As subscription models become mainstream, consumers have more choice in how they access travel benefits, experiences and loyalty programmes. Accor Plus CEO Emilie Couton shares what attracts travellers to paid membership and how to engage them beyond the initial purchase.

Accor Plus has released a report examining what consumers value in travel loyalty subscriptions. The New Travel Value Exchange report used data gathered over a year involving 7,078 consumers across 11 markets, with results directly informing Accor Plus’ revamped paid loyalty programme ALL Accor+ Explorer, which launched on October 1, 2025.

Developed in partnership with strategy and insights consultancy Forethought, the report examines what attracts travellers to paid membership and what keeps them engaged beyond the initial purchase.

In an exclusive interview with Couton, she shares her views and we asked what surprised her the most from the findings.

How has the paid subscription ALL Accor+ Explorer been received since its revamp 12 months ago?

We’ve had a positive first year since launching ALL Accor+ Explorer in October 2025, with continued member engagement and expansion into new markets. Today, we have more than 485,000 members across our network, which has expanded to 30 countries in Asia Pacific, alongside our recent entry into the Middle East.

An important measure of success is the contribution our members make to our hotels. Explorer members stay five times more often and spend four times more than non-members. Over the past year, our members have generated approximately 3.8 million room nights, demonstrating the scale of the programme’s contribution to hotel demand.

The membership also supports hotel revenue beyond accommodation. Our dining benefits encourage members to visit participating restaurants and bars, including when they aren’t staying at the hotel. We’ve continued to expand the programme in 10 countries in the Middle East this year, providing members with more destinations to explore and participating hotels with access to a broader membership network.

Our focus for the next phase is growing membership, increasing engagement and continuing to demonstrate the value of the programme to our hotel partners and continued market expansion.

Tell us about some of the new report’s key findings.

We recently released The New Travel Value Exchange, a publication exploring the changing expectations of travellers who choose to pay for loyalty.

The publication shares the research that informed our ALL Accor+ Explorer transformation, including choice modelling across 14 markets and approximately 85,000 simulated membership choices.

The first finding is that tangible value matters. Our research found that the stay benefit and membership price together accounted for 62% of membership choice. Travellers want to understand what they’re paying for and how they will benefit.

The second is that more benefits don’t necessarily create more value. The research reinforced the importance of prioritising benefits that influence membership decisions, rather than simply adding more to the proposition.

The third is that expectations evolve after joining. While practical benefits influence the initial decision, recognition, relevance, access and consistency become increasingly important in the ongoing membership relationship.

This has implications for both loyalty programme design and hotel operations. Membership needs to deliver immediate value while also creating reasons for members to discover more to remain engaged.

For hotels, it reinforces the importance of delivering membership benefits consistently and recognising the guest throughout their stay.

Which findings surprised you the most?

Accor Plus has been operating in the paid travel membership space for more than 30 years. We had a strong understanding of our members and what had historically driven the success of the programme.

However, traveller expectations have evolved considerably. Subscription models are now part of everyday life, and consumers have more choice in how they access travel benefits, experiences and loyalty programmes.

As we looked to transform ALL Accor+ Explorer, we recognised the importance of challenging some of our long-held assumptions about what travellers value and what motivates them to pay for membership.

Rather than simply evolving our existing benefits, we wanted to understand what the next generation of paid travel membership should look like.

One of the more interesting findings was that additional benefits don’t necessarily translate into greater perceived value. Our research showed that the stay benefit and membership price accounted for 62% of membership choice, reinforcing the importance of a clear and focused proposition.

The research also helped us better understand how value evolves throughout the membership journey, from the tangible benefits that influence someone to join to the recognition, relevance and experiences that contribute to ongoing engagement.

These insights helped inform the transformation of ALL Accor+ Explorer, highlighting the growing importance of access, meaningful experiences and recognition, particularly among younger travellers, and continue to shape our approach to member engagement, retention and the future of paid travel loyalty.

How has AI impacted travel loyalty programs?

AI is changing how travellers discover, compare and book travel, making it easier to assess options based on price, availability and personal preferences.

Research referenced in our publication from Skift suggests that 71% of travellers would be likely to switch if an AI agent found them a better deal.

This raises an important question for our industry: when technology makes it easier to compare options, what gives travellers a reason to remain loyal?

For paid membership programmes, the opportunity is not simply to make membership easier to discover, but to continue creating value beyond what can be reduced to price, availability or features.

Price will always influence travel decisions, but it’s only one part of the equation. Travellers also remember how they were treated, the people they connected with and the experiences they had.

AI presents opportunities for hotels to better understand guest preferences, anticipate needs and deliver more relevant, personalised experiences. For hotel operators, the opportunity is to use technology to support their teams, while recognising that human connection and the guest experience remain central to building lasting loyalty.

Ultimately, the role of paid loyalty programmes is to give travellers compelling reasons to stay connected, even when alternative offers are readily available.

Share what properties can do to increase value and earn members’ loyalty?

Our research reinforced that loyalty is influenced by the ongoing experience, not simply the benefits available through a programme.
For hotel leaders, there are several practical opportunities to strengthen member engagement and contribute to retention.

Ensure consistent delivery of membership benefits. Members need confidence that they can access and use their benefits easily, whether booking accommodation, checking in or dining at the hotel.

Continuous training with hotel teams to grow member recognition and engagement across all functions.

Use guest insights to improve relevance. Understanding member preferences, travel patterns and previous experiences can help teams provide more personalised service and identify opportunities for engagement.

Extend engagement beyond accommodation. Restaurants, bars and hotel experiences provide opportunities to connect with members between stays, particularly in domestic markets such as Australia and New Zealand.

Identify what makes each property distinctive. Hotels can draw on their location, culinary expertise, history and local partnerships to develop experiences that members may not otherwise discover.

Ultimately, the opportunity is to integrate membership into the hotel’s broader commercial and guest experience strategy, rather than treating it as a standalone loyalty initiative.