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ACCOR

Capstone Presentation
by

Hanane Legrouri

on 7 December 2012

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Transcript of ACCOR

ACCOR Products Culture & Values Our vision for 2015:
- Strengthen our position as leading operator worldwide.
- Strengthen our position as leading franchisor in Europe.
- Become one of the world’s three leading hotel groups. Improved Vision Our vision for 2015:
Become one of the world’s three leading hotel groups and the leading franchisor in Europe. Old Mission Accor, the world’s leading hotel operator and market leader in Europe, is present in 90 countries with more than 4,400 hotels and 530,000 rooms. Accor’s broad portfolio of hotel brands - Sofitel, Pullman, MGallery, Novotel, Suite Novotel, Mercure, Adagio, Ibis, all seasons / Ibis Styles, Etap Hotel/Formule 1/ibis budget, hotelF1 and Motel 6 - provide an extensive offer from luxury to budget. With 160,000 employees worldwide, the Group offers to its clients and partners nearly 45 years of know-how and expertise. Improved Mission Accor, the world’s leading hotel operator is present in 90 countries, with more than 4,400 hotels and 530,000 rooms. Accor offers a wide range of brands from budget to luxury including: Sofitel, Pullman, MGallery, Novotel, Suite Novotel, Mercure, Adagio, Ibis, all seasons / Ibis Styles, Etap Hotel/Formule 1/ibis budget, hotelF1 and Motel 6. With 160,000 employees worldwide, Accor actively promotes diversity, from hiring and career development to training and compensation, enabling them to support the brand’s growth and enhance its value. The group is included in 6 internationally-recognized socially responsible investment indices with 85% of its hotels using eco-labeled products that have an ISO 14001 or EarthCheck-certified. By using ambitious digital technologies, Accor offers its clients and partners the simplicity, modernity and well being they deserve. Porter Five Forces Model CPM EFE Matrix Internal Assessment Key Performance Indicators Profitability Ratios Strategy 1 - “Training in food service Department” Gap Analysis Old Vision Tourism ...
Vision 2020 Tourism Industry Morocco Outline Check-in: Company Overview
External Assessment
Internal Assessment
Strategy Formulation
Strategy Implementation
Strategy Evaluation
Check-out: Recommendations
& Conclusion Check-in- Welcome to the World of Accord! Accor World-Wide Accor
MENA Region Accor Morocco Accor -> Risma External Assessment Key External Factors Key Opportunities Vision 2020
Environmental resources of the country
Growing economical sector Key Threats Leverage Ratios Liquidity Ratios Financial Analysis Key Internal Factors Key Weaknesses strong dependence of Risma
Weak price competitveness Key Strengths strong presence in economic sector
internationally recognized brand name
large brand portfolio
high quality of services
occupancy rate IFE Matrix SWOT Matrix Strategy Formulation SPACE BCG Matrix IE Matrix Grand Strategy Matrix QSPM Strategy Formulation Results 1. HR Food-Service Training
2. Product Development
3. Market Development Market Penetration for the 4* segment
Backward integration
Eco-product development Strategy Implementation Creativity & innovation in service
Customer service
Shared Vision
Language skills Revenues After the training we are expecting the Sales Revenues to increase by 5%

416 000 * 1.05% * 16 = 6, 988,800 MAD WACC & NPV Strategy 2 - Product Development "Designing New Packages" Issue Target Segments Costs Sofitel - Hmizates Revenues Costs Ibis - Hmizates Revenues Threat of high competition
Ranked below competitors
Higher prices
Weak presence in Moroccan media
Repercussions of the financial crisis Honeymooners - Sofitel
Growing luxury sector in Morocco
Overlooked market niche
Young generation (25-35) - Ibis
Traveling on a budget
Majority of holiday travelers Total service Costs = 2, 040 MAD Commission = 900 MAD Packages = 50 units 1 per month = 5 months Total Cost = 735, 000 MAD per year Total Service Costs = 1, 014 MAD Commission = 810 MAD Packages = 50 units 1 per month = 3 months Total Cost = 273, 600 MAD per year Costs Sofitel - Travel Agencies Revenues Costs Ibis - Travel Agencies Revenues WACC & NPV Total service Costs = 2, 040 MAD Commission = 320 MAD Packages = 51 units 1 per month = 5 months Strategy 3: Market
Development- Dakhla Total Cost = 601, 800 MAD per year Total Service Costs = 1, 014 MAD Commission = 288 MAD Packages = 51 units 1 per month = 3 months Total Cost = 199, 206 MAD per year Revenue from customers = 4, 000 MAD
Packages sold = 50 units
1 per month = 5 months



Total Revenue = 1, 000, 000 MAD per year Revenue from customers = 3, 600 MAD
Packages sold = 50 unites
1 per month every 3 months




Total Revenue = 540, 000 MAD per year Revenue from Cutomers = 4, 000 MAD
Packages sold = 51 units
1 per month = 5 months





Total Revenue = 1, 020, 000 MAD per year Revenue from customers = 3, 600 MAD
Packages sold = 51 units
1 per month = 3 months







Total Revenue = 550, 800 MAD per year Why Dakhla? Investment of 500 million MAD in Dakhla's infrastructure
2011: increase of 197% and 253% respectively in tourists arrivals and bed nights
Low competition
Tax free zone
Proximity to Canary Islands
Festival of Dakhla
Wildlife Why Ibis Style? "stylishly designed hotels where the little extras don’t cost extra"
Architectural adaptation
New product marketing buzz opportunity Target Segment Sports tourist
International budget travelers
Eco-tourists
Canaries Island Architectural Implementation Costs Shared Vision Language Skills Training (2000 MAD*2 Languages)
*48 employee
= 192 000 MAD Conference room= 0 MAD
Trainer= 50 000 MAD /22 working day = 2273 MAD
Travel Costs= 12552 MAD
Bonus Pay= (3250 MAD /22 working day)*64 employee = 9455 MAD
Total: 24 280 MAD Innovation & Customer Service Venue= 0 MAD
Trainer= (5000 MAD/22 working days)*12 days = 2727 MAD
Bonuses= 3250 MAD /22 working days)*6 days*64 employee = 56 730 MAD
Travel Costs=12552 MAD
Lodging = in kind
Food= 50MAD*3meals*64employees*3weekends =28 800 MAD
Total costs= 100 809 MAD Total Costs of the Strategy:


317 089 MAD Costs of Manager Price of the land: 11 000 MAD/m2 * 3000 m2 = 33 000 000 MAD
Building: 2000*5*540 = 5 400 000 MAD
Swimming pool= 120 000 MAD
Parking lot= 540*1000 = 540 000 MAD
Park= 2200*500 = 1 100 000 MAD
Furnishing= 3000 MAD *80 rooms = 240 000 MAD
Cost of legal procedures=20 MAD * 3000 m2 = 60 000 MAD
TOTAL= 40 460 000 MAD Costs of Investor Labor Costs = 22 employees *4210 MAD = 92 620 MAD
Provision of the restaurants= 30%*416 000 MAD = 124 800 MAD
Total = 217 420 MAD Revenues of Investor Revenues of Manager (19 062 500*1.04*4%) +
(9 937 500*10%) =
1 786 750 MAD 19 062 500 MAD NPV / WACC Check-out:

Conclusion Key Strengths Key Weaknesses Key Opportunities Key Threats Thank you ! Strategic Recommendations Training for food service department Product Development 3,436 different hotels located in 92 countries with more than 160,000 employees worldwide Present in 13 cities
A portfolio of 35 institutions
5179 rooms
Employs 2800 people Management outsourcing contract
Accor owns 35% Welcome, dedication and generosity
Professionalism
Recognition
Diversity
Dialogue
Social Responsiblity Key Competitors Market Development Government subsidies & incentives
Political instability
High illiteracy & unqualified labor strong presence in economic sector
internationally recognized brand name
large brand portfolio
high quality of services strong dependence of Risma
weak price competitveness Vision 2020
Environmental resources of the country
Growing economical sector Government subsidies & incentives
Political instability
High illiteracy & unqualified labor Targeted Employees 4 * 16 = 64 Occupancy Rates Average occupancy rate for Accor Maroc= 60%
Average threshold rate for hotels in Morocco= 50% Notable Industry Fluctuations Internal Market International Market Increase arrivals by 12.4 %
Increase in length of stay by 10.6% Decrease in arrivals by 7.2 %
Decrease in length of stay by 13.8% Revenue Management Resa Web optimizing rates
additional customer services
managing multi-rate system & travel agency commissions
constantly updated by TARS Shared Vision alignment
communication
"The entire process of revenue management is centered on a long-term mission and a vision that defines success and then following through with it to reach those goals, said Garth Peterson, regional director of sales for the Americas at hotel consulting firm iDeaS Revenue Solutions." Occupancy Rates per Segment Seasonality of Arrivals
Full transcript