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法国雅高酒店集团主席兼CEO塞巴斯蒂安·巴赞表示，集团未来收入的1/3将不再来源于传统的酒店客房与餐饮销售。目前，巴赞正在主持这家总部位于巴黎的巨头公司持续转型。
One-third of AccorHotels' revenues in the future will not be from traditional room and F&B sales， said its Chairman and CEO Sebastien Bazin， who is continuing to transform the Paris-based company.
完成对高端礼宾市场首屈一指的供应商John Paul的收购是雅高最近的一次大动作，巴赞称这一收购以及推出酒店新品牌Jo&Joe并非“偶然”，而是他的战略规划组成部分，意在改变遭受数字革命“打击”的传统酒店业的经营模式。
“酒店行业过去50年的客源市场以外来宾客为主，但现在雅高酒店也应为注重生活质量和舒适度的本地宾客推出新服务。”创业公司的成功仰仗于消除客户痛点，经过对这些公司的周密观察，巴赞做出如上谋略。
“传统的酒店思维认为客人是来自于别的城市或国家的，为什么要局限于此？”巴赞说，“为什么你的客人不可以就住在酒店隔壁呢？他或许不需要住店，但我们有很多服务可以提供给他，无论是洗衣、钥匙代管还是快递包裹，毕竟我们的酒店一周24小时营业，并且我们拥有24万名专业雇员呀！你将会发现雅高集团会涉足许多类型的服务，明天我们将有大约1/3的营业额来自于这些服务。”
这或许就是他购买John Paul 80%股份的原因，因为John Paul的礼宾水准和服务系统将成为与社区达成连结的两件最佳工具。
“本地客人也可以成为我们的会员，尽管不入住我们的酒店，”巴赞称。“但他完全可以拨打我们的数字礼宾部寻求服务，有些是在线服务，有些将在酒店里实现。通过履行服务，我们能够改进本地宾客的生活质量，而我们早已为外埠宾客提供过类似服务。”
“我将在三年内创立新的细分服务模块，届时市场必定已风云巨变。世界的变化如此迅速，雅高的响应速度仍然不够，但我们比竞争对手行动更快，这一点毋庸置疑。”——塞巴斯蒂安·巴赞
巴赞认为这种做法也符合酒店业主的利益，“雅高旗下管理着4100家酒店，这些酒店业主所支出的投资总额可能达到千亿美元以上，”他说，“我需要为他们的投资创造附加收益，这也就是为什么雅高不断扩展业务范围的原因。”
收购John Paul的另一个关键原因是，巴赞坚信未来十年传统公司若要持续经营，应以客户为先，而酒店业一直以来却将品牌和产品放在第一位，以一种“我们生产，客人接受”的思维模式为主导。巴赞指出，现在的客人需求变化迅速，并且始终要求酒店业不断给予惊喜。
“我们的商业模式一直是由内向外思维，比如你生产出一种新产品，并且能够销售出去……在未来十年，情况会完全相反，”巴赞认为，“所有新商业模式全部都是从外在思考再到内部生产。第一，你考虑客户所需并为其创造产品，第二，若知悉其所需，你应有数据来源，这就是为什么脸书、谷歌、亚马逊、易趣等都在你不知情的情况下进行了你的数据采集，由此它们便能发现明日的商业模型。”
谈及下一步规划，巴赞称他会“潜入到数据分析当中”，“我不确定我们是否会收购数据挖掘公司，但我们已经像Visa和Mastercard公司那样，与软件公司打交道的时间日渐增多。”
“雅高在95个国家拥有两亿宾客，这些数据与洲际、万豪、凯悦等都不同，他们80%的客人来自美国，我们99%的客人来自美国以外。”巴赞继续道。“为什么说这很重要？因为我们的客人有不同文化背景和需求，泰国的客人和希腊不同，也和巴西不同，那么我就要利用这些客户数据来开创新业务。”
Bazin said his string of acquisitions， the latest being John Paul， and the launch of the new brand Jo&Joe， 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？ （“我将在三年内创立新的细分服务模块，届时市场必定已风云巨变。世界的变化如此迅速，雅高的响应速度仍然不够，但我们比竞争对手行动更快，这一点毋庸置疑。”——塞巴斯蒂安·巴赞
"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）
Jo&Joe引领市场的新品牌New Brand to Lead the Market
Jo&Joe酒店品牌的推出恰似巴赞在雅高实行的由外而内式思维的试验床，同样也是整合社区宾客（本地客人）及旅行宾客（国外客人）的一例试验。例如，本地客人只需20～25欧元便可在Jo&Joe享受一夜愉快的住宿。
“三年前我会想到推出Jo&Joe吗？绝不可能。”巴赞说，“我宁愿诚实一些，我们在过去一年内收购频繁，如Fairmont/Raffles， OneFineStay等均被纳入，而收购之前，我头脑中只有不到半数的收购对象，这说明你应该以多快的速度去适应变化。”
“雅高需要的现在都有么？有。五年后呢？我没法说。”巴赞补充道，“我将在三年内创立新的细分市场，届时市场必定已风云巨变。世界的变化如此迅速，雅高的响应速度仍然不够，但我们比竞争对手行动更快。这一点毋庸置疑。”
The launch of Jo&Joe 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 Jo&Joe， 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 Jo&Joe？ 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." （资料来源于美国HOTELS杂志）
巴赞认为，如果大型传统公司的组织结构更为扁平，改变文化建构去创新思考，敢于冒险并将治理权杖交至千禧一代手中，未来一定可以引领市场！
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.
One-third of AccorHotels' revenues in the future will not be from traditional room and F&B sales， said its Chairman and CEO Sebastien Bazin， who is continuing to transform the Paris-based company.
完成对高端礼宾市场首屈一指的供应商John Paul的收购是雅高最近的一次大动作，巴赞称这一收购以及推出酒店新品牌Jo&Joe并非“偶然”，而是他的战略规划组成部分，意在改变遭受数字革命“打击”的传统酒店业的经营模式。
“酒店行业过去50年的客源市场以外来宾客为主，但现在雅高酒店也应为注重生活质量和舒适度的本地宾客推出新服务。”创业公司的成功仰仗于消除客户痛点，经过对这些公司的周密观察，巴赞做出如上谋略。
“传统的酒店思维认为客人是来自于别的城市或国家的，为什么要局限于此？”巴赞说，“为什么你的客人不可以就住在酒店隔壁呢？他或许不需要住店，但我们有很多服务可以提供给他，无论是洗衣、钥匙代管还是快递包裹，毕竟我们的酒店一周24小时营业，并且我们拥有24万名专业雇员呀！你将会发现雅高集团会涉足许多类型的服务，明天我们将有大约1/3的营业额来自于这些服务。”
这或许就是他购买John Paul 80%股份的原因，因为John Paul的礼宾水准和服务系统将成为与社区达成连结的两件最佳工具。
“本地客人也可以成为我们的会员，尽管不入住我们的酒店，”巴赞称。“但他完全可以拨打我们的数字礼宾部寻求服务，有些是在线服务，有些将在酒店里实现。通过履行服务，我们能够改进本地宾客的生活质量，而我们早已为外埠宾客提供过类似服务。”
“我将在三年内创立新的细分服务模块，届时市场必定已风云巨变。世界的变化如此迅速，雅高的响应速度仍然不够，但我们比竞争对手行动更快，这一点毋庸置疑。”——塞巴斯蒂安·巴赞
巴赞认为这种做法也符合酒店业主的利益，“雅高旗下管理着4100家酒店，这些酒店业主所支出的投资总额可能达到千亿美元以上，”他说，“我需要为他们的投资创造附加收益，这也就是为什么雅高不断扩展业务范围的原因。”
收购John Paul的另一个关键原因是，巴赞坚信未来十年传统公司若要持续经营，应以客户为先，而酒店业一直以来却将品牌和产品放在第一位，以一种“我们生产，客人接受”的思维模式为主导。巴赞指出，现在的客人需求变化迅速，并且始终要求酒店业不断给予惊喜。
“我们的商业模式一直是由内向外思维，比如你生产出一种新产品，并且能够销售出去……在未来十年，情况会完全相反，”巴赞认为，“所有新商业模式全部都是从外在思考再到内部生产。第一，你考虑客户所需并为其创造产品，第二，若知悉其所需，你应有数据来源，这就是为什么脸书、谷歌、亚马逊、易趣等都在你不知情的情况下进行了你的数据采集，由此它们便能发现明日的商业模型。”
谈及下一步规划，巴赞称他会“潜入到数据分析当中”，“我不确定我们是否会收购数据挖掘公司，但我们已经像Visa和Mastercard公司那样，与软件公司打交道的时间日渐增多。”
“雅高在95个国家拥有两亿宾客，这些数据与洲际、万豪、凯悦等都不同，他们80%的客人来自美国，我们99%的客人来自美国以外。”巴赞继续道。“为什么说这很重要？因为我们的客人有不同文化背景和需求，泰国的客人和希腊不同，也和巴西不同，那么我就要利用这些客户数据来开创新业务。”
Bazin said his string of acquisitions， the latest being John Paul， and the launch of the new brand Jo&Joe， 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？ （“我将在三年内创立新的细分服务模块，届时市场必定已风云巨变。世界的变化如此迅速，雅高的响应速度仍然不够，但我们比竞争对手行动更快，这一点毋庸置疑。”——塞巴斯蒂安·巴赞
"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）
Jo&Joe引领市场的新品牌New Brand to Lead the Market
Jo&Joe酒店品牌的推出恰似巴赞在雅高实行的由外而内式思维的试验床，同样也是整合社区宾客（本地客人）及旅行宾客（国外客人）的一例试验。例如，本地客人只需20～25欧元便可在Jo&Joe享受一夜愉快的住宿。
“三年前我会想到推出Jo&Joe吗？绝不可能。”巴赞说，“我宁愿诚实一些，我们在过去一年内收购频繁，如Fairmont/Raffles， OneFineStay等均被纳入，而收购之前，我头脑中只有不到半数的收购对象，这说明你应该以多快的速度去适应变化。”
“雅高需要的现在都有么？有。五年后呢？我没法说。”巴赞补充道，“我将在三年内创立新的细分市场，届时市场必定已风云巨变。世界的变化如此迅速，雅高的响应速度仍然不够，但我们比竞争对手行动更快。这一点毋庸置疑。”
The launch of Jo&Joe 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 Jo&Joe， 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 Jo&Joe？ 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." （资料来源于美国HOTELS杂志）
巴赞认为，如果大型传统公司的组织结构更为扁平，改变文化建构去创新思考，敢于冒险并将治理权杖交至千禧一代手中，未来一定可以引领市场！
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.