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Hotel Development
Partnering for Growth: The Expanding Role of Franchising in Accor’s Luxury & Lifestyle Strategy
January 29, 2026
The idea of having one partner, rather than a multi-brand portfolio, is about achieving economies of scale across our structure.
Andrea Girolami
Founder and President of AG Group, and owner of four Accor-franchised luxury properties
As the luxury hospitality market continues to evolve, partners are increasingly seeking the right balance between preserving their independence while also benefiting from the strength, scale, and size of a global brand.
In this context, franchising is one of Accor’s strategic growth levers — long established across Premium, Midscale & Economy brands — and now increasingly contributing to the expansion of its Luxury & Lifestyle portfolio, driving the Group forward while fueling ambition, accelerating innovation and creating long‑term value for its trusted partners and investors.
And when alignment is strong, it can lead to truly symbiotic partnerships built on shared objectives ౼ combining the owner’s operational leadership and the reassurance that comes with Accor’s brand power, distribution engines, and global support.
While franchising has long been an integral part of Accor’s development strategy, its application within the Luxury & Lifestyle portfolio is relatively recent — focused on opening up to this model with carefully chosen, trusted partners — alongside management, which remains the core approach for ensuring full control over brand integrity and the guest experience.
Within these carefully selected partnerships, Accor works with trusted, well-established owners whose operational experience enables them to fully leverage their deep local market expertise and commitment to excellence.
Today, Accor accelerates the growth of our Luxury & Lifestyle brands and sets off on a quicker and more agile path to expand the Group’s footprint through relevant franchise partnerships. For example, MGallery and Emblems Collection are both collection brands, designed to bring together independent properties with their own distinctive character — an approach that often creates easier opportunities for conversion and franchising — while Sofitel’s owners are often drawn to the blend of independence and powerful global reach.
Meanwhile Ennismore’s Mondrian and Morgans Originals brands, with their bold positioning, cultural influence and strong lifestyle appeal, resonate with owners looking to enhance their portfolios through distinctive, high-impact projects.
We sat down with Andrea Girolami, Founder and President of AG Group, and owner of four Accor-franchised luxury properties — Palazzo Sozzini Malavolti, Relais San Clemente and Masseria Furnirussi within the Emblems Collection, as well as Sofitel Genoa Waterfront — and of the future Raffles Lake Como (under management contract) to hear his perspective on franchising.
Explore His Insights Below
Andrea, can you briefly introduce AG Group and its journey so far?
AG Group operates across three lines of business: tour operating, consultancy, and hospitality. We started around 25 years ago as part of a family business, with a white-label business model. After COVID, we decided to change our approach and start a new partnership with a stronger brand.
Tell us about one of your franchise properties?
I decided to take on the Relais San Clemente Emblems Collection project after a visit to London, where I discovered one of your hotels that was already part of your portfolio. With San Clemente, we are experimenting with something unique. It combines a medieval building with modern villas, each with its own pool. We are also developing a large spa and wellness center, which will be one of the biggest in the region.
How do you see luxury hospitality evolving in the years ahead?
Demand is clearly changing, and the market is very fragmented at the moment. In my opinion, clients are looking for something different ౼ a different concept of hospitality that is less formal and more experiential. They want to enjoy a unique experience while moving away from the stereotypes of luxury. Luxury means everything and nothing at the same time ౼ it is about lifestyle, but also increasingly about well-being.
What matters most to you in your relationship with a hotel group ౼ and with Accor in particular?
For me, the idea of having one partner, rather than a multi-brand portfolio, is about achieving economies of scale across our structure. It allows us to maximize several activities, especially marketing and communication. The support we receive from Accor is smart, straightforward, and exactly what I was expecting.
Finally, what makes a franchise project truly successful today?
Looking at the market, you need support in distribution, but also in HR. You need support to meet clients’ growing expectations by offering unique services. In the end, it’s a mix of everything ౼ from services and system delivery to distribution and brand awareness.
AG Group's Accor Luxury Portfolio
Palazzo Sozzini Malavolti, Emblems Collection; Relais San Clemente, Emblems Collection and Masseria Furnirussi, Emblems Collection are expected to open their doors in 2026, and Sofitel Genoa Waterfront will open in 2027.
Interested in partnering with Accor through franchising? Discover our Hotel Development opportunities.
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