Luxury Hotelier - June 2008 - (Page 17)

A s hoteliers around the world battle over the best way to present luxury to guests—is it youthful, contemporary hipness in the city, or is it eco-friendly simplicity in a far-flung locale?—Gilles Pélisson and his management team at Accor stand poised to reintroduce the world to their particular je ne sais quoi. With a focus on quality over quantity, Mr. Pélisson’s repositioning of the Sofitel brand represents an intense period in Accor’s history, as the management team came together to define its interpretation of luxury. Along the way, the company acquired new brands, split one brand into three, and edited down the fleet of Sofitel properties around the world by nearly onethird. This is the story of Mr. Pélisson’s commitment to change, and why this hotelier thinks the luxury consumer could use a little French influence. French twist Two years from now, Sofitel will be well on its way to its new incarnation as a brand of three, linked by a common French touch. Sofitel Legends will incorporate the company’s handful of historic, stately properties like Vietnam’s Sofitel Metropole Hanoi; So by Sofitel will showcase the brand’s smaller, boutique-style hotels like Paris’ Arc de Triomphe property; and the Sofitel brand will include only those of the original portfolio, along with select new builds, that exemplify true luxury. All three will showcase French influences in design, service, amenities, and food and beverage. That’s Mr. Pélisson’s vision. “We went through a portfolio analysis. We saw Sofitel was between four and five stars, but it was outstretched. It was not very focused,” he says. “We had two choices: We could exit the five-star market or we could stay, with the right people and the right product.” For Mr. Pélisson, the choice to commit to the highest end of hospitality presented challenges that invigorated him to make choices about a long-term vision for the 44-year-old brand. How could the company focus on luxury standards while still maintaining segment leadership for its more widely distributed (and not to mention economy) brands like Motel 6 and Ibis Hotels? How could Sofitel stand apart from its competitors? And who would lead the charge? For Mr. Pélisson, 51, in his current role since January 2006, the project of redefining Sofitel’s place both in Accor and in the luxury market required both attention to detail and what he calls “a helicopter view.” “We had to design new standards and levels of services bearing French style and service without being arrogant. We had to be sexy and attractive,” he says. “We had to have the right network of properties.” Sofitel is in the process of trimming its With his eyes focused on the horizon and his mind focused on detail, Accor’s leader is redefining luxury, one Sofitel at a time » BY STEPHANIE RICCA EDITOR IN CHIEF PHOTO: PE RASTOIN www.LuxuryHotelier.com | June 2008 | Luxury Hotelier http://www.LuxuryHotelier.com

Table of Contents Feed for the Digital Edition of Luxury Hotelier - June 2008

Luxury Hotelier - June 2008 Contents Editor's Letter Inform Journal Network Personalities Insight: Smith Travel Research/The Bench Properties Insight: Ecole hôtelière de Lausanne Inspire Deliver Protocols Insight: HotelWorld Innovate Development Indulge Advertisers Index Editorial Index Source Listing Dossier

Luxury Hotelier - June 2008

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