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Winter programme 2011 Winter programme 2011 Document Transcript

  • LAUSANNE EXECUTIVE EDUCATION WINTER PROGRAMME 07 – 23 FEBRUARY 2011 Solutions for the Hospitality IndustryLausanne Hospitality Consulting SA – Le Chalet-à-Gobet CH-1000 Lausanne 25 Page 1
  • ECOLE HÔTELIÈRE DE LAUSANNE (EHL) The idea behind Lausanne Executive Education – Winter Programme comes from the world’s oldest and foremost hospitality institution. With over 100 years of experience in hospitality education, Ecole hôtelière de Lausanne’s reputation is second to none when it comes to excellence and refinement in teaching the art of living and receiving in a demanding environment. Since 1893, EHL – located on the shores of Lake Geneva – has consistently served the elite corps of the global hospitality industry. LAUSANNE HOSPITALITY CONSULTING (LHC) LHC is the consulting and executive education subsidiary of EHL. For the 4th edition of the programme, LHC has created a choice of courses that tackle crucial issues of the business environment, dedicated to improving practical management skills. Our courses are the result of permanent analysis and self-questioning, enabling us to constantly refine and improve the purpose and the quality of the modules offered. Taught by highly qualified module leaders and facilitators, the courses are held on the premises of Ecole hôtelière de Lausanne and address executives in small-sized groups to ensure a high level of interaction and maximum learning. THE CAMPUS • State-of-the-art facilities • Modern classrooms with multimedia equipment • Professional visits and field trips • Extensive library • IT facilities with free Internet access • Parking for visitors • Daily coffee-breaks and lunch Alumni Ecole hôtelière de Lausanne (AEHL) • Get linked to EHL’s alumni network of more than 8,000 active members in over 120 countries • Details available on Associate Member, AEHLLausanne Hospitality Consulting SA – Le Chalet-à-Gobet CH-1000 Lausanne 25 Page 1Tel: + 41 21 785 13 37 Fax: + 41 21 785 13 32 - lhcconsulting.com - E-mail: lhc@ehl.ch
  • QUICK GLANCE AT THE 3-DAY YOUR REASONS TO JOIN Quality of professors—module leaders audited forMODULES competency • EHL senior faculty are joined by external internationalOPERATIONS consultants• Profit • Mix of academic and practical aspects Optimisation for Function Spaces Spas Applied industry context—practical application of all• Rooms Revenue Management topics taught • Dedicated to improving management skills in the• Customer Service Excellence industryFINANCE MARKETING • Great opportunity to acquire and refresh knowledge• Improving Business Performance and competencies • Innovative, relevant courses in an applied industry• Asset Management Decision Making context• The Wealth-Building Brand Hands-on learning—the best way• Marketing of Small & Independent • Case studies, real-scenario exercises and personal Properties anecdotesSTRATEGY BUSINESS DEVELOPMENT • Finding solutions to real problems faced by different participants from around the globe• Sustainability as Key Driver for Strategic Selection of participants—your guarantee for a Renewal Innovation consistent, high-level programme• Strategic Resilience – The Way to • As members of a group, participants of diverse profiles Continuous Success in Challenging Times influence the team’s progress• Good Ethics, Good Business • Exponential benefit: learning from each other!• Change Management • Small-sized groups—interaction and participation • Classes limited to 25 participantsLEADERSHIP MANAGEMENT • Interactive and homogeneous learning environment• Leadership Communications ensured• Women in Leadership First business school for the hospitality industry—EHL• Transformational Leadership • State-of-art facilities in a modern setting• The Key to Personal Effectiveness • Networking on a multicultural campus—contacts with• Sustainable People Development international participants and module leaders Multiple modules to choose from—à la carte selection • Four streams: Operations, Finance & Marketing, Strategy & Business Development and Leadership & Management • Select a single module or a combination of modules across streams Proficiency in Hospitality Management (PHM) • EHL recognizes—and rewards—executives committed to constantly upgrading their knowledge and competencies • In line with the practice of lifelong learning needed in today’s global knowledge economy Associate Member, AEHL (Alumni Ecole hôtelière de Lausanne) • Join the elite club of hoteliers—more than 8,000 active members in over 120 countries • First three years membership offered for PHM holders Lausanne Hospitality Consulting SA – Le Chalet-à-Gobet CH-1000 Lausanne 25 Page 2 Tel: + 41 21 785 13 37 Fax: + 41 21 785 13 32 - lhcconsulting.com - E-mail: lhc@ehl.ch
  • Fees & DiscountsFEES INCLUDE TERMS OF PAYMENT• Tuition and course materials • Module fees are due upon acceptance to• The LHC Executive Education Certificate guarantee your participation in the• Advanced Certification PHM (when applicable) module(s)• Lunch & 3 Networking coffee breaks during • Enrolment fee CHF 200.- non-refundable programme days • Payment methods are MasterCard, VISA or• Professional visits and study field trips Bank transfer (depending on the module chosen)• VAT and government taxes CANCELLATION POLICY Reimbursement will be granted if you inform• Prices indicated are per person, per module LHC of cancellation of your registration and are subject to change without prior notice before the start of the CorporateDISCOUNTS Management Programme.• Early booking for payment received before 29 • + 60 days before: 100% October 2010: -10% (cumulative) • 30 to 60 days before: 50%• Alumni member discount: -20% (non- • – 30 days before: 0% cumulative) • Substitutions of qualified candidates may be• For other group and company discounts, please made at no additional costs contact LHC directly.OPERATIONS DATES PRICE• Profit Optimisation for Function Spaces Spas 10 to 12 February 2011 CHF 2’500.-• Rooms Revenue Management 14 to 16 February 2011 CHF 2’500.-• Customer Service Excellence 17 to 19 February 2011 CHF 2’500.-FINANCE MARKETING• Improving Business Performance 07 to 09 February 2011 CHF 2’500.-• Asset Management Decision Making 10 to 12 February 2011 CHF 2’500.-• Marketing of Small & Independent Properties 17 to 19 February 2011 CHF 2’500.-• The Wealth-Building Brand 21 to 23 February 2011 CHF 2’500.-STRATEGY BUSINESS DEVELOPMENT• Sustainability as Key Driver for Strategic Renewal 07 to 09 February 2011 CHF 5’000.- Innovation• Strategic Resilience – The Way to Continuous Success in 10 to 12 February 2011 CHF 3’000.- Challenging Times• Good Ethics, Good Business 14 to 16 February 2011 CHF 2’500.-• Change Management 17 to 19 February 2011 CHF 2’500.-LEADERSHIP MANAGEMENT• Leadership Communications 07 to 09 February 2011 CHF 2’500.-• Sustainable People Development 10 to 12 February 2011 CHF 2’500.-• Women in Leadership 17 to 19 February 2011 CHF 2’500.-• Transformational Leadership 14 to 16 February 2011 CHF 2’500.-• The Key to Personal Effectiveness 21 to 23 February 2011 CHF 3’100.- Lausanne Hospitality Consulting SA – Le Chalet-à-Gobet CH-1000 Lausanne 25 Page 3 Tel: + 41 21 785 13 37 Fax: + 41 21 785 13 32 - lhcconsulting.com - E-mail: lhc@ehl.ch
  • Booking your Accommodation HOTEL RESERVATIONS TRANSPORT BOOKING • Complimentary shuttle service from the hotels in • Participants may book directly with the Ouchy and Epalinges (schedules to be hotel of their choice confirmed) • Announce that you are an EHL Winter • Participants staying in other hotels may still use Programme participant to enjoy the this service at the established pick-up points and special tariffs timings RESERVATIONS SUBJECT TO ROOM AVAILABILITY • Payment by the participant directly to the hotel upon checkout • Tourist tax, compulsory by Swiss law, vary from hotel to hotel Beau-Rivage Palace 5* Angleterre & Résidence 4* 169 rooms 75 rooms Place du Port 17-19 Place du Port 11 1006 Lausanne 1006 Lausanne +41 21 613 33 33 +41 21 613 34 34 www.brp.ch www.angleterre-residence.ch Rates from CHF 325.- Rates from CHF 230.- Mövenpick Hotel Lausanne 4* Hotel Au Lac 3* 265 rooms 84 rooms Avenue de Rhodanie 4 Place de la Navigation 4 1006 Lausanne 1006 Lausanne +41 21 612 72 87 +41 21 613 15 00 www.moevenpick-hotels.com www.aulac.ch Rates from CHF 225.- Rates from CHF 140.- Hotel du Port 3* Hotel L’Union 3* 22 rooms 42 rooms Place du Port 5 Ch. des Croisettes 2 1006 Lausanne 1066 Epalinges +41 21 612 04 44 +41 21 653 89 89 www.hotel-du-port.ch www.hotel-union.ch Rates from CHF 175.- Rates from CHF 105.-Lausanne Hospitality Consulting SA – Le Chalet-à-Gobet CH-1000 Lausanne 25 Page 4Tel: + 41 21 785 13 37 Fax: + 41 21 785 13 32 - lhcconsulting.com - E-mail: lhc@ehl.ch
  • Proficiency in Hospitality Management Advanced Certification ADVANCED CERTIFICATION The “Proficiency in Hospitality Management” advanced certification (PHM), is Ecole hôtelière de Lausanne’s system of recognizing—and rewarding—executives who are constantly upgrading their knowledge and competencies. This is proving crucial in today’s global knowledge economy where we are witnessing change at an exponential rate. Employers today favour individuals who show commitment to life-long learning by upgrading their expertise and keeping pace with industry trends. For more than a century, EHL has been committed to continuous learning and development through executive education programmes delivered at the EHL campus and in over 35 countries worldwide. HOW TO QUALIFY • A minimum of twenty days of any of LHC’s Executive Education programmes -Within three calendar years • The PHM certification is valid for five years from the date of issue—the rationale being that knowledge is ephemeral PROGRAMMES THAT QUALIFY • Modules of the annual Winter and Summer Programmes • Tailor-made courses in EHL or anywhere in the world • Courses delivered by EHL with partner schools in different countries ASSOCIATE MEMBERSHIP AEHL (Alumni Ecole hôtelière de Lausanne) is a network of more than 8,000 members in over 120 countries. As of 1 June 2004, hospitality professionals who participate in Executive Education programmes with LHC may join AEHL as Associate Member. HOW TO JOIN • Completion of at least 1 three-day Executive Education course with LHC • Enrolment via http://www.aehl.org/EHLan/Quest_adhesion_EN.docLausanne Hospitality Consulting SA – Le Chalet-à-Gobet CH-1000 Lausanne 25 Page 5Tel: + 41 21 785 13 37 Fax: + 41 21 785 13 32 - lhcconsulting.com - E-mail: lhc@ehl.ch
  • Module Schedule STRATEGY FINANCE BUSINESS LEADERSHIP3-DAY MODULES OPERATIONS MARKETING DEVELOPMENT MANAGEMENT Week WP1a Improving Sustainability as Key LeadershipMon 07- Wed 09 Business Driver Communications February 2011 Performance Dr. Thomas Streiff & Prof. Susan Prof. Debra Adams Prof. Christian Santschi Goldworthy Week WP1b Profit Optimisation Asset Strategic Resilience Sustainable People Thu 10-Sat 12 for Function Spaces Management Development February 2011 Spas Decision Making Prof. Christian Santschi Prof. W. Foerster Prof. Michelle Wells Prof. Debra Adams Week WP2a Rooms Revenue Good Ethics, Good Transformational Management BusinessMon 14-Wed 16 Leadership February 2011 Prof. Michelle Wells Prof. John Swarbrooke Prof. Louis Lim Marketing of Women in Week WP2b Small and Leadership Customer Service Change Independent Thu 17-Sat 19 Excellence Management Properties Prof. Alexia February2011 Prof. André Mack Prof. Vindou Duc Prof. Sofia Muteke-Ceppi Brandão Key to Personal Week WP3a The Wealth- Effectiveness Building BrandMon 21-Wed 23 February 2010 Prof. Wei-Cheng Prof. Yateendra Sinh ChenPlease access www.lhcconsulting.com/lee for continuous updates on the modules offered. ENROLMENT PROCEDURE In order to enrol to our Lausanne Executive Education Winter Programme 2011, please visit our website www.lhcconsulting.com/lee/winter-programme For further details please contact: Alexia Muteke-Ceppi Guendalina Gennari alexia.mutekeceppi@ehl.ch guendalina.gennari@ehl.ch +41 21 785 13 31 +41 21 785 13 34 Lausanne Hospitality Consulting SA – Le Chalet-à-Gobet CH-1000 Lausanne 25 Page 6 Tel: + 41 21 785 13 37 Fax: + 41 21 785 13 32 - lhcconsulting.com - E-mail: lhc@ehl.ch
  • Improving Business Performance Prof. Debra Adams 07 to 09 February 2011 MODULE DESCRIPTION LEARNING OBJECTIVES The current economic climate requires managers to By the end of the Module, participants will be able to: demonstrate a greater understanding of the drivers Knowledge • Understand the ‘bigger picture’ – including the of business performance in order to make significance of profit, cash and asset management operational decisions to improve revenues and • Effectively employ budget management and business maintain profits. forecasting • Understand the external business environment and This highly interactive programme has been devised the impact of external factors on decision making to provide the delegates with an opportunity to • Manage shareholder and business wealth continue to update their financial knowledge and Competencies gain a better understanding of how to implement • Practise effective evaluation of business performance better planning and control processes present in the • Interpret more effectively the business results and context of a service organisation. apply effective decision making • Create business plans and forecasts Each delegate will have an opportunity to translate Mindset • Practise critical analysis of business performance their learning directly in to the workplace with case • Evaluate business performance studies and scenarios based on real business • Improved confidence when presenting on and problems and financial information. discussing financial data RECOMMENDED READING METHODOLOGY • Adams, D. (2006), Management Accounting for the Balance of lectures and discussions with participant presentations, seminars, debates and team games. Hospitality Industry – A Strategic Approach, Participants are encouraged to bring reports from their Thomson Learning, London, ISBN 0-3043-2906-9 business for evaluation. PARTICIPANTS This course has been designed for operational managers working in the hospitality, leisure and tourism sectors who are required to make decisions based on the interpretation of periodic performance reports. It is assumed that delegates will have some prior knowledge of the key accounting statements, accounting concepts and performance measures.MODULE LEADER Debra Adams is a qualified accountant (CIMA) with a background in hospitality management coupled with 15years experience of working in financial management education involving the design and delivery of courses infinance, accounting and strategy for the service sector. Her early career was spent training and working infinance roles with an international hotel group followed by 11 years spent in higher education and subsequently4 years with accredited training providers. As a result she has considerable experience of designing programmesincluding MBA, Corporate University, in-company and online programmes. She has written and presentedwidely on the subject of demystifying business accounting. Debra is Director of Education for the BritishAssociation of Hospitality Accountants and has been instrumental in the development and success of severaleducation projects for accountants working in the hospitality industry. She is also an advisor for YoungEnterprise working in local schools.  Lausanne Hospitality Consulting SA – Le Chalet-à-Gobet CH-1000 Lausanne 25 Page 7 Tel: + 41 21 785 13 37 Fax: + 41 21 785 13 32 - lhcconsulting.com - E-mail: lhc@ehl.ch
  • Sustainability as Key driver for Strategic Renewal and Innovation Dr. Thomas Streiff & Prof. Christian Santschi MODULE DESCRIPTION 07 to 09 February 2011 LEARNING OBJECTIVES Sustainability is far more than corporate citizenship or philanthropy. For cutting-edge leaders it is the By the end of the Module, participants will be able to: ideal way to enhanced innovation and Knowledge competitiveness. • Explain how sustainability is becoming the new key The module provides comprehensive and down-to- driver of innovation in the tourism and hospitality earth insight into the concept of corporate industry sustainability comprising environmental and social • Identify the environmental changes relevant to their challenges tourism and hospitality entrepreneurs are businesses facing today. Exposure of the tourism and hospitality • Describe the industry impact of new customer needs industry and relevant impacts are revealed and based on a green lifestyle analyzed using scientifically substantiated scenario Competencies techniques. • Apply appropriate analytical tools to evaluate the Participants will be enabled to identify crucial risks effect of short to long term environmental changes as well as promising opportunities for their own on their own businesses businesses with the help of a tailor-made, easy-to- • Assess specific corporate challenges and apply analytical framework. In a second step, they opportunities will be asked to transfer their consolidated findings • Develop competitive advantage tailored to their into strategic options aimed at achieving sustainable corporate strategy arising from ‘green activities’ competitive advantage. Developing this unique Mindset strategic position will motivate participants to • Perceive environmental and social issues – rethink their business models as well as their challenges and opportunities - as source of products, technologies, and processes. inspiration and innovationRECOMMENDED READING • Appreciate the value of coordination and cooperation along the entire tourism value chain• Kearney, A.T. Inc. (2009). Green Winners: The Performance of Sustainability-focused companies in the METHODOLOGY financial crisis. Chicago. Balance of lectures and discussions, case-studies,• Hahn T. „Nachhaltig erfolgreich Wirtschaften. Eine group and individual work using real life cases from Untersuchung der Nachhaltig-keitsleistung deutscher participants own companies, individual coaching Unternehmen mit dem Sustainable-Value-Ansatz“. Berlin - Institut für Zukunftsstudien und PARTICIPANTS Technologiebewertung. Hospitality executives, managers and owners who wish to• Paul Burke (2002). Sustainability Pays. - Sustainability as identify attractive options for strategic positioning based Key driver for Strategic. Renewal and Innovation. on a solid understanding of environmental challenges. Manchester: CIS. Thomas Streiff, Ph. D., is Partner of Christian Santschi, Prof., works as BHP – Brugger and Partners Ltd. His business consultant (Partner of hsp - fields of expertise at BHP cover the Hodler, Santschi & Partners Ltd.) and strategic consulting and coaching of Professor of Leadership and Strategic multinational companies in shaping Management at the University of and integrating the principles of Education in Bern. Within his advisory sustainable development and activities he specializes in corporatecorporate responsibility. He is CEO of The processes. In addition to his record as a consultantSustainability Forum Zurich, an internationally well- he has wide leadership experience as a member ofreputed organization that offers business leaders a different boards of directors and executive boards.platform to exchange ideas and experiences with He is a former member of the management ofrespect to sustainable business models. hotelleriesuisse, the Swiss Hotel Association. Lausanne Hospitality Consulting SA – Le Chalet-à-Gobet CH-1000 Lausanne 25 Page 8 Tel: + 41 21 785 13 37 Fax: + 41 21 785 13 32 - lhcconsulting.com - E-mail: lhc@ehl.ch
  • Leadership Communications Prof. Susan Goldsworthy 07 to 09 February 2011MODULE DESCRIPTION LEARNING OBJECTIVESExecutives spend a great deal of time learning By the end of the Module, participants will be able to:functional skills but tend to spend far too little Knowledge • Identify their own Communications Style, as well astime on learning how to improve their personal otherspresence at individual, group and organizational • Describe the laws of influence & persuasionlevel. Combining techniques and knowledge • Name and explain the three Ps of Presentation Skillsfrom the worlds of sports, neuroscience and Competenciestheatre, participants will learn how to have • Create powerful messagesgreater influence and impact in their daily • Apply simple techniques for powerful dialogueworking lives. • Manage conflicts and difficult conversations more effectivelyIn this module, we practice techniques and Mindsetapply tools that can assist you in leading • Have a greater appreciation for the impact of theiryourself and leading others more effectively. own communications style in engaging and inspiringWorking with your own authentic style, and otherslearning from feedback, participants practiceinfluence and persuasion skills, learn practical METHODOLOGYpresentation skills, learn about effective Interactive lecture-discussions, hands-on exercises and role playsdialogues and their blocks, practice activelistening and learn tools for creating powerful PARTICIPANTSmessages. Participants work on words, tone and For hotel owners, managers and department heads,body language skills to maximize their impact. who would like to improve their communication skills.Through interactive lecture-discussions, hands-on exercises and role plays, participants will beable to practice and improve their own RECOMMENDED READING • Influence: The Psychology of Peruasion, Drcommunications skills across all levels with Robert Cialdini, Collins Business Essentials, ISBNimmediate effect. 0-688-12816-5MODULE LEADERSusan Goldsworthy, MSc. is founder & CEO of Goldswolf, a company specialising inleadership communications, executive coaching and change management. Susan hasmore than 20 years experience working in large multinationals at senior managementlevels on global communications for both external and internal audiences. As well asconsulting to a number of international clients, she is on the faculty at WebesterUniversity, Geneva Campus, and also is an occasional lecturer at IMD and StockholmSchool of Economics. Passionate about helping people turn knowledge into behaviour,Susan combines knowledge from the fields of Neuroscience, Sports and business. Since2004, Susan has been an executive coach at IMD and assisted Professor George Kohlrieserin the writing of his award-winning book, ‘Hostage at the Table.’ Susan holds postgraduate qualifications in marketing, direct marketing, change management, executivecoaching and the neuroscience of leadership. She is a former Olympic finalist andEuropean & Commonwealth medallist in swimming.Lausanne Hospitality Consulting SA – Le Chalet-à-Gobet CH-1000 Lausanne 25 Page 9Tel: + 41 21 785 13 37 Fax: + 41 21 785 13 32 - lhcconsulting.com - E-mail: lhc@ehl.ch
  • Profit Optimisation for Function Spaces Spas Prof. Michelle Wells 10 to 12 February 2011 MODULE DESCRIPTION LEARNING OBJECTIVES For over twenty years Revenue Management has By the end of the Module, participants will be able to: been practiced in the lodging business and with the Knowledge • Identify and explain the fundamental concepts and increasing realisation of the financial and operational building blocks in Revenue Management benefits the extension of practices into other • Elaborate and discuss the development of Revenue departments is imminent. Be at the forefront of Management strategies and methodology into exploring the possibilities and extending the concept other departments • Explore systems from decision support to of revenue management into other revenue performance control generating departments. Competencies Whether function spaces or spas is your primary • Apply basic forecasting techniques product or an additional revenue generator, you can • Apply optimisation models and techniques • Assess business performance and propose ‘product’ gather competencies in effective forecasting, modification strategies assessing revenue contributions and exploring Mindset optimisation strategies for function spaces and spas. • Quantify the impact of Revenue Management We challenge you to an intensive 3-day module • Appreciate the value of strategies into other towards profit optimisation. revenue generating departments • Evaluate the daily tasks of Revenue ManagementRECOMMENDED READING and their influences • Ingold, A., McMahon-Beattie, U. & Yeoman, I. (2000), Yield Management: Strategies for the Service METHODOLOGY Balance of interactive lecture-discussions, hands-on Industries, Thomson Learning, London, ISBN 0- exercises and debates. 8264- 4825-9 • Yeoman, I. & McMahon-Beattie U. (2004), Revenue PARTICIPANTS Management and Pricing: Case Studies and Managers and executives in Rooms division, Sales and Applications, Cengage Learning Business Press, Marketing, Spa Managers, Event Organisers and London, ISBN 978-1-8448-0062-9 General Management, vested with the responsibility • Bodeker G. & Cohen M. (2008), Understanding the of optimizing revenue and integrating it throughout Global Spa Industry: Spa Management, the company.MODULE LEADERMichelle Wells is an internationally experienced hospitality professional and educator coupledwith a background in event management and holds a Masters in Convention and EventsManagement from Southern Cross University, Australia. She has worked in hospitality educationas a Programme Manager and lecturer in Les Roches, Hotel Management School and as afacilitator in Mexico and the Ukraine. Her professional career in hospitality has taken her fromresorts in Greece to the UK and to the Maldives with stops in Switzerland along the way, mostrecently as an independent hospitality consultant and trainer for companies worldwide. She hasfirm knowledge and experience in management and takes the most pleasure as a facilitator tolearning where she can put her creativity, energy, and language and people skills to use. In herfree time, Michelle enjoys sports such as volleyball, skiing, squash, tennis, and is a certified diver. Lausanne Hospitality Consulting SA – Le Chalet-à-Gobet CH-1000 Lausanne 25 Page 10 Tel: + 41 21 785 13 37 Fax: + 41 21 785 13 32 - lhcconsulting.com - E-mail: lhc@ehl.ch
  • Asset Management Decision Making Prof. Debra Adams 10 to 12 February 2011MODULE DESCRIPTIONAll managers are responsible for maximising the use LEARNING OBJECTIVESand value of resources is essential for improving By the end of the Module, participants will be ablereturn on investment and meeting business to:objectives. KnowledgeThis case study driven programme introduces • Employ business tools to monitor and measuretechniques to improve asset management in the effective asset managementhospitality industry and provides the delegates with • Use investment appraisal analysis techniques foran opportunity to develop their understanding of strategic decision makingcurrent asset management issues and the • Assess alternative sources of funding and cost ofrequirement to meet investors’ objectives. capital in the current marketThe programme requires a prior understanding of • Apply risk and sensitivity analysis techniques tofinancial statements and accounting concepts. business decision making CompetenciesRECOMMENDED READING • Practise a range of techniques to evaluate business data for decision making • Adams, D. (2006), Management Accounting for the • Measure the impact of business decision making Hospitality Industry – A Strategic Approach, on profitability and cash flow Thomson Learning, London, ISBN 0-3043-2906-9 • Create business plans and feasibility analysis MindsetMODULE LEADER • Practise critical analysis in business planningDebra Adams is a qualified • Evaluate the viability of alternate businessaccountant (CIMA) with a propositionsbackground in hospitality METHODOLOGYmanagement coupled with 15 years Balance of lectures and discussions with participantexperience of working in financialmanagement education involving presentations, seminars, debates and team games.the design and delivery of courses in PARTICIPANTSfinance, accounting and strategy for This course has been designed for newly appointedthe service sector.Her early career was spent training and working in asset managers and for senior managers working infinance roles with an international hotel group the hospitality, leisure and tourism sectors whofollowed by 11 years spent in higher education and need to improve their understanding of how tosubsequently 4 years with accredited training manage capital assets to maximise return andproviders. As a result she has considerable experience business growth.of designing programmes including MBA, CorporateUniversity, in-company and online programmes. Shehas written and presented widely on the subject ofdemystifying business accounting. Debra is Director ofEducation for the British Association of HospitalityAccountants and has been instrumental in thedevelopment and success of several education projectsfor accountants working in the hospitality industry. Sheis also an advisor for Young Enterprise working in localschools.Lausanne Hospitality Consulting SA – Le Chalet-à-Gobet CH-1000 Lausanne 25 Page 11Tel: + 41 21 785 13 37 Fax: + 41 21 785 13 32 - lhcconsulting.com - E-mail: lhc@ehl.ch
  • Strategic Resilience: The Way to Continuous Success in Challenging Times Prof. Christian Santschi 10 to 12 February 2011MODULE DESCRIPTION LEARNING OBJECTIVESYouve been working so hard for your companys By the end of the Module, participants will be ablesuccess. But in these turbulent times it seems as to:fragile as never before. Abrupt shifts in customer Knowledgeneeds, new business rivals, geopolitical and • Identify the deal with the four interlockingecological challenges as well as disruptive elements of a successful business modeltechnological development turn winners into losers • realize how the imprudent use of traditionalin no time. Therefore it becomes essential to your financial tools can harm the innovation potentialcompany to be able to continuously anticipate the of your companyrelevant changes and to reinvent your business • Differentiate between conventional, platform-model in time. To thrive in turbulent times, based and discovery-driven planningcompanies must become as efficient at renewal as Competenciesthey are at producing todays products and services. • Anticipate in time strategy decayAchieving such strategic resilience isnt easy but • Eliminate common innovation killerscrucial to attain sustainable success. • Reinvent their business model following cutting-Participants of this module learn to identify the edge business methodologymoment when their company has to change Mindsetfundamentally. Applying cutting edge business- • Notice signs of disruptive change intuitivelymodeling techniques participants will be enabled to • Lead change processes with entrepreneurial spiritdevelop and implement real-world solutions for and rigorcorporate prosperity. Furthermore they will be • Demonstrate openness to continuous learningprepared to handle and overcome the most and renewalcommon obstacles and pitfalls during the successfulformation of their business practices. METHODOLOGY Balance of lectures and discussions with participantRECOMMENDED READING presentations and case studies.• Christensen, C. M., (2003). The Innovators Solution: PARTICIPANTS Creating and Sustaining Successful Growth, Hospitality executives, managers and owners who Harvard Business School Publishing, ISBN 1- wish to explore and develop their strategic 57851-852-0 leadership capabilities.• McGrath, R. G. & Macmillan, I. C., (2009). Discovery- Driven Growth, Harvard Business School Publishing, ISBN 978-1-59139-685-7 MODULE LEADER Christian Santschi, Prof., works as business consultant (Partner of hsp - Hodler, Santschi & Partners Ltd.) and Professor of Leadership and Strategic Management at the University of Education in Bern. Within his advisory activities hes specialized in corporate change and innovation processes. He is leading extensive strategic and organizational consultancy projects for renowned companies mainly out of the tourism, health and educational sector. He holds a Master of Business Administration of the University of Bern. In addition to his record as a consultant he has a wide leadership experience as a member of different boards of directors and executive boards. He was also a former member of the management of hotelleriesuisse, the Swiss Hotel Association.Lausanne Hospitality Consulting SA – Le Chalet-à-Gobet CH-1000 Lausanne 25 Page 12Tel: + 41 21 785 13 37 Fax: + 41 21 785 13 32 - lhcconsulting.com - E-mail: lhc@ehl.ch
  • Rooms Revenue Management Prof. Michelle Wells 14 to 16 February 2011 MODULE DESCRIPTION LEARNING OBJECTIVES Time is money! Though a given in any business setting, By the end of the Module, participants will be able to: the statement is even more valid in the hospitality Knowledge industry—managing a perishable capacity like hotel • Identify fundamental information for application in rooms is critical when most of our costs are tied up in Revenue Management • Explain building blocks and key concepts in Revenue real estate. A room not sold today is not only a revenue Management opportunity lost forever; it is more importantly, a fixed • Elaborate the development of Revenue Management cost that can no longer be recuperated. Revenue systems and processes Management is the science of maximizing income Competencies growth through the application of disciplined tactics • Develop pricing and product strategies that predict customer behaviour at micro-market level • Apply basic forecasting techniques • Apply overbooking policies and optimizing product availability and price (Cross, 1997). It is about offering the right service, at the right Mindset • Quantify the impact of Revenue Management time, to the right customer, at the right price and • Appreciate the customer price-value relationship and through the right channel. pricing on demand In this Module, discover how simple forecasting • Evaluate the daily tasks of Revenue Management and techniques can help us predict customer purchasing their influences patterns and develop tactics to maximize revenue METHODOLOGY growth. We will explore how groups and distribution Interactive lecture discussions and hands-on exercises. channels can be best managed and how to develop and manage overbooking. We will also delve into the PARTICIPANTS key components of Revenue Management from a Managers and executives in Rooms division, Sales and Marketing and General Management, vested with the strategic perspective. responsibility of optimizing revenue and integrating itRECOMMENDED READING throughout the company.• Talluri, K. T. & Van Ryzin, G. J. (2004b), The Theory and Practice of Revenue Management, Kluwer Academic Publishers, Boston, ISBN: 978-0-3872-4376-4• Parker, J, Stuart-Hill, T. & Tranter, K. A. (2008), Introduction to Revenue Management for the Hospitality Industry: Principles and Practices for the Real World, Prentice Hall, ISBN 978-0-1318-8589-9• Ingold, A., McMahon-Beattie, U. & Yeoman, I. (2000), Yield Management: Strategies for the Service Industries, Thomson Learning, London, ISBN 0-8264-4825-9MODULE LEADERMichelle Wells is an internationally experienced hospitality professional and educator coupledwith a background in event management and holds a Masters in Convention and EventsManagement from Southern Cross University, Australia. She has worked in hospitalityeducation as a Programme Manager and lecturer in Les Roches, Hotel Management Schooland as a facilitator in Mexico and the Ukraine. Her professional career in hospitality has takenher from resorts in Greece to the UK and to the Maldives with stops in Switzerland along theway, most recently as an independent hospitality consultant and trainer for companiesworldwide. She has firm knowledge and experience in management and takes the mostpleasure as a facilitator to learning where she can put her creativity, energy, and language andpeople skills to use. In her free time, Michelle enjoys sports such as volleyball, skiing, squash,tennis, and is a certified diver. Lausanne Hospitality Consulting SA – Le Chalet-à-Gobet CH-1000 Lausanne 25 Page 13 Tel: + 41 21 785 13 37 Fax: + 41 21 785 13 32 - lhcconsulting.com - E-mail: lhc@ehl.ch
  • Transformational Leadership Prof. Louis Lim 14 to 16 February 2011MODULE DESCRIPTION LEARNING OBJECTIVESA decade into the Millennium—what has changed By the end of the Module, participants will be able to:and what is new in leadership? How are today’s Knowledge • Elaborate the six parameters of transformationalleaders leading knowledge workers and GenerationY employees? As the name suggests, leadership • Define quality through several leadershiptransformational leadership is about leading by paradigmstransforming—through change and growth. The • Connect vision and mission with strategies andchanges need to create value for both the tacticsorganization and individuals, including the leaders Competenciesthemselves and growth does not happen if we keep • Practise tactics in inspiration and motivationwithin our comfort zones. With organizational through a series of individual and team interactionsloyalty and employee longevity on the decrease, during the Moduleleaders today have a fleeting moment in a person’s • Compare and contrast individual and teamcareer to manifest positive changes. How can it be competences in diversity management, bio-mimicrydone? How can employee morale synch with and emotional intelligenceorganizational productivity and profitability? The Mindset • Link short- and long-term revenue maximization toTransformational Leadership Module will equip company brand equityparticipants with a set of hammer-and-nail tools to • Defend the urgency of climate change andleverage leadership as a talent retention tool in their corporate governance in today’s knowledge, globalcompanies. economyRECOMMENDED READING• Burns, J. M. (2003), Transforming Leadership, Grove METHODOLOGY Press, New York, ISBN 0-8021-4118-8 Individual and group psychometrics, case study and• Taylor, D. H. (2007), The Imperfect Leader, participant presentations. AuthorHouse, Indiana, ISBN 978-1-4343-2085-8 PARTICIPANTS Anyone may or may not be a leader, at work and/or at home. A leader is a frame of mind—defined by results and recognized by followers. It is not a job title. The Transformational Leadership Module is for people who aspire to lead by creating positive changes for themselves and those around them, MODULE LEADER whatever their job titles. Louis Lim is both Director, LHC and faculty member, EHL. In missions across Europe, Asia, the Middle East, Africa and the Americas, he facilitates seminars, designs training courses and consults for hotels, hotel schools, cruise and airline caterers, hospitals and clubs, in Human Resource Management and Development, F&B, Sales, Customer Care and Communication. He holds a BA in Business Administration and Human Resource Management, Webster University, Geneva, and a Hotel Management Diploma, SHATEC/EHL. In Business Protocol, Louis consults for and trains hoteliers, restaurateurs, private and commercial airline executives and cabin crew, bankers, construction engineers, architects, Swiss ambassadors and their spouses and butlers of royal households and state receptions. Lausanne Hospitality Consulting SA – Le Chalet-à-Gobet CH-1000 Lausanne 25 Page 14 Tel: + 41 21 785 13 37 Fax: + 41 21 785 13 32 - lhcconsulting.com - E-mail: lhc@ehl.ch
  • Women in Leadership Prof. Alexia Muteke-Ceppi 17 to 19 February 2011MODULE DESCRIPTION LEARNING OBJECTIVESWomen have challenges as leaders that their male By the end of the Module, participants will be ablecounterparts do not face. It is essential to know how to:to use our influence effectively, decisively and non- Knowledgeaggressively to achieve our goals and deliver results. • Understanding leadership models between menThe emphasis of Women in Leadership is on and womeninterpersonal behaviour within the male dominated • Understanding the challenges of women inworld, a focus on an active attitude towards goals. leadershipLeaders have empathy with other people and create • Examine methods for building relationshipsexcitement in work situations. Leaders are through effective communication skills,innovative, inspire trust, keep their eye on the emotional intelligence and Insight discoveryhorizon and do the right thing. To maximize Competencieswomen’s potential in a changing global hospitality • Practise leadership thinking and behaviourand service industry the need for leaders is more • Measure the performance of one’s Self inevident than ever before. You need a specific set of relation to leadership qualitiesskills to work successfully with your employees. • Charting a successful career pathBreaking through the glass ceiling, balance between Mindsetyourself, your world and your life. Making effective • Practise critical analysis in leadership behaviourdecisions and solving problems are still a part of • Evaluate their unique situation and future goalsyour daily life, but added to this, are the challenging in leadershipleadership skills of communicating in a man’s world,delegating, coaching, motivating, hiring and leading.Participants will return to the workplace energized, METHODOLOGYstimulated and ready to lead. Balance of lectures and discussions with participant presentations, debates and teamRECOMMENDED READING games.• Kohlrieser, G. (2006), The Hostage at the Table: How Leaders Can Overcome Conflict, Influence PARTICIPANTS Others, and Raise Performance, Jossey Bass, San Women in business, who have been in business for Francisco, ISBN 978-0-7879-8384-0 two or more years, women leading established• Helgesen, S. (1995), The Female Advantage: businesses women starting a business, women Women’s Ways of Leadership, Doubleday managers aspiring to be leaders of the future, and Currency, New York, ISBN 978-0-3854-1911-6 men who aspire to retain and promote women leaders in their organisations.MODULE LEADERAlexia Muteke-Ceppi has been in the field of international and hospitality educationfor the last ten years in Switzerland, South Africa and Kenya.Currently, as Consultant with Lausanne Hospitality Consulting, she has been onmissions across the world delivering training and consulting in hospitality. Withseveral international schools in Lausanne, Nairobi and Johannesburg, she was a careeradvisor and in charge of the development and implementation of educationprogrammes for secondary education. She holds a Bachelor’s degree in Education,Kenyatta University, Kenya, and an MBA, Business School Lausanne. Lausanne Hospitality Consulting SA – Le Chalet-à-Gobet CH-1000 Lausanne 25 Page 15 Tel: + 41 21 785 13 37 Fax: + 41 21 785 13 32 - lhcconsulting.com - E-mail: lhc@ehl.ch
  • Change Management Prof. Vindou Duc 17 to 19 February 2011MODULE DESCRIPTIONChange is part of our everyday lives. Research shows LEARNING OBJECTIVESthat 70% of change efforts fail or are derailed. Most By the end of the Module, participants will be able to:change efforts require significant adjustments in how Knowledge • Identify characteristics of leading successful changelarge numbers of people get work done. At all levels, effortsleading change has become an important part of a • Identify the context of change and the impact of themanager’s role. Leaders need the buy-in and environment within which change happens • Elaborate the barriers and sources of resistance tocommitment of the people who are being asked to change and identify ways in which these may bechange. The only control we have over it is how we overcomeaccept and move through the change curve. Competencies“We tried to do this before, and it failed.”, “You are • Assess the current state of the organisation’s ownworking on the wrong problem.”, “We have always efforts to effectively deal with and embrace change • Develop a personal action plan that will enable youdone it this way, why change?” – Any of these to take change forward within your organisationquestions sound familiar? Change Management will • Develop a personal toolkit for use in changegive the tools, frameworks and concepts to address situations Mindsetthe typical questions raised during change, and lead • Chart a framework within which organisationalchange initiatives effectively. Defining what change change can be planned and implementedis, identifying the problem, facilitating the transition METHODOLOGYand sustaining the change are some of the topics Presentation of different possible methodologies,that will be discussed to allow participants to case study, group work and participants projectsdevelop and use the appropriate change strategy totheir environment and organization. PARTICIPANTS Senior and middle managers; change managers;RECOMMENDED READING project managers; program Managers and project• Kotter, J. and Rathgeber, H. (2006) - Our Iceberg is teams; process improvement specialists; Human Melting, St. Martin’s Press - ISBN 0-312-36198-x Resources functions; professionals currently, or soon• Matta, N. F. and Ashkenas, R. N. (2003) Harvard to be, involved in major organisational change. Business Review – Why good projects fail anyway. MODULE LEADER Vindou Duc is a Senior Consultant in the Human Resources field for the company Duallis. With a professional experience of over 15 years in marketing and human resources for major international organizations, she trains, facilitates and consults on human resources management and development projects, from the Philippines to Brazil, and many countries in between these two poles. Prior to being an HR consultant, Vindou held senior HR roles in a variety of industries such as pharmaceutical, consumer goods and services. Her motto is looking for continuous improvement in a lean approach. She holds a post grade in Human Resources from the Open University, London and is currently pursuing her Masters in Human Resources Management from the Open University, London. Lausanne Hospitality Consulting SA – Le Chalet-à-Gobet CH-1000 Lausanne 25 Page 16 Tel: + 41 21 785 13 37 Fax: + 41 21 785 13 32 - lhcconsulting.com - E-mail: lhc@ehl.ch
  • Customer Service Excellence Prof. André Mack 17 to 19 February 2011MODULE DESCRIPTION LEARNING OBJECTIVESIn today’s highly competitive environment, hospitality By the end of the Module, participants will be able to:“hardware” is no longer enough to keep you ahead of Knowledgethe pack. “Software” – in terms of superior customer • Explain how customer service contributes to theresponsiveness – anticipating and fulfilling customer value proposition of a hospitality businessneeds and wants – is the key. To achieve sustainablecompetitive advantage, your hospitality business must • Explain how a Balanced Scorecard approach can bedevelop a strategic vision of the role played by customer used to improve competitivenessservice in its overall value proposition and identify the Competenciesappropriate financial and non-financial objectives and • Analyze the impact of customer service on the valuemetrics to allow you to drive its implementation. proposition and competitiveness of your businessIn this practice-oriented, “hands-on” module, we equip • Develop a Balanced Scorecard to drive superioryou to develop both a vision and implementation plan customer servicefor your business. MindsetRECOMMENDED READING • Develop your skills in strategy formulation and• Marcus, A. A. (2005), Management Strategy: Achieving implementation Sustained Competitive Advantage, New York: McGraw- Hill/Irwin, ISBN-10: 0072951877. Practice “thinking outside the box”• Meyer, D. (2006), Setting the Table: The Transforming Power METHODOLOGY of Hospitality in Business, New York: HarperCollins, ISBN-10: Assigned readings, interactive lectures, role-plays, in- 0-06-074275-5 class exercises, evening assignments• Kaplan, R. S. Kaplan & Norton, D. P. (2008), The Execution Premium: Linking Strategy to Operations for Competitive PARTICIPANTS Advantage, Boston: Harvard Business School Press, ISBN Managers, executives and entrepreneurs in any 13:978-1-4221-2116-0, service-related businessMODULE LEADERAndré Mack has an extensive career in the in-flight catering industry and managementconsulting. Specialized in the areas of strategic marketing, customer service and businessprocess re-engineering.He is both a Director, Lausanne Hospitality Consulting SA, and faculty member, Ecole hôtelièrede Lausanne, lecturing on project management and consulting. André facilitated seminars onproduct development, Activity Based Costing, marketing and customer service strategies. Theconsulting mandates in operational and quality auditing of hospitality business units, re-engineering of management and operational processes, strategic business analysis, as well asthe development of hospitality learning centers, have allowed him to touch base in New York,Sydney and many countries between these two destinations. André is an alumnus of HSG(University of St. Gallen) and of Ecole hôtelière de Lausanne. He speaks French, German andEnglish, mixing it up sometimes with the various Swiss German dialects. Lausanne Hospitality Consulting SA – Le Chalet-à-Gobet CH-1000 Lausanne 25 Page 17 Tel: + 41 21 785 13 37 Fax: + 41 21 785 13 32 - lhcconsulting.com - E-mail: lhc@ehl.ch
  • Good Ethics Good Business Prof. John Swarbrooke 14 to 16 February 2011 MODULE DESCRIPTION LEARNING OBJECTIVES In today’s highly competitive market it is vitally By the end of the Module, participants will be able to: important that every hospitality and tourism Knowledge organisation has the best possible information on • Understand how the collection of different kinds of which to base management decisions. We need to information can help us make better management know about trends in consumer behaviour and how decisions • Identify which techniques to use to obtain different customers are making their purchase decisions. We kinds of information. need to know if our customers are satisfied with the • Appreciate the latest thinking in market service we offer. We would also like to be able to segmentation identify and target potential future customers. Competencies • Set up an effective system for measuring customer At the same time we want to be able to measure how satisfaction effective our marketing is and what return we receive • Understand how to interpret statistics and from the money we spend on marketing. understand their marketing implications However we often think the cost of finding out these • Understand how to use techniques including focus things will be too high or will involve the use of groups, observation and consumer panels expensive consultants. Or we think that finding out Mindset • Recognise that marketing research is a vital these things will take more time than we have as busy requirement for any hospitality or tourism owners or managers. organisation that aims to be successful What we rarely recognise is that our failure to systematically gather market intelligence and evaluate METHODOLOGY A mixture of lectures, interactive exercises, case our marketing costs us dear in terms of wasted studies and participant discussions.. expenditure and reduced revenue. This module is designed to give participants a range of PARTICIPANTS tools to allow their organisations to undertake cost Managers and owners responsible for corporate effective marketing research. strategy and marketing. Managers responsible for front line service delivery.RECOMMENDED READING• Horner. S & Swarbrooke J. (2007), Consumer Behaviour in Tourism, 2nd Edition, Elsevier, Oxford, ISBN 978-0- 7506-32836• Much of the module will be based around case studies and exercises• Use will also be made of official statistics and market reports MODULE LEADER John Swarbrooke is Academic Director of César Ritz Colleges Switzerland. He is also Professeur Visitant at IMHI/ESSEC Paris. John was formerly Head of Tourism and Director of the Centre for International Tourism Research at Sheffield Hallam University in the UK. John is the author of eight books which have been translated in to a number of languages and are sold worldwide. In recent years he has undertaken research and consultancy projects in more than twenty countries. John has also been an invited keynote speaker on CSR at major international conferences in more than thirty countries. Finally, John has delivered workshops for professionals for clients. Lausanne Hospitality Consulting SA – Le Chalet-à-Gobet CH-1000 Lausanne 25 Page 18 Tel: + 41 21 785 13 37 Fax: + 41 21 785 13 32 - lhcconsulting.com - E-mail: lhc@ehl.ch
  • The Key to Personal Effectiveness Prof. Yateendra Sinh 21 to 23 February 2011MODULE DESCRIPTION LEARNING OBJECTIVESOur perceptions of the world, our work and the other By the end of the Module, participants will be able to:people in our lives are affected by past experiences, our Knowledgeexpectations and where we place our priorities. Our level • Explain the nature of perception and its importanceof performance and overall team working results can be in our relationship with otherssignificantly impacted by increased self-understanding • Identify the four basic colour energies and theand understanding of others, by enhancing our ability to characteristics associated with eachadapt and by improving our ability to connect with • Examine the relative strengths and weaknesses ofothers in both our personal and work theatres. each colour • CompetenciesThis three-day Module will address the key requirements • Develop a quick way to recognize the different types of person you are dealing with in the hotelin “Best communication”: Industry• Recognizing and understanding the person you are • Develop efficient strategies to communicate, dealing with influence and negotiate• Adapting your approach to communicating with them • Elaborate the perception from “Difficult Person” to a• Lowering “resistance” and starting an efficient “Valued Person” in your relationship with somebody Mindset negotiation. • Be ready to see others in a different and more• Dealing with “The Difficult Person” and start a fruitful valuable way collaboration • Open for new challenges and objectives METHODOLOGYRECOMMENDED READING Interactive discussions and participative exercises.• Givens, C.J., (1993). Super Self: Opportunities for reflection and expression.Doubling Your Personal Effectiveness. PARTICIPANTSDiane Pub co, Darby, USA. ISBN • Hospitality executives from supervisors to general0788158325 managers and above• Winstanley, D., (2005). Personal • Individuals interested in improving theirEffectiveness: a guide to action. Chapter interpersonal skills and understanding and improving4, CIPD, London. ISBN 1843980029 their interaction dynamics with others; applicable toMODULE LEADER both personal and professional lifeYateendra Sinh is the head of Lausanne Hospitality Consulting SA, the Consulting and Executive Education subsidiaryof Ecole hôtelière de Lausanne. With this responsibility, Yateendra is at the forefront of LHCs business strategies andclient portfolio management. Since moving to Switzerland in 2000, he has delivered training and consultancy onstrategic, managerial and operational issues, in over 36 countries. Yateendra believes in continuous improvement ofservice quality and in providing the hospitality industry with radical and innovative solutions. Prior to joining LHC,Yateendra held various operational responsibilities such as pre-opening and managing of hotels, business clubs,townships and large IT infrastructure networks. Yateendra has expertise in many facets of the hospitality industry:planning, policy-making, industry diagnostics, strategic analysis, new product & concept development, re-engineering, marketing and information technology. He is a graduate in Economics from the University of Bombayand has a three-year post-graduate Diploma in Hotels & Management. Lausanne Hospitality Consulting SA – Le Chalet-à-Gobet CH-1000 Lausanne 25 Page 19 Tel: + 41 21 785 13 37 Fax: + 41 21 785 13 32 - lhcconsulting.com - E-mail: lhc@ehl.ch
  • Marketing for Small & Independent Properties Prof. Sofia Brandão 17 to 19 February 2011MODULE DESCRIPTION LEARNING OBJECTIVESLooking back to the previous year do you feel you By the end of the Module, participants will be ablecould have done better? Do you feel you reacted late to:to the market and lost business? Do you feel your Knowledge • Understand the importance of having a strategyproperty is in the client mind when he makes thebuying decision? The world is not the same after the to position a property and how it can help tofinancial crisis and the golden rule now is - adapt. make wise business decisions • Identify strengths and weak points and prepareAdapt to the market, adapt to the clients, adapt to thereal world. The customer still spends money although action plan • Understand how to adapt to the new market rulesis more cautious with his expenses. He looks morethan ever for the value for money – are you ready for and planthis new mentality? Competencies • Create and implement a dynamic and interactiveIn this module, you will be able to find out where youwant your property to be positioned and how to get action plan • Identify the right tools to promote and createthere. Understand the most effective ways tocommunicate your hotel and maximize your budget. awareness • Built the CRM (Customer RelationshipTake advantage of new tools such as marketing 2.0and Customer Relationship Management (CRM) to Management) systemincrease awareness, knowledge of the market and Mindset • Evaluate the previous plans and actions in ordercustomer loyalty. to improve performance • Recognize that the action plan is a live tool andRECOMMENDED READING can help to improve business performance • Tungate, M.(2009), Luxury World: The Part, METHODOLOGY Present and Future of Luxury Brands, Kogan • Interactive lecture-discussions Page, ISBN 978-0749452636 • Practical exercises • Business Cases PARTICIPANTSMODULE LEADER Owners, managers and executives in corporate strategy, general management and sales &Sofia Brandão has as field of study Management, marketing management people with the goal tospecialized in International Marketing and Strategy. better understand the business and achieve betterPreviously she worked in the Portuguese Tourism results.Board in Argentina and started her hospitality career inStarwood. There she was responsible for 3 hotelsopening’s as Spa Manager and worked as a consultantin two other spas.She was also a lecturer in Universidade do Algarve, Portugal in a Postgraduatecourse of Spa Management. Currently overlooks Sales, Marketing and Spa forAquapura Hotels. Sofia was also awarded by the Spanish Government for SpaManagement Research. Creativity, efficiency and out of the box thoughts are hermains qualities. Lausanne Hospitality Consulting SA – Le Chalet-à-Gobet CH-1000 Lausanne 25 Page 20 Tel: + 41 21 785 13 37 Fax: + 41 21 785 13 32 - lhcconsulting.com - E-mail: lhc@ehl.ch
  • Sustainable People Development Prof. Wolfgang Foerster 10 to 12 February 2011MODULE DESCRIPTIONThere’s a real paradox in modern leadership: Individualachievement is typically what brings us the recognition tobe promoted in the first place. But it is our ability to helpothers be successful that ultimately defines our own LEARNING OBJECTIVESongoing success. By the end of the Module, participants will be able to:This sometimes means that we have to let others take Knowledgecredit for the good things that we help initiate. And, while • Understand the keys to improved teamworkthis may seem unfair at times, if we help enough people • Explain the key factor leading to great job satisfactionachieve success, we become known as someone who • Analyse people’s willingness and loyalty potentialroutinely helps people do good work. And what better Competenciescompliment can there be for a leader these days? • Reduce complaints, increase the organizationalIn this module you will understand the theory behind it strengths and reduce costthrough doing. You will be encouraged to learn through • Reduce conflicts in their teamsown experience and shared experience of the group. • Increase the commitment of their team membersThe module will focus on using a variety of activities, • Achieve higher bottom line profitabilitydiscussions and exercises and will link to your own • Identify and support the high-potentials in their teamexperiences within your business and your organization. MindsetYou will benefit from this module with long lasting • Open to leverage staff relations, stakeholder relationssustainability. and peer relationsRECOMMENDED READING METHODOLOGY• Covey, S. R., (2004), The 7 Habits of Highly Effective Lecture-discussions, study cases, in-class exercises,People, 15th Edition, Free Press, New York, ISBN 978-0- team games.7432-6951-9• Knigge, A. (2007), Practical Philosophy of Social Life or, PARTICIPANTSthe Art of Conversing with Men, Penniman & Bliss Managers, executives and owners in the peopleBoston, ISBN 978-0-5481-5294-2 industry. sectors who need to improve their understanding of how to manage capital assets to maximise return andMODULE LEADERS business growth.Wolfgang Foerster is owner of GastroTRAIN, a business consultancy in Germany being specialized on training andcoaching of people working in the hospitality and tourism industry. He is an EHL graduate and German TÜV-certifiedtrainer. His industry experience spans 15 years with Hyatt, Sheraton and American Express where he held thepositions of corporate trainer, manager operations and regional director northern Europe. In 2004 he founded hiscompany GastroTRAIN. The main areas of activity are people empowerment, leadership, personal development,service quality, executive coaching. He is a certified quality-trainer for the official quality-program of the GermanHotels and Restaurants Association (DEHOGA). He also is a graduated business coach from the European BusinessSchool. Lausanne Hospitality Consulting SA – Le Chalet-à-Gobet CH-1000 Lausanne 25 Page 21 Tel: + 41 21 785 13 37 Fax: + 41 21 785 13 32 - lhcconsulting.com - E-mail: lhc@ehl.ch
  • The Wealth-Building Brand Prof. Wei-Cheng Chen 21to 23 February 2011MODULE DESCRIPTION LEARNING OBJECTIVESIt is not a surprise to say that brand can be one of the By the end of the Module, participants will be able to:most valuable assets of your company. When a brandis properly built and promoted, it has an immense Knowledgevalue. However, branding goes well beyond marketing • Identify the major implications of brandingand selling your products or services. Human beings • Explain the strategic brand management buildingare emotional creatures, and branding is all about process in service industriesmanaging and understanding the emotions of your • Recognize the key components to build a wealthycustomers. Possessing a power and wealthy brand will brandhelp you to compete in this ever-changing world. How Competenciesdoes branding add soul and spirit to yourorganization? Building your brand for wealth is a long • Apply a simple method to evaluate brand equity interm strategy; from where do we start? the market placeThe Wealth-Building Brand module will equip the • Analyze, interpret and apply tools that helpparticipants with the necessary knowledge, corporations build measure and manage brand forcompetencies and the right mindset to leverage your wealthbrand for wealth. Over three days, participants willdiscover how creating a coherent brand experience Mindsetrequires the alignment of every touch point in the • Defend the emotional impact of branding in theorganization and how it leads to a strategic approach customers’ mindof building brand for wealth. • Value the contribution of internal clients in theRECOMMENDED READING wealth-building process • Respect the influence of the new generation and era• Aaker, D. A. and Joachimsthaler, E., (2002), Brand in the branding process Leadership, The Free Press, New York, ISBN 0-7432- • Appreciate the role of the branding and its value 0767-X. chain• Keller, K. L., (2007), Strategic Brand Management: Building, Measuring, and Managing Brand Equity, METHODOLOGY Prentice Hall, Upper Saddle River, New York, ISBN 0- Lecture-discussion, case study analysis, individual and 1318-8859-5. team exercises Murphy, J. and Hart, S., (1997), Brands: The New PARTICIPANTS• Wealth Creator, Palgrave Macmillan, ISBN 0-8147- 5599-2 From entry level to top management executives in MODULE LEADER any sector or department of the hospitality industry Wei-Cheng Chen is Consultant, Lausanne Hospitality Consulting SA. His role involves designing and delivering executive education to international companies and developing hospitality learning centres around the globe. He worked in the hospitality industry in Argentina and Switzerland and has an extensive experience in the education sector. He was responsible for international student recruitment at Ecole hôtelière de Lausanne, enhancing the brand image and building marketing efforts to recruit and select the best talents for the hospitality industry. Wei is an alumnus of Ecole hôtelière de Lausanne, specialized in Entrepreneurship and Competitivity. He also has a degree in Hospitality and Restaurant Management from a university in Buenos Aires, Argentina. Lausanne Hospitality Consulting SA – Le Chalet-à-Gobet CH-1000 Lausanne 25 Page 22 Tel: + 41 21 785 13 37 Fax: + 41 21 785 13 32 - lhcconsulting.com - E-mail: lhc@ehl.ch
  • Le Chalet-à-Gobet CP 37 CH-1000 Lausanne 25 Tel:+41 21 785 13 37 Fax:+ 41 21 785 13 32 http://www.lhcconsulting.com/lee E-mail:lhc@ehl.chLausanne Hospitality Consulting SA – Le Chalet-à-Gobet CH-1000 Lausanne 25 Page 23Tel: + 41 21 785 13 37 Fax: + 41 21 785 13 32 - lhcconsulting.com - E-mail: lhc@ehl.ch