Pierre Frédéric Roulot: "Let's become the best hosts for Chinese guests"

You have known the group Jin Jiang for 5 years since you worked together on Campanile-Jin Jiang co-branding. What is different now that you are part of the group?

The major difference is that we now need to obtain decisions from the group within our strategic plan. However, I sense the respect the group has for our experience in hospitality. For example, we have been asked to coordinate the development of all the group's brands worldwide: for Louvre Hotels on Chinese territory and for Jin Jiang in Europe. It is a matter of rationalizing development according to the characteristics of each market. There is a great deal of confidence in the strategy developed prior to the acquisition. Another clear example is that we were given a great deal of autonomy for two takeovers: Nordic in Germany and a portfolio of hotels in Poland, with strong financial backing that accelerated the process.

The decision process could potentially be slowed down by the Chinese government; is that the case?

Honestly, I don't feel any more pressure than with an American fund. It is not necessarily the same process; it does not slow down at the same point, but it is not longer. Our German deal is an example: negotiations were already advanced, and things were not slowed by our Chinese shareholder; on the contrary: they encouraged us to move rapidly by agreeing on principle. It is a state-owned corporation of the PRC, listed on the Hong Kong and Shanghai stock exchanges, which means following well-established procedures as with another listed shareholder.

Do you feel any significant difference in behavior compared to your former, American, shareholder with which you were more familiar ?

American culture has been a part of my job for thirty years and the Chinese culture a bit less. I...