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📍 Philippe Journo, 2017, Paris: Acquired an office building occupied by Orange with a stunning view of the Eiffel Tower and Les Invalides. The goal: transform it into a hotel to meet the demand in the 6th and 7th arrondissements. The transformation process was complex due to regulatory and administrative challenges. Insights from projects like Iconic in Nice highlighted a demand for a new type of luxury.

🏨 Extendam manages €5 billion in assets across Europe, focusing on mid to high-end urban and leisure hotels. Capital Hospitality Europe, a pan-European hotel management platform, enhances hotel performance and experience quality. The acquisition of Nice La Pérouse involved Capital Hospitality in asset revaluation. La Compagnie Hôtelière de Bagatelle, the buyer, invests in premium destination hotels, prioritizing unique character and customer experience. These three entities collaborate to maximize asset value through strategic repositioning and operational optimization.

🏨 En 2017, un dirigeant hôtelier a rejoint Best Western en France après avoir possédé un hôtel franchisé. Séduit par le modèle coopératif, il souligne la proximité et la dynamique entre les équipes. Depuis 2017, tous ses établissements sont affiliés à Best Western, favorisant une cohérence et une culture commune. Le retour continu des hôteliers permet au groupe d'évoluer rapidement et de s'adapter aux réalités opérationnelles.

🏨 Accor observes a transformation in luxury hotel clients' expectations. The traditional homogeneous traveler is replaced by diverse, complex clientele seeking experiences aligning with their core values. Modern travelers desire authentic experiences, cultural immersion, nature connection, and services enhancing life quality. Accor's luxury brands, including Orient Express, Raffles, and Fairmont, cater to these evolving needs, emphasizing personalized, immersive experiences beyond traditional luxury service and comfort.