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Activity analysis and strategies of the Accor group

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case study
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  1. Introduction
  2. External analysis
    1. Definition of the industry
    2. Analysis of economic forces affecting the industry (PESEL)
    3. Industry Analysis: Porter's Five Forces
    4. Industry segmentation
  3. Internal Analysis
    1. Defining the Enterprise
    2. Resource Analysis
    3. Skills Analysis
    4. Balanced ScoreCard analysis
    5. Analysis of Corporate Governance
  4. Final analysis
  5. Conclusion

With nearly 8 billion Euros in sales, Accor is the European leader in hotels and world No. 1 in business services and public institutions. Major player worldwide, the group is present in 140 countries and employs over 168,000 people.

The Group operates hotel brands present in all market segments and its 3893 facilities are located in 90 countries. Accor is also present in the travel, tourism and recreation industry, with a 50% stake in Carlson Wagonlit Travel (a travel agency, No. 2 in business travel in the world), and even 34% in group Lucien Barriere (casinos and luxury hotels).

The group also offers services to businesses and communities, with over 21 million customers and its leading global service vouchers. In the past 5 years, Accor has focused on three core businesses: hotels, service companies and travel agencies. Restaurants and casinos are two additional activities that enhance the offers of the multi-services group.

For the past 5 years, Accor has refocused on three core businesses: the hotel, service companies and travel agencies. Restaurants and casinos are two additional activities that enhance the offer but multi-service group.

The group's activity can be summarized as follows: the hotel: Upscale and Mid-scale with the Sofitel (High Quality, 9% of rooms), Novotel, Mercure and Suitehotel (medium range); Economy Hotels with the Formula 1, Etap, Ibis; Hotels in the U.S. (economy) with brands Motel 6 Studio 6 (Red Roof was sold in September 2007).

The services are: Human Resource (luncheon vouchers, travel vouchers), plans to motivate staff or customer loyalty, the management of business expenses (gasoline, vehicle maintenance), and social programs (good use of public funds allocated to targeted populations). Accor Services provides design and management of these different products.

This service offering is a feature of Accor over its competitors in the hotel. If these activities represent only 10% of sales, they exude a gross operating margin of over 40%. Moreover, the results of this cluster are uncorrelated from the hotel cycle and are all very recurrent.

Tickets issued by Accor can control the use of expenditures by the organization granting the compensation package (check prefixed with use), and in some cases, tax benefits granted are more attractive to the issuer in this form form of cash. In return for this service, earns a commission Accor editing the title (4%), collects the cash that the company may place until the title is not used and that its repayment is not required. In addition, Accor sees a new commission (1.5%) on repayment of the securities after use.

Tags: Accor Group, activity analysis of the Accor Group, strategies employed by the Accor Group

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