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Business Development in Hospitality

02 Sep 2019 to 07 Sep 2019

A business always operates in an inter connected environment that contains several forces that affect the success of a business. Competitors, customers, economics, innovation to name a few. In order to make decisions about the future, businesses need to be aware of how and by how much will the environment affect future value of a project.

Get inspired to be ready and influence your business environment for the coming years.

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.

We have designed a programme of 3 modules in order to get inspired for your hospitality business, which includes the following:

  • Scanning your market and analysing your feasibility project: become aware of the environment in which their businesses operate, learn to sift through tons of information that exists to identify and analyse the most relevant.
  • Assessing Trends for your business: understand how to identify, recognize and use up-coming trends to develop practical innovative solutions in order to have new opportunities, to constantly surprise our consumers and to stay ahead of competition.
  • Developing Disruptive Businesses: identify and overcome the challenges of the world today by developing their strategic leadership skills. Moreover to anticipate strategy decay and successfully plan for resilience by employing a disruptive mindset to the status quo.

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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 2nd to 7th 2019

Sep 02
Sep 03
Sep 04
Sep 05
Sep 06
Sep 07
  • Professors

  • Learning objectives

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

more infos

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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Dr Ray F. Iunius is the author of various academic and professional articles published by journals in the management of services, technology, and innovation. He is also the author of a number of books such as « Industrie de l’accueil », « Hôtellerie de Luxe », « La gestion des spas », “Un Hôtel, un modèle ?” in de Boeck editions and co-author of the “Lausanne Report on the future of Hospitality Industry.”
He is the founder of the Ecole hôtelière de Lausanne Institute of Technology and Entrepreneurship (EHLITE), the Institute for Innovation and Entrepreneurship (INTEHL), the Students Business Projects (SBP), the EHLITE magazine, and the Chair of Innovation Paul Dubrule.
Ray earns a BSc, MS and PhD in Technical Sciences from the University of Transylvania Brasov and an MBA and PhD from the Faculty of Business and Economics (HEC) of the Lausanne University. He is currently Director of Business Development at Lausanne Hospitality Consulting, an Ecole hôtelière de Lausanne and Swiss Hotel Association company.

Ray Iunius

Director Business Development at Lausanne Hospitality Consulting

more infos


  • 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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