Mr. Wilson

Graham Wilson

Senior Vice President Sales & Marketing

Accor Asia Pacific

Graham Wilson heads the Sales, Marketing and Distribution arm of Accor Hotels in Asia Pacific. Accor iGrahams Europe’s leader in hotels with more than 3,500 properties in 92 countries throughout the world with over 550 hotels in 16 countries across Asia Pacific. In January 2010, Mr Wilson assumed his current position as Senior Vice President Sales, Marketing & Distribution and is part of the global Sales & Distribution management committee. Based in the Asia Pacific headquarters in Singapore, he is responsible for overseeing the company’s overall Sales, Marketing, Loyalty and Distribution strategy throughout the region.

Mr Wilson was previously Vice President Marketing - Asia Pacific for Accor, a position he had occupied since October 2007. Having worked for Accor Hotels for 18 years, he has had the unique opportunity to be part of Accor's “pioneering team” in Asia Pacific which has successfully launched close to 400 hotels and 9 different global brands in this dynamic and fast paced region.

Mr Wilson joined Accor in 1993 and was based in Bangkok as Director of Sales and Marketing until 1997 when he returned to Australia. He was previously Director of Marketing for Resort Hotels of Australia based in Sydney.

Mr Wilson is on the Advisory Board for Atout France and was honoured in 2006 with Accor's top level executive award, the “Gold Bernache” medal.

Accor serves travelers through its luxury and upscale brands Sofitel and Pullman, as well as its midscale Novotel and Mercure products, and economy chains Ibis and All Seasons. In addition, it operates budget brands Motel 6 and Formule 1.

Mr. Wilson can be contacted at 800-6161-367 or graham.wilson@accor.com

Coming Up In The April Online Hotel Business Review




Feature Focus
Guest Service: The Personalized Experience
In the not-too-distant future, when guests arrive at a hotel, they will check themselves in using a kiosk in the lobby, by- passing a stop at the front desk. When they call room service to order food, it will be from a hotel mobile tablet, practically eliminating any contact with friendly service people. Though these inevitable developments will likely result in delivered to their door by a robot. When they visit a restaurant, their orders will be placed and the bill will be paid some staff reduction, there is a silver lining – all the remaining hotel staff can be laser-focused on providing guests with the best possible service available. And for most guests, that means being the beneficiary of a personalized experience from the hotel. According to a recent Yahoo survey, 78 percent of hotel guests expressed a desire for some kind of personalization. They are seeking services that not only make them feel welcomed, but valued, and cause them to feel good about themselves. Hotels must strive to establish an emotional bond with their guests, the kind of bond that creates guest loyalty and brings them back time and again. But providing personalized service is more than knowing your guests by name. It’s leaving a bottle of wine in the room of a couple celebrating their anniversary, or knowing which guest enjoys having a fresh cup of coffee brought to their room as part of a wake-up call. It’s the small, thoughtful, personal gestures that matter most and produce the greatest effect. The April issue of the Hotel Business Review will document what some leading hotels are doing to cultivate and manage guest satisfaction in their operations.