EUROPEAN

HOSPITALITY’S
CREATIVE
RENAISSANCE
Presented by

+
European Hospitality’s Creative Renaissance SKIFT REPORT 2018 2

TABLE OF CONTENTS
Executive Letter 4
Introduction: What European Hospitality Looks Like Today 5
What’s So Innovative About Europe? 7
Rethinking Approaches to Design 9
Integrating Staff Into the Story 11
Reimagining Food and Beverage Concepts 12
Executive Q&A: Thibault Viort, Chief Disruption and Growth Officer, AccorHotels 14
How Legacy European Brands Keep Up With New Competition 17
Luxury Hospitality in Europe: Balancing Heritage and Modernity 23
How Jo&Joe Enhances Experiences for a New Generation of Travelers 25
How Mama Shelter Uniquely Blends Key Hospitality Elements 27
CEO Interview: Franck Gervais, CEO Europe, AccorHotels 29
Conclusion 32

ABOUT SKIFT MASTHEAD

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news, data, and services to professionals in travel Editor, SkiftX / Alison McCarthy
and professional travelers, to help them make Creative Strategy Director, SkiftX / Matt Heidkamp
smart decisions about travel. Designer / Andrea Yang-Yanez
Sales Director, Europe / Kate Irwin
Skift is the business of travel.

Visit skift.com for more.

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European Hospitality’s Creative Renaissance SKIFT REPORT 2018 4

EXECUTIVE LETTER
Hoteliers have considered Europe a great playground in the past
few decades. AccorHotels is no exception. Today, AccorHotels
outstrips the market’s second, third, and fourth operators put
together. That’s not to say that we should simply be content with
managing our advantage. Things change very quickly in the hotel
sector and some of our competitors –– especially those in the
U.S. –– view Europe as a land to conquer. To resist them, we must
be stronger. We must do better, move faster, and adopt a team
mindset to tackle the challenges.

For many years, Europe has been home to a fragmented hospitality

market. A majority of hotels are family-owned businesses, scattered
in cities across the continent. The number of branded hotel rooms
is relatively small. Furthermore, brands tended to be focused on the
midscale and economy segments. In many cases, hotel companies
were operating an asset-heavy business model in which they Franck Gervais, CEO Europe AccorHotels
owned their entire network of properties.

Back then, hotel operators such as AccorHotels were 100 percent hospitality businesses, simply offering
rooms to guests. But today, AccorHotels’ ambition for Europe is to make augmented hospitality a
reality. Our 360 degree portfolio will make a wealth of experiences available for clients, as well as for
partners, to leverage a more integrated value chain. Moreover, our decision to go asset-light enables
us to rejuvenate our brands. Specifically, we’re focusing on reinventing our legacy brands, but also on
creating new brands that are aligned with the expectations of the 21st century consumer.

Throughout this report, we will explore the many ways we innovate to develop new experiences,
reinvent our brands, and challenge the status quo by focusing on the consumer. Our goal is to not only
shape the future of hotels, but the future of the travel industry and the future of Europe.

Franck Gervais
CEO Europe
AccorHotels
European Hospitality’s Creative Renaissance SKIFT REPORT 2018 5

INTRODUCTION: WHAT EUROPEAN HOSPITALITY

LOOKS LIKE TODAY

Photo: Ibis Styles London Southwark, London, United Kingdom

Nothing exemplifies the stereotype of the European travel experience better than the 20th century version
of the 19th-century Grand Tour. Mid-century international travelers would typically head to the continent for
a typical two-week motorcoach tour, visiting Paris, London, Rome, and other capital cities while staying at
boring, standardized hotels.

But just as there’s been a sea change in how travelers visit Europe, there’s been a huge wave of innovation
coming out of the continent’s hospitality industry. The days of having to choose between either grande
dame hotels or boring budget beds are over, replaced by a plethora of niche lodging options that feature
cutting-edge design, community-driven approaches, and contemporary food and beverage concepts.

While such concepts are spreading throughout the world, it’s important to note that the boutique hotel
revolution is rooted in Europe. There are any number of reasons for this, which we will discuss throughout
this report.
European Hospitality’s Creative Renaissance SKIFT REPORT 2018 6

Customers are no longer looking for the traditional hotel business as we’ve
known it for the past two decades. They want to be surprised and get
exactly what they want, when they want it.
- Thomas Dubaere, chief operating officer, AccorHotels, Northern Europe

Conventional ideas of service, luxury, and value are irrelevant in this new world focused on community,
connectivity, and creativity. Guest expectations have changed dramatically in the past decade, driven largely
by the on-demand mindset created by technology. Because of this, in order “to develop disruptive solutions,”
according to Anders Justenlund, associate professor of International Hospitality Management at University
College of Northern Denmark in Aalborg, “it’s now about being relevant and giving customers what they
need when they need it. Providing the right service, the right product, at the right time is becoming the
distinguishing factor.”

“It’s an on-demand economy now, so reactivity is a top priority,” agrees Thomas Dubaere, chief operating
officer for AccorHotels, Northern Europe. “Customers are no longer looking for the traditional hotel business
as we’ve known it for the past two decades. They want to be surprised and get exactly what they want, when
they want it.”

And what today’s guests want isn’t so much fancy wallpaper and 1000-thread count linens. The success of
Airbnb has proven that, says Christian Giraud, senior vice president of development for AccorHotels Europe.
According to Giraud, “Airbnb has created a second revolution in the hospitality world. It’s allowed hotel
companies to see new possibilities and to understand that they have to be continually innovative in order to
ensure brands challenge convention.” The success of Airbnb has also, according to Dubaere, allowed hotel
companies to realize that consumers are looking for a sense of fun and individuality.

That’s a large part of the reason that, as Justenlund points out, “brands like Mama Shelter and CitizenM,
aimed at the digital nomad market, are being developed.” What’s more, “They can charge the same rates as
higher-end hotels, even though their rooms are more basic. It’s because their guests value and are paying
for the community, not for the fancy amenities.”
European Hospitality’s Creative Renaissance SKIFT REPORT 2018 7

WHAT’S SO INNOVATIVE ABOUT EUROPE?

Photo: Mercure Grand Hotel Biedermeier Wien, Vienna, Austria

When it comes to innovation, says Gaurav Bhushan, global chief development officer at AccorHotels,
European hospitality has centered on refreshing a few essential offerings. “While there’s innovation going
on all over the world, where we have had particular success in Europe is in reinventing the core offer,
which is focusing on design and employing food and beverage in creative ways.”

According to Siniša Topalović, managing partner for Horwath HTL, whose Serbia and Croatia-based
tourism practice covers southeastern Europe, there are several reasons for the continent’s leadership in the
boutique hotel arena. “In Europe, a large percentage of hotels are not part of chains. That’s partly because
places like Germany, Austria, Italy, and France have traditional hospitality cultures, where there are many
family-owned hotels.”

Justenlund adds, “Europe has always had a higher percentage of independent hotels than other markets,
partially due to geography. We have more countries, more cultures, and we don’t want the same things.”
European Hospitality’s Creative Renaissance SKIFT REPORT 2018 8

Hence, the phenomenon of in-country chains, which Justenlund prefers to describe as “hotel groups
looking to do things differently.” Examples of such groups include Jaz in the City and CitizenM, which
started in The Netherlands, Mama Shelter, which sprang up in France, 25hours Hotels from Germany,
and Generator Hostels in England.

Another reason Europe is ripe for new concepts is because it is, well, ripe. According to Bhushan, “Europe
is a great market for niche hotels because it’s such a mature market. In a well-developed market, where
the basics are taken for granted and the market is more sophisticated, you have to provide different
experiences to meet guest expectations at all levels.” That’s why, according to Topalović, “In Europe, there
is more emphasis on niche products focused on very specific markets, designed to follow the customer
journey at every touchpoint.”

Chain Hotels as a Percent of Total Hotels per Country

Hotel chains still make up a minority of total hotel properties throughout Europe

33.3%

24.3%
21% 20.8%
17.7%

13.7%
12.5%
9.7%
8.5%
4.9% 4.2% 4.1%
2.9%
Spain

Croatia

France

Ireland

Netherlands

Poland

Hungary

Germany

United Kingdom

Switzerland

Italy

Greece

Austria

Source: Horwath HTL, European Hotels & Chains Report 2017

European Hospitality’s Creative Renaissance SKIFT REPORT 2018 9

Photo: Mercure Kaliningrad, Kaliningrad, Russia (opened in 2018)

Rethinking Approaches to Design

The most successful of these products, says Topalović, “focus on creating specific experiences first, then
build from that. In other words, don’t start with a design concept like ‘we are going to have a cool
lobby’…. start with the experience and go from there.”

Damien Perrot, senior vice president, design and technical solutions at AccorHotels, agrees with this
consumer-centric approach to design. He says it’s vital to find out what the consumer wants before
creating a vision. Bhushan adds, “You not only need to identify what the customer is looking for, but the
trends building in society at large.”

Judging by Europe’s newest brands, it seems consumer desires and current trends are converging in
design-oriented hotels located in the heart of the city, with an emphasis on creative layouts, multi-
purpose social spaces, and affordable food and beverage offerings.
European Hospitality’s Creative Renaissance SKIFT REPORT 2018 10

Increasingly, the consumer-centric approach to

design starts by imagining the public spaces,
rather than the rooms. According to Bhushan, We need to build public
“Public spaces are becoming more important. To areas in a way that
some extent, there’s now more investment there
promotes engagement and
compared to the rooms.” He adds that in designing
hotels, “We need to build public areas in a way that builds community.
promotes engagement and builds community.” - Gaurav Bhushan,
Noting that the days of big formal lobbies with global chief development officer,
marble everywhere are a thing of the past, Bhushan AccorHotels
says, “We have to give people what they are looking
for in an atmosphere that is convivial and at a price
point that’s affordable.”

Space also needs to be versatile and appeal to both guests and locals walking in from the street. The
idea is to develop areas that can morph throughout the day, serving up coffee and croissants in the
morning, becoming co-working spaces by day, delivering drinks and DJs come nightfall.

According to Kate Ancketill, chief executive officer of London-based retail innovation consultancy GDR
Creative Intelligence, “A hotel is effectively a big club where people are gathering at the same time.
Using design to help people interact fits in with the increasing integration between work and lifestyle.”
But it’s not just a matter of aesthetics, adds Ancketill. By reimagining the use of space, “hotels can
optimize the physical environment to generate additional spend.”

Justenlund concurs. “If you have unused space, it’s a cost for you,” he says. “But by exploiting the
capacity you have at all hours, you can produce multiple revenue streams from the same spaces in
different ways throughout the day.”

According to Thibault Viort, AccorHotels chief disruption and growth officer, these day-to-night
concepts “provide an opportunity for hotels to be planned with retail services included in the space
where traditional reception areas would have otherwise been. This can potentially transform the
ground floor of hotels from cost centers for owners that are dead between breakfast and dinner, to
vibrant profit-making centers that appeal to people on the street as well as to hotel guests.”

Adds Giraud, “All of these innovations have two targets: to optimize the experience of our customers
and to increase the return for hotel owners, who finance our development. Indeed, new restaurant,
bar, and event concepts, along with the integration of co-working spaces (with our partner Nextdoor),
increase the revenue per square meter of our hotels.”

Even with additional revenue pouring in, a hotel’s primary raison d’être is as a place to sleep. So, the
guest room is hardly being ignored. Rather, it’s being simplified. Bhushan notes, “Rooms still drive a
big chunk of your revenue. But now, design is about the ergonomics –– the use of the space, the light
–– these elements are more important than how expensive the materials are.” In many cases, rooms are
also shrinking. Justenlund remarks that with space at a premium in major European cities, technology
allows for smaller rooms that can still provide guests with everything they need.
European Hospitality’s Creative Renaissance SKIFT REPORT 2018 11

Photo: Ibis Edinburgh Centre South Bridge, Edinburgh, United Kingdom

Integrating Staff Into the Story

Innovation also lies in how staff interacts with the guests. According to Topalović, where these hotels are
different are “the unconventional methods they use to lose the barriers between guests and employees.
They have a welcoming atmosphere of home and belonging shared by guest and staff alike.” These brands
have “a well-curated process of standard operating procedures. But they are more about a friendly way to
encourage human communication.”

Bhushan agrees, adding that, “The recruitment and training of people is part of the secret sauce. We now
look for people from all walks of life with a story to tell and an engaging personality. Bringing in people who
look at life differently –– not in the traditional way of looking at things –– that’s where the innovation lies.”
European Hospitality’s Creative Renaissance SKIFT REPORT 2018 12

Photo: Ibis Cambridge Central Station, Cambridge, United Kingdom, British Travel Awards winner, Best International Economy Brand

Reimagining Food and Beverage Concepts

Today’s modern hotel is no longer just about serving up heads in beds. Catering to the local community,
along with the guest, is becoming a top priority, particularly among Europe’s most innovative brands. And
the quickest way to any client’s heart, be they local or from afar, is through their stomachs.

Changing up food and beverage concepts can play a key role in building a new form of hospitality that
generates emotion and powerful moments, according to Amir Nahai, chief executive officer, food &
beverage and lifestyle at AccorHotels.

“The European consumer is very food and beverage-driven,” notes Giraud, “so these aspects are more
integrated in the hotel experience here.” He explains that for lifestyle brands like Mama Shelter, 25hours
Hotels, and Jo&Joe, food and beverage can represent about 50 percent of total revenue. Food and
beverage is also responsible for creating buzz and business from locals. For example, he says, “one of the
most popular night spots in Berlin is the Monkey Bar, which is located in 25hours Hotel Bikini Berlin.”
European Hospitality’s Creative Renaissance SKIFT REPORT 2018 13

Nahai notes that customers, both local and transient, “hunger for greater simplicity, excellence, and
authenticity.” Other trends that are driving change in how European hotels approach new food and
beverage concepts include:

• Greater consumer interest in food and culinary experiences. Says Nahai, “People are ‘hungrier’
and more passionate than ever to explore all things food-related.”
• Consumers want to share their culinary experiences on social media. People are highly
connected and all about posting meals on Instagram.
• The consumer doesn’t compromise. “Everything has to be awesome, no matter what the place or
price point. That said, less is more,” says Nahai. When it comes to food and beverage, “simplicity is
the new luxury.”
• The consumer is health-conscious. “Guests have a more holistic view of health and demand
greater transparency,” says Nahai. Additionally, the provenance of the ingredients is
increasingly important.

An important part of reimagining food and beverage offerings, Perrot says, is taking direction from the
chef. And that direction isn’t just deciding upon the type of food being served. “In terms of our design
process, there’s strong cooperation between the designer and the chef. Today, the team starts with the
chefs to define the food and beverage concept, then we go to the design process,” says Perrot.

And that process has totally changed. It’s not just about tables and wall coverings. “We consider the
sound, the lighting, the staging. Plus we look at how various spaces can be used so that food and
beverage is everywhere. Guests want to be able to order food in any public space, so we need to
provide them with what they want where they are,” says Perrot.

Justenlund notes a similar trend in his local area. “Hotels didn’t used to do restaurants in Scandinavia.
And if there was one, it was a one-size-fits-all approach. Now, hotels are doing restaurants, but they
are extraordinary concepts that bring people to the hotel, including locals and foodie tourists who are
not necessarily guests.” The common denominator to these new restaurants, he says, is “focusing on a
localized or specific concept based on quality products.”
European Hospitality’s Creative Renaissance SKIFT REPORT 2018 14

EXECUTIVE Q&A: THIBAULT VIORT, CHIEF

DISRUPTION AND GROWTH OFFICER,
ACCORHOTELS
As the world of tourism rapidly changes, AccorHotels aims to
increase its agility. To this end, Thibault Viort was appointed chief
disruption and growth officer in 2016. In this capacity, Viort is
charged with fostering the emergence of new entrepreneurs,
overseeing investments and acquisitions in emerging technologies
and businesses, and reinforcing interactions with startups that are
reinventing the hospitality industry, such as Gekko, VeryChic, and
John Paul.

Driven by the ambition to create the hospitality of the future, the

objective is to generate value, stimulate creativity, and identify and
support growth opportunities that create intersections between
hospitality and technology.

SkiftX recently spoke with Viort about how AccorHotels approaches

innovation, future growth opportunities, and changing Photo: Thibault Viort, AccorHotels

consumer behavior.

SkiftX: What exactly is a “chief disruption and growth officer”?

Thibault Viort: A chief disruption and growth officer is first and foremost a position that
embodies the state of mind of constantly being on the lookout for new ideas. The hospitality industry is
a rapidly evolving sector and is one of the sectors most impacted by the advent of digital pure-players.
In the past few years, the timeline of digital innovation has accelerated considerably. AccorHotels seeks
to be agile enough not only to anticipate future changes and customer needs, but also to be at their
forefront. In short, it’s my responsibility to rock the boat and shake up some status quo within the
company. We need to make sure we are ready for what’s around the corner.

Essentially this position was created based on the evidence that, to keep ahead of the game,
AccorHotels has to recognize new consumer habits to reinvent its business accordingly. Where do we
generate value? How do we drive change? It requires thinking strategically about the company and
industry and completing the value chain in the hospitality sector, as well as an ability to anticipate
future changes and to track down new growth opportunities for the group.
European Hospitality’s Creative Renaissance SKIFT REPORT 2018 15

It is a multidimensional role that ranges from the oversight of investments or acquisitions in emerging
activities to the strengthening of our interactions with startups that reinvent the sector. It could also be
considered an educational role, instilling a culture of agility and innovation both inside and outside the
group to foster the emergence of new entrepreneurs and drive open innovation by working with startups,
multinational companies, clients, and universities, among others.

SkiftX: How can a multinational company be nimble?

Viort: There are significant cultural differences between the startup world where I originally started and
a big corporation like AccorHotels. The two environments have different ways of working, thinking, and
evolving. For example, when I arrived, AccorHotels was mostly focused around a “project-management”
culture. But things are changing, and AccorHotels is moving towards a “product conception” culture today,
exemplified by the launch of the Jo&Joe concept. The startups our team acquires and the new hotel brands
have brought new people into the group that progressively contribute to an enriched and agile culture.

A company needs to break down traditional hierarchies to stay nimble. Trust and empowerment are the
key words. We need to empower employees to make decisions, take initiative, and be accountable. We also
need to trust them to work flexibly to match their own lives and at the same time, match the needs of
the business.

SkiftX: How do you approach new directions for growth?

Viort: It’s about ensuring that we have our ear to the ground, which means being aware about the
direction the industry is moving in, which startups have potential, and how they connect with what we do
today and will do tomorrow.

When considering these startups, it’s important to answer questions such as: Could they improve and
extend the services we offer to guests and hoteliers in the future? What do they have that we don’t have, in
terms of technologies, talents, and know-how? Should we be working with them and in what way? Through
acquisition, minority investment, or partnership?

Our tech-based acquisitions include distribution channels such as Gekko, a B2B hotel booking tool,
VeryChic, an upscale B2C site offering flash sales, service platforms such as John Paul, a global concierge
platform, and ResDiary, a platform for restaurant reservation and table management. Another category for
acquisitions is new spaces. That comprises purchases like Onefinestay, a luxury private rental brand, and
Nextdoor, a provider of next-generation workspaces.

Through the above companies, we have acquired cutting-edge know-how in luxury private rentals, premium
loyalty, upscale flash sales of unsold stock, business travel, and digital marketing. We have significantly
expanded our customer and market footprint and now benefit from a multitude of state-of-the-art
distribution channels and proprietary technologies.
European Hospitality’s Creative Renaissance SKIFT REPORT 2018 16

SkiftX: Can you talk about the concept of “Augmented Hospitality”?

Viort: AccorHotels is the pioneer of Augmented Hospitality, which redefines the nature of our profession
and transforms our hotels into real “life companions,” delivering a range of daily services to people living in
the surrounding neighborhoods.

Our tech-based company acquisitions accelerate the Augmented Hospitality strategy, which is to extend
relevance to guests and hoteliers by providing new products and services beyond the hotel stay.

Multinationals have to compete with large tech platforms. Our Augmented Hospitality strategy is inspired
by that of Netflix and Amazon –– we harvest data to anticipate trends and customer behavior, extend
the services we provide to them, and increase touchpoints. We are essentially extending our relevance to
consumers, no longer catering to travelers only. We seek to build an ecosystem of services for locals, so the
hotel can be the hub of the destination.

SkiftX: How do you reinvent the hospitality/travel industry?

Viort: There is an infinite amount of possible innovations and ways to reinvent the industry and guest
experiences: in hotel rooms, ecological design, how we communicate with guests, before, after, and during
the stay, the services during the trip, in acquisition channels, digitally… the list goes on.

Internally, we have constituted the COM-Y, which is a group of young professionals appointed by
AccorHotels CEO Sébastien Bazin, as well as our chief talent and culture officer, to provide a fresh set of eyes
to ongoing projects and key priorities within the organization. They are in their early to mid-30s, seven men
and six women located in six countries from a wide array of disciplines. They are given a voice and expected
to share new and honest perspectives with the executive committee, as well as highlight key successes and
opportunities that we believe will be of strategic value. This responsibility is held in addition to their
current roles.

Currently, they are exploring disruptive approaches around new hospitality activities such as co-living and
wellness, as well as participating in loyalty transformations. They periodically join executive committee
sessions and meet with key stakeholders, but also work as a group to support existing projects and develop
new concepts.

We also have an Open Innovation initiative in partnership with TechStars, a startup accelerator and
mentorship network that provides companies with an incubator environment that enables employees to
develop their personal project ideas. In France, we call such employees “intrapreneurs,” which essentially
means entrepreneurs within the company. We received applications from over 60 employees. Three groups
of employees were chosen to take part in a six-week program where they were entirely dedicated to
developing their projects. Following the program, they did a pitch to top management including our CEO,
and are now developing their projects in pilot tests or integrated into internal partnerships. One of the
projects focuses on creating innovative retail spaces in hotels, while another looks at how external partners
could use hotel kitchens when they are not being used.
European Hospitality’s Creative Renaissance SKIFT REPORT 2018 17

HOW LEGACY EUROPEAN BRANDS KEEP UP WITH

NEW COMPETITION

Photo: Novotel Amsterdam Schipol Airport, Hoofddorp, Netherlands, Dutch Hotel Award winner 2018

In a fast-changing world where customers and investors are looking for the newest shiny object, how is a
legacy hotel brand to compete with the Mama Shelters, Moxys, and 25hours popping up all over Europe? It’s
a particular challenge in the economy and midscale arenas, traditionally sectors where brand offerings are
standardized across the board.

According to Siniša Topalović, “Classic brands are often tired brands –– but many are in the process of
redefining their brand concepts. Creative design can transform a brand, as can playing with more local
content and finding connection through friendly, yet professional service.”

“People are no longer looking for the traditional hotel business as we’ve known it for the past two decades,”
says Thomas Dubaere, chief operating officer of AccorHotels, Northern Europe. “Guests want to be surprised.”
But how do you create that element of “wow” in a basic hotel –– especially one built before the millennial
generation was relevant to the market?

Sometimes, change can be as simple as repurposing unused or underutilized spaces. Dubaere says,
“Investors don’t like the empty square meter syndrome. Empty spaces are public areas that are not
purposely built to attract non-hotel customers. After all, with technology, we no longer need reception desks
and standard lobbies with expensive furniture that no one sits in.”
European Hospitality’s Creative Renaissance SKIFT REPORT 2018 18

When we come with a new concept for a brand, we try to forget the existing
hotels and just reset. If we don’t, then it’s difficult to innovate.
- Damien Perrot, senior vice president,
design and technical solutions, AccorHotels

Dubaere suggests dispensing with a front desk, allowing employees with mobile technology tools to roam
the lobby and welcome newcomers face to face. This approach is currently being launched at Ibis Hotels in
the United Kingdom and Ireland.

“Using technology in this way makes for a better welcoming experience and allows space to be converted
for retail.” Retail, aka revenue-producing opportunities, can range from coffee shops to co-working spaces.

Of course, coming up with new uses for space is easiest when building a property from the ground up.
According to Perrot, “When we come with a new concept for a brand, we try to forget the existing hotels
and just reset. If we don’t, then it’s difficult to innovate. So, we start with new builds when working with
reinventing spaces. After that’s done, we can then transpose the design concepts to existing buildings. We
may not be able to change everything (in older buildings), but we can certainly reorganize the space inside
to meet the needs of today’s customers.”

Despite all of the attention being paid to creating new products, legacy brands still account for 80 percent
of AccorHotels’ total development in Europe, according to Giraud. But as a sign of the times, he says, “Each
of those hotels has to be different. You can see this in the motto of 25hours Hotels: ‘You know one, you know
none.’ This underlines that each hotel has its own story and unique design. In the past, for Ibis and Novotel,
the brand descriptor was ‘standard.’ Now it’s design/local/flexible/customer experience. Each new hotel
looks different and is unique.”

That was the mission as Novotel started from scratch in London. “Four years ago, we had a development
opportunity in Canary Wharf,” says Dubaere. “We chose the site to build Novotel London Canary Wharf, a
new concept that would integrate the brand with the community and the history of the place. We designed
several types of rooms inspired by the products –– such as coffee, rum, and silk –– brought into the docks
so many years ago. And we used materials that were part of the docks to build the hotel.” The restaurant’s
menu is also inspired by the historic imports.

This waterfront hotel is serving as a flagship for a revived Novotel brand. “With Canary Wharf, we’re turning
the page on the idea that Novotel is thought of as a little bit boring,” says Dubaere. “We’re using Canary
Wharf as a benchmark, to get rid of standardization and create a defined experience.”
European Hospitality’s Creative Renaissance SKIFT REPORT 2018 19

Photo: Novotel London Canary Wharf, London, United Kingdom, Northern Design Awards winner, Best Hotel Interior Design

Another brand employing a similar strategy is Mercure. According to Topalović, “One of the most successful
recent cases of rebranding through a new build is Mercure. Before, the brand was boring and hard to
identify. But starting with new openings like Mercure Berlin Wittenbergplatz, they decided to integrate a
more local experience in the public spaces with exciting designs and color schemes.”

Of course, changing the design in older properties is more of a challenge logistically and financially.
Dubaere says that shouldn’t be a roadblock to change. “At the end of the day, it’s not about the design, but
how guests experience the stay. Let’s not fall in the trap that a funky sofa will make the difference. It’s not
just changing design, but the way you give employees the opportunity to do things their own way.”

In other words, change the software. “The employee is linked to guest experience. “Think about going into
an Apple Store,” says Dubaere. “The employees seem to be working for fun, like they are indulging in a
hobby. How do you create that feeling in a hotel environment? You can only establish a feeling if you throw
away traditional scripts and allow employees to use their own personalities,” says Dubaere. “That’s why
AccorHotels in the United Kingdom and Ireland have launched a cultural transformation empowering staff
with the freedom to go ‘off-script’ to provide spontaneous gestures that transform hotel stays.”
European Hospitality’s Creative Renaissance SKIFT REPORT 2018 20

Photo: Mercure Berlin Wittenbergplatz, Berlin, Germany, German Design Award winner 2018

In this way, “you don’t have to invest millions and millions,” says Dubaere. Instead, when it’s time for an older
hotel to freshen up, “We can use the same principles. We’ll take a retail approach to empty spaces and focus
on the experience, in large part by giving freedom and autonomy to our employees. After all, in customer
reviews, nine out of 10 guests talk about the people and the experience they received.”

All of that said, in the process of reinvention, Lee Penson, who heads up United Kingdom-based design firm
Penson and Company, says, “Brands still need to stay strong to their core values and concepts. These can’t be
watered down. But brands can do this by flexing operationally and working on the experience they provide
customers.” Instead of thinking of rebranding as merely a change of interior design, Penson says, “Brands
should be thinking about the experiences that will evoke emotions.”

Dubaere adds, “The customer wants to be surprised. You no longer have to put all of a brand’s hotels in a
particular box. When classic brands adapt their service and approaches to design and retail, they can create
surprise and unique experiences in every single segment in our business.”
European Hospitality’s Creative Renaissance SKIFT REPORT 2018 21

Ibis’ Future-Forward Strategy: Putting Design and

Guest-Centricity First
Ibis is the largest economy brand in Europe, with more than 750 hotels and 80,000 rooms in the region.
While it consistently outperforms the competition, Ibis is not resting on its laurels. In fact, the brand is
speeding into the future with an eye to updating design concepts to enhance the
customer experience.

According to Damien Perrot, senior vice president of design solutions for AccorHotels, “Because the entire
society is moving fast, the way people live and work, their needs and expectations, are in a constant
evolution.”

“That’s why what was created 40 years ago with our original brands needs to be reinvented,” say Perrot,
“putting the guest at the heart and keeping only the essential, the DNA of the brand. With Ibis, for example,
we decided to challenge the original concept and define the design as if the brand were created today. We
were looking to add more emotion, flexibility and personalization.”

In order to define the new design philosophy in ways that would resonate worldwide, AccorHotels organized
competitions among designers in South America, Europe, and Asia.
According to Perrot, the competitors were sent the same design and marketing brief in order for them to
understand the brand DNA and the ambition going forward.

The competition resulted in Ibis receiving a trifecta of concepts coming from three design firms. “Plaza”
was developed by FGMF in Brazil, “Agora” by Innocad in Austria, and “Square” by Soda in Thailand. While the
concepts of Plaza, Agora, and Square have similarities, according to Perrot, “what I can say to differentiate
them is that Plaza is more trendy, Agora more modern and urban, and Square is minimalist.”

Photo: Ibis new design concept, Plaza

European Hospitality’s Creative Renaissance SKIFT REPORT 2018 22

Describing the concepts in greater detail, Perrot calls Agora “a modular, flexible, and customized concept
that is consistent in materialization and color throughout.” Attention to detail and the use of industrial
materials impart a contemporary spirit to the rooms, where “guests find themselves in an evolving and
personalized ambiance, thanks to adaptable elements” like modular furniture.

The leitmotif of the Plaza concept is where “the city life comes inside the hotel as the street becomes
an integral part of the lobby. Inaugurating a new pedestrian passage, the hotel creates a vivid gallery
full of local atmosphere. Freed of walls and visual boundaries, the glass façade allows the optimal visual
permeability to draw the attention of the passerby and invites everyone to step in. Rooms have been
designed with a contemporary style, using the shelf as a key element for guests to use like a library or a
curiosity display, to make your room feel like home.”

Meanwhile, Perrot says Ibis Square is highlighted by a ground floor space where “the lobby, café, and social
areas are combined as one space.” This area is “clearly visible from the street with large storefront windows,
and outdoor seating areas which extend and remove the usual boundary between hotel and street.” Guests
stay in multi-functional, stylishly-designed rooms planned to comfortably accommodate work and sleep.

According to Perrot, “We now have three concepts for our investors worldwide to select from. All are very
flexible, and can be adapted to create a personalized, local experience.” Among the elements they have
in common, says Perrot, are “contemporary design, modularity of the space where guests can eat, drink,
work, enjoy, and relax anywhere, anytime, and porosity with the street and openness to the neighborhood.”
Additionally, all merge form and function with the primary aim “to make the guest experience easier and
more beautiful.”

Left Photo: Ibis new design concept, Agora

Right Photo: Ibis new design concept, Square
European Hospitality’s Creative Renaissance SKIFT REPORT 2018 23

Photo: Raffles Europejski Warsaw, Warsaw, Poland (opened in 2018)

Luxury Hospitality in Europe: Balancing Heritage and

Modernity
As luxury hotel accommodations go up in price, customers have greater expectations. But according to
Justenlund, as hotel companies reinvent luxury, “they shouldn’t assume today’s customers are playing by
the old-school rules.” Luxury is providing people what they need right now, like high-speed Wi-Fi and a
comfortable bed.” It’s not as much about what’s in the room anymore, at least not in Europe. “What do you
really need in a room?” asks Justenlund. “In America, traditionally, the higher up the price scale you go, the
bigger the room. But in Europe, luxury is more about adding amenities.”

Duncan O’Rourke, chief operating officer for AccorHotels luxury division in Europe, has the challenge of
overseeing classic luxury brands like Raffles, Fairmont, and Sofitel, while also attending to new lifestyle
luxury products like SO/, SLS, and Delano. He notes that for the classics, “Brand directors are charged
with protecting the DNA, the culture, and the spirit of each brand.” Still, he says, “these older brands have
to continue to reinvent themselves. Of course, they should never forget their history, but as the world is
becoming so small, these legacy brands have to continue to grow. They need to present luxury differently
to meet the expectations of today’s high-end traveler.” As a prime example of how this is done, O’Rourke
cites how Sofitel is reinventing itself to portray modern French luxury throughout the guest experience with
innovative food and beverage concepts, partnerships with luxury houses like Hermès, Lanvin, and Dumas,
and developing events like La Nuit by Sofitel, which combines music, design, and mixology.
European Hospitality’s Creative Renaissance SKIFT REPORT 2018 24

AccorHotels saw a gaping hole in its luxury portfolio. So, it went on a purchasing spree, buying FRHI Hotels
& Resorts, spanning the Fairmont, Raffles, and Swissôtel brands in 2016, and partnering with luxury brands
like Banyan Tree, Orient Express, and recently communicated the SBE lifestyle luxury brands. It also decided
to build a new lifestyle luxury brand, SO/, from scratch. The first SO/ opened its doors in 2011. “This is a luxury
lifestyle brand we developed because we needed to fill a specific niche,” says O’Rourke. The brand is “vivid,
expressive, full of personality, and fashionable. It’s a rebellious interpretation of luxury.”

To guarantee a lively hotel experience, SO/ takes the essence of a destination and blends that with a
generous dash of playfulness. It also oozes style. As a highly creative and fashion-forward brand, each SO/
property develops a unique look by collaborating with designers who are internationally known –– including
Christian LaCroix, Viktor & Rolf, and Karl Lagerfeld –– to define the contemporary, avant-garde nature of the
brand through the design of everything from the rooms and the public spaces to the staff uniforms.

SO/’s music programming is very much part of the brand’s DNA. Most SO/ hotels have rooftop bars, where
world-famous DJs and electronic artists are brought in to add more notes to the SO/ zeitgeist.

Photo: SO/ Berlin Das Stue, Berlin, Germany (opened in 2018)

European Hospitality’s Creative Renaissance SKIFT REPORT 2018 25

HOW JO&JOE ENHANCES EXPERIENCES FOR A NEW

GENERATION OF TRAVELERS

Photo: Jo&Joe Paris Gentilly, Paris, France (to open February 2019)

While many of Europe’s niche brands are birthed by entrepreneurs or family hoteliers, Jo&Joe is a concept
fertilized in a lab. Specifically, the brand was conceived by AccorHotels’ Global Marketing Innovation Lab
and designed by Lee Penson, head of United Kingdom-based Penson and Company. Jo&Joe aims to be
disruptive by blending the originality of private rental spaces (read Airbnbs) with the social experience of
hostels, along with the comfort and security of hotels. It’s an urban concept designed for a new generation
of travelers who are seeking modern design, cool programming, and a variety of room options at
affordable prices.

Following a global design pitch, Penson was selected to work with AccorHotels to create a game-changing
hospitality brand from scratch. “When we won the competition, we hadn’t done anything with hospitality.
In creating a new brand, Accor wanted a fresh pair of eyes because they knew they wanted to do something
different. They wanted a brand to take on the challenges of Airbnb and the changing models of hospitality.”
European Hospitality’s Creative Renaissance SKIFT REPORT 2018 26

Giraud says the brand gives customers options. “We decided to create a variety of guestrooms within each
property. Some customers only want to pay for the basics, so we have dormitory-style rooms with four to
eight beds. There are private rooms with space for up to three people, and family rooms with small kitchens.
There will also be out of the ordinary rooms, which may include unexpected accommodations like yurts,
buses, or treehouses.” Room interiors are customizable, using furniture that can easily be moved around
depending upon the needs of the guests.

More than just an accommodation solution, however, “Jo&Joe has been conceived as an experience
enhancer, thanks notably to its offbeat design, innovative digital ecosystem, and catering offerings,” said
Frédéric Fontaine, senior vice president of AccorHotels’ Global Marketing Innovation Lab. “With its open
house concept, the brand diversifies by welcoming guests as well as locals, who treat Jo&Joe venues as an
annex of their living rooms.” The public spaces are designed to serve as community hubs, offering classes,
food and beverage, and entertainment.

In Jo&Joe’s public spaces, “everything has to be genuine as opposed to gimmicky and pre-determined,”
says Penson. A local story will be told, but not necessarily in a literal way. “Each different location has its own
story and characteristics –– color, temperature, and climate. We draw from that as inspiration rather than
pre-determining a look from a set of rules and design standards. That’s why every Jo&Joe will be different.
We are looking at the experience and the emotion of the place you want to put guests in mentally. The
brand consistency is in the emotion and ethos –– it’s what forms the backbone of every location. The brand is
a community of people rather than a community of interior designs.”

And employees are meant to be included in the community. “There are no uniforms,” says Penson. “The staff
is dressed in the same way as everyone else. As soon as you stick a badge on them, it’s a fail. The staff has to
be part of the story.”

The first Jo&Joe opened in Hossegor, France in 2017, with another slated to open in Paris in early 2019.
According to Giraud, “Our target remains to open 50 locations of Jo&Joe globally by 2020.”

Photo: Jo&Joe Paris Gentilly, Paris, France (to open February 2019)
European Hospitality’s Creative Renaissance SKIFT REPORT 2018 27

HOW MAMA SHELTER UNIQUELY BLENDS KEY

HOSPITALITY ELEMENTS

Photo: Mama Shelter, Bordeaux, France

Upon first reading, Mama Shelter may seem like an odd name for a hotel company. But according to Serge
Trigano, the founder of the brand, it makes all the sense in the world. “A shelter is where you feel protected
from the aggravation of the city,” says Trigano, while “Mama is the person we love most in the world. She’s
the one to tell you to eat even when you’re not hungry.”

The brand was launched in Paris in 2008, and has since expanded to five other locations in Europe, plus
one property in Los Angeles and one in Rio de Janeiro. Internationally-known designer Philippe Starck has
designed all of the properties in France. Elsewhere, other noted designers are charged with paying tribute
to whatever the local vibe may be. All Mama Shelters are imagined as moderately-priced urban communes
for digital nomads of all ages, incomes, and nationalities. They are sanctuaries pairing the comforts of home
with the amenities required in this age of digitalization.

In developing the first Mama Shelters, Trigano worked closely with Starck to “create an inclusive place,
where locals and tourists can come to feel the energy of the city.” At the same time, “Mama Shelter is about
comfort, where you can feel secure and have a drink alone.” As for the design, “it’s simple, but sexy. In the
rooms, most of our energy in terms of cost is going to the quality of the beds and the bedding.”
European Hospitality’s Creative Renaissance SKIFT REPORT 2018 28

As Perrot notes, “It’s a midscale brand. We don’t need to put too many things in the room. How can we
create a strong experience with minimalism? On the other hand, we put money, the value in the public
areas, in the places where everything happens.” Yet throughout each property, Perrot says the design ethos
is providing “surprise with small details that are not always expensive, but eclectic and fun.”

The sense of whimsy was part of what drew AccorHotels to establish a relationship with the brand in 2014.
According to Bhushan, “What’s different about Mama Shelter is how it brings various hospitality elements
together in a unified concept. The customer experience is very different from what you would see in a
traditional hotel. It offers good food at accessible prices. Employees have a level of intimacy and informality
of guest interaction without crossing the line of being too informal. And there is music, design, beverages...
Mama Shelter is putting all the key elements together in a unique, cohesive, casual, and entertaining way.”

Indeed, food and beverage and entertainment (or FB&E, as Trigano calls it) are given equal consideration as
the rooms. Each property is serviced by a trendy bar and a modern restaurant, many with open kitchens and
communal dining options, along with spaces for live entertainment.

While these areas are designed to feel lively, fresh, and vibrant, Trigano feels it’s the employees who best
evoke the brand’s DNA. “So many hotel brands believe that design is key to success, but I don’t think it’s the
end of the story. We try to have nice design, of course, but the key is to find new staff with energy, who are
open to customers...a team that speaks the language of the people who come. After all, at the end of the
day, when people leave, what they tend to remember most is the quality of staff, then the food, then
the design.”

Photo: Mama Shelter, Lyon, France

European Hospitality’s Creative Renaissance SKIFT REPORT 2018 29

CEO INTERVIEW: FRANCK GERVAIS, CEO EUROPE,

ACCORHOTELS
Franck Gervais joined AccorHotels in November 2017, after working
in France’s railway sector for more than a decade. During his
time as chief executive officer of Voyages-SNCF.com, he focused
on projects designed to enhance the customer experience. As
someone relatively new to the hotel industry, Gervais brings a
fresh perspective to the topic of innovation within the European
hospitality sector.

SkiftX: Give us an overview of the European hospitality industry.

In what ways is it ahead of the curve in terms of design, disruption,
and the development of new brands?

Franck Gervais: Hospitality is a blessed industry and

European hospitality even more so. Indeed, demand in Europe is
higher than supply, and demand is increasing faster than supply
(+3.6 percent in demand versus +0.9 percent in supply). Despite Photo: Franck Gervais, CEO Europe, AccorHotels

turbulent times across Europe, tourism has not slowed, and the
touristic appeal of European cities and countries
has not been hindered as some have feared.
Luckily, Europe remains a big and strong market The development of new
–– it’s actually the top market globally in terms of
brands in Europe is a real
number of hotel rooms. However, it only comes
opportunity for legacy brands
in third in terms of number of branded rooms, as
many hotels remain family-owned businesses. This
to challenge themselves.
leaves great potential for further brand growth.

In addition to being the leader in portfolio growth in Europe, AccorHotels has taken a stance of
pioneering augmented hospitality. We’re doing this by leveraging participation in new businesses
integrated into our value chain. Through these businesses, we are able to optimize a hotel’s topline
and leverage the use of square meters while enhancing guest experiences. This is a great asset in the
development of new brands in Europe, whether they are conceptualized in-house or acquired. The
DNA of these hotels is to offer a unique concept for clients. For instance, Mama Shelter, conceived
by the Trigano family, is described as a “restaurant with rooms above.” This concept therefore attracts
locals while offering a true sense of place for travelers. The brand opened its first Mama Shelter in
2008 in Paris and is now present in cities such as Prague, Lyon, Lisbon, and Belgrade.

SkiftX: How are the new brands being developed in Europe impacting the legacy brands? How do
the classical brands keep up in order to avoid being perceived as boring and staid?
European Hospitality’s Creative Renaissance SKIFT REPORT 2018 30

Gervais: The development of new brands in Europe is a real opportunity for legacy brands to challenge
themselves. They are now urged to rethink the way they welcome guests and how they can create
memorable moments for them. There has never been a better time to be a classical brand. Through
cherry-picked design concepts, the properties are turning to renovation to completely revamp their value
proposition. For instance, Mercure has taken a turn by becoming locally inspired, encouraging tourists
to discover the hotels’ surroundings like locals. The brand has developed a whole program around “Local
Stories” designed to let guests explore unbeaten paths and immerse themselves in the soul of
the destination.

Moreover, the spaces in classical hotels are being entirely rethought to place service at the heart of the
customer experience. In Europe, it has become quite common to walk into the area once known as a lobby
and wonder where you have arrived. At Ibis hotels in the United Kingdom, for example, front desks are no
longer necessary. Staff can easily handle check-in through our FOLS mobile software, a user-friendly mobile
app. It has allowed Ibis to dramatically improve the quality of service because staff members are focusing
first and foremost on the interaction rather than on the check-in administrative duty. This also allows lobby
spaces to be more easily converted into retail spaces.

SkiftX: How do you reinvent the hotel for the 21st century consumer?

Gervais: The millennial and Gen Z generations are the clients of today and tomorrow. We believe that
these consumers will want to stay in a place that has been fully tailored to their needs. To achieve this
hyper-personalization, we will definitely rely on technology, but also on our people –– those who embody
the experience and the brand.

This is why we decided to create Jo&Joe, a brand dedicated to this generation. The open house concept
offers the freedom of a private rental and the fun of a hostel, welcoming to locals and travelers alike. It’s
been designed to host tribes in dorms and smaller groups in private rooms.

Photo: Jo&Joe Paris Gentilly, Paris, France (to open February 2019)
European Hospitality’s Creative Renaissance SKIFT REPORT 2018 31

Photo: Novotel London Brentford, Brentford, United Kingdom, Springboard Awards for Excellence for Novotel brand in UK

The 21st century hotel will also welcome business-focused clients, including companies, freelancers, and
creatives who can utilize dedicated spaces for specific occasions. Hotels must be suited to answer the needs
of these local customers. For example, the Novotel Les Halles in Paris has renovated to include Atelier H,
a flexible place for meetings, receptions, cocktails, and conferences. The designer standpoint has been to
create a universe in which a guest feels at home. The success of this renovation proves that even a formerly
standardized brand like Novotel can truly be rejuvenated.

SkiftX: How has the use of public space changed during the past ten years?

Gervais: Public spaces are now designed to be fully integrated into their location and provide a meeting
space between locals and travelers. Creating a food and beverage concept to fill the indoor and outdoor
spaces is the ideal solution. A great example is the Ibis Cambridge Coffee Shop. After renovation, what
was once a typical hotel lobby is now a cozy coffee shop, nicely anchored into the neighborhood. Another
alternative use for public space in a hotel –– a trend that has been emerging in Europe in the last year –– is
co-working. Lobbies are great places to set up co-working areas. A hotel’s all-day dining, spa, and fitness
areas are also locations that digital nomads can take advantage of during breaks.

SkiftX: How do you see the future of AccorHotels in Europe?

Gervais: To ensure we remain the leader in Europe, we are above all focusing on what we call a
360-degree experience. The idea is to continue to broaden the scope of our business beyond simply offering
stays. To attract and retain guests today, as well as connect with the local community, we have to be able to
give them access to a full-blown ecosystem of services and brands –– what we call “augmented hospitality.”
European Hospitality’s Creative Renaissance SKIFT REPORT 2018 32

CONCLUSION

Photo: Mercure Kraków Stare Miasto, Kraków, Poland

While most hotel brands are laser-focused on expanding in developing countries in Asia, Africa, the Middle
East, and South America, this report shows that they should also be paying attention to what is unfolding in
Europe. As the most mature hospitality market, Europe’s appetite for the avant-garde is constantly evolving,
so the continent may well be the prime spot for industry innovation.

There are a number of new hotel brands currently percolating in Europe –– as well as older ones that
are being reimagined –– to meet the demands of the most advanced tourism market in the world. New
experiential concepts that make design, public spaces, food and beverage, entertainment, and local
programming a core focus are taking greater roles in Europe’s overall hospitality mix. They encourage staff to
have more relaxed interactions with guests, while enhancing efficiency through technology. And above all,
they encourage individuality over standardization, an ethos that is of primary appeal to younger generations
of travelers.

Knowing this, if you want to predict what the international hotel scene will look like in ten years, it’s
probably wise to focus on what’s happening in Europe right now. As previous innovations in hospitality have
shown us, what happens in Europe doesn’t stay in Europe.
European Hospitality’s Creative Renaissance SKIFT REPORT 2018 33

ABOUT ACCORHOTELS
AccorHotels is a world-leading travel & lifestyle group
and digital innovator offering unique experiences in
more than 4,500 hotels, resorts, and residences across
100 different countries.

With an unrivaled portfolio of internationally renowned

hotel brands encompassing the entire range from
luxury to economy, from upscale to lifestyle and
midscale brands, AccorHotels has provided savoir-faire
and expertise for more than 50 years.

In addition to its core hospitality business, AccorHotels has successfully expanded its range of services,
becoming the world leader in luxury private residence rental with more than 10,000 stunning
properties around the world. The Group is also active in the fields of concierge services, co-working,
dining, events management, and digital solutions.

Relying on its global team of more than 250,000 dedicated staff, AccorHotels is committed to
fulfilling its primary mission: to make every guest Feel Welcome. Guests have access to one of the
world’s most attractive hotel loyalty programs - Le Club AccorHotels.

AccorHotels plays an active role in its local communities and is committed to promoting sustainable
development and solidarity through PLANET 21 Acting Here, a comprehensive program that brings
together employees, guests and partners to drive sustainable growth.

From 2008, the AccorHotels Solidarity Endowment Fund has acted as a natural extension of the
Group’s activities and values, helping to combat the social and financial exclusion experienced by the
most disadvantaged members of society.

Accor SA is publicly listed on the Euronext Paris Stock Exchange (ISIN code: FR0000120404) and on
the OTC Market (Ticker: ACRFY) in the United States.

For more information, please visit accorhotels.group or accorhotels.com. Or join and follow us on
Twitter and Facebook.
European Hospitality’s Creative Renaissance SKIFT REPORT 2018 34

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