Accor Hotel launches its new lifestyle loyalty program: ALL, Accor Live Limitless.
A digital platform bringing together all the benefits, services and experiences offered by Accor. The objective: to enhance the daily life of customers and enable them to live, work and vibrate. "Live, Work, Play".

Context

Diversification of activities: Accor had undertaken a number of acquisitions and diversifications, notably in the lifestyle, catering and experience sectors. The Group's portfolio had become very broad, ranging from luxury hotels to budget offerings. The rebranding had to reflect this evolution and better integrate all Accor brands and services.

Loyalty program: Prior to the rebranding, Accor's loyalty program was seen as lagging behind those of major competitors such as Marriott and Hilton. The launch of ALL has created a more attractive program, based on a broader offer, and centered on the idea of lifestyle rather than simply a hotel stay.

Team

Sprints generally lasted from 5 to 10 days. During this period, the team would focus entirely on a specific problem or objective, such as redesigning a website feature, improving the vehicle configurator, or optimizing the mobile experience. Each sprint began with the definition of a clear, measurable objective. For example, a sprint could be dedicated to improving the conversion rate of website visitors into potential customers, or to simplifying mobile navigation for the vehicle configurator.

Problematic

Unifying brands under a single ecosystem: Accor owned more than 30 brands (including Sofitel, Novotel, Ibis, Raffles, Fairmont, etc.), and each operated relatively autonomously. The rebranding to ALL aimed to unify these brands under a single coherent digital identity, creating a single platform for customers. ALL thus became the entry point for all the Group's brands.

Position Accor as a lifestyle brand: ALL was not simply a hotel booking platform. The group wanted to establish itself as a brand offering a complete lifestyle, where hotels are combined with cultural experiences, events, catering and wellness services. The idea was to go beyond the traditional framework of hospitality to integrate moments of life outside the classic stay.

Solutions

Brand integration: One of the major challenges was to create coherence between the many brands in the Accor portfolio, while respecting their diversity. It was crucial to strike a balance between the unified identity under ALL and maintaining the specific characteristics of each brand.

User experience: The Group had to ensure that the digital experience lived up to the rebranding ambition. This meant optimizing digital platforms to be both aesthetically pleasing and functional, and above all adapted to new consumer behaviors (mobile-first, personalization, etc.)

Results

Brand integration: one of the major challenges was to create coherence between the many brands in the Accor portfolio, while respecting their diversity. It was crucial to strike a balance between the unified identity under ALL and maintaining the specific characteristics of each brand.

User experience: The Group had to ensure that the digital experience lived up to the rebranding ambition. This meant optimizing digital platforms to be both aesthetically pleasing and functional, and above all adapted to new consumer behaviors (mobile-first, personalization, etc.).