Social responsibility commitments
In this spirit, a number of projects were initiated in 2014. In particular,
theVoice Of the Guest (VOG) program is enabling hotels to manage
their e-reputations and interact more directly, quickly and seamlessly
with guests so as to meet their expectations more effectively.
In practical terms, by zero-basing our guest satisfaction yardsticks,
VOG is making it possible to:
capture all of the solicited or unsolicited guest feedback (see GSS
below). For example, unsolicited reviews posted online or in the
social media are continuously captured and analyzed by the hotels;
diversifying guest feedback channels, notably mobile phones
broadening the issues where guests can express their perceptions,
such as bar and food services and conference rooms.
By the end of 2014, 30% of our hotels managed their e-reputation
a targeted 100% by the end of 2015.
Defining and applying brand standards
Each brand defines its own standards in such areas as marketing,
quality, hygiene and sustainable development, which itsmember hotels
are expected to apply. Guest experience standards were revised
for Pullman in 2014 and are scheduled for review at Mercure and
Novotel in 2015.
To verify compliance with these brand standards, each hotel must
deploy three Groupwide quality control and management tools:
conducted every year by an independent
“mystery guest” visits to every part of a hotel,
based on a very wide range of criteria (between 300 and 2,500 items
audited depending on the brand). After the audit, the hotel must
prepare and implement an action plan to improve its performance
managed by the country organization and conducted
every year across the hotel base by an independent consulting firm.
Auditors verify the hygiene of food and drink preparation areas,
and usually guest rooms as well, by checking compliance with the
appropriate procedures and taking samples for analysis. In 2014,
more than 5,000 hygiene audits were performed Groupwide.
Guest Satisfaction Surveys (GSS)
give guests the opportunity
to fill in an online questionnaire about their entire experience,
from booking to checkout. Responses are directly viewable by the
hotel, which is expected to analyze the feedback and respond to
any dissatisfaction within two days.
These tools help to gauge guest satisfaction by determining two
leading indicators: the percentage of satisfied guests and the Net
Promoter Score, as represented below.
Net Promoter Score by brand in 2014
Very satisfied customers
Net Promoter Score
57 56 54 54
32 34 32 33 32 33
30 33 33
Accor’s benchmark guest experience indicator is the Net Promoter Score, which is equal to the
percentage of guests who are “promoters” (who would recommend the hotel) less the percentage
of “detractors” (who would not). It is based on a direct question: “How likely is it that you would
recommend this hotel to a friend or colleague?”
These three tools are connected to the central Quality Hub database
and their data are fed into the indicator scorecard sent to every
operations manager, from hotel General Managers to country
Operations Directors, and to the various support functions, such
as marketing, quality and safety. Based on the data provided, each
country organization is responsible for conducting a quality review
to monitor hotel performance and for preparing a corrective action
plan if needed. All General Managers are encouraged to use these
tools to ensure that service quality and guest satisfaction remain
Registration Document 2014