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Asset-light or asset-right?轻装上阵还是全副武装A boardroom tussle over strategy at Accor illustrates the hotel industry’s debate about its business model雅高集团（Accor）董事会内部在集团战略上的争执体现了整个酒店业在商业模式上的争论Nov 11th 2010 “PARIS is very chatty,” says Philippe Citerne, the vice-chairman of Accor, Europe’s biggest hotel group. Fearing that its secret might not last, on November 3rd Accor’s board rushed out the news that Gilles Pélisson, the chairman and chief executive, would be replaced by Denis Hennequin, the boss of McDonald’s in Europe. The board was anxious to avoid another fiasco like the one over Mr Pélisson’s appointment in 2005, when its announcement that it was removing his predecessor, Jean-Marc Espalioux, was preceded by destabilising leaks. 按照雅高集团的副董事长Philippe Citerne的说法：“巴黎是个闲话满天飞的地方”。因为担心消息被泄露出去，欧洲最大的酒店集团雅高集团的董事会在11月3号仓促宣布，董事长兼首席执行官Gilles Pélisson将会卸任，接替的是麦当劳前欧洲总管Denis Hennequin。这样做的目的也是董事会想极力避免再次重演2005年任命Pélisson先生时的混乱局面。当时，解聘前任Jean-Marc Espalioux的决定还未公布，消息就已走漏，并严重影响了集团的运作。Adding to the strife back then was the fact that Mr Pélisson is the nephew and heir of Gérard Pélisson, one of Accor’s founders. This inevitably prompted questions over whether he had won the job purely on merit. 当时颇具争议的是Pélisson先生是雅高集团创建人Gérard Pélisson的侄子和继承人。这不可避免地让人怀疑他是否完全因出身才获得职位。Since then, however, Mr Pélisson has dispelled any such doubts. He built up the group’s business in pre-paid service vouchers through a series of acquisitions before floating it as a separate company in July. He steered Accor safely through the recent downturn, in which its hotels—mainly budget and mid-range brands, such as Motel 6 and Ibis—did better than those of other groups. He also pushed through an upgrading of Accor’s more upmarket Sofitel brand. The hotel business’s revenues for the first nine months of the year were 7.4% higher than a year before, and it recently raised its target for full-year operating profits to more than €400m ($550m). 但此后的Pélisson先生逐渐摆脱了这些质疑。他通过一系列收购，建立了集团的预付费服务票据业务，并在7月将其分离成独立运作的