Accor isn’t just a global hospitality giant—it’s a storyteller, a culture-shaper, and a people-first brand that redefines what it means to travel, stay, and connect. With a presence in more than 110 countries and a dynamic portfolio of over 5,600 hotels and resorts, 10,000 restaurants and bars, wellness sanctuaries, and flexible workspaces, Accor is much more than a collection of properties—it’s an ecosystem built on trust, diversity, and meaningful experience.

What sets Accor apart is its deeply human approach to hospitality. Whether it’s a luxury suite in Paris, a boutique lifestyle experience in Bangkok, or an affordable city stay in Nairobi, Accor’s 45+ brands cater to every traveler, every purpose, and every story. Through Ennismore, the group champions lifestyle hospitality with creativity and soul. And with ALL – Accor Live Limitless, members enjoy far more than just bookings—they access immersive moments, from concert tickets to private chef experiences, that extend far beyond the hotel walls.

At the heart of Accor’s success is a clear, unwavering mission: to pioneer responsible hospitality that connects cultures with heartfelt care. It’s a promise visible in their commitment to sustainability, inclusive hiring, local empowerment, and ethical governance.

Founded in 1967 and headquartered in France, Accor SA is publicly listed on the Euronext Paris Stock Exchange and included in the CAC 40 index, reflecting its leadership both financially and socially.

Accor isn’t just building hotels—it’s shaping the future of global hospitality with purpose and passion.

Against the vibrant backdrop of the Arabian Travel Market 2025 (ATM Dubai), the hospitality world gathered to share vision, strategy, and resilience. But one voice stood out with precision, warmth, and sharp insight—Karelle Lamouche, Global Chief Commercial Officer of Accor Group. In an exclusive conversation, she painted a vivid picture of a hospitality brand not just growing, but evolving—mindfully, globally, and sustainably.

Leading Through Change: From Saudi Visa Shifts to Emerging Markets

With the air still buzzing from recent news of Saudi Arabia’s visa restrictions affecting 14 countries, Lamouche addressed the elephant in the room with poise.

“I understand the spirit behind the policy. Last year’s overcrowding was intense, and this seems like a way to bring structure to visitor flows,” Lamouche said. “But yes, it will impact hotel business in Riyadh and Jeddah. Business travelers often blend personal and professional reasons. If access is cut off, the ripples are felt.”

The emotion behind her words wasn’t just operational concern—it was empathy for travelers and clarity for hoteliers navigating unpredictable terrain.

In a region known for ambition and growth, uncertainty can be daunting, especially in a high-revenue territory like Saudi Arabia. Lamouche and her team are now recalibrating their forecasts while remaining hopeful that the policy will stabilize and eventually soften.

The ‘Child Dilemma’ of a Growing Empire

When asked which markets were most crucial to Accor, Lamouche responded with a smile:

“It’s like having children—you can’t choose one favorite.”

She explained that while Middle East, Africa, and Asia-Pacific are all vital, priorities shift based on development trends and opportunity flows. She emphasized:

• UAE and Saudi Arabia as strategic hubs tightly aligned with tourism mega-plans.
• Turkey as a fast-growing luxury gateway.
• Egypt, with a resilient pipeline of new properties.
• And Africa, where the brand is steadily expanding amidst complex, yet promising landscapes.

Profit in Diversity: ADRs and Regional Dynamics

Financial viability isn’t always about volume. It’s about revenue quality. Accor’s model thrives on understanding Average Daily Rates (ADR) across varying markets.

“A night in Tokyo versus a night in Mumbai—there’s a stark contrast in ADR. But when you look at the Swissôtel The Bosphorus in Istanbul, that property alone has one of the highest ADRs in the city,” said Lamouche.

It’s this micro-level analysis—balancing density, rate strategy, and guest behavior—that allows Accor to withstand currency fluctuations, political dynamics, and even pandemics.

The Power of MICE: Meetings That Move Economies

Another hot topic at ATM 2025 was the rebirth of the MICE (Meetings, Incentives, Conferences, Exhibitions) segment. Lamouche was quick to underscore its transformative power.

“It’s about purpose. UAE is huge for incentive travel and hybrid business-leisure trips. Cairo thrives on domestic MICE. And Singapore? It’s a powerhouse in both corporate and incentive travel.”

She stressed that government and tourism board activism plays a central role. Regions where tourism boards are dynamic—Dubai, Singapore, Ras Al Khaimah—often outperform others in attracting and retaining large-scale business events.

Tourism with Purpose: Building Beyond Bricks and Mortar

But what struck many listeners most wasn’t just Lamouche’s command of numbers—it was her humanity. Her leadership narrative wasn’t about dominating market share, but building community, culture, and connection.

“When you open a hotel, you’re not just planting a flag. You’re becoming part of a local story,” she said. “Hospitality is about people—travelers, staff, partners—and how we support their journey.”

In a post-COVID world, travelers are not just chasing luxury—they’re chasing meaning. Accor’s response? A commitment to sustainable operations, local hiring, and culturally immersive experiences.

The Emotional Undercurrent: Why This Interview Resonated

Lamouche’s tone was confident, yet candid. Optimistic, yet grounded. And in a world full of automated replies and corporate jargon, her authenticity felt refreshing.

“The beauty of having such a diverse region is that we ride the bumps together.”

That line captured the essence of not just her leadership—but what hospitality is truly about: solidarity in service.

Final Thought: More Than Hotels, It’s Hospitality

As the curtains close on another edition of ATM Dubai, one thing is clear: the hospitality industry isn’t just recovering—it’s redefining itself.

And leaders like Karelle Lamouche aren’t just driving growth. They’re crafting a new language for travel—one that speaks not only in profit margins, but in purpose, people, and promise.

The post Karelle Lamouche Discusses Accor’s Strategic Growth in Middle East, Africa, and Asia-Pacific Amidst Saudi Visa Challenges at Arabian Travel Market 2025 appeared first on Travel And Tour World.