1. LAUSANNE EXECUTIVE EDUCATION
WINTER PROGRAMME
07 – 23 FEBRUARY 2011
Solutions for the Hospitality Industry
Lausanne Hospitality Consulting SA – Le Chalet-à-Gobet CH-1000 Lausanne 25 Page 1

2. 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, AEHL
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3. QUICK GLANCE AT THE 3-DAY YOUR REASONS TO JOIN
Quality of professors—module leaders audited for
MODULES
competency
• EHL senior faculty are joined by external international
OPERATIONS 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
industry
FINANCE 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 anecdotes
STRATEGY 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 participants
LEADERSHIP 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
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4. Fees & Discounts
FEES 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 Corporate
DISCOUNTS 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.-
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5. 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.-
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6. 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.doc
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7. Module Schedule
STRATEGY
FINANCE BUSINESS LEADERSHIP
3-DAY MODULES OPERATIONS
MARKETING DEVELOPMENT MANAGEMENT
Week WP1a Improving Sustainability as Key Leadership
Mon 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 Business
Mon 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 Brand
Mon 21-Wed 23
February 2010 Prof. Wei-Cheng
Prof. Yateendra Sinh
Chen
Please 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
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8. 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 15
years experience of working in financial management education involving the design and delivery of courses in
finance, accounting and strategy for the service sector. Her early career was spent training and working in
finance roles with an international hotel group followed by 11 years spent in higher education and subsequently
4 years with accredited training providers. As a result she has considerable experience of designing programmes
including MBA, Corporate University, in-company and online programmes. She has written and presented
widely on the subject of demystifying business accounting. Debra is Director of Education for the British
Association of Hospitality Accountants and has been instrumental in the development and success of several
education projects for accountants working in the hospitality industry. She is also an advisor for Young
Enterprise working in local schools.
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9. 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 innovation
RECOMMENDED 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 corporate
corporate responsibility. He is CEO of The processes. In addition to his record as a consultant
Sustainability Forum Zurich, an internationally well- he has wide leadership experience as a member of
reputed 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 of
respect to sustainable business models. hotelleriesuisse, the Swiss Hotel Association.
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10. Leadership Communications
Prof. Susan Goldsworthy
07 to 09 February 2011
MODULE DESCRIPTION LEARNING OBJECTIVES
Executives 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 as
time on learning how to improve their personal
others
presence at individual, group and organizational
• Describe the laws of influence & persuasion
level. Combining techniques and knowledge • Name and explain the three Ps of Presentation Skills
from the worlds of sports, neuroscience and Competencies
theatre, participants will learn how to have • Create powerful messages
greater influence and impact in their daily • Apply simple techniques for powerful dialogue
working lives. • Manage conflicts and difficult conversations more
effectively
In this module, we practice techniques and
Mindset
apply tools that can assist you in leading • Have a greater appreciation for the impact of their
yourself and leading others more effectively.
own communications style in engaging and inspiring
Working with your own authentic style, and others
learning from feedback, participants practice
influence and persuasion skills, learn practical METHODOLOGY
presentation skills, learn about effective Interactive lecture-discussions, hands-on exercises and
role plays
dialogues and their blocks, practice active
listening and learn tools for creating powerful PARTICIPANTS
messages. 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 be
able to practice and improve their own
RECOMMENDED READING
• Influence: The Psychology of Peruasion, Dr
communications skills across all levels with
Robert Cialdini, Collins Business Essentials, ISBN
immediate effect.
0-688-12816-5
MODULE LEADER
Susan Goldsworthy, MSc. is founder & CEO of Goldswolf, a company specialising in
leadership communications, executive coaching and change management. Susan has
more than 20 years experience working in large multinationals at senior management
levels on global communications for both external and internal audiences. As well as
consulting to a number of international clients, she is on the faculty at Webester
University, Geneva Campus, and also is an occasional lecturer at IMD and Stockholm
School of Economics. Passionate about helping people turn knowledge into behaviour,
Susan combines knowledge from the fields of Neuroscience, Sports and business. Since
2004, Susan has been an executive coach at IMD and assisted Professor George Kohlrieser
in the writing of his award-winning book, ‘Hostage at the Table.’ Susan holds post
graduate qualifications in marketing, direct marketing, change management, executive
coaching and the neuroscience of leadership. She is a former Olympic finalist and
European & Commonwealth medallist in swimming.
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11. 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 Management
RECOMMENDED 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 LEADER
Michelle Wells is an internationally experienced hospitality professional and educator coupled
with a background in event management and holds a Masters in Convention and Events
Management from Southern Cross University, Australia. She has worked in hospitality education
as a Programme Manager and lecturer in Les Roches, Hotel Management School and as a
facilitator in Mexico and the Ukraine. Her professional career in hospitality has taken her from
resorts in Greece to the UK and to the Maldives with stops in Switzerland along the way, most
recently as an independent hospitality consultant and trainer for companies worldwide. She has
firm knowledge and experience in management and takes the most pleasure as a facilitator to
learning where she can put her creativity, energy, and language and people skills to use. In her
free time, Michelle enjoys sports such as volleyball, skiing, squash, tennis, and is a certified diver.
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12. Asset Management Decision Making
Prof. Debra Adams
10 to 12 February 2011
MODULE DESCRIPTION
All managers are responsible for maximising the use
LEARNING OBJECTIVES
and value of resources is essential for improving By the end of the Module, participants will be able
return on investment and meeting business to:
objectives. Knowledge
This case study driven programme introduces • Employ business tools to monitor and measure
techniques to improve asset management in the effective asset management
hospitality industry and provides the delegates with • Use investment appraisal analysis techniques for
an opportunity to develop their understanding of strategic decision making
current asset management issues and the • Assess alternative sources of funding and cost of
requirement to meet investors’ objectives. capital in the current market
The programme requires a prior understanding of • Apply risk and sensitivity analysis techniques to
financial statements and accounting concepts. business decision making
Competencies
RECOMMENDED 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
Mindset
MODULE LEADER • Practise critical analysis in business planning
Debra Adams is a qualified • Evaluate the viability of alternate business
accountant (CIMA) with a propositions
background in hospitality METHODOLOGY
management coupled with 15 years
Balance of lectures and discussions with participant
experience of working in financial
management education involving presentations, seminars, debates and team games.
the design and delivery of courses in PARTICIPANTS
finance, accounting and strategy for
This course has been designed for newly appointed
the service sector.
Her early career was spent training and working in asset managers and for senior managers working in
finance roles with an international hotel group the hospitality, leisure and tourism sectors who
followed by 11 years spent in higher education and need to improve their understanding of how to
subsequently 4 years with accredited training manage capital assets to maximise return and
providers. As a result she has considerable experience
business growth.
of designing programmes including MBA, Corporate
University, in-company and online programmes. She
has written and presented widely on the subject of
demystifying business accounting. Debra is Director of
Education for the British Association of Hospitality
Accountants and has been instrumental in the
development and success of several education projects
for accountants working in the hospitality industry. She
is also an advisor for Young Enterprise working in local
schools.
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13. Strategic Resilience: The Way to Continuous Success in Challenging Times
Prof. Christian Santschi
10 to 12 February 2011
MODULE DESCRIPTION LEARNING OBJECTIVES
You've been working so hard for your company's By the end of the Module, participants will be able
success. But in these turbulent times it seems as to:
fragile as never before. Abrupt shifts in customer Knowledge
needs, new business rivals, geopolitical and • Identify the deal with the four interlocking
ecological challenges as well as disruptive elements of a successful business model
technological development turn winners into losers • realize how the imprudent use of traditional
in no time. Therefore it becomes essential to your financial tools can harm the innovation potential
company to be able to continuously anticipate the of your company
relevant changes and to reinvent your business • Differentiate between conventional, platform-
model in time. To thrive in turbulent times, based and discovery-driven planning
companies must become as efficient at renewal as Competencies
they are at producing today's products and services. • Anticipate in time strategy decay
Achieving such strategic resilience isn't easy but • Eliminate common innovation killers
crucial to attain sustainable success. • Reinvent their business model following cutting-
Participants of this module learn to identify the edge business methodology
moment when their company has to change Mindset
fundamentally. Applying cutting edge business- • Notice signs of disruptive change intuitively
modeling techniques participants will be enabled to • Lead change processes with entrepreneurial spirit
develop and implement real-world solutions for and rigor
corporate prosperity. Furthermore they will be • Demonstrate openness to continuous learning
prepared to handle and overcome the most and renewal
common obstacles and pitfalls during the successful
formation of their business practices.
METHODOLOGY
Balance of lectures and discussions with participant
RECOMMENDED READING presentations and case studies.
• Christensen, C. M., (2003). The Innovator's 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 he's 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.
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14. 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 it
RECOMMENDED 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 0-8264-4825-9
MODULE LEADER
Michelle Wells is an internationally experienced hospitality professional and educator coupled
with a background in event management and holds a Masters in Convention and Events
Management from Southern Cross University, Australia. She has worked in hospitality
education as a Programme Manager and lecturer in Les Roches, Hotel Management School
and as a facilitator in Mexico and the Ukraine. Her professional career in hospitality has taken
her from resorts in Greece to the UK and to the Maldives with stops in Switzerland along the
way, most recently as an independent hospitality consultant and trainer for companies
worldwide. She has firm knowledge and experience in management and takes the most
pleasure as a facilitator to learning where she can put her creativity, energy, and language and
people skills to use. In her free time, Michelle enjoys sports such as volleyball, skiing, squash,
tennis, and is a certified diver.
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15. Transformational Leadership
Prof. Louis Lim
14 to 16 February 2011
MODULE DESCRIPTION LEARNING OBJECTIVES
A 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 transformational
leaders leading knowledge workers and Generation
Y employees? As the name suggests, leadership
• Define quality through several leadership
transformational leadership is about leading by
paradigms
transforming—through change and growth. The • Connect vision and mission with strategies and
changes need to create value for both the tactics
organization and individuals, including the leaders Competencies
themselves and growth does not happen if we keep • Practise tactics in inspiration and motivation
within our comfort zones. With organizational through a series of individual and team interactions
loyalty and employee longevity on the decrease, during the Module
leaders today have a fleeting moment in a person’s • Compare and contrast individual and team
career to manifest positive changes. How can it be competences in diversity management, bio-mimicry
done? How can employee morale synch with and emotional intelligence
organizational productivity and profitability? The Mindset
• Link short- and long-term revenue maximization to
Transformational Leadership Module will equip
company brand equity
participants with a set of hammer-and-nail tools to • Defend the urgency of climate change and
leverage leadership as a talent retention tool in their corporate governance in today’s knowledge, global
companies. economy
RECOMMENDED 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.
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16. Women in Leadership
Prof. Alexia Muteke-Ceppi
17 to 19 February 2011
MODULE DESCRIPTION LEARNING OBJECTIVES
Women have challenges as leaders that their male
By the end of the Module, participants will be able
counterparts do not face. It is essential to know how
to:
to use our influence effectively, decisively and non-
Knowledge
aggressively to achieve our goals and deliver results.
• Understanding leadership models between men
The emphasis of Women in Leadership is on
and women
interpersonal behaviour within the male dominated
• Understanding the challenges of women in
world, a focus on an active attitude towards goals.
leadership
Leaders have empathy with other people and create
• Examine methods for building relationships
excitement in work situations. Leaders are
through effective communication skills,
innovative, inspire trust, keep their eye on the
emotional intelligence and Insight discovery
horizon and do the right thing. To maximize
Competencies
women’s potential in a changing global hospitality
• Practise leadership thinking and behaviour
and service industry the need for leaders is more
• Measure the performance of one’s Self in
evident than ever before. You need a specific set of
relation to leadership qualities
skills to work successfully with your employees.
• Charting a successful career path
Breaking through the glass ceiling, balance between
Mindset
yourself, your world and your life. Making effective
• Practise critical analysis in leadership behaviour
decisions and solving problems are still a part of
• Evaluate their unique situation and future goals
your daily life, but added to this, are the challenging
in leadership
leadership skills of communicating in a man’s world,
delegating, coaching, motivating, hiring and leading.
Participants will return to the workplace energized, METHODOLOGY
stimulated and ready to lead. Balance of lectures and discussions with
participant presentations, debates and team
RECOMMENDED 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 LEADER
Alexia Muteke-Ceppi has been in the field of international and hospitality education
for the last ten years in Switzerland, South Africa and Kenya.
Currently, as Consultant with Lausanne Hospitality Consulting, she has been on
missions across the world delivering training and consulting in hospitality. With
several international schools in Lausanne, Nairobi and Johannesburg, she was a career
advisor and in charge of the development and implementation of education
programmes for secondary education. She holds a Bachelor’s degree in Education,
Kenyatta University, Kenya, and an MBA, Business School Lausanne.
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17. Change Management
Prof. Vindou Duc
17 to 19 February 2011
MODULE DESCRIPTION
Change is part of our everyday lives. Research shows LEARNING OBJECTIVES
that 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 change
large numbers of people get work done. At all levels,
efforts
leading change has become an important part of a • Identify the context of change and the impact of the
manager’s role. Leaders need the buy-in and environment within which change happens
• Elaborate the barriers and sources of resistance to
commitment of the people who are being asked to
change and identify ways in which these may be
change. The only control we have over it is how we
overcome
accept 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 own
working on the wrong problem.”, “We have always efforts to effectively deal with and embrace change
• Develop a personal action plan that will enable you
done it this way, why change?” – Any of these to take change forward within your organisation
questions sound familiar? Change Management will • Develop a personal toolkit for use in change
give the tools, frameworks and concepts to address situations
Mindset
the typical questions raised during change, and lead
• Chart a framework within which organisational
change initiatives effectively. Defining what change change can be planned and implemented
is, identifying the problem, facilitating the transition
METHODOLOGY
and 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 projects
develop and use the appropriate change strategy to
their 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.
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18. Customer Service Excellence
Prof. André Mack
17 to 19 February 2011
MODULE DESCRIPTION LEARNING OBJECTIVES
In 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 Knowledge
the pack. “Software” – in terms of superior customer
• Explain how customer service contributes to the
responsiveness – anticipating and fulfilling customer
value proposition of a hospitality business
needs and wants – is the key. To achieve sustainable
competitive advantage, your hospitality business must • Explain how a Balanced Scorecard approach can be
develop a strategic vision of the role played by customer used to improve competitiveness
service in its overall value proposition and identify the Competencies
appropriate financial and non-financial objectives and • Analyze the impact of customer service on the value
metrics to allow you to drive its implementation.
proposition and competitiveness of your business
In this practice-oriented, “hands-on” module, we equip
• Develop a Balanced Scorecard to drive superior
you to develop both a vision and implementation plan
customer service
for your business.
Mindset
RECOMMENDED 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 business
MODULE LEADER
André Mack has an extensive career in the in-flight catering industry and management
consulting. Specialized in the areas of strategic marketing, customer service and business
process re-engineering.
He is both a Director, Lausanne Hospitality Consulting SA, and faculty member, Ecole hôtelière
de Lausanne, lecturing on project management and consulting. André facilitated seminars on
product development, Activity Based Costing, marketing and customer service strategies. The
consulting mandates in operational and quality auditing of hospitality business units, re-
engineering of management and operational processes, strategic business analysis, as well as
the 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 and
English, mixing it up sometimes with the various Swiss German dialects.
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19. 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.
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20. The Key to Personal Effectiveness
Prof. Yateendra Sinh
21 to 23 February 2011
MODULE DESCRIPTION LEARNING OBJECTIVES
Our 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 Knowledge
expectations and where we place our priorities. Our level • Explain the nature of perception and its importance
of performance and overall team working results can be in our relationship with others
significantly impacted by increased self-understanding • Identify the four basic colour energies and the
and understanding of others, by enhancing our ability to characteristics associated with each
adapt and by improving our ability to connect with • Examine the relative strengths and weaknesses of
others in both our personal and work theatres. each colour
• Competencies
This 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 hotel
in “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
METHODOLOGY
RECOMMENDED READING Interactive discussions and participative exercises.
• Givens, C.J., (1993). Super Self: Opportunities for reflection and expression.
Doubling Your Personal Effectiveness. PARTICIPANTS
Diane Pub co, Darby, USA. ISBN
• Hospitality executives from supervisors to general
0788158325
managers and above
• Winstanley, D., (2005). Personal
• Individuals interested in improving their
Effectiveness: a guide to action. Chapter
interpersonal skills and understanding and improving
4, CIPD, London. ISBN 1843980029
their interaction dynamics with others; applicable to
MODULE LEADER both personal and professional life
Yateendra Sinh is the head of Lausanne Hospitality Consulting SA, the Consulting and Executive Education subsidiary
of Ecole hôtelière de Lausanne. With this responsibility, Yateendra is at the forefront of LHCs business strategies and
client portfolio management. Since moving to Switzerland in 2000, he has delivered training and consultancy on
strategic, managerial and operational issues, in over 36 countries. Yateendra believes in continuous improvement of
service 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 Bombay
and has a three-year post-graduate Diploma in Hotels & Management.
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21. Marketing for Small & Independent Properties
Prof. Sofia Brandão
17 to 19 February 2011
MODULE DESCRIPTION LEARNING OBJECTIVES
Looking back to the previous year do you feel you By the end of the Module, participants will be able
could 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 strategy
property is in the client mind when he makes the
buying decision? The world is not the same after the to position a property and how it can help to
financial crisis and the golden rule now is - adapt. make wise business decisions
• Identify strengths and weak points and prepare
Adapt to the market, adapt to the clients, adapt to the
real world. The customer still spends money although action plan
• Understand how to adapt to the new market rules
is more cautious with his expenses. He looks more
than ever for the value for money – are you ready for and plan
this new mentality? Competencies
• Create and implement a dynamic and interactive
In this module, you will be able to find out where you
want your property to be positioned and how to get action plan
• Identify the right tools to promote and create
there. Understand the most effective ways to
communicate your hotel and maximize your budget. awareness
• Built the CRM (Customer Relationship
Take advantage of new tools such as marketing 2.0
and Customer Relationship Management (CRM) to Management) system
increase awareness, knowledge of the market and Mindset
• Evaluate the previous plans and actions in order
customer loyalty.
to improve performance
• Recognize that the action plan is a live tool and
RECOMMENDED 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
PARTICIPANTS
MODULE 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 to
specialized in International Marketing and Strategy.
better understand the business and achieve better
Previously she worked in the Portuguese Tourism
results.
Board in Argentina and started her hospitality career in
Starwood. There she was responsible for 3 hotels
opening’s as Spa Manager and worked as a consultant
in two other spas.
She was also a lecturer in Universidade do Algarve, Portugal in a Postgraduate
course of Spa Management. Currently overlooks Sales, Marketing and Spa for
Aquapura Hotels. Sofia was also awarded by the Spanish Government for Spa
Management Research. Creativity, efficiency and out of the box thoughts are her
mains qualities.
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22. Sustainable People Development
Prof. Wolfgang Foerster
10 to 12 February 2011
MODULE DESCRIPTION
There’s a real paradox in modern leadership: Individual
achievement is typically what brings us the recognition to
be promoted in the first place. But it is our ability to help
others be successful that ultimately defines our own
LEARNING OBJECTIVES
ongoing success.
By the end of the Module, participants will be able to:
This sometimes means that we have to let others take
Knowledge
credit for the good things that we help initiate. And, while
• Understand the keys to improved teamwork
this may seem unfair at times, if we help enough people
• Explain the key factor leading to great job satisfaction
achieve success, we become known as someone who
• Analyse people’s willingness and loyalty potential
routinely helps people do good work. And what better
Competencies
compliment can there be for a leader these days? • Reduce complaints, increase the organizational
In this module you will understand the theory behind it
strengths and reduce cost
through doing. You will be encouraged to learn through
• Reduce conflicts in their teams
own experience and shared experience of the group.
• Increase the commitment of their team members
The module will focus on using a variety of activities,
• Achieve higher bottom line profitability
discussions and exercises and will link to your own
• Identify and support the high-potentials in their team
experiences within your business and your organization.
Mindset
You will benefit from this module with long lasting
• Open to leverage staff relations, stakeholder relations
sustainability.
and peer relations
RECOMMENDED 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, PARTICIPANTS
the Art of Conversing with Men, Penniman & Bliss Managers, executives and owners in the people
Boston, ISBN 978-0-5481-5294-2 industry.
sectors who need to improve their understanding of
how to manage capital assets to maximise return and
MODULE LEADERS business growth.
Wolfgang Foerster is owner of GastroTRAIN, a business consultancy in Germany being specialized on training and
coaching of people working in the hospitality and tourism industry. He is an EHL graduate and German TÜV-certified
trainer. His industry experience spans 15 years with Hyatt, Sheraton and American Express where he held the
positions of corporate trainer, manager operations and regional director northern Europe. In 2004 he founded his
company 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 German
Hotels and Restaurants Association (DEHOGA). He also is a graduated business coach from the European Business
School.
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23. The Wealth-Building Brand
Prof. Wei-Cheng Chen
21to 23 February 2011
MODULE DESCRIPTION LEARNING OBJECTIVES
It 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 brand
is properly built and promoted, it has an immense Knowledge
value. However, branding goes well beyond marketing • Identify the major implications of branding
and selling your products or services. Human beings • Explain the strategic brand management building
are emotional creatures, and branding is all about process in service industries
managing and understanding the emotions of your • Recognize the key components to build a wealthy
customers. Possessing a power and wealthy brand will brand
help you to compete in this ever-changing world. How
Competencies
does branding add soul and spirit to your
organization? Building your brand for wealth is a long • Apply a simple method to evaluate brand equity in
term strategy; from where do we start? the market place
The Wealth-Building Brand module will equip the • Analyze, interpret and apply tools that help
participants with the necessary knowledge, corporations build measure and manage brand for
competencies and the right mindset to leverage your wealth
brand for wealth. Over three days, participants will
discover how creating a coherent brand experience Mindset
requires the alignment of every touch point in the • Defend the emotional impact of branding in the
organization and how it leads to a strategic approach customers’ mind
of building brand for wealth. • Value the contribution of internal clients in the
RECOMMENDED 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

24. 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.ch
Lausanne Hospitality Consulting SA – Le Chalet-à-Gobet CH-1000 Lausanne 25 Page 23
Tel: + 41 21 785 13 37 Fax: + 41 21 785 13 32 - lhcconsulting.com - E-mail: lhc@ehl.ch