AccorHotels Case Analysis: Customer-Centric Strategies and ROI

This case study solution analyzes AccorHotels' digital transformation, focusing on customer-centric strategies across various digital platforms. It addresses the importance of customer experience and its impact on ROI, exploring how to systematically develop and disseminate online content. The analysis delves into the cost-benefit aspects of content distribution, influence of e-reputation, and integration of metrics into business operations. Furthermore, the solution identifies and evaluates the challenges and trade-offs associated with developing and employing a customer-centric platform system, considering traditional organizational structures and customer value. The provided solution references the original case study material and offers insights into the strategic branding within the hospitality sector.

Running head: ACCORHOTELS CASE
ACCORHOTELS CASE
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Author’s Note

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1. What did it mean for a company to be customer-centric across different digital
platforms? How can this be justified in terms of ROI?
Answer: Being customer centric across the digital platform deals with the customers and
the experiences gained by them. Being customer centric means optimization of content and
activation of channel (Demirçiftçi & Kızılırmak, 2016). This helps in understanding the
online behaviour of the user along with helping in rendering advertisements in a particular
format that is known to the device of the user or with the content to particular interest to the
specific interest. Customer centric deals with placing customers at the heart of the business, it
further talks regarding the customer journeys as well as touch points.
In terms of ROI, the customer centricity across the digital platforms represents the
collective experience which a certain customer have on the brand throughout all the touch
points, these are both digital as well as human. According to ROI, the aspects that are to be
covered include the level of commitment while the business connects with customers, if the
business is plugged into the platforms of social media and if the organization has appropriate
systems for monitoring, analysing and reacting to the necessities of customers as well as
sentiment.
2. How could Accor systematically develop and disseminate online content? What is the
cost vs. the benefit?
Answer: Development as well as dissemination of content can be done by Accor with the
help of sorting out the sort of content that would be required by the business and hence
distribute and disseminate the content. Just publishing the prepared content on the website
would not be very profitable until and unless people are aware of the content and access it
(Demirçiftçi & Kızılırmak, 2016). Some channels that could be used by Accor for the
purpose of developing and disseminating their online content include publishing the content

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on the website or blog, publishing a certain electronic newsletter, making the subscription of
RSS available, use the channels of social media, submitting various articles to the article
directories, writing for different blogs, submitting slides as well as PDFs, publishing various
white papers and attending numerous workshops and meetups.
Cost vs. benefits is defined as the tie up among the programs initiated by Air France
KLM and Accor, this tie-up has provided various benefits to the customers of both the
organization. Besides the benefits the tie-up had potential of unable to justify the huge
amount of costs for the initiated programs. There had been cross-selling impact of the offers
provided to the customers. After a certain period of time, it would be analysed if it would be
good for lasting or whether it would pay off for both the sides according to their expectations.
3. How could Accor influence its e-reputation and integrate such a metric into its
business operations?
Answer: Accor would be able to influence the e-reputation of the business by analysing
various areas, these areas include the identification of what customers think about their brand,
invest in the SEO as well as various keywords, identify as well as engage influencers, carry
out strategic ongoing monitoring, make a calendar for multiple-platform content and involve
their employees along with the evangelists (Demirçiftçi & Kızılırmak, 2016). These aspects
can be utilized by the organization into its operations by participating in a proactive manner.
The organization can tend to navigate the area of online reputation and realize the fact that it
is changing continuously. Making required changes within the search engines as well as
platforms would also help Accor in integrating the strategies within their operations.
5. Identify and evaluate the challenges and trade-offs of developing and employing a
customer-centric platform system?

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Answer: Development and employment of a certain customer-centric platform has
numerous challenges and trade-offs, these challenges include the issue created by traditional
functional as well as product silo design of the organization. In this case it becomes
impossible to operationalize around the organization’s clients. One more issue is caused
when Slash and Burn is not a solution for the purpose of reducing the costs incurred. This is
because not every customer is same and hence they must not be treated in a similar manner.
Here customers are considered as various resources that are finite in nature and the value of
customer’s lye in business, the value today as well as the value tomorrow which can also be
referred to as Life Time Value. The inability of leaders to commit to the transformation that
is necessary cause issues as well.

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References
Demirçiftçi, T., & Kızılırmak, I. (2016). Strategic branding in hospitality: Case of Accor
Hotels. Journal of Tourismology, 2(1), 50-64.