聽雅高CEO講述最新流行語

法國雅高酒店集團主席兼CEO塞巴斯蒂安·巴贊表示，集團未來收入的1/3將不再來源于傳統(tǒng)的酒店客房與餐飲銷售。目前，巴贊正在主持這家總部位于巴黎的巨頭公司持續(xù)轉(zhuǎn)型。

One-third of AccorHotels' revenues in the future will not be from traditional room and FB sales， said its Chairman and CEO Sebastien Bazin， who is continuing to transform the Paris-based company.

完成對高端禮賓市場首屈一指的供應(yīng)商John Paul的收購是雅高最近的一次大動作，巴贊稱這一收購以及推出酒店新品牌JoJoe并非“偶然”，而是他的戰(zhàn)略規(guī)劃組成部分，意在改變遭受數(shù)字革命“打擊”的傳統(tǒng)酒店業(yè)的經(jīng)營模式。

“酒店行業(yè)過去50年的客源市場以外來賓客為主，但現(xiàn)在雅高酒店也應(yīng)為注重生活質(zhì)量和舒適度的本地賓客推出新服務(wù)?！眲?chuàng)業(yè)公司的成功仰仗于消除客戶痛點，經(jīng)過對這些公司的周密觀察，巴贊做出如上謀略。

“傳統(tǒng)的酒店思維認為客人是來自于別的城市或國家的，為什么要局限于此？”巴贊說，“為什么你的客人不可以就住在酒店隔壁呢？他或許不需要住店，但我們有很多服務(wù)可以提供給他，無論是洗衣、鑰匙代管還是快遞包裹，畢竟我們的酒店一周24小時營業(yè)，并且我們擁有24萬名專業(yè)雇員呀！你將會發(fā)現(xiàn)雅高集團會涉足許多類型的服務(wù)，明天我們將有大約1/3的營業(yè)額來自于這些服務(wù)。”

這或許就是他購買John Paul 80%股份的原因，因為John Paul的禮賓水準(zhǔn)和服務(wù)系統(tǒng)將成為與社區(qū)達成連結(jié)的兩件最佳工具。

“本地客人也可以成為我們的會員，盡管不入住我們的酒店，”巴贊稱?！暗耆梢該艽蛭覀兊臄?shù)字禮賓部尋求服務(wù)，有些是在線服務(wù)，有些將在酒店里實現(xiàn)。通過履行服務(wù)，我們能夠改進本地賓客的生活質(zhì)量，而我們早已為外埠賓客提供過類似服務(wù)?！?/p>

“我將在三年內(nèi)創(chuàng)立新的細分服務(wù)模塊，屆時市場必定已風(fēng)云巨變。世界的變化如此迅速，雅高的響應(yīng)速度仍然不夠，但我們比競爭對手行動更快，這一點毋庸置疑?！薄退沟侔病ぐ唾?/p>

巴贊認為這種做法也符合酒店業(yè)主的利益，“雅高旗下管理著4100家酒店，這些酒店業(yè)主所支出的投資總額可能達到千億美元以上，”他說，“我需要為他們的投資創(chuàng)造附加收益，這也就是為什么雅高不斷擴展業(yè)務(wù)范圍的原因?！?/p>

收購John Paul的另一個關(guān)鍵原因是，巴贊堅信未來十年傳統(tǒng)公司若要持續(xù)經(jīng)營，應(yīng)以客戶為先，而酒店業(yè)一直以來卻將品牌和產(chǎn)品放在第一位，以一種“我們生產(chǎn)，客人接受”的思維模式為主導(dǎo)。巴贊指出，現(xiàn)在的客人需求變化迅速，并且始終要求酒店業(yè)不斷給予驚喜。

“我們的商業(yè)模式一直是由內(nèi)向外思維，比如你生產(chǎn)出一種新產(chǎn)品，并且能夠銷售出去……在未來十年，情況會完全相反，”巴贊認為，“所有新商業(yè)模式全部都是從外在思考再到內(nèi)部生產(chǎn)。第一，你考慮客戶所需并為其創(chuàng)造產(chǎn)品，第二，若知悉其所需，你應(yīng)有數(shù)據(jù)來源，這就是為什么臉書、谷歌、亞馬遜、易趣等都在你不知情的情況下進行了你的數(shù)據(jù)采集，由此它們便能發(fā)現(xiàn)明日的商業(yè)模型?！?/p>

談及下一步規(guī)劃，巴贊稱他會“潛入到數(shù)據(jù)分析當(dāng)中”，“我不確定我們是否會收購數(shù)據(jù)挖掘公司，但我們已經(jīng)像Visa和Mastercard公司那樣，與軟件公司打交道的時間日漸增多?！?/p>

“雅高在95個國家擁有兩億賓客，這些數(shù)據(jù)與洲際、萬豪、凱悅等都不同，他們80%的客人來自美國，我們99%的客人來自美國以外?！卑唾澙^續(xù)道?！盀槭裁凑f這很重要？因為我們的客人有不同文化背景和需求，泰國的客人和希臘不同，也和巴西不同，那么我就要利用這些客戶數(shù)據(jù)來開創(chuàng)新業(yè)務(wù)。”

Bazin said his string of acquisitions， the latest being John Paul， and the launch of the new brand JoJoe， were not \"by accident\"but part of his strategic plan to change traditional hotelkeeping， which he said is \"under attack\" by the digital revolution.

Giving an example， he said the hotel industry for the last 50 years had defined its guests as largely those from out of town. Bazin said for Accor， guests would now include those living in the neighborhood and new services would be launched \"to ease their quality of life\" – an observation he made of start-ups， whose success lies on the premise of removing pain points for clients.

\"The traditional hotel thinking is your guests are people coming from another city or country. Why？\" Bazin said. \"Why could not your client be the one living next door to your hotel？ He may not need a room but there are many services we can render to him， whether it is laundry， key service， package delivery， because we are open 24/7 and we have 240，000 experts. You will see many services Accor will get into and probably one-third of my revenue tomorrow will be from these services.\"

This is partly why he is buying 80% of John Paul， whose concierge expertise and system are \"probably the two best tools for the liaison with the neighborhood\".

\"The local guy could be my cardmember， even though he is not staying with me，\" Bazin continued. \"He could call the digital concierge for services. Some （of the services） I will be online， some will be done physically at my hotel property. I can ease the quality of life for local inhabitants by performing services that I already perform for out-of-town visitors.\"

\"I may invent another segment in three years because the market would have evolved. The world is moving so fast. Accor is not moving fast enough， but we are moving much faster than my competition， that's for sure.\" -- Sebastien Bazin

Bazin added that this made sense for hotel owners as well. \"Accor has 4，100 hotels. The real estate investment made by all my owners is probably over US$100 billion，\" he said. \"I need to offer them additional revenues for what they have spent， which is why I'm enlarging my scope of activities to those people who actually need to use my facilities.\"

Another key reason for the John Paul acquisition relates to Bazin's conviction that for legacy companies to be around in the next 10 years， they must think client first. The hotel industry， however， has put brand and product first， he charged， alluding to a 'we build， they come' mentality. But clients' needs are changing faster and they demand more surprises from the hospitality industry all the time， he pointed out.

\"Our business model was inside to outside thinking. For example， you produce something with a new pattern and you manage to sell your product... For the last 10 years， it's exactly the reverse，\" Bazin opined. \"All the new business models are outside thinking to inside producing. First， you think of what your clients want and you invent what they want. And to understand what they want， you need data access， which is why Facebook， Google， Amazon， eBay， etc.， without you knowing collect your data – so they can invent the business model of tomorrow.\"

Bazin said he was going \"more and more into data analytics\" when asked what his next move would be. \"I don't know （if we'll buy a data-mining company） but we are spending more and more time with software companies， which is what companies like Visa and Mastercard are doing.

\"Accor has 200 million clients in 95 countries. My data is very different from IHG， Marriott， Hyatt， etc. Theirs is 80% U.S.-centric. My data is 99% non-U.S.，\" Bazin continued. \"Why is that significant？ Because with my data， I have people with different cultures and needs. Those in Thailand are different from Greece， different from Brazil， etc. So how do I use data on clients to invent new businesses？

（“我將在三年內(nèi)創(chuàng)立新的細分服務(wù)模塊，屆時市場必定已風(fēng)云巨變。世界的變化如此迅速，雅高的響應(yīng)速度仍然不夠，但我們比競爭對手行動更快，這一點毋庸置疑?！薄退沟侔病ぐ唾?/p>

\"I may invent another segment in three years because the market would have evolved. The world is moving so fast. Accor is not moving fast enough， but we are movingmuch faster than my competition， that's for sure.\" -- Sebastien Bazin）

JoJoe引領(lǐng)市場的新品牌New Brand to Lead the Market

JoJoe酒店品牌的推出恰似巴贊在雅高實行的由外而內(nèi)式思維的試驗床，同樣也是整合社區(qū)賓客（本地客人）及旅行賓客（國外客人）的一例試驗。例如，本地客人只需20～25歐元便可在JoJoe享受一夜愉快的住宿。

“三年前我會想到推出JoJoe嗎？絕不可能?！卑唾澱f，“我寧愿誠實一些，我們在過去一年內(nèi)收購頻繁，如Fairmont/Raffles， OneFineStay等均被納入，而收購之前，我頭腦中只有不到半數(shù)的收購對象，這說明你應(yīng)該以多快的速度去適應(yīng)變化?！?/p>

“雅高需要的現(xiàn)在都有么？有。五年后呢？我沒法說?！卑唾澭a充道，“我將在三年內(nèi)創(chuàng)立新的細分市場，屆時市場必定已風(fēng)云巨變。世界的變化如此迅速，雅高的響應(yīng)速度仍然不夠，但我們比競爭對手行動更快。這一點毋庸置疑?！?/p>

The launch of JoJoe is a testbed of outside to inside thinking Bazin is driving at Accor， as well as an experiment on incorporating townsters （locals） with tripsters （foreign guests）. A townster who is having such a good evening at a JoJoe， for example， could decide to stay the night as he could get a bed for 20-25 euros.

\"Did I believe three years ago we would launch JoJoe？ No，\" Bazin said. \"I'd even be more honest. All that we have done in the last 12 months， all the acquisitions – Fairmont/Raffles， OneFineStay， etc. – not more than half of these were in my mind. Which shows how fast you need to adapt.

\"Do we have what we need today？ Yes. Five years from now？ I don't know，\" Bazin added. \"I may invent another segment in three years because the market would have evolved. The world is moving so fast. Accor is not moving fast enough， but we are moving much faster than my competition， that's for sure.\" （資料來源于美國HOTELS雜志）

巴贊認為，如果大型傳統(tǒng)公司的組織結(jié)構(gòu)更為扁平，改變文化建構(gòu)去創(chuàng)新思考，敢于冒險并將治理權(quán)杖交至千禧一代手中，未來一定可以引領(lǐng)市場！

Bazin said large legacy companies， too， can disrupt the market if their organizations areflatter， if they

change their cultures to think differently and dare to take risks， and if they give autonomy to millennials.