A core transformation requires dedicated effort
Accor’s strategy to shift its business model and become a purely hospitality operator was a major operational challenge with the potential to impact the business and brands on several layers.
Due to the unprecedented scale of the combined transformations, the need for consolidated vision and structured governance and processes became an imminent priority. There was also a need to clearly articulate processes and responsibilities for integrations once the acquisitions were completed.
Organizing the new office, assigning key roles and supporting activities launch
BearingPoint supported Accor in building the new Transformation Office, including the definition of the target organization, the short- and long-term objectives, and the overall budget.
Following Accor’s acquisition of a major Brand, BearingPoint assisted the owners with a cost/benefit analysis of the new business model. This analysis has enabled Accor to communicate to each owner the impact and return of investment for using its services, across three regions.
BearingPoint also designed and implemented integration mandates for each acquisition.
Successfully managing acquisitions and integrations
Accor Group has successfully completed the transition to its asset-light business model while maintaining its leading position in the hospitality industry. The group is now completing its reorganization at both corporate and regional levels, enabling them to implement standardized procedures and processes for acquisitions and integrations.
The Transformation Office enables Accor to deploy a more consistent approach to manage multiple acquisitions simultaneously, define and apply global procedures and create additional value for the Group.
Client
Accor is one of the leading names in global hospitality, with a portfolio of over 40 brands active worldwide.
