Hotel companies are either acquiring brands or merging with existing ones, globally. In light of this trend, we ask experts if there is a flipside to a merger or acquisition, and where the loyalty programmes lie during the transaction.
JEAN-MICHEL CASSÉ Chief Operating Officer - India and South Asia AccorHotels
The road ahead
In terms of mergers and acquisitions, if there were any opportunity that made sense, we would look at it, but is that what we are running after now, no, because what we really want is our development to clearly be asset-light. We are looking at mergers and acquisitions from a central or global point of view. This is why, thanks to the acquisition of Fairmont, Raffles and Swissotel, we’ve been getting additional hotels here. Thanks to the acquisition of Mövenpick, we’ve been getting additional inventory. So, globally, few other things like that may come and then they would be integrated and be supported by our entire network, as is being done now.
I have to say that the acquisition of Fairmont, Raffles, and Swissotel gave us an amazing visibility in the luxury space because now, AccorHotels globally, is the second luxury player on earth after Marriott. When we look at the development pipeline, we have a slightly bigger pipeline than they do. So, we are doing well in that space and these hotels enable us to look forward to new developments or luxury hotels in India as well.
Bu hikaye Hospitality Talk dergisinin February 2019 - March 2019 sayısından alınmıştır.
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Bu hikaye Hospitality Talk dergisinin February 2019 - March 2019 sayısından alınmıştır.
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