Winter Programme 2011

Lausanne Hospitality Consulting SA – Le Chalet-à-Gobet CH-1000 Lausanne 25 Page 1

Solutions for the Hospitality Industry

LAUSANNE EXECUTIVE EDUCATIONWINTER PROGRAMME

07 – 23 FEBRUARY 2011

Lausanne Hospitality Consulting SA – Le Chalet-à-Gobet CH-1000 Lausanne 25 Page 1 Tel: + 41 21 785 13 37 Fax: + 41 21 785 13 32 - lhcconsulting.com - E-mail: [email protected]

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


QUICK GLANCE AT THE 3-DAY

MODULES

YOUR REASONS TO JOIN Quality of professors—module leaders audited for competency • EHL senior faculty are joined by external international

consultants • Mix of academic and practical aspects Applied industry context—practical application of all topics taught • Dedicated to improving management skills in the

industry • Great opportunity to acquire and refresh knowledge

and competencies • Innovative, relevant courses in an applied industry

context Hands-on learning—the best way • Case studies, real-scenario exercises and personal

anecdotes • Finding solutions to real problems faced by different

participants from around the globe Selection of participants—your guarantee for a consistent, high-level programme • As members of a group, participants of diverse profiles

influence the team’s progress • Exponential benefit: learning from each other! • Small-sized groups—interaction and participation • Classes limited to 25 participants • Interactive and homogeneous learning environment

ensured First business school for the hospitality industry—EHL • State-of-art facilities in a modern setting • Networking on a multicultural campus—contacts with

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

OPERATIONS • P t Optimisation for Function Spaces Spas

rofi

• Rooms Revenue Management • Customer Service Excellence FINANCE MARKETING

• Improving Business Performance • Asset Management Decision Making • The Wealth-Building Brand • Marketing of Small & Independent Properties

STRATEGY BUSINESS DEVELOPMENT

• Sustainability as Key Driver for Strategic Renewal Innovation

• Strategic Resilience – The Way to Continuous Success in Challenging Times

• Good Ethics, Good Business • Change Management LEADERSHIP MANAGEMENT

• Leadership Communications • Women in Leadership • Transformational Leadership • The Key to Personal Effectiveness • Sustainable People Development

• First three years membership offered for PHM holders


Fees & DiscountsFEES INCLUDE • Tuition and course materials • The LHC Executive Education Certificate • Advanced Certification PHM (when applicable) • Lunch & 3 Networking coffee breaks during programme days

• Professional visits and study field trips (depending on the module chosen)

• VAT and government taxes • Prices indicated are per person, per module and are subject to change without prior notice

DISCOUNTS • Early booking for payment received before 29 October 2010: -10% (cumulative)

• Alumni member discount: -20% (non-cumulative)

• For other group and company discounts, please contact LHC directly.

TERMS OF PAYMENT • Module fees are due upon acceptance to guarantee your participation in the module(s)

• Enrolment fee CHF 200.- non-refundable • Payment methods are MasterCard, VISA or Bank transfer

CANCELLATION POLICY Reimbursement will be granted if you inform LHC of cancellation of your registration before the start of the Corporate Management Programme. • + 60 days before: 100% • 30 to 60 days before: 50% • – 30 days before: 0% • Substitutions of qualified candidates may be made at no additional costs

OPERATIONS DATES PRICE • P Optimisation for Function Spaces Spasrofit 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 Innovation

07 to 09 February 2011 CHF 5’000.-

• Strategic Resilience – The Way to Continuous Success in Challenging Times

10 to 12 February 2011 CHF 3’000.-

• 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.-

Booking your Accommodation

HOTEL RESERVATIONS BOOKING • Participants may book directly with the

hotel of their choice • Announce that you are an EHL Winter

Programme participant to enjoy the special tariffs

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

TRANSPORT• Complimentary shuttle service from the hotels in

Ouchy and Epalinges (schedules to be confirmed)

• Participants staying in other hotels may still use this service at the established pick-up points and timings

Beau-Rivage Palace 5* 169 rooms

Place du Port 17-19 1006 Lausanne

+41 21 613 33 33 www.brp.ch

Angleterre & Résidence 4* 75 rooms

Place du Port 11 1006 Lausanne

+41 21 613 34 34 www.angleterre-residence.ch

Rates from CHF 325.- Rates from CHF 230.-

Mövenpick Hotel Lausanne 4* 265 rooms

Avenue de Rhodanie 4 1006 Lausanne

+41 21 612 72 87 www.moevenpick-hotels.com

Hotel Au Lac 3* 84 rooms

Place de la Navigation 4 1006 Lausanne

+41 21 613 15 00 www.aulac.ch


Hotel du Port 3* 22 rooms

Place du Port 5 1006 Lausanne

+41 21 612 04 44 www.hotel-du-port.ch

Hotel L’Union 3* 42 rooms

Ch. des Croisettes 2 1066 Epalinges

+41 21 653 89 89 www.hotel-union.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.doc


Module Schedule

3-DAY MODULES OPERATIONS FINANCE

MARKETING

STRATEGY

BUSINESS

DEVELOPMENT

LEADERSHIP

MANAGEMENT

Week WP1a

Mon 07- Wed 09 February 2011

Improving Business

Performance

Sustainability as Key Driver

Dr. Thomas Streiff & Prof. Christian Santschi

Leadership Communications

Prof. Debra Adams Prof. Susan Goldworthy

Week WP1b

Thu 10-Sat 12 February 2011

Profit Optimisation for Function Spaces

Spas

Asset Management Decision Making

Strategic Resilience

Prof. Christian Santschi

Sustainable People

Development

Prof. W. FoersterProf. Michelle Wells Prof. Debra Adams

Week WP2a

Mon 14-Wed 16 February 2011

Rooms Revenue Management

Good Ethics, Good

Business

Transformational

Leadership

Prof. Michelle Wells Prof. John Swarbrooke Prof. Louis Lim

Week WP2b

Thu 17-Sat 19 February2011

Customer Service Excellence

Prof. André Mack

Marketing of Small and

Independent Properties Prof. Sofia Brandão

Change Management

Prof. Vindou Duc

Women in Leadership

Prof. Alexia

Muteke-Ceppi

Week WP3a

Mon 21-Wed 23 February 2010

The Wealth-

Building Brand

Prof. Wei-Cheng Chen

Key to Personal Effectiveness

Prof. Yateendra Sinh

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 [email protected] [email protected] +41 21 785 13 31 +41 21 785 13 34


http://www.lhcconsulting.com/lee

http://www.lhcconsulting.com/lee/winter-programme

mailto:[email protected]

mailto:[email protected]


Improving Business Performance Prof. Debra Adams

07 to 09 February 2011

MODULE DESCRIPTION The current economic climate requires managers to demonstrate a greater understanding of the drivers of business performance in order to make operational decisions to improve revenues and maintain profits.

This highly interactive programme has been devised to provide the delegates with an opportunity to continue to update their financial knowledge and gain a better understanding of how to implement better planning and control processes present in the context of a service organisation.

Each delegate will have an opportunity to translate their learning directly in to the workplace with case studies and scenarios based on real business problems and financial information.

RECOMMENDED READING • Adams, D. (2006), Management Accounting for the Hospitality Industry – A Strategic Approach, Thomson Learning, London, ISBN 0-3043-2906-9

LEARNING OBJECTIVES By the end of the Module, participants will be able to: Knowledge • Understand the ‘bigger picture’ – including the significance of profit, cash and asset management

• Effectively employ budget management and business forecasting

• Understand the external business environment and the impact of external factors on decision making

• Manage shareholder and business wealth Competencies • Practise effective evaluation of business performance • Interpret more effectively the business results and apply effective decision making

• Create business plans and forecasts Mindset • Practise critical analysis of business performance • Evaluate business performance • Improved confidence when presenting on and discussing financial data

METHODOLOGY Balance of lectures and discussions with participant presentations, seminars, debates and team games. Participants are encouraged to bring reports from their 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.

Sustainability as Key driver for Strategic Renewal and Innovation Dr. Thomas Streiff & Prof. Christian Santschi


LEARNING OBJECTIVES By the end of the Module, participants will be able to: Knowledge • Explain how sustainability is becoming the new key

driver of innovation in the tourism and hospitality industry

• Identify the environmental changes relevant to their businesses

• Describe the industry impact of new customer needs based on a green lifestyle

Competencies • Apply appropriate analytical tools to evaluate the

effect of short to long term environmental changes on their own businesses

• Assess specific corporate challenges and opportunities

• Develop competitive advantage tailored to their corporate strategy arising from ‘green activities’

Mindset • Perceive environmental and social issues –

challenges and opportunities - as source of inspiration and innovation

• Appreciate the value of coordination and cooperation along the entire tourism value chain

METHODOLOGY Balance of lectures and discussions, case-studies, group and individual work using real life cases from participants' own companies, individual coaching

PARTICIPANTS Hospitality executives, managers and owners who wish to identify attractive options for strategic positioning based on a solid understanding of environmental challenges.

MODULE DESCRIPTION Sustainability is far more than corporate citizenship or philanthropy. For cutting-edge leaders it is the ideal way to enhanced innovation and competitiveness. The module provides comprehensive and down-to-earth insight into the concept of corporate sustainability comprising environmental and social challenges tourism and hospitality entrepreneurs are facing today. Exposure of the tourism and hospitality industry and relevant impacts are revealed and analyzed using scientifically substantiated scenario techniques. Participants will be enabled to identify crucial risks as well as promising opportunities for their own businesses with the help of a tailor-made, easy-to-apply analytical framework. In a second step, they will be asked to transfer their consolidated findings into strategic options aimed at achieving sustainable competitive advantage. Developing this unique strategic position will motivate participants to rethink their business models as well as their products, technologies, and processes. RECOMMENDED READING

• Kearney, A.T. Inc. (2009). 'Green Winners: The Performance of Sustainability-focused companies in the financial crisis. Chicago.

• Hahn T. „Nachhaltig erfolgreich Wirtschaften. Eine Untersuchung der Nachhaltig-keitsleistung deutscher Unternehmen mit dem Sustainable-Value-Ansatz“.Berlin - Institut für Zukunftsstudien und Technologiebewertung.

• Paul Burke (2002). Sustainability Pays. - Sustainability as Key driver for Strategic. Renewal and Innovation. Manchester: CIS.

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 specializes in corporate

Thomas Streiff, Ph. D., is Partner of BHP – Brugger and Partners Ltd. His fields of expertise at BHP cover the strategic consulting and coaching of multinational companies in shaping and integrating the principles of sustainable development and


processes. In addition to his record as a consultant he has wide leadership experience as a member of different boards of directors and executive boards. He is a former member of the management of hotelleriesuisse, the Swiss Hotel Association.

corporate responsibility. He is CEO of The Sustainability Forum Zurich, an internationally well-reputed organization that offers business leaders a platform to exchange ideas and experiences with respect to sustainable business models.

Leadership Communications Prof. Susan Goldsworthy 07 to 09 February 2011

MODULE DESCRIPTION Executives spend a great deal of time learning functional skills but tend to spend far too little time on learning how to improve their personalpresence at individual, group and organizational level. Combining techniques and knowledge from the worlds of sports, neuroscience and theatre, participants will learn how to have greater influence and impact in their daily working lives.

In this module, we practice techniques and apply tools that can assist you in leading yourself and leading others more effectively. Working with your own authentic style, and learning from feedback, participants practice influence and persuasion skills, learn practical presentation skills, learn about effective dialogues and their blocks, practice active listening and learn tools for creating powerful messages. Participants work on words, tone and body language skills to maximize their impact. Through interactive lecture-discussions, hands-on exercises and role plays, participants will be able to practice and improve their own communications skills across all levels with immediate effect.

LEARNING OBJECTIVES By the end of the Module, participants will be able to: Knowledge • Identify their own Communications Style, as well as

others • Describe the laws of influence & persuasion • Name and explain the three Ps of Presentation Skills Competencies • Create powerful messages • Apply simple techniques for powerful dialogue • Manage conflicts and difficult conversations more

effectively Mindset • Have a greater appreciation for the impact of their

own communications style in engaging and inspiring others

METHODOLOGY Interactive lecture-discussions, hands-on exercises and role plays

PARTICIPANTS For hotel owners, managers and department heads, who would like to improve their communication skills.

RECOMMENDED READING • Influence: The Psychology of Peruasion, Dr

Robert Cialdini, Collins Business Essentials, ISBN 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. Lausanne Hospitality Consulting SA – Le Chalet-à-Gobet CH-1000 Lausanne 25 Page 9 Tel: + 41 21 785 13 37 Fax: + 41 21 785 13 32 - lhcconsulting.com - E-mail: [email protected]


Profit Optimisation for Function Spaces Spas Prof. Michelle Wells


MODULE DESCRIPTION For over twenty years Revenue Management has been practiced in the lodging business and with the increasing realisation of the financial and operational benefits the extension of practices into other departments is imminent. Be at the forefront of exploring the possibilities and extending the concept of revenue management into other revenue generating departments.

Whether function spaces or spas is your primary product or an additional revenue generator, you can gather competencies in effective forecasting, assessing revenue contributions and exploring optimisation strategies for function spaces and spas. We challenge you to an intensive 3-day module towards profit optimisation. RECOMMENDED READING

LEARNING OBJECTIVES By the end of the Module, participants will be able to:Knowledge • Identify and explain the fundamental concepts and building blocks in Revenue Management

• Elaborate and discuss the development of Revenue Management strategies and methodology into other departments

• Explore systems from decision support to performance control

Competencies • Apply basic forecasting techniques • Apply optimisation models and techniques • Assess business performance and propose ‘product’ modification strategies

Mindset • Quantify the impact of Revenue Management • Appreciate the value of strategies into other revenue generating departments

• Evaluate the daily tasks of Revenue Management and their influences

METHODOLOGY Balance of interactive lecture-discussions, hands-on exercises and debates.

PARTICIPANTS Managers and executives in Rooms division, Sales and Marketing, Spa Managers, Event Organisers and General Management, vested with the responsibility of optimizing revenue and integrating it throughout the company.

• Ingold, A., McMahon-Beattie, U. & Yeoman, I. (2000), Yield Management: Strategies for the Service Industries, Thomson Learning, London, ISBN 0-8264- 4825-9

• Yeoman, I. & McMahon-Beattie U. (2004), Revenue Management and Pricing: Case Studies and Applications, Cengage Learning Business Press, London, ISBN 978-1-8448-0062-9

• Bodeker G. & Cohen M. (2008), Understanding the Global Spa Industry: Spa Management,

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.

Asset Management Decision Making

Prof. Debra Adams 10 to 12 February 2011

MODULE DESCRIPTION LEARNING OBJECTIVES All managers are responsible for maximising the use

and value of resources is essential for improving return on investment and meeting business objectives.

By the end of the Module, participants will be able to: Knowledge • Employ business tools to monitor and measure effective asset management

This case study driven programme introduces techniques to improve asset management in the hospitality industry and provides the delegates with an opportunity to develop their understanding of current asset management issues and the requirement to meet investors’ objectives.

• Use investment appraisal analysis techniques for strategic decision making

• Assess alternative sources of funding and cost of capital in the current market

• Apply risk and sensitivity analysis techniques to business decision making

The programme requires a prior understanding of financial statements and accounting concepts.

Competencies

RECOMMENDED READING • Practise a range of techniques to evaluate business data for decision making

• Adams, D. (2006), Management Accounting for the Hospitality Industry – A Strategic Approach, Thomson Learning, London, ISBN 0-3043-2906-9

• Measure the impact of business decision making on profitability and cash flow

• Create business plans and feasibility analysis Mindset MODULE LEADER • Practise critical analysis in business planning • Evaluate the viability of alternate business propositions

METHODOLOGY Balance of lectures and discussions with participant presentations, seminars, debates and team games.

PARTICIPANTS This course has been designed for newly appointed asset managers and for senior managers working in the hospitality, leisure and tourism sectors who need to improve their understanding of how tomanage capital assets to maximise return and business growth.

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.

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.


Strategic Resilience: The Way to Continuous Success in Challenging Times

Prof. Christian Santschi 10 to 12 February 2011

MODULE DESCRIPTION You've been working so hard for your company's success. But in these turbulent times it seems as fragile as never before. Abrupt shifts in customer needs, new business rivals, geopolitical and ecological challenges as well as disruptive technological development turn winners into losers in no time. Therefore it becomes essential to your company to be able to continuously anticipate the relevant changes and to reinvent your business model in time. To thrive in turbulent times, companies must become as efficient at renewal as they are at producing today's products and services. Achieving such strategic resilience isn't easy but crucial to attain sustainable success.Participants of this module learn to identify the moment when their company has to change fundamentally. Applying cutting edge business-modeling techniques participants will be enabled to develop and implement real-world solutions for corporate prosperity. Furthermore they will be prepared to handle and overcome the most common obstacles and pitfalls during the successful formation of their business practices. RECOMMENDED READING • Christensen, C. M., (2003). The Innovator's Solution:

Creating and Sustaining Successful Growth, Harvard Business School Publishing, ISBN 1-57851-852-0

• McGrath, R. G. & Macmillan, I. C., (2009). Discovery-Driven Growth, Harvard Business School Publishing, ISBN 978-1-59139-685-7

LEARNING OBJECTIVES By the end of the Module, participants will be able to: Knowledge • Identify the deal with the four interlocking

elements of a successful business model • realize how the imprudent use of traditional

financial tools can harm the innovation potential of your company

• Differentiate between conventional, platform-based and discovery-driven planning

Competencies • Anticipate in time strategy decay • Eliminate common innovation killers • Reinvent their business model following cutting-

edge business methodology Mindset • Notice signs of disruptive change intuitively • Lead change processes with entrepreneurial spirit

and rigor • Demonstrate openness to continuous learning

and renewal

METHODOLOGY Balance of lectures and discussions with participantpresentations and case studies.

PARTICIPANTS Hospitality executives, managers and owners who wish to explore and develop their strategic leadership capabilities.


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.


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, the statement is even more valid in the hospitality industry—managing a perishable capacity like hotel rooms is critical when most of our costs are tied up in real estate. A room not sold today is not only a revenue opportunity lost forever; it is more importantly, a fixed cost that can no longer be recuperated. Revenue Management is the science of maximizing income growth through the application of disciplined tactics that predict customer behaviour at micro-market level and optimizing product availability and price (Cross, 1997). It is about offering the right service, at the right time, to the right customer, at the right price and through the right channel.

By the end of the Module, participants will be able to: Knowledge • Identify fundamental information for application in

Revenue Management • Explain building blocks and key concepts in Revenue Management

• Elaborate the development of Revenue Management systems and processes

Competencies • Develop pricing and product strategies

• Apply basic forecasting techniques • Apply overbooking policies Mindset • Quantify the impact of Revenue Management

• Appreciate the customer price-value relationship and pricing on demand

In this Module, discover how simple forecasting techniques can help us predict customer purchasing patterns and develop tactics to maximize revenue growth. We will explore how groups and distribution channels can be best managed and how to develop and manage overbooking. We will also delve into the key components of Revenue Management from a strategic perspective.

• Evaluate the daily tasks of Revenue Management and their influences

METHODOLOGY Interactive lecture discussions and hands-on exercises.

PARTICIPANTS Managers and executives in Rooms division, Sales and Marketing and General Management, vested with the responsibility of optimizing revenue and integrating it throughout the company.

RECOMMENDED READING • Talluri, K. T. & Van Ryzin, G. J. (2004b), The Theory

• 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

and Practice of Revenue Management, Kluwer Academic Publishers, Boston, ISBN: 978-0-3872-4376-4

• 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.


Transformational Leadership Prof. Louis Lim


RECOMMENDED READING • Burns, J. M. (2003), Transforming Leadership, Grove Press, New York, ISBN 0-8021-4118-8

• Taylor, D. H. (2007), The Imperfect Leader, AuthorHouse, Indiana, ISBN 978-1-4343-2085-8

MODULE DESCRIPTION A decade into the Millennium—what has changed and what is new in leadership? How are today’s leaders leading knowledge workers and Generation Y employees? As the name suggests, transformational leadership is about leading by transforming—through change and growth. The changes need to create value for both the organization and individuals, including the leaders themselves and growth does not happen if we keep within our comfort zones. With organizational loyalty and employee longevity on the decrease, leaders today have a fleeting moment in a person’s career to manifest positive changes. How can it be done? How can employee morale synch with organizational productivity and profitability? The Transformational Leadership Module will equip participants with a set of hammer-and-nail tools to leverage leadership as a talent retention tool in their companies.

LEARNING OBJECTIVES By the end of the Module, participants will be able to:Knowledge • Elaborate the six parameters of transformational leadership

• Define quality through several leadership paradigms

• Connect vision and mission with strategies and tactics

Competencies • Practise tactics in inspiration and motivation through a series of individual and team interactions during the Module

• Compare and contrast individual and team competences in diversity management, bio-mimicry and emotional intelligence

Mindset • Link short- and long-term revenue maximization to company brand equity

• Defend the urgency of climate change and corporate governance in today’s knowledge, global economy

METHODOLOGY Individual and group psychometrics, case study and participant presentations.

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, whatever their job titles. MODULE LEADER

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.


Women in Leadership Prof. Alexia Muteke-Ceppi

17 to 19 February 2011 MODULE DESCRIPTION Women have challenges as leaders that their male counterparts do not face. It is essential to know how to use our influence effectively, decisively and non-aggressively to achieve our goals and deliver results. The emphasis of Women in Leadership is on interpersonal behaviour within the male dominated world, a focus on an active attitude towards goals. Leaders have empathy with other people and create excitement in work situations. Leaders are innovative, inspire trust, keep their eye on the horizon and do the right thing. To maximize women’s potential in a changing global hospitality and service industry the need for leaders is more evident than ever before. You need a specific set of skills to work successfully with your employees. Breaking through the glass ceiling, balance between yourself, your world and your life. Making effective decisions and solving problems are still a part of your daily life, but added to this, are the challenging leadership skills of communicating in a man’s world, delegating, coaching, motivating, hiring and leading. Participants will return to the workplace energized, stimulated and ready to lead.

LEARNING OBJECTIVES By the end of the Module, participants will be able to: Knowledge • Understanding leadership models between men and women

• Understanding the challenges of women in leadership

• Examine methods for building relationships through effective communication skills, emotional intelligence and Insight discovery

Competencies • Practise leadership thinking and behaviour • Measure the performance of one’s Self in relation to leadership qualities

• Charting a successful career path Mindset • Practise critical analysis in leadership behaviour • Evaluate their unique situation and future goals in leadership

METHODOLOGY Balance of lectures and discussions with participant presentations, debates and team games.

PARTICIPANTS Women in business, who have been in business for two or more years, women leading established businesses women starting a business, women managers aspiring to be leaders of the future, and 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.

RECOMMENDED READING • Kohlrieser, G. (2006), The Hostage at the Table:

How Leaders Can Overcome Conflict, Influence Others, and Raise Performance, Jossey Bass, San Francisco, ISBN 978-0-7879-8384-0

• Helgesen, S. (1995), The Female Advantage: Women’s Ways of Leadership, Doubleday Currency, New York, ISBN 978-0-3854-1911-6


Change Management Prof. Vindou Duc

17 to 19 February 2011MODULE DESCRIPTION

LEARNING OBJECTIVES Change is part of our everyday lives. Research shows that 70% of change efforts fail or are derailed. Most change efforts require significant adjustments in how large numbers of people get work done. At all levels, leading change has become an important part of a manager’s role. Leaders need the buy-in and commitment of the people who are being asked to change. The only control we have over it is how we accept and move through the change curve.

By the end of the Module, participants will be able to: Knowledge • Identify characteristics of leading successful change efforts

• Identify the context of change and the impact of the environment within which change happens

• Elaborate the barriers and sources of resistance to change and identify ways in which these may be overcome

Competencies • Assess the current state of the organisation’s own efforts to effectively deal with and embrace change

• Develop a personal action plan that will enable you to take change forward within your organisation

• Develop a personal toolkit for use in change situations

Mindset • Chart a framework within which organisational change can be planned and implemented

METHODOLOGY Presentation of different possible methodologies, case study, group work and participants projects

PARTICIPANTS Senior and middle managers; change managers; project managers; program Managers and project teams; process improvement specialists; Human Resources functions; professionals currently, or soon to be, involved in major organisational change.

“We tried to do this before, and it failed.”, “You are working on the wrong problem.”, “We have always done it this way, why change?” – Any of these questions sound familiar? Change Management will give the tools, frameworks and concepts to address the typical questions raised during change, and lead change initiatives effectively. Defining what change is, identifying the problem, facilitating the transition and sustaining the change are some of the topics that will be discussed to allow participants to develop and use the appropriate change strategy to their environment and organization. RECOMMENDED READING • Kotter, J. and Rathgeber, H. (2006) - Our Iceberg is

Melting, St. Martin’s Press - ISBN 0-312-36198-x • Matta, N. F. and Ashkenas, R. N. (2003) Harvard

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.


Customer Service Excellence Prof. André Mack


MODULE DESCRIPTION In today’s highly competitive environment, hospitality “hardware” is no longer enough to keep you ahead of the pack. “Software” – in terms of superior customer responsiveness – anticipating and fulfilling customer needs and wants – is the key. To achieve sustainable competitive advantage, your hospitality business must develop a strategic vision of the role played by customer service in its overall value proposition and identify the appropriate financial and non-financial objectives and metrics to allow you to drive its implementation. In this practice-oriented, “hands-on” module, we equip you to develop both a vision and implementation plan for your business.

LEARNING OBJECTIVES By the end of the Module, participants will be able to:Knowledge

• Explain how customer service contributes to the

value proposition of a hospitality business

• Explain how a Balanced Scorecard approach can be used to improve competitiveness

Competencies

• Analyze the impact of customer service on the value

proposition and competitiveness of your business

• Develop a Balanced Scorecard to drive superior customer service

Mindset

• Develop your skills in strategy formulation and

implementation

Practice “thinking outside the box”

METHODOLOGY Assigned readings, interactive lectures, role-plays, in-class exercises, evening assignments

PARTICIPANTS Managers, executives and entrepreneurs in any 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.

RECOMMENDED READING • Marcus, A. A. (2005), Management Strategy: Achieving

Sustained Competitive Advantage, New York: McGraw-Hill/Irwin, ISBN-10: 0072951877.

• Meyer, D. (2006), Setting the Table: The Transforming Power of Hospitality in Business, New York: HarperCollins, ISBN-10: 0-06-074275-5

• Kaplan, R. S. Kaplan & Norton, D. P. (2008), The Execution Premium: Linking Strategy to Operations for Competitive Advantage, Boston: Harvard Business School Press, ISBN 13:978-1-4221-2116-0,


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

Good Ethics Good Business Prof. John Swarbrooke 14 to 16 February 2011

MODULE DESCRIPTION In today’s highly competitive market it is vitally important that every hospitality and tourism organisation has the best possible information on which to base management decisions. We need to know about trends in consumer behaviour and how customers are making their purchase decisions. We need to know if our customers are satisfied with the service we offer. We would also like to be able to identify and target potential future customers. At the same time we want to be able to measure how effective our marketing is and what return we receive from the money we spend on marketing. However we often think the cost of finding out these things will be too high or will involve the use of expensive consultants. Or we think that finding out these things will take more time than we have as busy owners or managers. What we rarely recognise is that our failure to systematically gather market intelligence and evaluate our marketing costs us dear in terms of wasted expenditure and reduced revenue. This module is designed to give participants a range of tools to allow their organisations to undertake cost effective marketing research.

LEARNING OBJECTIVES By the end of the Module, participants will be able to:Knowledge • Understand how the collection of different kinds of information can help us make better management decisions

• Identify which techniques to use to obtain different kinds of information.

• Appreciate the latest thinking in market segmentation

Competencies • Set up an effective system for measuring customer satisfaction

• Understand how to interpret statistics and understand their marketing implications

• Understand how to use techniques including focus groups, observation and consumer panels

Mindset • Recognise that marketing research is a vital requirement for any hospitality or tourism organisation that aims to be successful

METHODOLOGY A mixture of lectures, interactive exercises, case studies and participant discussions..

PARTICIPANTS Managers and owners responsible for corporate strategy and marketing. Managers responsible for front line service delivery.

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.


The Key to Personal Effectiveness Prof. Yateendra Sinh


MODULE DESCRIPTION Our perceptions of the world, our work and the other people in our lives are affected by past experiences, our expectations and where we place our priorities. Our level of performance and overall team working results can be significantly impacted by increased self-understanding and understanding of others, by enhancing our ability to adapt and by improving our ability to connect with others in both our personal and work theatres. This three-day Module will address the key requirements in “Best communication”: • Recognizing and understanding the person you are dealing with • Adapting your approach to communicating with them• Lowering “resistance” and starting an efficient negotiation. • Dealing with “The Difficult Person” and start a fruitful collaboration

LEARNING OBJECTIVES By the end of the Module, participants will be able to:Knowledge • Explain the nature of perception and its importance

in our relationship with others • Identify the four basic colour energies and the

characteristics associated with each • Examine the relative strengths and weaknesses of

each colour • Competencies • Develop a quick way to recognize the different

types of person you are dealing with in the hotel Industry

• Develop efficient strategies to communicate, influence and negotiate

• Elaborate the perception from “Difficult Person” to a “Valued Person” in your relationship with somebody

Mindset • Be ready to see others in a different and more

valuable way • Open for new challenges and objectives

METHODOLOGY Interactive discussions and participative exercises. Opportunities for reflection and expression.

PARTICIPANTS • Hospitality executives from supervisors to general managers and above • Individuals interested in improving their interpersonal skills and understanding and improving their interaction dynamics with others; applicable to both personal and professional life

RECOMMENDED READING • Givens, C.J., (1993). Super Self: Doubling Your Personal Effectiveness. Diane Pub co, Darby, USA. ISBN 0788158325 • Winstanley, D., (2005). Personal Effectiveness: a guide to action. Chapter 4, CIPD, London. ISBN 1843980029

MODULE LEADER 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.


Marketing for Small & Independent Properties Prof. Sofia Brandão


LEARNING OBJECTIVES By the end of the Module, participants will be able to: Knowledge • Understand the importance of having a strategy

to position a property and how it can help to make wise business decisions

• Identify strengths and weak points and prepare action plan

• Understand how to adapt to the new market rules and plan

Competencies • Create and implement a dynamic and interactive

action plan • Identify the right tools to promote and create

awareness • Built the CRM (Customer Relationship

Management) system Mindset • Evaluate the previous plans and actions in order

to improve performance • Recognize that the action plan is a live tool and

can help to improve business performance

METHODOLOGY • Interactive lecture-discussions • Practical exercises • Business Cases

PARTICIPANTS Owners, managers and executives in corporate strategy, general management and sales & marketing management people with the goal to better understand the business and achieve better results.

MODULE DESCRIPTION Looking back to the previous year do you feel you could have done better? Do you feel you reacted late to the market and lost business? Do you feel your property is in the client mind when he makes the buying decision? The world is not the same after the financial crisis and the golden rule now is - adapt. Adapt to the market, adapt to the clients, adapt to the real world. The customer still spends money although is more cautious with his expenses. He looks more than ever for the value for money – are you ready for this new mentality? In this module, you will be able to find out where you want your property to be positioned and how to get there. Understand the most effective ways to communicate your hotel and maximize your budget. Take advantage of new tools such as marketing 2.0 and Customer Relationship Management (CRM) to increase awareness, knowledge of the market and customer loyalty. RECOMMENDED READING • Tungate, M.(2009), Luxury World: The Part,

Present and Future of Luxury Brands, Kogan Page, ISBN 978-0749452636

MODULE LEADER Sofia Brandão has as field of study Management, specialized in International Marketing and Strategy. Previously she worked in the Portuguese Tourism 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.


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 ongoing success. This sometimes means that we have to let others take credit for the good things that we help initiate. And, while this may seem unfair at times, if we help enough people achieve success, we become known as someone who routinely helps people do good work. And what better compliment can there be for a leader these days? In this module you will understand the theory behind it through doing. You will be encouraged to learn through own experience and shared experience of the group. The module will focus on using a variety of activities, discussions and exercises and will link to your own experiences within your business and your organization. You will benefit from this module with long lasting sustainability.

RECOMMENDED READING • Covey, S. R., (2004), The 7 Habits of Highly Effective People, 15th Edition, Free Press, New York, ISBN 978-0-7432-6951-9 • Knigge, A. (2007), Practical Philosophy of Social Life or, the Art of Conversing with Men, Penniman & Bliss Boston, ISBN 978-0-5481-5294-2

LEARNING OBJECTIVES By the end of the Module, participants will be able to: Knowledge • Understand the keys to improved teamwork • Explain the key factor leading to great job satisfaction • Analyse people’s willingness and loyalty potential Competencies • Reduce complaints, increase the organizational

strengths and reduce cost • Reduce conflicts in their teams • Increase the commitment of their team members • Achieve higher bottom line profitability • Identify and support the high-potentials in their team Mindset • Open to leverage staff relations, stakeholder relations and peer relations

METHODOLOGY Lecture-discussions, study cases, in-class exercises, team games.

PARTICIPANTS Managers, executives and owners in the peopleindustry.

sectors who need to improve their understanding of how to manage capital assets to maximise return and business growth. MODULE LEADERS

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.

Sustainable People Development Prof. Wolfgang Foerster 10 to 12 February 2011


RECOMMENDED READING • Aaker, D. A. and Joachimsthaler, E., (2002), Brand

Leadership, The Free Press, New York, ISBN 0-7432-0767-X.

• Keller, K. L., (2007), Strategic Brand Management: Building, Measuring, and Managing Brand Equity, Prentice Hall, Upper Saddle River, New York, ISBN 0-1318-8859-5.

• Murphy, J. and Hart, S., (1997), Brands: The New Wealth Creator, Palgrave Macmillan, ISBN 0-8147-5599-2

The Wealth-Building Brand Prof. Wei-Cheng Chen 21to 23 February 2011

MODULE DESCRIPTION It is not a surprise to say that brand can be one of the most valuable assets of your company. When a brand is properly built and promoted, it has an immense value. However, branding goes well beyond marketing and selling your products or services. Human beings are emotional creatures, and branding is all about managing and understanding the emotions of your customers. Possessing a power and wealthy brand will help you to compete in this ever-changing world. How does branding add soul and spirit to your organization? Building your brand for wealth is a long term strategy; from where do we start? The Wealth-Building Brand module will equip the participants with the necessary knowledge, competencies and the right mindset to leverage your brand for wealth. Over three days, participants will discover how creating a coherent brand experiencerequires the alignment of every touch point in the organization and how it leads to a strategic approach of building brand for wealth.

LEARNING OBJECTIVES By the end of the Module, participants will be able to:

Knowledge • Identify the major implications of branding • Explain the strategic brand management building

process in service industries • Recognize the key components to build a wealthy

brand

Competencies

• Apply a simple method to evaluate brand equity in the market place

• Analyze, interpret and apply tools that help corporations build measure and manage brand for wealth

Mindset

• Defend the emotional impact of branding in the customers’ mind

• Value the contribution of internal clients in the wealth-building process

• Respect the influence of the new generation and era in the branding process

• Appreciate the role of the branding and its value chain

METHODOLOGY Lecture-discussion, case study analysis, individual and team exercises

PARTICIPANTS From entry level to top management executives in any sector or department of the hospitality industry MODULE LEADER

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.


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:[email protected]

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Winter Programme 2011

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