Aurore Bruna Virginie Poiron Miguel Ricardo Da Silva Medeiros Imed Ababsa Guillaume Chabrier-Langenfeld MBA 1A
Overview
• German hotel group founded in 1897
• Headquarters in Munich and Geneva
• 62 hotels and resorts over the world, mainly in eastern Europe and Asia
• 43 hotels are either under final development or construction in Europe, the Middle East, Africa, Asia
• Member of the Global Hotel Alliance
Kempinski Corporate Philosophy
CORPORATE CULTURE
• « We are not a hotel chain, but a collection of individuals »
• The most important topic is people
MISSION STATEMENT
• Being the market leader amongst its location
GOALS • Making the Kempinski brand synonymous
with individualistic luxury in hospitality
• Keeping the Kempinski family small
• Consolidating its European portfolio
OBJECTIVES • The war for talent
• Expansion
STRATEGY • Kempinski strategy is a long-term strategy,
creating value that is sustainable, which is focused on the enterprise value
• Creating one the world’s most desirable and luxurious hotel collections
• Investing heavily in talent selection, training and education of the staff
• Optimizing operational performance and sustainable financial results
SERVICE MODEL • Traditional European service values
Moments Of Truth
• “providing the guests with memorable journeys”
• “once-in-a-lifetime journey”
• “creating rich and meaningful experiences”
• “creating incredible memories”
• “providing perfection at every moment and in every way”
Executive Committee
Reto Wittwer President & CEO
Colin Lubbe Chief financial Officer
Duncan O’Rourke Chief Operating Officer
Markus Semer SVP Corporate Affairs & Strategic Planning
Executive Committee
Reto Wittwer (Swiss) • President & Chief Executive Officer of Kempinski since 1995
• Graduated from SHMS as well as EHL (Switzerland)
• A true « hotelier », started as Assistant F&B manager
“Grand ambassador of the Kempinski collection”
Executive Committee
Colin Lubbe (South African) • Chief Financial Officer since 2009
• Graduated from Cornell (USA)
• Before joining Kempinski, he was financial director of Hyatt Corporation
“Leading the implementation of effective
business strategies in a multi-national Environment”
Executive Committee
Duncan O’Rourke (Irish) • Chief Operating Officer since 2002
• Graduated from Cesar Ritz (Switzerland)
• Youngest COO in Hopsitality (36 years old)
“Consolidating Kempinski’s expansion and ensuring the group delivers on its brand promise through operational excellence”
Executive Committee Markus Semer (German) • SVP Corporate Affairs & Strategic Planning since 2002
• Graduated from EHL (Switzerland)
• Group’s most innovative business concepts, as well as overseeing Legal, People Services & Corporate Communications and Kempinski’s Associated Businesses
Kempinski And Management Contracts
“Leave it to us to professionally manage your property and build its value for you”
• Kempinski has decided to move away from the ownership of real estate and to focus on its core business: the management of hotels and resorts on behalf of the Owners of the bricks and mortar. Hence, the growth of our portfolio internationally is built around the execution of management contracts.
Guest Service
• "Our objectif is to provide customised service to each individual guest, not only fulfilling their wishes, but exceeding their expectations“
• The finest of traditions of european heritage
Europe's oldest hotel group won the best brand award, in the category of best Service provider
Defined by the consumers themselves
Central Reservation System (CRS)
• Kempinski has been a micros customer since 1991 with 28 properties installed worldwide
*including the opera entreprise solution,Fidelio suite V6,Fidelio F&B *fidelio sales & catering • During the second half of 2005 began the installation of the MICROS
OPERA CENTRAL SYSTEMS which consists on: *opera reservation system *opera webservices *opera sales automation and the central reporting/enterprise reporting
tool • Micros provide kempinski operations with central regional support out
of 4 regional offices and incountry support for more than 37 countries.
Property Management System (PMS)
• since 1991 kempinski properties used Micros Fidelio V6 PMS
• After 2004 all new kempinski hotels & resorts upgrated to micros opera property management system (PMS) and opera sales & catering
• One of the first installations took place at the abu dhabi conference palace(the largest hotel projectin the gulf)
Global Distribution System (GDS)
• A worldwide computerized reservation network used as single point of access for reserving airline seats, hotel rooms and other travel agents, examples: Amadeus, Galileo, Sabre and Worldspan.
• (No information about the hotel, secret information)
F&B Concept
Sunday Champagne Brunch ( Kempinski Style) THEME AND DECOR
Sunday Champagne Brunch Venue: Spectra will maintain its unique look and styling with the same beautiful display of food and beverages. We have add a lot more delicacies to our Sunday Champagne Brunch compared a regular day.
ENTERTAINMENT
With Sunday the spectra music will change to our in-house DJ mix this will be our selection of retro mix to suit the Sunday mood of the restaurant.
BEVERAGE
A full fledged beverage menu will be available for consumption .But however along with the buffet every guest will be entitles to order our choice of sparkling wine, beer, Vodka and vodka cocktails.
• Food and beverage is one of the most important and challenging topics in the hospitality business due to the heavy competition of stand-alone restaurants, especially in key cities. When a hotel restaurant and bar becomes a success, it is clear that the local community has accepted us in the destination and that makes a huge difference.
• “As we are operating properties all over the world, our guests will always have two things on offer: on the one hand, local flair and specialties of the respective country where we are present, and on the other hand, we ensure delivery of our European service standard.”