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People & Business Development in Hospitality

03 Sep 2018 to 08 Sep 2018

Why is managing and creating a continued plan for your employees development important? Here are some reasons why your company should be investing in employee development programmes:

  • It helps attract and keep great employees
  • It helps you create promotable employees 
  • It keeps employees engaged at work
  • It helps you save and earn money 
  • It forces your company to look to the future

If you agree that employee workforce gives a competitive advantage, than each employee should have the opportunity to develop to the maximum of his or her potential to its maximum ability through our the modules we have selected for you on people development: developing trustworthy leadership, key to personal effectiveness

Business Development analyses and evaluates the different aspects of business growth routes and development processes in the hospitality industry. It considers the essential features of the strategic business context, in which any hospitality organization operates. The hotel industry needs significant business development.

A business always operates in an inter connected environment that contains several forces that affect the success of a business. Competitors, customers, economics, geo politics are all examples of external factors that may have an impact directly on your business. In order to make decisions about the future, businesses need to be aware of how & by how much will the environment affect the value of future projects. Select our Business Development modules and understand the process by which hospitality industry can get better performances by modifying features and attributes of its existing products or services. Modules to select: market scans and feasibility, entrepreneurship & assessing trends for your business, disruptive business modelling.

Join our People & Business Development Programme in Hospitality and understand the process by which hospitality industry can get better performances by allowing each employee to develop to the maxiumum of his or her potential and  modifying features, attributes of its existing products or services .

There are 5 modules options spread on the course of 2 days that combine each different knowledge, competencies and mindset.  Each module is constituted of interactive lectures, case studies and hands-on exercises.

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This Programme is part of the Career Development Programmes

Customize your programme according to your schedule and your needs.

  • Professors

  • Learning objectives

Bruno Asselin is  visiting lecturer Hospitality & Luxury marketing at EHL since 2011.  He specializes in developing new brand & new market segment:

– At Nestlé, during 10 years he developed the business model and pilot launches for Nespresso. He opened Nespresso USA.

– Managing director of a New York branding & communications agency (Arnell Group) for 10 years, he contributed to the development and launch of Powerbrands such as Starwood, Allure by Chanel or Samsung.

– Currently owner of Brand DNA-Geneva, he contributes to the creation of new product segments for Bourjois (ONE), Timex (GC), Edrington (Macallan) and high potential Taiwanese Brands.

Bruno Asselin

Visiting lecturer in marketing at Ecole Hôtelière de Lausanne

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Mr Rein has a wide range of international multi-site management and consulting experience within the hospitality industry. His expertise spans the whole hospitality sector, ranging from 0 to 5 star properties, residences, resorts and restaurant chains.

Remy Rein has executed transactions of single and portfolio assets (over 520 hotels transacted), performing different consulting missions including the supervision of feasibility studies, strategic advice, hotel management agreement and lease negotiations, operator selections. He has overseen valuations representing up to €5.5 billion. Its clients cover a wide range of institutions: banks, investment funds, hotel chains, hotels franchisees and private equity investors.

Mr Rein starts his career in London in 1983 at Hilton.  He joined Accor in 1987 as Hotel General Manager successfully turning around properties in France and the USA. He managed the operational and the sales development of Atria Hotels and Convention Centres and was part of the acquisition of Motel 6 in the USA.

In 1995, M. Rein joined COGEPA, a family fund, as Vice President, Head of Hotels Division. Within 2 years he turned around the business, restructuring, selling, and acquiring new assets contracting and supervising construction and full renovations.

In 2001, he joined Holder group to supervise Paul Bakeries and shops in Paris region.

In 2003, he started his own consultancy practice, working with leading groups in different industries. He worked on a wide range of missions, including feasibility studies, strategic repositioning and change management projects, franchise and management contracts, and asset management.

In 2005, M. Rein joined a hotel real estate advisory group associated with CB Richard Ellis, which was then acquired by BNP Paribas Real Estate in 2007, and was promoted to Deputy Director.  Until 2016, he was instrumental in developing this division, contributing in tripling its revenues.

Since 2000, M. Rein is a regular guest lecturer in Hospitality Managment.  He has an MBA from IMHI Cornell ESSEC with a concentration in International Hotel Finance and Management and a Masters degree in Human Resources from Lyon 3 University.

Remy Rein

Senior Lecturer in Asset Management at Ecole Hôtelière de Lausanne

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Meng-Mei Maggie Chen is an Assistant Professor at Ecole hôtelière de Lausanne (EHL), Switzerland. Her research interests include consumer behaviour, hotel distribution channel optimization, and hotel marketing.  She has extensive international education and working experiences in Asia, the US, and Europe. Her hospitality industry employments include various positions in travel agencies, hotels, and a casino. She has delivered consulting and training services to industry practitioners in hotel distribution strategy, digital marketing, and customer relationship management. Her understanding of finance and hotel operations brings rigor to her marketing thinking. She leverages her sense and sensitivity from her cross cultural experiences to deliver unique insights.


Meng-Mei Maggie Chen

Assistant Professor at Ecole Hôtelière de Lausanne

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Olivier Verschelde. Prior to joining Lausanne Hospitality Consulting Olivier has been involved in managing a new boutique hotel & spa project near Paris as well as taking the lead in the development of several food and beverage outlets from conceptualization to start-up. One of these being a gastronomic restaurant which received its first Michelin Guide star five months after its initial opening. Olivier graduated from the Ecole Hôtelière Lausanne in 2003 and has been building up his knowledge of operations in hospitality industry ever since.  He confirmed his expertise in managing projects by obtaining a Project Management Professional (PMP) certification in 2012. He has worked several years on high profile projects within Europe and has consequently a good understanding of both the local and national market. His is a native Dutch speaker and also speaks in English, French, German as well as Spanish. He’s always on the lookout to apply the latest in technological advancement within the industry to current projects.

Olivier Verschelde

Senior Consultant at Lausanne Hospitality Consulting

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André Mack has extensive experience in the in-flight catering industry and in management consulting. He has specialized in the areas of strategic marketing, customer service and business process re-engineering.

He is Director, Lausanne Hospitality Consulting, and alumni of University St. Gallen, Ecole hôtelière de Lausanne and holds an EMBA from HULT International Business School.

The consulting mandates in strategic business analysis, re-engineering of management and operational processes, operational and quality auditing of hospitality business units, as well as the development of hospitality learning centres, have allowed him to touch base in New York, Sydney and many countries between these two destinations.

André speaks French, German and English, mixing it up sometimes with the various Swiss German dialects.

André Mack

Director at Lausanne Hospitality Consulting

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  • Identify the major implications of financial accounting on financial information
  • Explain the contents, sources of data and presentation of the three key financial statements
  • Identify the main profitability, liquidity, solvency and investor ratios and their implication on investment decisions
  • Describe unique aspects of real estate markets
  • Define the structure of the commercial real estate markets
  • Explain the structure of the hospitality business
  • Employ business tools to monitor and measure effective asset management
  • Use investment appraisal analysis techniques for strategic decision making
  • Assess Alternative sources of funding and cost of capital in the current market
  • Apply risk and sensitivity analysis techniques to business decision making
  • Beyond budgeting, understand ways to manage the decisions and actions that give rise to costs
  • Relate the creation of customer value to the generation of costs
  • Connect strategy theory to pragmatic strategic solutions
  • Understand how appropriate strategy helps manage competitive pressures
  • Identify key trends of importance to their business and develop strategic plans to manage them


  • Analyze and interpret the three key financial statements
  • Analyze the performance of a business at operational and corporate levels
  • Perform an investment analysis using cost concepts and value creation measures
  • Practice a range of techniques to evaluate business data for decision making
  • Measure the impact of business decision making on profitability and cash flow
  • Create business plans and feasibility analysis
  • Make tradeoff decisions, balancing what your customers value with what they are willing to pay, required for effective cost control
  • Designing products and services in such a way that resulting costs are appropriate
  • Develop trend analyses
  • Recognize and learn how to use the different strategy frameworks
  • Develop strategic plans relevant to the different strategic pressures
  • Recognize and implement change management


  • Be able to question one’s own talent assessment practices and remain objective in a process of talent identification
  • Build awareness about common behavioural errors that managers are prone to
  • Practice critical analysis in business planning
  • Evaluate the viability of alternate business propositions
  • Customer-centric perspective
  • Strategic view required for causing rather than merely responding to shifts in the balance of competition
  • Recognize the need to balance quality and quantity in management actions
  • Develop a future and strategy oriented outlook
  • Accept that all management actions have strategic implications

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