Beginning her profession in 2007 in French non-public and public establishments – from SNCF Director of Trains to Finance Inspector of the Ministry of the Economic system and Finance – Accor’s Chief Digital Officer Maud Bailly oversees IT, information, ecommerce, visitor expertise but additionally gross sales and distribution for the hospitality group. Throughout a latest go to at EHL Lausanne, Bailly uncovered the important thing challenges at hand to not solely change the company mindset inside a non-digital native group, however to in the end viably implement digital transformation throughout the corporate.

Accor’s Chief Digital Officer
From Buyer Relationship Administration techniques and Loyalty Applications, lodge and area providers, digital product and innovation, distribution and international gross sales, to IT and information analytics, Bailly very a lot sees her position as embracing the complete buyer journey. Main the group’s digital perform additionally means with the ability to remodel the imaginative and prescient of turning into “extra digital” into motion. And which means taking up the position of evolving a non-digital native group right into a aggressive digital participant, at a quick tempo.
Since she began at Accor in 2017, Bailly shared that she has carried out 15 normal supervisor roundtable discussions, which turned out to be of super worth in understanding their wants and defining how accommodations and areas will be supported by the group. Ultimately, Bailly’s focus to ship an environment friendly lodge and guest-oriented technique encompasses a really huge perimeter of transformation, with the tip purpose in thoughts to create a digital and business mindset – whereas making use of scalability.
The Accor Technique: Transferring Past Conventional Hospitality
Asserting the visionary nature behind the transformation of Accor, Bailly shared Accor’s reimagined story. At this time, Accor believes in shifting past the field of conventional hospitality clichés to dwell limitlessly – referencing the group’s soon-to-be-launched new way of life loyalty program, ALL – Accor Stay Limitless – by means of digital content material, personalization and distribution. In a latest article printed by HotelNewsNow, Bailly mentioned:
“My position is to embrace this new DNA and make it a actuality for our two purchasers, (our) accommodations and company.”
To gauge the magnitude of the duty forward, she referred to as out the present crowded discipline of hospitality contenders by means of Three interconnected challenges:

Double competitors: not solely from conventional hospitality teams arising from new markets but additionally from new digital economic system gamers, who’re capable of massively make investments on-line, as nicely on promoting as on the shopper journey itself.

Intermediation of buyer relationship and the worth chain: as these new digital economic system intermediaries proceed to disrupt the worth chain between hospitality gamers and their prospects, conventional hospitality has to redefine itself to stay aggressive.

Blurring boundaries between brick & mortar and digital, and between B2B & B2C: because the boundaries between digital and non-digital have been thinning at a fast tempo, hospitality business gamers can not solely depend on their brick-and-mortar experiences anymore and must drastically rethink their ecosystems to supply many extra connection and interactions alternatives with their company, as nicely on B2C & B2B segments.
For Bailly, addressing these present challenges head on means embracing the chances provided by an end-to-end buyer expertise. It’s not about merely counting on a loyalty program anymore, it’s about making a broad and related ecosystem throughout all of Accor’s manufacturers and touchpoints. So, easy methods to get there?

Accor’s Digital Transformation in Motion
#1: Simplicity and Velocity
As shoppers’ expectations have drastically modified over the previous twenty years, Bailly shared that it’s crucial that Accor focuses of the seamlessness of its experiences to stay aggressive. Which means not solely revamping the best way company can navigate by means of the assorted levels of their reserving journey, but additionally generally taking bolder strikes to simplify the alternatives at hand.
Living proof, as any good income supervisor is aware of, making fee fences straightforward for the visitor to comply with and self-select is paramount in supporting their willingness to guide a lodge room. When Accor did simply that and dialed 20 displayed charges right down to 4 – primarily based on prospects’ key drivers of selection – and utilized it to three’613 accommodations, it captured 100 million euros extra in income per yr.
To construct easy and seamless experiences, Accor additionally took hints from digital giants equivalent to Google to simplify prospects’ paths, cut back loading time and in the long run enhance conversion charges.
On the acceleration’s entrance, Accor’s digital perform – below Bailly’s management – has made it a precedence to shed its digital weight and enhance the tempo of change and supply. One key space Bailly has been specializing in was beefing up its information connections and cost techniques. The group is now implementing cloud-based Channel Administration Programs (CMS) and Property Administration Programs (PMS) to help lodge operations at an accelerated tempo, one of many goal down the road being to have the ability to open a lodge in a day.
#2: Personalization
As said by Accor’s CEO Sébastien Bazin, the group is taking enormous and daring steps in direction of implementing a Way of life Augmented Hospitality expertise.
“Now we have been a brilliant good hospitality group for the final 50 years. We aren’t shying away from it. We’re shifting and increasing the hospitality notion to Augmented Hospitality. We’re being much more audacious and going one step additional by saying: Since folks need to be acknowledged, need to have one thing extraordinarily personalised, why do not we attempt going from Augmented Hospitality to a Way of life Augmented Hospitality participant?”
Sébastien Bazin, Chairman and CEO of Accor (Supply: Accor TV – New Accor Technique).
One of many cornerstones of Accor’s foray into personalization is the brand new GDPR-compliant instrument referred to as ACDC (Accor Buyer Digital Card), lately deployed in 3,500 accommodations throughout 89 nations for 23 of its manufacturers. This shared database now permits Accor’s complete community to gather and share visitor preferences, empowering lodge’s workers of their want to please company.
#3: Utilization Behaviors
Absolutely harnessing the ability of a seamless digital expertise wouldn’t be full with out diving deep into how as we speak’s prospects are consuming info, throughout all channels and in quite a lot of markets.
Bailly shared how adapting the group’s digital technique to regional specificities by way of digital channel utilization and content material expectations performs a key position in with the ability to not solely attain their prospects with relevance, however interact and convert them. For instance, as Chinese language vacationers are more and more touring overseas – from a modest 10.5 million journeys in 2000 to 145 million journeys in 2017 – Accor has been ramping up its digital presence accordingly: which means being energetic on the nation’s prime social community WeChat, tapping into China’s most used cell cost choices equivalent to Alipay or China Union Pay or exploring potential additional partnerships with journey supplier C-Journey.
To construct on that “seamlessness” right down to the brick-and-mortar expertise, the corporate has additionally launched a devoted program to coach as much as 250 of its accommodations by 2020 to cater to Chinese language company’ expectations.
#4: Cultural Transformation
On cultural transformation, as soon as once more Bailly emphasised that digital transformation can not occur with out cultural transformation. As a lodge’s workers is its Most worthy useful resource to ship distinctive service, empowering them to totally be immersed in these new “digital methods” is a crucial element to ascertain digital methods of working.
Bailly shared Accor’s digital transformation was poised round 5 axes:

Changing into a service supplier: systematizing, co-design and at all times adapting.

Ranging from true native utilization wants vs. utilization dogma: is it used and common? If not, drop it.

Embracing pace: granting workers the suitable to check, study and fail quick.

Embracing collaboration: use know-how internally to maintain all groups related.

Managing with worth: embrace a startup tradition, pitch daring concepts and infuse these concepts in every single place, with KPIs in thoughts.
The foremost takeaway? Bailly shared that digital transformation “just isn’t horny: It is arduous work”. However with tradition in thoughts first, a want to make daring, transformative decisions and an consideration to the specificities of your finish customers – wherever they might be – you’re on the suitable path to concretely make it occur.
About Maud Bailly
Chief Digital Officer in control of Digital, Distribution, Gross sales and Data Programs
Maud Bailly started her larger schooling at Ecole Normale Supérieure, the place she studied Fashionable Literature. She then obtained a Grasp’s diploma in Public Administration from the Institut d’Etudes Politiques de Paris (Sciences Po) and can be a graduate of the Ecole Nationale d’Administration (ENA). She began her profession in 2007 on the Inspection Générale des Funds. After a number of audit assignments in France and overseas, she joined the SNCF the place she acquired coaching in rail visitors security certification earlier than being appointed Director of Paris Montparnasse station and Deputy Director of TGV product coordination for the Paris Rive Gauche space. In 2014, she turned Director of Trains. On this capability, she was answerable for coordinating the community and reworking the professions of the SNCF’s 10,000 ticket collectors and three,000 station brokers.
In Might 2015, she joined French Prime Minister Manuel Vall’s workplace as Head of the financial division answerable for funds, fiscal, industrial and digital affairs. She left in December 2016, returning to the Inspection Générale des Funds to steer an task on the problems of the related automobile.
In April 2017, Maud Bailly joined Accor as Chief Digital Officer in control of Digital, Distribution, Gross sales and Data Programs. She is a member of the group’s Government Committee.
On Might 2018 29th, Maud has joined the French Digital Council, (CNNum), a 30 folks circle nominated by the French Minister of Digital to review digital-related matters, with a concentrate on stakes & perspective of the digital transition of French society, economic system, firms, organizations, public motion and territories.
Moreover, Maud could be very dedicated to teaching and instructing, she provides common trainings on efficiency, digital transformation stakes and organizations.