Presentation made for a case given by Accor to ESCP student. Main goal: imagine a new boutique hotel where could it be started and how? Main question answered: - Value proposition for an Accor Boutique Hotel - Where could it be started and why? - Depict entry strategy - Branding strategy - Explain the international marketing-mix

1. A boutique hotel by..
Alice ASSENZA, Mohit BAGADIA, Léna PADIS, Maxim WESTEROUEN VAN MEETEREN, Xiaofang YAN, Dasheng YANG

2. WHY?
HOW?
‘We believe that a hotel should add to your experience by
linking You & the City’
‘We asked over 100 people whether they liked a stronger
connection to the city they travel to and 85% said…YES’
By creating a platform for upcoming local artists, we stay at the
frontier of the latest trends and allowing our customers to
experience the city in the hotel

3. The hotel that changes…
Every Day. Every Stay.
WHAT?

4. Methodology2
The Prisma Hotels – concept and value proposition
3 The Cities
4 The Entry Strategy
5 The Branding Strategy and the Value Chain
6 The International marketing mix
1
AGENDA

5. 1
CUSTOMER SURVEY
A survey of 24 questions with a sample of 104
respondents was conducted, in order to collect
insights about the target customers’ preferences for
hotels and their trips’ experiences, such as price
sensitivity, frequency and reason for travelling
2
MARKET RESEARCH
Secondary data was gathered using cities’ reports
from corporate real estate service agencies, materials
provided from Accor and other researches
THE METHODOLOGY

6. 2
THE CONCEPT
1
“Bring the city to the customers and support local designer’s talent”
PRISMA HOTELS
“Wake up to a different hotel everyday”

7. THE
BAR
THE
LOBBY
THE
GALLERY
THE
PERSONNEL’S
OUTFIT
OUR DESIGN
The interior design of the hotels will be based on modular pieces and
the changing elements in two main areas of the hotel
1
THE COMMON AREA
Five different components of the hotel’s common
areas will have these changing elements
THE
RESTAURANT

8. 2
THE PRIVATE BEDROOMS
Five different components of the private bedrooms’
interiors are replaceable
OUR DESIGN
The interior design of the hotels will be based on modular pieces and
the changing elements in two main areas of the hotel
THE
LIGHTS
THE
PAINTINGS
THE
LINEN
THE
SMALL
ACCESSORIES
THE
FURNITURE

9. The App &
The
Website
Exhibitions
Prisma
Membership
Lounge
bar
Restaurant
Take-
home
option
OUR OFFER
To give our customers an unforgettable experience…

10. Age: 26
Gender: Female
Profession: Designer
Interests: travelling and arts
Age: 30
Gender: Male
Profession: Consultant
Interests: music and photography
TARGET CUSTOMERS
Guests should have the curiosity to experience something continuously new
and different, that will allow them to enjoy an unforgettable stay
‘Visiting new places and learning
more about them and their
enrooted culture inspires me’
‘Despite mostly travelling for work,
during my stays I like to enjoy my
free time by living the city and
what it has to offer’

11. 9.54 9.34
7.26
5.6 5.35
4.49 4.44 4.3 4.28 4.18
0
1
2
3
4
5
6
7
8
9
10
THE CITIES
The quantitative analysis to rank the 10 given cities is based on four criteria:
Attraction to target customers
§ Museums
§ Art museums
§ Art Schools
§ Concerts Hall
§ Top 8 cities of concerts
§ Top 10 cities of creative people
§ 6 European cities that offer the best
cultural experiences
Supply
§ Hotels
§ Hotels’ rooms
§ Boutique hotels
Demand
§ Overnights
§ Arrivals
Hotel Performance
§ ADR
§ Occupancy rate
§ RevPar
THE RANKING
PRIORITY:
RADAR:
AVOID:
London, Paris Berlin
Venice, Milan, Frankfurt
Moscow, Brussels, Lisbon,
Geneva

12. LONDON: SHOREDITCH PARIS: LE MARAIS BERLIN: KEURZBERG
‘37% of the respondents would
like the hotel to be close to the
city centre’
LOCATION WITHIN THE CITIES
THE CITIES
‘16% of the respondents would
like the hotel to be close to public
transportation’
16%
37%
5%
9%
8%
7%
18%
Close to public
transportation
Proximity to the city
centre
Proximity to the
airport/main train
station
Proximity to main
tourist attractions
Close to the best
night-life areaSource: Survey
IMPORTANT HOTEL’S
FEATURES

13. THE ENTRY STRATEGY
WHOLLY-OWNED-SUBSIDIARY (WOS) STRATEGY
High control power and
strategic alignment
Better implementation,
by using Accor’s expertise
Appropriate for all
three cities
Renting an existing building but fully managing the business within
City Purchase Rental
London 9,926.39p/m2 29.4p/m2
Paris 9,363.64e/m2 29.3e/m2
Berlin 3,528.85e/m2 13.36/m2
Source: http://www.numbeo.com/cost-of-living/city_result.jsp?country=Germany&city=Berlin

14. ‘When entering PRISMA HOTELS, guests will be able to leave behind their
single mind-set and come experience a multitude of art and culture’
THE BRAND
STANDS FOR CHANGE AND DIVERGENCE..
A prism is a transparent optical element that
converts a singular ray of transparent light into a
colourful spectrum
The place where a single ray of white light (the customer) enters, to
experience a variety of colours…
…which are represented by the elements brought about by different
upcoming local artists

15. THE BRAND
STANDS FOR CHANGE AND DIVERGENCE..
PRISMA will be a small chain with an isolated brand, that will fill the void in the
midscale/regional segment of the Accor portfolio

16. PRISMA VALUE CHAIN
GLOBAL, GLOCAL, LOCAL
Local Glocal Global

17. THE PRODUCT STRATEGY
§ The staff would be
multilingual and receive
common training
§ They will NOT wear
standard uniform, but
outfits designed by the
upcoming local designers
GLOCAL ORIENTATION - SOME EXAMPLES…
§ The website will allow simple
all bookings for any location
through the same webpage
§ It will provide specific
information about each hotel,
such as in-loco exhibitions,
events etc.
Prisma Hotels
Affichages des disponibilités pour Prisma Hotels

18. THE PRICING STRATEGY
THE WHITE ROOM - Basic
THE COLOUR ROOM - Deluxe
THE FULL SPECTRUM ROOM - Suite
Pricing strategy is based upon three key factors:
respondents’ willingness to pay, their price sensitivity and competition
analysis
London Paris Berlin
£140 €125 €110
London Paris Berlin
£170 €150 €125
London Paris Berlin
£210 €200 €150

19. THE DISTRIBUTION STRATEGY
PRISMA HOTELS’ PREFERRED CHANNELS
§ Prisma Hotels Official Website
§ Prisma Hotels App (iOS & android)
§ Merchant websites
§ ‘Referral Network’:
Ø Accor’s renowned brand name
Ø Art schools and galleries
Ø Artists’ personal connections
§ Co-operation with travel agencies
and tour operators
65%
20%
11%
4% Brand Website
Merchant
Website
Opaque Website
Retail
Websitehotel
ONLINE SOURCE OF HOTEL BOOKING
Source: http://www.statisticbrain.com/internet-travel-hotel-booking-statistics/

20. THE PROMOTION STRATEGY
Three are the most effective promotion channels in the three chosen cities:
0%
5%
10%
15%
20%
25%
30%
35%
40%
45%
GERMANY FRANCE UK
Source: statista.com
ADVERTISING RECALL BY CHANNEL
1. TV – strongest channel to reach
customers
(UK: 41%, DE: 33%, FR: 26%)
2. Online – e.g. Google Adwords,
Wordstream
(UK: 20%, DE: 19%, FR: 22%)
3. Magazine/Newspapers
(UK: 8%, DE: 14%, FR: 13%)

21. THE PROMOTION STRATEGY
PUSH AND PULL STRATEGIES
1
PUSH
§ Participating at trade fares
§ Using bus banners (more common in London)
A PROMOTION STRATEGY THAT LINKS THE 3 CITIES:
Stay at all three properties within a year, receive your Prisma price and enjoy
a free night at one of the Prisma hotels
2
PULL
§ World of mouth referrals through memberships,
strong presence in social networks and gadgets
§ Use Accor’s existing customers’ list and artists’
network
§ TripAdvisor ranking key for success

22. See you at the…
PRISMA HOTELS