For more than 40 years, Accor has constantly reinvented its businesses to keep pace with the world around it, with the goal of providing innovative, high-quality products to Hospitality and Services customers. In Hospitality, Accor's ambition is to be the world leader in economy and midscale hotels and a major player in the upscale segment, with a portfolio of powerful, easy-to-identify brands. These brands are now federated under the Accor Hospitality banner. Accor Services designs, develops and manages innovative solutions that improve the performance of corporate and public institution customers thanks to easy-to-use products that cover a growing range of needs. Accor services is the world's leading issuer of service vouchers. In this report, we will first make an executive summary with the key points and the key figures of the company Accor. Then we will make a brief presentation of the company and of the 2006 annual report. We will also talk about the management of the group Accor, that is to say the way the company is lead, its strategy and all the ensuing risks and problems.
[...] He announces that Accor obtained remarkable results in 2006 and that demonstrates the group's considerable potential. Next we have another message of Gilles Pélisson, the Chief Executive Officer. He presents a positive situation for Accor now and in the future. We can see two photos of Serge Weinberg and Gilles Pélisson. They seem to be implicated in their speech and they really want to succeed! Following these letters, there is the presentation of the board of directors, with some photos in colour. [...]
[...] A profit margin of 10% means that for each dollar of sales that the company Accor generates it is contributing 10 cents to its bottom line (net income). - Return on assets = ROA = NI/TA = The return on assets describes the efficiency with which the company uses its assets. - Return on equity = ROE = NI/TE = The return to equity describes how much the shareholders of the company earn on their investment in the business. - Return on capital employed (ROCE), corresponding to EBITDA expressed as a percentage of fixed assets at cost plus working capital, rose to from in 2005. [...]
[...] The ratio is improved by 5.4 points over the year, to from at December ( Value creation: Based on an ROCE after tax of a weighted average cost of capital of and capital employed of 10.8 billion, the Economic Value Added (EVA) created by Accor totalled million, versus million in 2005. VI/ Recommendations and estimates RECOMMENDATION TRENDS recommending as Month Ago Ago Ago ANALYST ESTIMATES Accor has scheduled a two day event for institutional investors and financial analysts to present the new business model, for its Hotels division and measure its impact - on Monday, October 22 and Tuesday, October The event is designed to share Accor's strategic vision of its Hotels division, and better understand the different components that constitute "the Right Approach" that will make Accor's Hotels business more profitable, less cyclical and well appreciated by its clients. [...]
[...] clearly positioned in their markets : - Luxury : Sofitel (non-standardized) - Upscale : Pullman (non-standardized) - Midscale : Novotel, Suite Hotel (standardized), Mercure (non- standardized) - Economy : Ibis (standardized), All Seasons (non-standardized) - Budget : Etap Hotel, Motel Hotel Formule 1 (non-standardized) Other businesses: Accor's unique portfolio of tourism businesses also includes travel operations and restaurants, with the Accor Thalassa, Lenôtre and Compagnie des Wagons-Lits brands. Services to businesses and public institutions: Accor Services helps companies and public institutions improve their performance by providing them with a range of services for employees, customers or constituents in three key areas. [...]
[...] Accor is a hospitality and services company. Its success is built on its people and their ability to fully satisfy customer expectations. Accor's ambition is to be an employer that is both respected and appreciated, attractive as well as attentive, and committed to the health, safety and well-being of its employees. The Human Resources Department is the Group's first expertise platform. Its policies are intrinsically linked to its strategy and development paths, which can be summed up in a few key concepts: professionalism, mobility, diversity and recognition. [...]
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