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Digital transformation is bringing tangible benefits to the hospitality industry. The hospitality industry is seeing tangible benefits from digital transformation. Deloitte survey The study found that 57% reported significant revenue increases directly attributed to service improvements driven by technology.
These advancements highlight the importance of investing in digital tools for global hotel groups such as Accor to improve service quality, modernize loyalty programmes, and unlock new revenue models. Accor leverages AI, digital innovations, and a flexible distribution strategy to increase customer engagement and grow business at scale.
Alix Boulnois is Accor’s chief commercial, digital and tech officer. A seasoned leader with experience at Amazon and McKinsey, Boulnois oversees a multi-billion-euro P&L and a team of more than 5,000 people across 110 countries. Her scope spans distribution, loyalty, e-commerce, data, and tech — unifying Accor’s digital and commercial strategies to support both guest experiences and hotel owner needs across more than 45 brands.
Boulnois provides insights in this exclusive SkiftX article on how Accor is navigating the ongoing transformation of its business while maintaining a global, asset light model. She discusses the integration of AI into all aspects of the company, from revenue to guest experience. ALL Accor Accor’s loyalty program has been a major differentiator. Heartist philosophy.
SkiftX: You’ve said that Accor has undergone a triple transformation — digital, cultural, and operational. What was the greatest challenge you faced in aligning these areas?
Alix Boulnois Before Covid we made a major change in our business model, becoming more asset-light. This shift put technology in the center of our business, from distribution and loyalty to brand awareness. Hotel industry is fragmented, with local idiosyncrasies and siloed solutions. We’ve rebuilt an infrastructure that is scalable and connected easily using cloud technologies, and partnerships such as the one signed with Amadeus for our central reservation system.
Accor’s culture is decentralized. Hotels are shaped either by their local roots or through acquisitions. Each acquisition had its own tech stack. A challenge for Accor is to convince teams of the importance of working together and aligning systems. We are also changing the mentality from “tech just for tech’s sake”, to technology that serves a business or customer-oriented purpose. Involving our employees in this transformation journey — guided by clear goals and purpose — is critical to a smooth and successful transition
Finally, agility in the operational environment is crucial. In this volatile environment, we cannot wait for months before responding to changes. During the pandemic we were forced to refund all guests using self-service. It was a good example of how it’s important to be able to quickly adapt to changing needs.
What are the key themes driving Accor’s digital transformation?
Some of the foundational elements include revamping our property management system, migrating to a cloud-based PMS, and improving connectivity via APIs. My main concern is the impact AI will have on our business.
Let’s discuss AI in more detail. How does Accor use AI to improve the guest experience?
AI is used to personalize interactions with guests across multiple channels. Search results and content recommendations are personalized on our website and mobile app. Our marketing communications are also tailored, with AI generating email content that matches each brand’s voice and determining the best frequency and formats for each guest.
In France, the UK and Germany, we’ve introduced conversational AI, a natural-sounding booking system similar to ChatGPT. In our contact centers AI helps agents to manage customer requests and offer recommendations. When booking the new Orient Express, AI provides logistical and travel details to our agents.
The human element is a hallmark of Accor. How do balance this with technology-driven innovation
There’s a delicate balance here, but I do not see human touch and technological innovation at odds. Behind the technology is a human element.
AI allows the hospitality sector return to its core purpose: delivering exceptional human-centered experience. AI does not replace employees; it supports them. This allows staff to spend more time with guests and on high-value interactions.
We need top-notch tech talent. This includes skilled engineers and software developers who are committed to our mission. Human touch is essential in luxury hotels, but it’s not the only thing. My executive committee includes, for example, my customer service team because I want to hear the guests’ voice when it comes to technology.
How can you tell when to let AI take the lead and when to allow a human to step in?
It depends on the product. For economy brands, we automate as much as possible — requests are usually simpler, and margins are thinner. In luxury, however, human interaction is crucial. In order to improve the system, we monitor how many times human agents override AI recommendations. But for now, voice-based interaction in luxury will be primarily human-led.
How can AI be used to optimize revenue management at Accor and operational efficiency?
AI has been used to manage revenue for many years. However, hospitality is still behind other industries like retail. We’re working with our revenue management partner, IDeaS, to personalize pricing further — ideally at the level of individual guests and channels. But to achieve personalized pricing, we need not only better algorithms but also a cleaner infrastructure and more accurate data. Our PMS and CRS upgrade is so important.
What is your approach to managing data?
We’ve created a unified and structured data infrastructure across all of our brands, geographies, and products. We define each data point and monitor the data quality. We automate where possible. For example, we pre-fill PMS fields and connect directly with energy providers to eliminate the need for ESG data entry. Algorithms allow us to identify data outliers, and guarantee the reliability of all data.
ALL Accor is the Group’s loyalty programme. It has become a key differentiator for hospitality. What do you think the program will look like in the coming years?
Loyalty programmes are evolving into ecosystems. ALL Accor now extends beyond hotels — you can earn and redeem points with airlines, banks, retailers, and more. We have the capability to onboard new partner in less than three weeks, provided that commercial terms are met.
These improvements and the team’s efforts have improved the program. recently reached its 100 millionth memberLess than five years since its launch. Personalization is the next big step, which allows members to select benefits that are most important to them. This requires deep data, and we are investing in cross-sharing abilities with partners. Our upcoming Orient Express yacht will launch in 2026. The Orient Express Corinthian’s cabins will all offer unique experiences. Guests will also be able personalize each detail of their trip.
How has Accor adapted its distribution strategy to maximize direct bookings and compete with OTAs?
We don’t view OTAs like competitors, but more as channels of acquisition for customers who are less loyal to a brand. We want to move repeat customers to direct channels. This means using AI for a more accurate target of true acquisition costs and making sure guests are aware that booking directly will get them the best deal and experience. To help create meaningful connections, we’re also highlighting special benefits for loyalty members, like poolside seating, or kid’s amenities.
What improvements would you make to the booking process itself?
The app is only available to our loyalty members. The app is much more than a booking tool — you can reserve a restaurant, book a spa treatment, chat with the front desk, and even order a taxi. All of these experiences can be redeemed and points earned. We have also added digital keys and digitized benefits such as free room upgrades or drinks. The guest journey is becoming more and more centered around the app.
You have led major transformations at Amazon as well as Accor. What lessons have you taken from your time with Amazon that have influenced Accor’s commercial, digital and tech strategies?
Amazon’s obsession with the customer is one of their most prominent leadership principles. Our customers at Accor include guests as well as hotel owners. This is especially true in our asset light model. Owners have become customers and can now choose to work with any brand. We need to earn the trust of these owners.
Amazon’s principle of scale is also a good one. Everything we build has to be scalable across segments, geographies and brands. Amazon’s culture is one of bold thinking which I find aligns with Accor’s spirit of innovation and audacity.
What are you most looking forward to?
Two things are noteworthy. Our subscription-based loyalty levels are rapidly growing in multiple regions. These members are highly-engaged, and we are developing more personalized service for them.
Our focus is on principles that are related to environmental, Social, and Governance (ESG). About 10% of carbon emissions are attributed to the hospitality industry. This is not only a challenge for us, but also a way of differentiating ourselves. We’re incorporating ESG into our loyalty program — rewarding sustainable behavior, using tech to reduce our environmental impact, and connecting directly with utility providers for real-time carbon tracking. This is a great opportunity for change.
Learn more about the ALL Accor Loyalty Program. click here.
This content was developed collaboratively. Accor Skift’s branded content Studio, SkiftX.
