Product details

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Abstract

The COVID-19 pandemic drastically changed the expectations and priorities of tourists and travellers. They started giving more importance to wellness. They chose their travel destinations based on their mission of self-discovery and nourishing their physical and mental health. As wellness tourism started gaining momentum, hotel businesses designed different wellness packages to attract new-age guests. However how they crafted their wellness narratives depended on their creativity, capacity to invest resources to create the right environment, and their ability to sell that concept to a wide audience. Accor, the world's leading hotel operator serving 120 million guests every year in their nearly 5500 hotels in more than 110 countries, claimed that it had the right mix of strategies to satisfy its guests with personalised wellness offers. But given the size and penetration of its business, how would it define the service differentials, yet pursue the goal of democratising the wellness of its guests?

Teaching and learning

This item is suitable for undergraduate, postgraduate and executive education courses.

Time period

The events covered by this case took place in 2024.

Geographical setting

Region:
World/global

Featured company

Accor SA
Employees:
10000+
Type:
Public company
Industry:
Hospitality

About

Abstract

The COVID-19 pandemic drastically changed the expectations and priorities of tourists and travellers. They started giving more importance to wellness. They chose their travel destinations based on their mission of self-discovery and nourishing their physical and mental health. As wellness tourism started gaining momentum, hotel businesses designed different wellness packages to attract new-age guests. However how they crafted their wellness narratives depended on their creativity, capacity to invest resources to create the right environment, and their ability to sell that concept to a wide audience. Accor, the world's leading hotel operator serving 120 million guests every year in their nearly 5500 hotels in more than 110 countries, claimed that it had the right mix of strategies to satisfy its guests with personalised wellness offers. But given the size and penetration of its business, how would it define the service differentials, yet pursue the goal of democratising the wellness of its guests?

Teaching and learning

This item is suitable for undergraduate, postgraduate and executive education courses.

Settings

Time period

The events covered by this case took place in 2024.

Geographical setting

Region:
World/global

Featured company

Accor SA
Employees:
10000+
Type:
Public company
Industry:
Hospitality

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