Accor is a French group which specializes not only in hotels and services to corporation, but also catering and leisure. The company is the European leader and a major global group in hotels. It is also the global leader in providing services to corporate clients and public institutions. It operates in 100 countries with around 140,000 employees and offers over 40 years of expertise to its clients. Since its creation, the company has constantly reinvented its businesses through a strategy of innovation. Today, Accor's ambition is to become or stay the leader in every market it is in. The challenge appears huge because the competition becomes more and more aggressive in our global world. Through this report, we will try to understand the strengths of the company, which make Accor successful. To do so, we will first present the company briefly and the industry it is in. We will underline the strategy and the management of the group, and then we will analyze its financial situation, in order to understand the actual position of the Accor group.
[...] The success of Accor is based on its people and their ability to fully satisfy customer expectations. Accor's ambition is to be an employer that is both respected and appreciated, attractive as well as attentive, and committed to the health, safety and well-being of its employees. The Human Resources Department is the Group's first expertise platform. Its policies are intrinsically linked to its strategy and development paths, which can be summed up in a few key concepts: professionalism, mobility, diversity and recognition. [...]
[...] Accor conducts itself as a socially aware corporation and endeavours daily to reconcile its objectives of growth and profit with its social and environmental responsibility. Its proclaimed ambition: to grow while preserving the future. Sustainable development : Social projects: Child protection, local development, food, fights against diseases . Ecological projects: Energy, water, waste, biodiversity . Financial analysis In order to understand as well as possible the figures and the current situation of Accor, we will start by analysing the structure of the firm. [...]
[...] It totalled million in 2007, an increase of around compared to the million reported in 2006, broken down as follows: - Growth : million - Business development : million - Disposals : million This improvement reflects changes in the business base, the application of the new Hospitality model, the upturn in the hotel cycle and a streamlined headquarters organization. Net profit attributable to shareholders : million, up 76% Net profit, Group share amounted to million, versus million in 2006. Capital gains on asset management rose by million, compared with 2006. [...]
[...] Accor services offers services such as car rentals, consulting services, cleaning services for corporate clothing, Ticket Restaurant, gift solutions for businesses, customer loyalty programs Here are some examples of their services: Ticket Restaurant, Clean Way, Childcare Vouchers, Bien-être à la carte, Kadeo cards Historic 1967: The Company was founded in 1967 with the opening of the first hotel in the French city of Lille by Gérard Pélisson and Paul Dubrule. 1975: 8 years later, in 1975, they decide to buy the brand Mercure and so start to expand their activities. 1980: The two French businessmen buy the luxury brand Sofitel. 1983: The company mergers with the Jacques Borel International group and become at this time the Accor group as we know it today. [...]
[...] Today, Accor's ambition is to become or stay the leader in every market it is in. The challenge appears huge because the competition becomes more and more aggressive in our global world. Through this report, we will try to understand what the strengths that make Accor successful are. To do so, we will first present the company briefly and the industry it is in. We will underline the strategy and the management of the group and then we will analyse its financial situation in order to understand the actual position of the Accor group. [...]
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