Strategic changes of Accor Hotels from Brazil

Abstract

The aim of this paper is to understand the strategic changes that Accor Hotels from Brazil faced throughout the period of 1974-2006. The theoretical framework of the study is based on the strategy process approach. Based on the perspectives of directors and executives who performed important roles in the strategic management of the company during the period mentioned, a qualitative case study was developed. The main method used to collect data was a semistructured interview. Three strategic changes were identified. The first was related to the introduction of the fl at concept in the hotel industry of the country. The second change occurred when the company decided to elevate the number of its economy hotels. With the third change, the company became a hotel management. Throughout the studied period, the hotel chain innovated with (i) the introduction of new brands in the Brazilian market, (ii) the adaptation of its products that were first launched in Europe and (iii) the adoption of some administrative practices associated to the concept of condotel. The findings obtained contrast with some empirical studies that were important to the development of the strategy process research. First, it was observed that the directors of the firm were able to overcome the psychological resistance to change when they conceived the solutions that made possible the continuity of the strategy growth. Second, the firm made substantial changes even when its economic and financial situation was unfavorable. The paper contributes to the field of strategy by describing how strategic changes of a Brazilian hotel chain occurred through time and space (context). Key words: strategic changes, Accor Hotels from Brazil, strategy process.