In a recent interview in Osaka, Japan, de Villiers stated, "Accor currently operates over 5,800 hotels in 110 countries, but we are particularly focused on reflecting local cultures and customer characteristics in the Asia-Pacific region."
Accor manages more than 45 brands, including luxury names like Raffles and Fairmont, as well as Swissotel, Pullman, Grand Mercure, Novotel, Mercure, and Ibis. It is recognized as one of the companies with the largest brand portfolios in the global hotel industry.
"Operating over 45 brands means we aim to encompass all markets and customer segments," de Villiers explained. "The important thing is to accurately understand what each market desires and provide services accordingly."
◆ Asia is Not a Single Market: Thorough Localization
The core of Accor's strategy in Asia is thorough localization.
In India, the wedding industry is a key pillar of the hotel business. As a result, Accor is significantly enhancing wedding products and services tailored to local culture. In Japan, the company actively utilizes regional traditions and culinary practices, while in China, it expands menu offerings based on local customer preferences.
De Villiers remarked, "Viewing Asia as a single market is meaningless. Each country has different cultures and consumption patterns, so understanding the lifestyle of local customers is crucial."
Recently, Accor has also been responsive to diverse wedding demands. Some hotels in Japan now offer not only traditional weddings but also destination weddings for international clients and LGBTQ+ weddings tailored to specific needs.
He added, "The goal is not to replicate local culture but to create a bridge for travelers to naturally experience it."
◆ Finding 'Small Needs' Through Data Analysis is Key to Competitiveness
Customer analysis is another area where Accor is focusing its efforts. The company continuously studies customer travel purposes and consumption patterns through global surveys and market analysis for each brand.
De Villiers noted, "Understanding what Generation Z wants is becoming increasingly important. Each brand has a different customer base, so we are conducting analyses tailored to each brand."
Even small changes can provide important clues for service improvement. He shared an example involving Southeast Asian tourists visiting Japan.
"Southeast Asian customers pay attention to their appearance even while traveling. We identified a demand for hair styling tools and beauty products, so we ensured that some rooms are stocked with products from well-known Japanese beauty brands, allowing customers to use them without having to prepare anything themselves," he said.
He emphasized, "Ultimately, understanding and preparing for what customers want in advance is the key to service competitiveness."
◆ Hotels as Spaces Connecting People: Evolving into the Experience Industry
De Villiers pointed out that the hotel industry is rapidly transforming from a simple accommodation service into an experience industry. He stated, "Hotels are no longer just places to sleep; they are evolving into platforms that connect people and travelers with local communities."
This shift is evident in Accor's new brand strategy, exemplified by the lifestyle brand 'Tribe.' Breaking away from traditional hotel lobby concepts, Tribe combines spaces for music listening, work, dining, and community interaction. It is designed to encourage natural interactions between guests and local residents.
De Villiers explained, "Tribe focuses on creating environments where people can meet and communicate naturally."
The premium brand Pullman is also pursuing a similar direction. Through the 'Pullman Exchange' program, Pullman hosts events where experts from various fields and customers can share ideas.
He concluded, "In the future, travelers will seek meaningful experiences beyond simple accommodation, and the hotel industry will evolve into spaces that connect local culture, people, and new ideas."
* This article has been translated by AI.
Copyright ⓒ Aju Press All rights reserved.