China is once again becoming one of the most strategic areas for theinternational hotel industry. After several years marked by border closures, the gradual resumption of travel and the restructuring of consumption, the country is regaining a central place in the development plans of major groups.

Accor has just sent a particularly strong signal. On July 7, 2026, the French hotel group detailed a new phase of its Chinese strategy in Shanghai. Its portfolio now includes more than 830 hotels operating in Greater China, spread across more than 50 cities, under 17 brands. Accor also boasts more than 140,000 rooms and aims to reach 1,600 properties within the next five to six years.

The luxury segment plays a key role in this acceleration. The group already operates more than 50 luxury hotels in Greater China and has over 40 high-end projects currently under development. This density transforms the Chinese market into a growth laboratory, but also a testing ground for design, dining, wellness, loyalty programs, and new forms of premium travel.

Accor in China: Growth that is changing scale

The figure of 830 hotels gives a sense of the network's scale. Accor no longer sees China as a market for one-off expansion. The group is building a genuine hotel ecosystem there, capable of covering several price points and different types of stays.

This presence encompasses business trips as well as leisure travel, city breaks, resorts, events, cultural tourism, and culinary getaways. It allows Accor to cater to a highly diverse Chinese clientele while also supporting the return of international travelers.

The announced strategy is based on four priorities: strengthening the high-end segment, expanding the mid-range segment, consolidating partnerships, and revitalizing brands. This roadmap illustrates Accor's desire to avoid uniform growth.

In theluxury hotel industry, quantity is not enough. Each opening must correspond to a specific destination, a type of clientele, and a precise promise. An urban palace in Shanghai does not meet the same expectations as a resort in a natural setting or a cultural institution in Xi'an.

International activity is expected to increase by 46% by 2026

One of the most important figures in the announcement concerns international customers. Since the beginning of 2026, Accor indicates that its inbound tourism business in mainland China has grown by 46% year-on-year.

This growth is particularly driven by three source regions: Asia-Pacific, the Middle East, and Europe. It confirms China's gradual return to international routes.

The phenomenon goes beyond simply the recovery in volume. International travelers directly influence the organization of hotels. They expect multilingual service, seamless booking, international comfort standards, reliable connectivity, and dining options that combine local cuisine with global influences.

For luxury establishments, this clientele also increases demand for concierge services, private transfers, cultural tours, gastronomic experiences, suites, lounges and personalized services.

The return of international visitors therefore helps to increase the value of their stay. It supports restaurants, spas, bars, private experiences, and all ancillary revenue streams.

More than 40 luxury projects in development

Accor announces more than 40 luxury hotel projects under development in the region. This pipeline constitutes one of the most significant elements of its strategy.

A hotel pipeline comprises properties that have been signed, are under construction, or are in the planning stages, with openings expected over several years. It represents a long-term commitment, as each project requires investment, partners, an architectural identity, a brand strategy, and trained teams.

The establishments mentioned include:

Fairmont Hangzhou Huagang
Sofitel Xi'an Chanba
MGallery Collection Hangzhou Jianghehui
MGallery Collection Pujiang
Swissôtel Hangzhou Westlake
Pullman Shanghai Qilu

Accor also mentions an intention to collaborate on a project in the Wolongof Sichuan.

This mapping reveals a strategy that is not limited to Beijing and Shanghai. The group is also investing in regional cities, cultural destinations, and territories capable of attracting leisure travelers.

Fairmont, Sofitel, Raffles and MGallery: brands with distinct roles

Accor's luxury portfolio is built on several brands, each with a specific function. Raffles sits at the top of the pyramid. The brand embodies highly personalized luxury, associated with suites, fine dining, iconic bars, and exceptionally attentive service. In Greater China , Raffles has a presence in Hainan , Shenzhen , and Macau , among other locations .

Fairmont cultivates a monumental hospitality, often associated with grand hotels, historical destinations, and meeting places. The future Fairmont Hangzhou Huagang is intended to reinforce this presence in a destination known for West Lake and its scenic heritage. Sofitel offers a French interpretation of hospitality. The brand combines design, gastronomy, the art of living, and local references. Accor highlights Sofitel's recent openings in Changzhou and Anji.

Sofitel Legend occupies a rarer, more exclusive heritage status. The Sofitel Legend People's Grand Hotel Xi'an is part of a very select global collection. The Sofitel Legend Wuxi, slated to open in 2025, is set to become the brand's second property in China.

MGallery Collection caters to a different expectation. Each hotel develops its own unique identity, linked to its architecture, history, or destination. This flexibility is particularly suited to travelers seeking distinctive experiences rather than international standardization.

Hangzhou, Xi'an, Shanghai and Sichuan: a geography of premium travel

Accor's expansion is redefining the landscape of luxury travel in China. Hangzhou combines heritage, nature, the digital economy, and a refined lifestyle. West Lake remains one of the country's most iconic landscapes. The city lends itself to sophisticated hotels focused on gardens, tea, wellness, and regional cuisine.

Xi'an possesses exceptional cultural power. A former imperial capital and the historic starting point of the Silk Road, it attracts travelers interested in history, architecture, and heritage experiences. Shanghai remains the major international hub for Chinese hospitality. The city concentrates business travel, trade shows, gastronomy, shopping, and a highly informed local clientele. A luxury hotel there becomes as much a social address as a place to stay.

Sichuan offers a different kind of potential. The region is known for its landscapes, nature reserves, pandas, and a strong culinary identity. A hotel project around Wolong could combine nature, conservation, wellness, and experiential tourism. This diversity allows Accor to spread its risks while catering to several forms of premium tourism.

Gastronomy as a driver of hotel desire

In contemporary hospitality, the guest room is no longer the sole product. Restaurants, bars, tea rooms, and culinary concepts all contribute directly to a hotel's reputation. In China, gastronomy plays a strategic role, allowing international hotels to establish themselves within their destination without losing their brand identity.

A Sofitel can showcase the French art of living while working with regional products. A Fairmont can develop a large brasserie, a destination Chinese restaurant, and a cocktail bar. An MGallery can build a more intimate experience around a chef, a terroir, or a local story. Hotel gastronomy also attracts a clientele that isn't necessarily staying at the hotel. Restaurants become places for meeting, celebrating, and socializing.

This model enhances the hotel's local appeal. It also diversifies revenue streams by reducing reliance on accommodation. For further reading, Luxe Daily already explores gastronomy as a palace experience at the Trianon and the exclusive restaurant at the Hôtel de Crillon.

Well-being and sleep at the heart of the move upmarket

The demand for luxury is evolving towards quieter, more personal experiences. Comfort is no longer simply defined by the size of a room or the prestige of the materials.

Travelers are now looking for measurable sleep quality, good acoustics, clean air, appropriate lighting, and high-performance bedding. Spas are also evolving. They no longer offer just one-off treatments, but rather programs focused on recovery, nutrition, movement, and stress management.

In China, this trend resonates with local traditions of health and well-being. Hotels benefit from designing cohesive programs rather than simply offering a collection of services. Luxury is then expressed through meticulous attention to detail: room temperature, quiet, quality of pillows, availability of late-night treatments, personalized breakfasts, or recovery after a long flight.

Local partnerships, key to Accor's strategy

development in China relies heavily on alliances with real estate groups, investors and local operators.

Accor specifically mentions Jin Jiang International Group, H World Group , and Sunmei Hotels Group. These partnerships allow the French group to combine its brands and distribution systems with precise market knowledge.

Jin Jiang and Accor have been collaborating for about ten years, notably around the Peace Hotel. The partnership with H World extends to direct booking platforms and loyalty programs. With Sunmei, Accor develops brands such as Mövenpick by Accor and The Sebel.

This cooperation is essential. Local partners understand the rules, real estate practices, investor expectations, and digital habits. Accor, for its part, brings a brand architecture, operational standards, international distribution, and expertise in hotel management.

ALL Accor, loyalty as a growth infrastructure

Expanding the network only makes sense if hotels can attract and retain customers. The ALL Accor plays a central role in this. Accor reports that its booking and loyalty platform has 100 million members worldwide. This user base allows travelers to move seamlessly between multiple brands and destinations.

A loyal Sofitel guest in Paris might be recognized during a stay in Xi'an. A business traveler accustomed to Pullman might discover Fairmont for a leisure trip. Loyalty thus becomes a bridge between the different segments.

In the luxury sector, recognition goes beyond simply accumulating points. It is based on remembering preferences, the quality of service, relevant benefits, and the ability to quickly resolve difficulties.

The technology must remain discreet. The customer should not feel the mechanics of the CRM. They should simply have the impression that the hotel knows them.

China, a laboratory for the digital customer journey

The Chinese market has very advanced digital practices. Mobile booking, messaging, payment, video content, social recommendations and integrated services structure the travel journey.

An international group cannot simply transpose its Western tools. It must adapt its experience to local platforms and consumer habits.

Accor has been working on this location for several years. The group has notably developed ALL Plus China, a subscription formula designed for the market.

The challenge lies in linking booking, status, preferences, and on-site services. Travelers should be able to book a restaurant, arrange a transfer, request a late check-out, or access an experience without having to deal with multiple intermediaries.

In the luxury sector, digital performance is not synonymous with dehumanization. It frees teams from repetitive tasks so they can focus on hospitality and customer relations.

Particularly strong international and local competition

Accor operates in a highly competitive market. Marriott, Hilton, Hyatt, and IHG have a strong international presence. Chinese groups are also strengthening their portfolios and standards.

The competition takes place on several fronts:

the quality of the locations
the power of brands
loyalty programs
relations with the owners
the ability to recruit
the Restoration
technology
the profitability of assets

To differentiate itself, Accor is banking on the diversity of its portfolio. Raffles does not meet the same expectations as Sofitel, Fairmont, MGallery or Swissôtel.

This segmentation can become a strength, provided that each brand maintains a clear identity. The main risk of rapid development would be brand dilution.

Sustainable tourism and responsible luxury

The growth of the hotel sector also raises the question of sustainability. Hotels consume energy, water, food, and materials. Large projects must integrate environmental performance from the design stage.

Accor states that responsible hospitality is a cornerstone of its business model. In the luxury sector, this evolution must remain consistent with the expected experience. Reducing plastic, sourcing locally, combating food waste, improving energy efficiency, and preserving landscapes can enhance the product rather than detract from it.

A restaurant thatvalues local producers strengthens its identity. A hotel designed to maximize natural light enhances comfort. A resort that protects its environment preserves the value of its destination. Responsible luxury thus becomes a matter of economic sustainability as much as image.

What this strategy reveals about the Chinese market in 2026

Accor's announcement confirms that China remains a long-term market. The group is not simply waiting for a full recovery; it is preparing for a new phase of growth. Several trends are emerging.

The first is the return of international travelers. The 46% increase observed by Accor shows that travel flows are recovering. The second is the rise of regional destinations. Hangzhou, Xi'an, Chengdu, and Sichuan can attract a premium clientele beyond traditional tourist routes. The third is the diversification of luxury hotels. Travelers are no longer solely looking for large urban hotels. They may prefer a heritage property, a nature resort, a gourmet destination, or an independent collection. The fourth is the need for local roots. An international brand must understand digital habits, culinary tastes, and cultural expectations.

To delve deeper into the economic context, Luxe Daily analyzes the selective recovery of luxury in China in 2026 and the Saint Laurent Rive Droite establishment strategy in China.

Frequently Asked Questions about Accor in China

How many hotels does Accor operate in China?

As of July 7, 2026, Accor indicates that it operates more than 830 hotels in Greater China, spread across more than 50 cities under 17 brands.

How many rooms does the group represent?

The network has more than 140,000 rooms in the region.

What is Accor's development objective?

Accor aims for a portfolio of 1,600 hotels in the next five to six years.

How many luxury projects are currently in development?

The group announces more than 40 luxury hotel projects in active development.

Which luxury brands is Accor developing in China?

The portfolio includes Raffles, Fairmont, Sofitel Legend, Sofitel, MGallery Collection and Swissôtel.

Why is the international clientele important?

It supports high-value overnight stays, suites, dining, spa treatments, private transfers, and cultural experiences. It also enhances the relevance of international loyalty programs.

Accor confirms its ambitions and redesigns luxury hotels in China

With over 830 hotels in operation, a target of 1,600 properties, and more than 40 luxury projects in development, Accor in China is clearly scaling up. The 46% increase in its international tourism business since the beginning of 2026 reinforces the credibility of this strategy. But success will not depend solely on the number of openings.

Success will hinge on the quality of its locations, brand consistency, team training, gastronomy, sleep, well-being, and local roots. The Chinese market now rewards precision more than sheer presence. For Accor, the challenge is therefore to grow without commoditizing its offering and to combine international strength, local culture, and luxury hospitality.

Main official sources

Official French sources

About the author

Julien Vasseur

Food & Travel Editor

Julien Vasseur writes about gastronomy, travel, and great places with a simple and curious perspective. He enjoys highlighting locations, restaurants, and experiences…

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Accor in China: the rise of a luxury hotel portfolio