Product details

By continuing to use our site you consent to the use of cookies as described in our privacy policy unless you have disabled them.
You can change your cookie settings at any time but parts of our site will not function correctly without them.
Published by: International Institute for Management Development (IMD)
Originally published in: 2017
Version: 25.09.2017
Revision date: 24-Nov-2017
Length: 25 pages
Data source: Field research

Abstract

The hotel industry is being disrupted by new digital players who have entered the market and challenge the conventional hospitality approach. The sharing economy in particular, with the Airbnb start-up in the lead, has created a major challenge, if not a threat, to established hotel chains. As a response, AccorHotels, Europe's leading hotel group, is going through a major digital transformation that impacts its corporate culture, organizational structure, value proposition, and overall business model. The goal is to turn the traditional asset-heavy company into an active player in the new hospitality economy, able to compete head-on with the industry's digital disruptors.
Location:
Size:
240,000 employees
Other setting(s):
2017

About

Abstract

The hotel industry is being disrupted by new digital players who have entered the market and challenge the conventional hospitality approach. The sharing economy in particular, with the Airbnb start-up in the lead, has created a major challenge, if not a threat, to established hotel chains. As a response, AccorHotels, Europe's leading hotel group, is going through a major digital transformation that impacts its corporate culture, organizational structure, value proposition, and overall business model. The goal is to turn the traditional asset-heavy company into an active player in the new hospitality economy, able to compete head-on with the industry's digital disruptors.

Settings

Location:
Size:
240,000 employees
Other setting(s):
2017

Related