Exclusive Views: 'Identifying your strengths and a little dumb luck are the keys to success'; this recommendation is not only true in regards to your own career development, but is also valid for the fourth largest global hotel group - Accor.

Accor has ousted the CHAIRMAN and CEO of the Group Denis Hennequin; the reason given for his ousting was the disagreement over the speed of change in Accor's strategy.

Mr. Hennequin is the third Chief Executive to be ousted from Accor since Colony Capital invested in the group back in 2005.

Accor is the world's fourth largest hotel operator.

As I see it, from a purely professional view, Accor is stuck back in the 20th Century.

As a former owners' representative, I had dealings with Accor in a JV in Israel called Accor-Clal Israel.

My own impression from the way Accor has dealt with us as partners, was a disappointing one.

I came to the conclusion that we would be better off without that JV, and so our ways part.

In my view, Accor should focus on what they know to do best, which is budget and economy lodging (brands such as:  Ibis, Mercure, Formula One and also NOVOTEL and Adagio).

However, Upscale and De-Luxe Brands such as Sofitel, So boutique brand , Sofitel Legacy and Pullman, are not strong enough to compete on the global luxury hotel brands' battlefield. 

I would have expected Accor to 'jump' on new ventures such as the JV Ikea hotels. Instead, Marriott took the lead.

Another point worth mentioning is Accor's global position. Accor enjoys a very strong presence in Europe and Africa.

From all the recent Macro Economical reports, we see that Africa is going to grow and grow fast. China is eyeing Africa for investments as multi-national corporations are trying to extend their foothold in this continent.

Russia and the former CIS republics would be another area for future growth. Russia is not keen to have so-called 'American brands'. I was exposed to this, working for a German Hotel brand. So, Accor should use its own advantage being European brand and focus on such growth opportunities.

Accor is one of the leading hotel franchisors in the world. I would have expected that being a market leader in franchise, Accor would try to enter the affiliation business. Good examples for such business are: GHA – Global Hotel Alliance founded by Kempinski Hotels and counts today 320 hotels.  Another good example is the Autograph Collection which was formed by Marriott.

Both companies take advantage of their global distribution and loyalty club powers in order to bring onboard individual hotels and regional hotel chains.

To conclude this article, I always thought of Accor as a 'Brand Supermarket', the equivalent of CARREFOR the French multinational retailer.

Now is the time to make the much needed change.

This is strictly an exclusive feature, reprints of this article in any shape or form requires prior written approval from 4Hoteliers.com.

Joseph Fischer is the CEO of Vision Hospitality & Travel - International Lodging and Travel Solutions.