AccorHotels: From hotelier to digital marketplace


Why are we doing non-telco case studies?

Digital transformation is a phenomenon that is affecting every sector. Many industries have been through a transformation process far more severe than we have seen in telecoms, while others began the process much earlier in time. We believe that there are valuable lessons telcos can learn from these sectors, so we have decided to find and examine the most interesting/useful case studies.

In this report, we look at French hotel chain AccorHotels, which has undertaken an ambition transformation from hotel owner and operator into a digital platform for independent hotels. While our previous case study, publisher Axel Springer, has completed its transformation, AccorHotels has achieved significant changes but remains some years away from reaching its longer-term ambitions. However, because hotel groups and telcos share many similarities, such as being in the service industry, owning physical infrastructure and having highly distributed assets, we can draw many useful lessons from AccorHotels’ experience.

Like in previous transformation case studies, the key takeaways from our analysis of AccorHotels’ strategy will be the lessons for telcos to help them make their own transformation process run more smoothly.

General outline of STL Partners’ case study transformation index

We intend to complete more case studies in the future from other industry verticals, with the goal of creating a ‘case study transformation index’, illustrating how selected companies have overcome the challenge of digital disruption. In these case studies we are examining five key areas of transformation, identifying which have been the most challenging, which have generated the most innovative solutions, and which can be considered successes or failures. These five areas are:

  • Market
  • Proposition
  • Value Network
  • Technology
  • Finances

For each section, supporting evidence of good or bad practice will be graded as a positive (tick), a negative (cross) or a work in progress (dash). These ticks, crosses and dashes will then be evaluated to create a “traffic light” rating for each section, which will then be tallied to provide an overall transformation rating for each case study.

We anticipate that some of these five sections will overlap, and some will be more pertinent to certain case studies than others. But central to the case studies will be analysis of how the transformation process is relevant to the telco industry and the lessons that can be learned to help operators on the path to change.


  • Executive Summary
  • AccorHotels’ transformation experience – a summary of key lessons
  • The AccorHotels story in brief
  • AccorHotels in STL Partners’ transformation index
  • Introduction
  • Why are we doing non-telco case studies?
  • General outline of STL Partners’ case study transformation index
  • Drawing the parallels between hotels and telecoms
  • What does a hotel business look like?
  • How the Internet changed the hotel industry
  • Accor in context of leading global hotel chains
  • A successful transformation, so far
  • AccorHotels’ transformation strategy
  • Part 1: Separating property and services into distinct business lines
  • Part 2: From digital platform to marketplace
  • Part 3: Cultural transformation
  • Part 4: Invest in innovation
  • Conclusion
  • AccorHotels in STL Partners’ transformation index


  • Figure 1: OTAs cut into hotels’ share of the hospitality industry
  • Figure 2: Comparison of leading global hotel chains
  • Figure 3: AccorHotels revenues and profitability are ticking up
  • Figure 4: Accor outperforms on growth of average revenue per room
  • Figure 5: AccorHotels property investments
  • Figure 6: Solid growth in profitability
  • Figure 7: AccorHotels eight digital hospitality programmes
  • Figure 8: Steady growth in loyalty programme subscribers
  • Figure 9: Accor acquires software expertise and reach to challenge OTAs
  • Figure 10: AccorHotels is gaining traction with digital services
  • Figure 11: AccorHotels still has some digital distance to go
  • Figure 12: AccorHotels digital services investment plan
  • Figure 13: AccorHotels acquisitions fuel business innovation
  • Figure 14: Digital M&A investment as a % of service revenue, 2012 – H1 2017
  • Figure 15: AccorHotels scores ‘Green’ on STL Partners’ transformation index

Consumer Data and Privacy 2.0: Give Customers the Power

Summary: What do consumers really want from their data? And how should telcos go about meeting these needs for a profit? The answer is simple: give customers the power. An extract from our report on the recent Privacy 2.0 Summit.

Members of the Telco 2.0TM Executive Briefing Subscription Service can download the analysis hereNon-Members, please see here for how to subscribe, or email or call +44 (0) 207 247 5003.


This is a selected extract from the full Telco 2.0 Analysis of the 1st Privacy 2.0 International Summit, ‘Unlocking the Value of Consumer Data’, held 3-4 Feb 2010, at the Liberty Hotel, Boston MA, USA, which covered:

  • Empowering Consumers
  • Re-invigorating the telecoms business model
  • Reducing Friction in the ‘digital economy’

It was an invitation-only roundtable event for 60 representatives from global leadership organizations across telecommunications, technology, finance, advertising, academia and government.

Overall Question to be addressed:“What is the role of the telecoms industry in the management and governance of consumer data, identity and privacy, to stimulate the growth of the ‘Digital Economy’?”


The Summit used a mix of specially commissioned stimulus presentations, panel discussions, plenary and small group brainstorming using Telco 2.0’s interactive ‘Mindshare’ format. The event was facilitated by Simon Torrance, CEO, Telco 2.0 Initiative, and produced in collaboration with the Massachusetts Institute of Technology (MIT) and Nokia Siemens Networks.

The extract in this Analysts’ Note covers new consumer research and recent findings on how companies can build and maintain trust in an online environment. 

New Research: Consumer Data & Privacy Study

Ulrich Hanke, Head of Customer and Consumer Insights, Nokia Siemens Networks, presented highlights of a major quantitative research survey, comprising 9,200 interviews in 14 countries globally in September 2009. The objectives were to understand consumer privacy issues, their approach to sharing data, and willingness to share given certain benefits and conditions.

Figure 1 – Highlight Global Statistics on Consumer Attitudes

Ulrich made the point that there is a degree of inconsistency between consumers’ statements and their actions. For example, he said the 52% that claim to be very selective actually show similar behaviours to everyone else in terms of what they are prepared to share with whom (e.g. personal data with online communities).

26% of the sample had already experienced privacy violation.

Figure 2 – Industry Candidates for ‘Trusted Service Providers’

While no contender is appears outstanding from all others as an “Trusted Identity Provider’, ‘CSPs’ make ideal contenders, second only to banks – but notably also only just ahead of Google. In Ulrich’s view this presents a great chance.

Figure 3 – 46%-58% say CSPs could be a useful Personal Data Intermediary

Between 46% and 58% of consumers thought that CSPs could be a useful partner in managing the circulation of their personal data.

To get greater insight into the conditions which determine consumer’s willingness to share their personal information, NSN tested 14 use cases, 9 describing an enhanced experience, and 5 trading-off benefits. The research asked consumers to rate each one, first with benefit only, and second, with description of the data the consumer would need to share. By comparing the responses, NSN have created a framework describing the factors determining the Attractiveness, Barriers and Conditions of sharing data in different circumstances.

To read the rest of the analysis, covering…

  • Factors driving consumers’ willingness to share Data
  • Hierarchy of Consumer’s Perceived Sensitivity by Data Type
  • A Trust Model for e-Commerce
  • Google and Facebook: “Privacy is History”
  • Nine Key Drivers of Trust in E-Ecommerce
  • Trust needs proof, user-control, consistency, and good communications
  • Panel Discussion and Q&A – how do customer needs differ?
  • VOTE: How well do Telcos understand consumer attitudes to use of their data?
  • In Twitter we Trust?
  • ‘Big Brother has left the building’
  • Consistency is Subjective
  • Telco 2.0 ‘Take Out’ – Give Customers the Power

Members of the Telco 2.0TM Executive Briefing Subscription Service can download the analysis here. Non-Members, please see here for how to subscribe, or email or call +44 (0) 207 247 5003.