In an age where travelers crave connection, it’s no longer enough for a hospitality firm to simply offer a hotel room. The yearning for experiences that are both authentic and personal means that hoteliers have an increasingly important role to play – and it’s one that Accor Pacific COO Adrian Williams is excited to take on.
With more than 30 years’ experience in hospitality, including more than 25 years with the Paris-based hospitality giant, Williams has witnessed the trends and tailwinds that have made the industry so dynamic over the years. But this latest shift is one that he expects will stick around.
“Travelers are looking for connection – to a destination, a community, a culture or a passion – not just a place to sleep,” he tells The CEO Magazine.
Identifying how to deliver on this, while undoubtedly challenging, represents a significant opportunity if done correctly. In Williams’ view, customization of the entire hotel experience is central to the conundrum, with the company’s loyalty program ALL Accor to play a crucial role.
“Guests expect brands to know them and recognize them,” he says. “Loyalty today is less about transactions and more about creating meaningful relationships through relevant experiences and personalized service.”
On the front foot
And with sustainability a top priority for travelers, Accor cannot afford to be complacent on this front.
“Sustainability is no longer optional – it’s an expectation,” Williams stresses. “Travelers want to make responsible choices, and we have a responsibility to reduce our environmental impact while supporting the communities in which we operate.”
Underpinning the organization with such values delivers multi-pronged benefits – not only in terms of the customer experience, but also in terms of efficiency and culture. It makes sense that people want to work for a company they believe in – and loyalty within a company like Accor, combined with its ability to attract the best talent, can only be good news from a business perspective.
“Growth and culture are not competing priorities – they reinforce each other,” Williams says. “If you build a strong culture where people feel valued and empowered, growth follows.”
It paints a positive picture that makes Accor’s management proposition extremely attractive for hotel owners seeking flexibility and performance along with strong returns and a hands-on approach.
“Our scale, breadth of brands, global loyalty ecosystem and local expertise allow us to tailor solutions that meet different investment strategies,” Williams says.
A strong stable
The breadth of Accor’s portfolio of brands is another major drawing card, both for clients, hotel owners and staff. The company currently holds no less than 53 different brands, with 420 properties in the Pacific region. It’s an impressive tally, but one that brings with it an array of responsibilities.
“Every brand needs a clear identity and purpose,” Williams explains. “Our role is to protect what makes each brand distinctive while leveraging the strength of Accor’s global platforms, distribution and loyalty network.
“Equally important is ensuring each brand consistently delivers on its promise to guests, creating experiences that meet evolving expectations while remaining true to what the brand stands for.”
Indeed, for Williams, the acquisition and integration of Mantra Group into Accor, a deal finalized in 2018, was one of the most significant experiences of his career.
“Bringing together two major hospitality businesses taught me the importance of collaboration, communication and bringing people with you through change,” he reflects. “It reinforced my belief that great outcomes are always achieved by teams, not individuals.”
But as vast as its network of hotels already is, Accor has no plans to slow down, with Williams working tirelessly to identify the greatest opportunities for the company’s owners and guests.
“That includes expanding our premium, luxury and lifestyle portfolio, strengthening our leadership in extended stay accommodation, growing our franchise network and leveraging the power of our brands, loyalty program and commercial platforms to drive performance across the Pacific,” he says.
“As we grow, we are also creating more choice for guests, with a broader range of brands, experiences and destinations that cater to evolving travel needs and preferences.”
Change of gear
Behind the scenes of the guest experience are a number of innovations that are changing the way they travel, often without them even realizing, according to Williams.
“Innovation helps us remove friction and create better experiences,” he says. “Technology is helping us personalize experiences, improve efficiency and make better decisions. It allows our teams to spend less time on administrative tasks and more time engaging with guests.”
He predicts that AI will be transformative both for Accor and the broader hospitality industry by taking over lower value tasks, freeing up staff to focus on creating memorable human connections.
“Technology can improve efficiency, but hospitality will always be a people business,” he says.
Even as the needs of travelers evolve, this remains true – perhaps now more than ever. And Williams is proud to play a role in safeguarding this fundamental tenet of the industry he so loves.
“We are the beneficiaries of the great legacy of those who came before us,” he notes. “Our responsibility is to build on that legacy for those who come after us. I want to leave the business stronger than I found it – with great people, strong culture and a foundation for future growth.
“Success isn’t about personal recognition, it’s about creating something that others can be proud to build on long after you’re gone.”
