Kerry Healy, Chief Commercial Officer for Accor’s Premium, Midscale & Economy Division in the Middle East, Africa, Asia, and the Pacific, spoke exclusively to HM about how Accor is leveraging emerging technologies, partnerships, and loyalty innovations to drive stronger brand results and deeper guest connections.
Brand values
With upwards of 45 brands globally, Accor has been carefully refining each brand’s unique selling proposition.
“In franchise, everything is about brand,” Healy said, pointing to the importance of USPs across this fast-growing operating model.
“We’re moving to a brand-first approach, tightening our positioning and making sure we express it in channels where it actually converts – whether that’s ALL.com, our app, or through stadium partnerships.It’s about removing brand blur and really sharpening why a guest should choose us over anyone else.”
Earlier this year, Mantra leaned into its family-friendly DNA as the exclusive partner for Despicable Me 4 across Australia and New Zealand.
“That was a massive brand moment for Mantra. The family element of that movie put us in front of the right audiences, particularly during school holidays,” Healy said.
“The campaign stretched across hotel activations and Accor Stadium, where ads ran between games. “That activity delivered $4.6 million in media value — $3.9 million came from the stadium takeover alone – and drove an 8.4% uplift in brand awareness.”
Other campaigns are reinforcing momentum. Ibis’ global Go Get It campaign, launched in late 2024, modernised the economy category story and became a launchpad for MEAAPAC activations.
“It’s a clean bridge from awareness into ALL sign-ups and direct bookings,” Healy noted.
Through Accor Stadium and Limitless Experiences, Accor is increasingly turning experiences into currency.
“We’re giving members access to VIP moments they can book or redeem with points, concerts, sport, live events. That’s where passion translates into points, and points translate into nights,” Healy said.
Artificial Intelligence
Accor’s approach to AI has shifted from experimentation to scaled levers tied directly to revenue.
“AI used to be pilots on PowerPoints. Now it’s hitting the P&L,” Healy said.
“At VivaTech, Accor showcased predictive AI pilots already scaling across the network: Fullsoon (demand-led F&B waste reduction), Alltheway (AI-enabled luggage logistics), and Luniwave (smart energy/water).
“These aren’t ideas on slides; these are live solutions cutting costs, reducing waste, and creating a more seamless guest journey.”
Working with a tech partner, the group analyses reviews and sentiment at mass scale, benchmarking against competitors.
“Are we up? Are we down? Could we do better? What does the customer really feel about our brands?” Healy explained.
This is tied to Accor’s ambition for Pullman, Novotel and Ibis to lead their segments by 2028.
“Last year, we relaunched SOPs because a brand is a promise – if the in-hotel experience doesn’t match, you’re losing equity. To support this, we’ve built three distinct service cultures for those brands and refreshed their visual identity,” she said.
Accor is also investing in the MICE stack. Amadeus Delphi is being rolled out across Pullman, Mövenpick and Swissôtel.
“It’s giving us cleaner pipeline management and faster conversion for meetings and events, particularly across Pacific hubs like Sydney, Melbourne and Auckland,” Healy added.
Hyper personalisation
In today’s world of hyper personalisation, guests expect their experience to start long before arrival.
“A booking starts with the ‘why?’ – why the trip, why the destination, why our brand,” Healy said.
That journey is increasingly powered by loyalty. On March 20, 2025, Accor’s ALL program hit 100 million members, supported by 110+ partners in the ecosystem.
“The ALL app’s business volume is up +45% vs 2023. That scale gives us leverage to personalise at levels the industry hasn’t seen before,” Healy explained.
One example is Accor’s AI-powered CRM system which tailors communications down to individual member headings.
“That activity alone drove $251 million in incremental revenue — and importantly, from members who had never stayed with Accor before,” Healy said.
The program is also reframing loyalty beyond points. The new Guest Star campaign with Kylian Mbappé positions members as VIPs, introducing personalised journeys across ALL.com and the app.
“Loyalty is moving from transactions to recognition at scale. We want members to feel like they’re part of something bigger,” Healy said.
In March, Novotel and PSG launched Legendary Rooms, bookable exclusively on ALL.com.
“It’s a great example of bookable fandom, combining passion for sport, exclusivity, and direct booking power.”
Power of partnerships
Healy says Accor’s digital investments are pragmatic and future focused.
“Payment innovation is a key lever,” she said.
In December 2024, Accor launched a Crypto.com partnership across the UK, EU and Switzerland, allowing members to convert crypto into ALL points.
“We’re watching uptake closely and tracking where regulation will allow us to scale further,” Healy said.
The group is also enabling leading wallets across gateway markets.
“Australia’s digital wallet transaction value is forecast at around $133 billion in 2025. If you don’t accept the wallets guests already use, you’re adding friction. For Chinese inbound, Alipay and WeChat Pay are non-negotiables.”
In Japan, a points exchange partnership between ALL and Rakuten is live, with a 25% bonus conversion window through September 2025, and in South Korea, an ALL x Woori co-branded credit card is driving new member acquisition and bundling dining benefits.
In the Pacific, Accor’s Qantas partnership remains central, with sport partnerships another big driver.
“It’s a genuine flywheel, dual earn on stays and flights, points conversion (2,000 ALL → 2,500 Qantas), and a fast-track to ALL Silver. It keeps us sticky with Aussie travellers,” Healy said.
“Our NRL/NRLW partnership is extended to 2027, and AFL activity is ramping under Stay Where The Players Stay. Sport literally puts heads in beds and creates unique ALL experiences inventory.”
Meanwhile, Accor Plus has levelled up. On October 1, 2025, the subscription program relaunched as ALL Accor+ Explorer in the Pacific, with around 450,000 members.
“Two free nights, 15% off stays globally, a 30 Status Nights boost, it’s a material upgrade for repeat business in ANZ, and we’ll expand into the Middle East and China next,” Healy said.
Looking ahead, Healy is clear about where Accor’s growth engine lies.
“When you bring it all together, brand-first positioning, AI that moves the P&L, loyalty that recognises rather than just rewards, and digital partnerships that remove friction, you create a triangle of growth for our Premium, Midscale & Economy brands,” she said.
“That’s what will keep us ahead in MEAAPAC and beyond.”