Accor's Marcus Simões Jr. is betting on emotional loyalty and expansion in the Americas to strengthen sales

A trajectory guided by results and global connections

Marcus Simões Jr. has over 20 years of experience in the commercial world of hospitality and tourism. "Ninety percent of my career has been in the commercial segment, whether in tourism, hospitality, or B2B distribution," says Simões, who began his career in the United States, doing an internship at Marriott.

After an initial eight-year stint at Accor, where he led Global Sales, the executive spent the last seven years at the Spanish group HBX. There, he was responsible for the product structure for Latin America. Now, back at Accor, he takes over commercial leadership for the Americas, focusing on the Premium, Midscale, and Economy segments.

Accor today and the renewed perspective of those returning

Simões sees significant changes since his first stint at Accor, while still recognizing the strength of the foundations that remain. "A lot has changed, and a lot remains the same, which is positive. Things done well remain the same," he says.

The new vice president highlights market expansion as one of the most significant advances of the last decade. "When I was here in 2018, the focus was almost entirely on Brazil. Today, the strategy has expanded, with a much stronger presence in the Americas, especially in North America and Hispanic America," he explains.

His experience in the distribution sector also transformed his outlook. "Being on the other side of the table gave me a more careful look at how our decisions can impact business generation. Understanding the intersection between segments is essential to aligning B2B and B2C strategies," adds Simões.

The essence of hotel sales

For the executive, selling hotels is more than just offering rooms: it's connecting strategies, operations, and people. "Hotel sales involve understanding the factors that drive the entire ecosystem. It's about reconciling the strategic vision of a headquarters with the needs of the units," he explains.

He emphasizes that each market has its own behavior and dynamics. "It's essential to understand the specific characteristics of each market and ensure that all key players are covered within the commercial structure," Simões emphasizes.

Franchises, management and the power of training

At Accor, most hotels operate under franchise or management models. According to Simões, success depends on ensuring comprehensive support for partner properties. "When it comes to franchises, our responsibility is to provide training, tools, and commercial support. This ensures quality execution and sustainable results," he explains.

The power of brand diversity

With 45 brands in its portfolio, Accor offers experiences ranging from economy to luxury. "Our main communication point is the DNA of each brand and the experience it provides," emphasizes Simões.

He explains that luxury is relative to customer expectations. "At Ibis, luxury lies in efficiency and strategic location. At Fairmont, luxury lies in the personalized experience. The important thing is to deliver maximum value in each category," he says.

New generations and traveler behavior

The executive emphasizes that Accor closely monitors consumer transformations, especially among younger consumers. "We seek to serve different generations within each segment, adjusting policies and experiences," he states.

Regarding the movement of people choosing to temporarily "live" in hotels, he acknowledges the trend. "It's not something new, but the format has evolved. Today, we adapt the infrastructure for longer stays, ensuring comfort and functionality," he explains.

Emotion as a link of fidelity

Simões believes that loyalty goes beyond commercial logic—it's an emotional connection. "We want to generate an emotional connection with the guest, whether it's a family creating memories at a resort or a corporate traveler who identifies with our brand," he states.

This strategy is strengthened by loyalty programs, which enhance the sense of belonging. "The emotional connection and perceived value are what sustain loyalty over time," he adds.

Positive results and optimism in the Americas

As the year draws to a close, the executive celebrates the regional performance. "We had a positive result in the Americas, with different performances among the regions, but all performing well compared to last year," he assesses.

Events like Formula 1 in São Paulo and COP30 also contribute to the positive outlook. "Expectations for the end of the year are high, especially in leisure destinations like Rio de Janeiro," says Simões.

The ideal guest

When asked about the customer profile Accor wants to attract, Marcus Simões Jr. responds without hesitation: "The guest we want is loyal. Our goal is to create lasting bonds with people from diverse backgrounds, both corporate and leisure, offering experiences that will keep them coming back."

Report and photo: Mary de Aquino.