Accor Hospitality: The New Business Model Optimizing operating ...

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Rebuilding all brands websites 20
Rebuilding all brands websites 21
Page 1 and 2: The Right Brands Chapter III Optimi
Page 3 and 4: The Battle of Revenue : 360° Loyal
Page 5 and 6: Aligning marketing strategy with ma
Page 9 and 10: TARS, a HUB linking hotels to distr
Page 11 and 12: Expedia : A worldwide agreement Roo
Page 13 and 14: Sales and Distribution Objectives L
Page 15 and 16: Accorhotels.com and brands.com: a m
Page 17 and 18: Rebuilding all brands websites 17
Page 19: Rebuilding all brands websites 19
Page 23 and 24: A strong opportunity to drive direc
Page 25 and 26: Third parties: a continued focus on
Page 27 and 28: Improving our internet reach Captu
Page 31 and 32: Implementation of a new tool: Reven
Page 33 and 34: Example of results : 4 Sofitel in G
Page 35 and 36: Revenue Management Worldwide Map in
Page 37 and 38: Sofitel USA (comparable) vs. Compet
Page 39 and 40: The Price Movement CRITERIA Lead Ti
Page 41 and 42: 360° EXECUTION Performance Measure
Page 43 and 44: Market Place Strategy Salvatore Ser
Page 45 and 46: A Marketplace Strategy Objectives
Page 47 and 48: Optimization levers… some example
Page 51 and 52: A’Miles will catch up with our gl
Page 53 and 54: 14 0 13 0 12 0 110 10 0 90 110 100
Page 55 and 56: Productivity gains through changes
Page 57 and 58: Concept • Bar more than a restaur
Page 59 and 60: 59 Olivier Devys Chief Executive Of
Page 61 and 62: 3 kinds of bread, freshly baked in
Page 63 and 64: Organizational and skills managemen
Page 65 and 66: ASSESSING TRAINING ENCOURAGING MOBI
Page 67 and 68: Procurement Joël Vatan Chief Procu
Page 69 and 70: Procurement: an ongoing strategy to
Page 71 and 72:
Performance Measure Yann Caillère
Page 73 and 74:
France: RevPar and Drop-Through Imp
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Accor Hospitality: The New Business Model Optimizing operating ...

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