Why Accor Struggles to Gain Traction in the U.S.
Photo Credit: Accor's biggest brand in the U.S. is Fairmont, a high-end chain catering more to the meetings and events sector (pictured: the Fairmont Copley Plaza in Boston). Wikimedia / Infrogmation of New Orleans
Skift Take
Some sort of marriage, whether an outright acquisition or more of a loyalty alliance, is necessary to give Accor stronger footing in the U.S. But the pandemic didn't provide any opportunity to capitalize on takeover bargains.
When your portfolio is lean in the part of the world that is performing relatively well through the pandemic, it might be time to panic.
But Accor’s leaders have almost written off the idea of gaining more ground in the U.S.
“We're probably going to be nine months to 12 months late to the recovery cycle compared to pretty much everyone else,” Accor CEO Sebastien Bazin said this month at the NYU International Hospitality Industry Investment Conference.
Paris-based Accor’s greater exposure to Europe compared to competitors like Marriott, Hilton, and IHG is largely why the company has fared worse during the pandemic. China and the U.S. led the hotel recovery thanks to strong domestic traveler bases while hotels in Europe, more dependent on long-haul international traffic, struggled to revive.
Even Accor’s Asia Pacific presence was an obstacle to overcome, as countries like China and Australia continue with stringent case containment policies severely hindering the travel climate.
“I simply don’t know. I’m depending on vaccination
