekend, they can opt for a Luxury Collection or a W if they want a trendier atmosphere.<\/em>\"<\/p>\n

If hoteliers don't have the experience travellers want in-store, they're going to give it away. look elsewhere<\/strong>IHG's strategy is to build on this success, ticking off all the missing boxes as it goes along. IHG has identified a gap in the luxury segment to complement its InterContinental brand: the British group is buying up the boutique hotels Kimpton<\/a>the ultra classics Regent<\/a> and resorts Six Senses<\/a>. For its part, Hyatt, which has noticed similar weaknesses, is once again bidding for the Thompson and Joie de Vivre urban boutique hotels in the United States and the Alila resorts in Asia.<\/p>\n

One by one, hotel groups are building up their offer to appeal to all audiences. Following this strategy, Hyatt has tackled a quivering segment<\/strong>This small group has only two resorts on the Atlantic. This small group may only have two resorts across the Atlantic. But they are immensely vast, immersed in nature, and are VIP retreats where stressed executives and corporate groups can bring their bodies and minds into harmony. \"What's important about this acquisition is that it extends the Hyatt brand into worlds beyond the traditional hotel business.<\/em>said Mark Hoplamazian, CEO of the American group. Wellness tourism is expected to be worth 420 billion dollars. So we're responding to the growing demand for wellness offers from our ultra-premium travellers.<\/em>\"<\/p>\n

\"Along<\/a>
Along with 25Hours and 21C Museum, Mama Shelter is one of the many chains
in which Accor has invested to expand its portfolio of lifestyle hotels. Francis Amiand<\/figcaption><\/figure>\n
\"Design<\/a>
Design and fun: Aiden is one of the many brands launched by Best Western
to diversify its offering (shown here in Margny-les-Compi\u00e8gne). Maud Delaflotte<\/figcaption><\/figure>\n
\"Radisson<\/a>
Radisson Red is dedicated to the new generation of nomadic and connected business travellers \u00a9 Radisson Hotel Group<\/figcaption><\/figure>\n

However, you don't always have to put your hand in your wallet to position yourself in niches that are often highly targeted. Marketing teams take care of bring new concepts in-house<\/strong>At a rate of one or two per year for the most productive. In response to growing interest among business travellers for flats designed for stays of four to six nights, IHG launched Atwell Suites last May. This mid-range brand, comprising studios with kitchenettes, complements the already strong Staybridge and Candlewood Suites long-stay offer at the top end of the market.Atwell Suites is the latest example of how we identify a growth opportunity based on in-depth knowledge of traveller expectations.<\/em>\"said \u00c9lie Maalouf, Managing Director of IHG Americas.<\/p>\n

With Signia, Hilton has turned its attention to the large-capacity meeting hotel sector, with hotels of over 500 rooms featuring design and wellness features. Announced last February, this new brand<\/strong> followed barely three months after the unveiling of another brand: Motto. With this one, Hilton is tackling a completely different niche and riding the wave of new-generation urban youth hostels. The product, clearly aimed at young travellers, families and groups of friends, is intended as a riposte to Airbnb, with urban hotels at very affordable prices, high-tech rooms that connect to each other, and a payment system that can be shared between several residents.<\/p>\n

\"Walls<\/a>
Walls with a story to tell. Housed in The Hague in a palace that once housed the Dutch national bank, Hotel Indigo is a humorous reference to the Dutch Golden Age.\u00a9 IHG<\/figcaption><\/figure>\n
\"Accor<\/a>
Accor has teamed up with Lee Penson, designer of the Google and YouTube headquarters, to revisit the concept of youth hostels with its Jo&Joe brand, a designer-friendly response to Airbnb's appeal to families and new generations of travellers. Abaca Corporate\/Thierry Sauvage<\/figcaption><\/figure>\n

Lifestyle brands<\/h2>\n

Because the disruption created by the leader in collaborative hosting is not, far from it, unrelated to the current flowering<\/strong> hotel brands. Whether they are low-cost or much more upmarket, the new brands aim to satisfy the diverse expectations of millennials. And to do this, they need to offer real experiences with a host of things that private flats cannot boast of offering, and which stand in stark contrast to the standardised hotels of yesteryear. These include meeting opportunities in places that are attractive to local customers, cutting-edge design and works of art hanging everywhere on the walls, and, increasingly, coworking spaces. It's an evolution that can be summed up in a single, overused word: lifestyle.<\/p>\n

Affordable prices, small but well-equipped rooms, no superfluous luxuries, but above all lively lobbies and rooftops: this is the place to be. winning combination<\/strong>initiated at the beginning of the decade by small players such as Citizen M<\/a>Nowadays, hotel groups are duplicating the concept ad infinitum. To establish themselves in the up-and-coming districts of metropolises, each group has its own relaxed upmarket brand. For example, the Mama Shelter<\/a> at Accor, Moxy<\/a> and Aloft at Marriott, Hotel Indigo<\/a> at IHG or Hyatt Centric<\/a> and Radisson Red.<\/p>\n

\"Travellers are looking for something different, for individual experiences. Traditional products do not meet the demands of this clientele.<\/em>says Val\u00e9rie Schuermans. As a result, we've redefined the Radisson Red concept, and the brand is proving very popular, with 36 hotels worldwide. By 2022, we will be opening in key markets in Europe, including Lisbon, Vienna, Madrid and London.<\/em>\"What started out in the four-star segment is now being extended to the lower echelons. In this segment, Best Western pulled Aiden out of its hat last year, before two other new brands claiming their \"lifestyle<\/strong>\"Tribe at Accor and Caption<\/a> at Hyatt. Among their promises are everything that can satisfy the mobile executive in the here and now, including communal areas designed to spark conversation at Caption. At Tribe, there are creative zones where guests can work or have a drink depending on the time of day, and design objects that give the impression of a high-end world, such as cushions signed by Jean-Paul Gaultier and lighting designed by Tom Dixon.<\/p>\n

\"In<\/a>
In New York as elsewhere, Sofitel is playing up the French touch with designer uniforms, Hermes hospitality products and ad hoc gastronomy.\u00a9 Abaca Corporate\/Bob Coscarelli<\/figcaption><\/figure>\n
\"With<\/a>
With its typically dark New York interior and design by the Rockwell Group and artist Edoardo Tresoldi, the Moxy East Village aims to make its Cathedrale restaurant a very popular address \u00a9 Marriott<\/figcaption><\/figure>\n

Keeping up to date<\/h2>\n

Other brands will no doubt be added, making travellers' heads spin. For all that, will they all survive<\/strong> in the long term? \"I don't know<\/em>says Accor's Chris Cahill. But we are in a good period for tourism, with growth of 4.5 % and therefore a multitude of demands to satisfy<\/em>.\" While we wait to see if today's Tribe or Moxy will be their equals tomorrow, the old glories of the hotel industry are having to renew themselves to keep up with the times. Whether it's Ibis<\/a> at Accor, Sheraton<\/a> at Marriott or Holiday Inn Express<\/a> and Crowne Plaza<\/a> at IHG, all have recently undertaken to dust off their offer. With lifestyle ingredients: more design, more conviviality and a touch of inventiveness.<\/p>\n\n\n\n
\n

What's the difference between one brand and another?<\/h3>\n

What are the differences between Swiss\u00f4tel and M\u00f6venpick? They are both of Swiss origin, both are positioned in the upmarket and business segment and both belong to the same group<\/strong>Accor in this case. All of which is bound to disrupt travellers' perceptions and give the marketing teams responsible for putting together increasingly extensive brand ranges some grey hairs.
\nWhat is true for Accor is just as true for Marriott, which had to manage the absorption offormerly competing brands<\/strong> like Ritz-Carlton and St Regis in the luxury segment or Marriott and Sheraton in the business segment. \"We have made a huge effort to combine the offerings of the two groups and make the brands distinct from each other in just two or three years.<\/em>explains Jenni Benzaquen, Vice-President of Marriott's European luxury brands.
\n\"Every time we acquire a brand, we take two steps back to look at its DNA, when and where it was born, what makes it unique and what makes it unique. credible<\/strong> in the eyes of travellers and, in the end, we define a promise\".<\/em>explains Rick Harvey Lam, Senior Vice President, Global Management of Accor's Luxury and Upscale Brands.
\nFor example, since the M\u00f6venpick name is also known for its restaurants, catering is more present in these hotels, which are grouped around a strong marker<\/strong>chocolate hour\", a daily tasting of chocolate specialities. \"For its part, Swiss\u00f4tel plays on other characteristics of Switzerland: fresh air, well-being, etc.<\/em>\"says Rick Harvey Lam. The Vitality room reinforces this positioning with a high-performance air purification system, lighting that adapts to circadian cycles and exercise equipment.<\/td>\n<\/tr>\n<\/tbody>\n<\/table>\n\n\n\n
\n

Collection fashion show<\/h3>\n

This was the big trend until recently: almost every group had its own 'collection'. Launched in 2017, Best Western Signature and Tapestry by Hilton followed the appearance in 2016 of Tru by Hilton and Hyatt's Unbound Collection, which were themselves followed by others, such as Tribute Portfolio, the Best Western Premier Collection, Curio by Hilton and, before that, Accor's MGallery and Marriott's Autograph Collection. All these light\" brands<\/strong> have aimed to de-standardise their group's offer by welcoming into their fold independent establishments with character, more in tune with the new expectations of travellers. In return, these hoteliers can benefit from the marketing strength of these major global groups, and in particular their loyalty programmes. This strategy is continuing, with some major successes such as Autograph Collection, which reached 175 hotels in the second quarter, MGallery, which offers more than 100 hotels, and Curio and Tru at Hilton, each of which has more than 70 establishments.<\/td>\n<\/tr>\n<\/tbody>\n<\/table>\n\n\n\n
\n

Loyalty in good order<\/h3>\n

To orchestrate their ever-growing brand portfolios, several hotel groups are relying on new-style loyalty programmes to steer travellers in the right direction, no doubt a little lost<\/strong> among all the offers on the market. Whether it's All at Accor or Marriott Bonvoy, these loyalty tools add an emotional dimension by offering rewards that are no longer based solely on freebies, but on customers' passions. For example, points can be exchanged for concert tickets, tickets to sporting events or VIP sightseeing tours. These are just some of the favours offered to frequent travellers, based on experience and lifestyle.<\/td>\n<\/tr>\n<\/tbody>\n<\/table>","protected":false},"excerpt":{"rendered":"

The pace is almost dizzying. With the continuous launch of new brands and the regular takeovers of established players, the major hotel groups have thrown themselves wholeheartedly into a multi-brand strategy. Here's an overview of the latest developments.<\/p>","protected":false},"author":19,"featured_media":91825,"comment_status":"closed","ping_status":"closed","sticky":false,"template":"","format":"standard","meta":{"_acf_changed":false,"footnotes":""},"categories":[57],"tags":[1499,1501,1569,1575],"type-darticle":[],"n_magazine":[2043],"class_list":["post-91823","post","type-post","status-publish","format-standard","has-post-thumbnail","hentry","category-hotellerie","tag-hotels-daffaires","tag-hotellerie-haut-de-gamme","tag-hotellerie-economique","tag-lifestyle","n_magazine-n163","vapo-free"],"acf":[],"yoast_head":"\nH\u00f4tellerie : grande valse des marques au sein des grands groupes<\/title>\n<meta name=\"description\" content=\"Lancement de marques, fusions-acquisitions : les groupes h\u00f4teliers se sont lanc\u00e9s dans une strat\u00e9gie multi-enseignes. Panorama des derni\u00e8res \u00e9volutions.\" \/>\n<meta name=\"robots\" content=\"index, follow, max-snippet:-1, max-image-preview:large, max-video-preview:-1\" \/>\n<link rel=\"canonical\" href=\"https:\/\/www.voyages-d-affaires.com\/en\/hotellerie-grande-valse-brands\" \/>\n<meta property=\"og:locale\" content=\"en_GB\" \/>\n<meta property=\"og:type\" content=\"article\" \/>\n<meta property=\"og:title\" content=\"La grande valse des marques\" \/>\n<meta property=\"og:description\" content=\"Lancement de marques, fusions-acquisitions : les groupes h\u00f4teliers se sont lanc\u00e9s dans une strat\u00e9gie multi-enseignes. 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