Business Development in Hospitality

03 Sep 2018 to 08 Sep 2018

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 significance 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 to name a few. In order to make decisions about the future, businesses need to be aware of how & by how much will the environment affect future value of a project.

Join our Business Development Programme in Hospitality and understand the process by which hospitality industry can get better performance through modify feature and attribute of it recent product or services developing new product or service toward the inside new market In the hospitality industry.

There is a 5 modules options of 2 days which combine different knowledge, competencies and Mindset.  Each module combines 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.

Business Development in Hospitality September 3rd to 8th, 2018

Sep 03
to
Sep 04

or

Sep 05
to
Sep 06

or

Sep 07
to
Sep 08
  • Professors

  • Learning objectives

Abhishek Jakate, joined LHC as an Associate in 2014 & since 2016 his role as a Consultant involves working in management consulting and supporting the executive education and development of learning centers.

Prior to joining LHC, Abhishek worked in Saas-Fee, Switzerland as a Financial Controller for a private hotel company, where he was responsible for the financials of 3 hotels and assisted the general manager in operations. He was part of the team that took the company through the restructuring period after the addition of two new hotels with different ownership structures. In South Africa, he gained experience in operational restructuring at a luxury boutique property re-opened after extensive renovations.

An alumnus of the Ecole hôteliére Lausanne graduating in 2012, Abhishek speaks English, German, Marathi and Hindi and is currently working on improving his skills in French.

Abhishek Jakate

Consultant at Lausanne Hospitality Consulting

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Jos Jumelet is a Senior Consultant at LHC. He is an operator at heart and has great experience in the field of hotel management. He has experience in leading owned, managed and franchised hotels. He is result oriented with a strong focus on quality. He has also gained experience in the leisure industry, which reinforces his strong knowledge of owner – operator relations. Jos has been involved in hotel selling and acquisition as well as in rebranding. He has additional project experience in hotel renovations, extensions and has overseen clustering activities. Jos is an alumnus of Ecole Hôtelière de Lausanne. He speaks English, French, German and his mother tongue Dutch.

Jos Jumelet

Senior Consultant at Lausanne Hospitality Consulting

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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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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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Knowledge

  • 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

Competencies

  • 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

Mindset

  • 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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