Creating Value in Hospitality

26 Feb 2018 to 03 Mar 2018

Increasing occupancy rates and revenue by improving customer experience is the aim of modern hospitality organizations. To achieve these results, hotel managers need to have a deep knowledge of customers’ needs, behavior, and preferences and be aware of the ways in which the services delivered create value for the customers and then stimulate their retention and loyalty.

Most organizaions today recognize the importance of improving customer service to differentiate from the competitors.

In this programme you will be introduced to techniques to create and measure value in Hospitality.

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.

Creating Value in Hospitality February 26th to March 3rd, 2018

Feb 26
to
Feb 27

or

Feb 28
to
Mar 01

or

Mar 02
to
Mar 03
  • Professors

  • Learning objectives

Karen Earl Erpelding is an EHL graduate, and holder of an MBA from the University of Strathclyde, Scotland.  Her industry experience ranges from restaurants, hotels and cruise liners to event communication and marketing.  Currently Senior Lecturer in Accounting and Finance at EHL, she has also previously taught business economics, management control and cost accounting.  She coaches numerous Student Business Projects in a wide variety of industries, as well as providing support numerous to start-ups in EHL’s business incubator. Karen has also been involved in consulting and training missions for EHL, both in Switzerland and overseas.

Karen Earl Erpelding

Senior Lecturer in Accounting at Ecole Hôtelière de Lausanne

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Prof. Prashant Das serves as an assistant professor of real estate finance at Ecole hôteliere de Lausanne. He served on engineering and managerial roles with several multinationals. He has earned four international best research paper awards and a teaching excellence award. Having published 9 peer-reviewed scientific papers and a book, he has taught graduate and undergraduate level courses in three continents. He has been covered by electronic and print media and often writes op-eds and articles for popular press. In his free time he likes to paint with oil on canvas, and sculpt in wood and clay.

Prashant Das

Assistant Professor of Real Estate Finance at Ecole Hôtelière de Lausanne

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Pierre Verbeke is a Senior Consultant at LHC. He has an extensive career in hotel operations, pre-openings and rebrandings. He is first and foremost an operational person having managed several hotels in Belgium and having set up many pre-opening teams in different countries. He also has gained a wealth of experience opening hotels for a large Hotel Operator in various European, North African and Eastern Europe countries. He is particularly at ease with project management and knows how to deliver the highest quality of service within the agreed timeframe.

Pierre has experience with leased, managed and franchise properties and understands the various demands from owners, investors, operators within the different projects. Pierre is an alumnus of Ecole hôtelière de Lausanne. He speaks Dutch, French, German and English, with some notions of Spanish.

Pierre Verbeke

Senior Consultant at Lausanne Hospitality Consulting

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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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Wei is a Senior Consultant at Lausanne Hospitality Consulting. He has assisted many international organizations in the service sector, such as luxury goods company, insurance and banking, in designing and delivering tailored training programmes to enhance their customer service excellence and experience. His role also involves in developing hospitality learning centres around the globe and ensure sustainable growth and competitive advantage of each institution.

Prior to LHC, he worked in the hospitality industry in Argentina and Switzerland and also collected experience in the education sector. Wei was responsible for talent sourcing for Ecole hôtelière de Lausanne, recruiting young future leaders for the hospitality industry.

Wei is a life member of Clare Hall, a constituent and graduate college of the University of Cambridge where he obtained his postgraduate degree. He is also alumnus of Ecole hôtelière de Lausanne, and possesses a degree in Hospitality and Restaurant Management from the Escuela Internacional de Hotelería y Turismo CENCAP in Buenos Aires, Argentina.

Wei-Cheng Chen

Senior Consultant at Lausanne Hospitality Consulting

more infos

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

Any question

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