Luxury Hospitality 2013 - Ecole hôtelière de Lausanne

Transcription

THE MAGAZINE OF THE ECOLE HÔTELIÈRE DE LAUSANNE
ISSUE #42
AUTUMN | AUTOMNE 2013
Le Berceau des Sens sails
into the Gault & Millau guide
with a score of 15/20 p. 7
La naissance d’un indicateur
de notoriété dans l’hôtellerie
de luxe, le « World Luxury
Index Hotels » p. 32
Destination Profile:
Sri Lanka p. 55
Avez-vous dernièrement
renouvelé votre vision
d’entreprise ? p. 58
Special Report :
Luxury Hospitality 2013
As a passionate member of the Hyatt team, you’ll have the opportunity to extend
the world’s most generous welcome to guests of all ages. With your drive to
provide superior service and share our authentic hospitality, you’ll encounter
endless ways to take your career in the direction of your dreams. Watch your
career soar when you join us for an exciting:
HOSPITALITY CAREER
At Hyatt, we provide authentic hospitality and seek people who share the same passion
for hospitality as we do!
Apply online today at www.hyatt.jobs.
The trademark HYATT and related marks are trademarks of Hyatt International Corporation. © 2012 Hyatt International Corporation. All rights reserved.
Table of contents
3
EDITO
6
INSIDE EHL
13
BURNING HOT
13
A selection of the latest News By Mélanie Gaillet
17
SPECIAL REPORT | Luxury Hospitality 2013
18
First Luxury Hospitality concludes with
industry findings
21
Highlights of the outstanding « Luxury
Hospitality 2013 » event
27
Redefining the hotelier’s role for the modern‑day
UHNW consumer
By Marco Nijhof
30
The Luxury of People
By Yateendra Sinh
32
La naissance d’un indicateur de notoriété
dans l’hôtellerie de luxe, le World Luxury Index™ :
enjeux et implications pour l’industrie
Par Samad Laaroussi
38
INSIDE-OUT
38
Taking Note! Lessons from EHL’s
Distinguished Speakers: Philippe Pascal
By Demian Hodari and Chalana Perera
40
Startups in the realm of hospitality, the advent of the experience economy
By Philippe Khodara and Florian Savoyen
43
Top tips for setting up hotels
in emerging markets
By Mark Dunford
45
Is customer experience a myth?
By Alain Najar and Alexandra Wheeler
48
START-UP INSIGHT
48
Planning for the Uncertain
By Frédéric Delley
49
Up Close with an EHL Entrepreneur
By Caroline Guigou
52
LIFESTYLE
52
Tendances 2014
Par Stefan Fraenkel
53
L’école qui brille
Par Stefan Fraenkel
54
Blonde, brune, ambrée, gingembre, elles vous font tourner la tête…
Par Stefan Fraenkel
55
Destination Profile: Sri Lanka
By Chalana Perera
58
CAREERS
58
Avez-vous dernièrement renouvelé votre vision d’entreprise ?
Par Alain Pillet
60
On the Move / Ils bougent
61
ALUMNI & NETWORKING
61
Alumni & Network News
By Valérie De Corte
67
Bottin
68
Alumni Portrait: Mathieu Jaton
TABLE OF CONTENTS
FR
1
EN
Edito
Le luxe dans tous ses états
Le secteur du luxe est une source d’inspiration pour et réinventent les produits de luxe de demain pour
une multitude d’industries. Ses codes, ses valeurs attirer et fidéliser des clients désireux de s’offrir des
de service telles que le respect, le savoir-vivre et expériences hors normes.
l’ultra personnalisation sont profondément ancrés
Au-delà du rêve et de l’authenticité, le luxe doit
dans l’offre qui vise la satisfaction du consommateur impérativement réussir ce tour de force qu’est la réconmais qui se doit de répondre à des attentes toujours ciliation de la tradition avec l’innovation qui passe
plus exigeantes du client.
incontestablement par l’intégra« La grandeur d'un métier tion de nouvelles composantes
C’est dans ce contexte évolutif que l’Ecole hôtelière de Lauinhérentes à l’évolution de notre
est avant tout
sanne s’est associée cette année
monde, telles que la responsabid'unir les hommes ;
à International Herald tribune il n'est qu'un luxe véritable lité sociale et le développement
pour lancer le premier événedurable. Quant aux nouvelles
et c'est celui
ment exclusif d’envergure intertechnologies, elles font désordes relations humaines. » mais également partie du paynationale dédié au luxe dans
Antoine de Saint-Exupéry sage de l’expérience du luxe pour
le secteur de l’accueil. Plus de
le consommateur.
170 professionnels ont pu bénéLa raison d’être du luxe réside avant tout dans
ficier des débats exaltants ponctués d’interventions
pertinentes sur l’évolution du comportement du sa rareté, source de différenciation et de fidélisation.
Ainsi, on reconnaîtra sans nul doute que le luxe offre
consommateur de luxe.
L’univers du luxe propose des produits d’exception le privilège de s’apprécier à sa juste valeur.
synonymes d’excellence, de qualité, de perfection,
Véronique BANYOLS
de rêve et d’expérience. C’est dans cette quête d’exigence que les marques de prestige innovent sans cesse
Rédactrice en chef | EHLITE Magazine
EHLITE Magazine
Publication Director
Ray F. IUNIUS
Ecole hôtelière de Lausanne Route de Cojonnex 18
1000 Lausanne 25 – Switzerland
Tel. +41 21 785 15 08
www.ehlite.com
Editor-in-Chief
Véronique BANYOLS
[email protected]
Editorial Board President
Michel ROCHAT
Editorial Board Vice President
Dr Christof JUEN
Editorial Board
Kaye CHON
Daniel CONNOLLY
Camille DUCHARME
Fabien FRESNEL
Andrew FREW
Nicolas GRAF
François A. von GUNTEN
Jamil HEBALI
Jacques HOROVITZ
Jean-Pierre JEANNET
Jacques LEVY-BONVIN
Chris LUEBKEMAN
Hervé MATHE
Dolf MOGENDORFF
Hilary MURPHY
Jamie MURPHY
Peter O’CONNOR
Abraham PIZAM
Alain SCHAUDER
Felicia SCHROEDER
Yateendra SINH
Ingrid SUMMERFIELD
Rémi WALBAUM
ISSN 1661 – 4607
Circulation : 6000 copies
Column Editors
Véronique BANYOLS | Inside-Out
Valérie DE CORTE |
Alumni & Networking
Frédéric DELLEY | Start-up Insight
Stéfan FRAENKEL | Lifestyle
Mélanie GAILLET | Burning Hot
Anne TREACY‑PELICHET | Careers
Publisher
NovaTrend SA
Production
PCL Presses Centrales SA
PICTURE COVER:
One&Only Reethi Rah, Maldives
© Kerzner International Limited
EDITO
FR
3
EN
The editorial board
Michel Rochat
General Director of the Ecole
hôtelière de Lausanne and
President of the EHLITE
Magazine’s Editorial Board
Prof. Dr Jamil Hebali
Market Research Project
Consultant & Professor of
Marketing at Ecole hôtelière
de Lausanne
Prof. Jamie Murphy
Ph.D., MBA, MS, Director of
Research at the Australian
School of Management, Perth
Dr Christoph Juen
CEO hotelleriesuisse
Dr Jacques Horovitz
Professor at IMD, Lausanne
and Founder and CEO of
Châteauform’
Kaye Chon
PhD, CHE Dean, School of
Hotel and Tourism ManagementThe Hong Kong Polytechnic University
Jean-Pierre Jeannet
Ph.D., MBA, Professor
Emeritus IMD
Peter O’Connor
Professor, Information Systems and Decision Sciences
Department and Academic
Director of IMHI MBA in
Hospitality Management at
ESSEC Business School, Paris
Dr Daniel Connolly
Associate Professor and Director of Undergraduate Programs at the University of
Denver’s Daniels College of
Business
Jacques Lévy-Bonvin
International Hospitality
Consultant
Camille
1987
Ducharme
Head of Business Development and Insight, Nestlé
Professional Global Beverages, Vevey, Switzerland
Andrew J. Frew
Ph.D., Professorial Chair
in IT and Tourism, Director
of Research, Queen Margaret University, Edinburgh
Fabien Fresnel
Ph.D Dean of Education and
Research of Ecole hôtelière
de Lausanne
2001
Nicolas Graf
BS, MBA, Ph.D Assistant
Professor of strategic Management at ESSEC Business
School, Paris
François A. von Gunten
Attorney-at-Law, Partner of
the Law Firm Von Gunten.
Chairman of Novatrend SA.
4
EN
EDITORIAL BOARD
Abraham Pizam
Dean and Linda Chapin
Eminent Scholar Chair in Tourism Management in the Rosen College of Hospitality
Management at the University
of Central Florida, Orlando
1978
Alain Schauder
General Director, SchaudeRH
Chris Luebkeman
Director for Global Foresight
& Innovation at Arup
Hervé Mathe
Director of the Institute for
Service Innovation and Strategy of ESSEC School in
Paris
Felicia Schroeder [Sherbert]
Award-winning author and
Managing Director of the
hospitality division of GRN
(Global Recruiters of Red
Bank). President of What’s
My Wine? LLC
Dolf Mogendorff
Ph.D. FRSA FHCIMA. Research director of Eproductive Ltd.
Yateendra Sinh
CEO Lausanne Hospitality
Consulting SA
Prof. Dr Hilary Murphy
Ph.D., MCIM, MPhil, dip
BITS, BA. Professor of strategic hospitality technology
and e-marketing and researcher for Lausanne Hospitality research at EHL.
Ingrid 1981
Summerfield
Founder & President at Ingrid
Summerfield Hospitality
Rémi Walbaum
Director, Campus Development, Ecole hôtelière de
Lausanne
The editorial team
Véronique Banyols
Editor-in-Chief
EHLITE Magazine is the
practionner’s guide to
creativity and innovation
in the hospitality industry.
While being linked to current innovations, the content of this high quality
magazine remains relevant over time and
is collectible. The magazine provides
hospitality students, suppliers and professionals with applied research findings
and creative ways of using new products
and processes. In each issue EHLITE
Magazine broaches a specific topic with
the contribution of reputed experts, consultants and industry professionals.
START-UP INSIGHT
Frédéric Delley Column Editor
“The best way to predict
the future is to create it.”,
wrote Peter Drucker. In this
spririt, the START‑UP INSIGHT column
explores the wonderful fields of Inno
vation & Entrepreneurship through two
different lenses. The first encourages us
to take a fresh look at traditional business
issues while the second lets entre
preneurs of the EHL community share
their thoughts and experiences directly
with you.
LIFESYTLE Stéfan Fraenkel 1980
Column Editor
This column wants to play
the troublemaker and tell
you about trends, flavours,
escapes and novelties. The idea is to take
the pulse of today and let you in on the
latest “must haves” and “places to be”.
This very varied column includes a Des
tination Profile which will carry you away
to discover a new country, and of course,
the unforgettable On the Wine Trail with
a taste of the latest wine discovered.
ALUMNI & NETWORKING
Valérie De Corte 1998
Column Editor
With more than 25’000
alumni in over 100 countries, with 75 active Chapters and a pre
sence at 15 major events across the globe
annually, the network continues to grow
both in importance and diversity. This
column aims to provide you with a taste
of what has been going on, as well as
keep you up to date with the life and activities in our network.
Ray Iunius Publication Director
Destined to a wide public
and… ehlitist at the same
time, EHLITE Magazine’s
goal is to build a bridge between the academic and professional
worlds, between art and science, between
the hospitality professions and hospitality towards new professions. The Special
Reports will become even greater sources
of knowledge and inspiration.
BURNING HOT
Mélanie Gaillet Column Editor
In a sector that is in perpetual movement, Burning
Hot picks up on events at
the forefront of the hospitality industry.
New hotels opening, trends and unusual
happenings are all captured in this lighthearted column that we hope will be as
fresh as its news!
CAREERS
Anne Treacy‑Pelichet 1988
Column Editor
The Careers column offers
a subject linked to careers
and career management.
For the most part, these are themes that
have become essential. You will also be
able to follow the careers of our alumni
in On the move.
Special Report for Winter 2013 issue
Treading The Technology Trail To 2014
Sujet du dossier spécial pour l’édition hiver 2013
Technologie : en route vers 2014
EDITORIAL TEAM
5
EN
INSIDE EHL
EHL News
East Meets West with Two of the Best
Hospitality Schools in the World Signing
a Student Exchange Programme
The School of Hotel and Tourism Management
(SHTM) of The Hong Kong Polytechnic University
(PolyU) and Ecole hôtelière de Lausanne (EHL)
in Switzerland have recently entered into an agreement on launching a student exchange programme
dedicated to the development of students, particularly in the areas of global outlook and cultural
appreciation.
A Memorandum of Understanding (MoU) was
signed by Professor Kaye Chon, Dean and Chair
Professor of the SHTM, and Mr Michel Rochat,
General Director of EHL, on 16 October at the SHTM
premises in Hong Kong. The signing ceremony
was witnessed by important officials from
Switzerland and guests from the hotel industry.
Among them were Mrs Rita Hämmerli-Weschke,
Consul General of Switzerland in Hong Kong
and Macau, Mr André Witschi, President of
EHL Board of Governors, as well as EHL Alumni
Mr Felix M. Bieger, The Hong Kong & Shanghai
Hotels Ltd, Mr Fritz Sommerau, General Manager,
Gateway Hotel and Mr Fabien Fresnel, Dean of Education and Research EHL.
Both institutions saw this agreement as the first
step towards further collaboration. Under the MoU,
each institution agrees to exchange students for a
period from one semester up to one academic year.
It is expected that the SHTM will receive 15 students
from EHL and send a similar number of students to
study at EHL during the same period.
Mr Rochat said the MoU was an important step
to promote stronger links between the two institutions and provide added value for the students. “We
hope to assist our students in their careers, fostering
their development and employability. Enthusiastic
and talented, our students are the school’s greatest
asset. Enabling them to acquire experience, and es-
6
EN
INSIDE EHL
pecially to gain exposure to the Eastern market, is
key to their career development.”
Only students with a solid academic performance
and a good level in English will be selected to participate in the programme.
Professor Kaye Chon, Dean and Chair Professor
of the SHTM, believed that the School’s colleagues
share the same commitment to nurturing the next
generations. “Our students’ outlook is very important,” he said. “We help them to be reflective, appreciative of diverse cultures and to acquire a global outlook. We are committed to providing students
with the best educational experience during their
time in our School”.
SHTM’s intellectual and stimulating environment
encourages a robust research culture, allowing its
students to make positive contributions to the
growth and enhancement of hospitality and tourism
education and research. With the SHTM’s advancement as a global leader in hospitality education, its
graduates are sought after by academic and research
institutes, both locally and overseas.
Dr Yong Chen, a Ph.D. graduate of the SHTM, will
join Ecole hôtelière de Lausanne in January 2014 as
Assistant Professor. Professor Chon remarked, “We
are proud to be associated with EHL, the origin of
hospitality education on a global basis, and to be producing future leaders for global hospitality education.”
In addition, Dr Stéphanie Pougnet, Assistant Professor at EHL, has already inaugurated the “visiting
scholars” programme between the two institutions.
She has been teaching two courses per semester at
SHTM since 1st August and will continue until
31 July 2014. During this period she is also conducting SHTM research projects. Based on her experience
and feedback, EHL would like to renew the experience
in 2014 with one or two other professors.
Le Berceau des Sens sails
into the Gault & Millau guide with a score of 15/20
LeBerceaudesSens,theEcolehôtelièredeLausanne
trainingrestaurant,hasbeenenteredinthepresti‑
giousSwissguideforthefirsttime.Notonlythat:the
restaurantwasvoted“WesternSwitzerlandDiscovery
oftheYear”,scoring15outofatotalof20points.
Theguideliststhebestgastronomicrestaurantsin
the country each year and it is a real reference in
Switzerland,asfamousasGuideMichelin.
BDS chef Christophe Pacheco is thrilled with the
award: “I’m very honoured by this distinction.” Voted
Meilleur Ouvrier de France (Best Worker in France)
in 2011, Christophe Pacheco was appointed head of
the BDS just over a year ago. Born into a family
of Epicureans, he discovered his vocation through
his parents who often took him to restaurants when
he was a child. After working with the best in the
business, and especially with Joël Robuchon at his
Jasmin restaurant, he won his first Michelin star
in 2004 with his Aux Armes de France restaurant
in Corbeil-Essonnes, France.
Education at the heart of a prestigious
restaurant
The award is even more commendable given that
the main purpose of Le Berceau des Sens is educa-
tional. It is the first practical training restaurant
to have a place in the Swiss guide. The EHL thus
becomes the first hospitality management school
to gain this distinction. The preparatory year
students of the Ecole hôtelière de Lausanne are
initiated into the requirements of a gastronomic
restaurant by spending an immersion week in the
restaurant’s kitchens. There is also a further immersion week of restaurant service teaching. The restaurant offers the students a unique opportunity
to practise, and so become familiar with, the functions they will have to supervise in the course
of their professional lives as hospitality sector
managers. They are looked after by a team of professionals: Christophe Pacheco of course, but also
pastry chef Audrey Gellet, who was the victor in
the “Qui sera le prochain grand pâtissier” programme on the France 2 television channel, and
Franck Michel, Meilleur Ouvrier de France in the
Pâtisserie category.
Le Berceau des Sens is open from Monday
to Friday for lunch and dinner. It welcomes customers from outside as well as students and Ecole
hôtelière de Lausanne members of staff. More information about the gastronomic restaurant can be
found at: www.berceau-des-sens.ch
Christophe Pacheco, Audrey
Gellet and Franck Michel
Une année record pour les journées de recrutement
à l’Ecole hôtelière de Lausanne
Prèsd’unecentained’entreprisesetgroupesinternationauxrecrutentàl’EHLen2013.
Une année record
Phénomène marquant dans une conjoncture économique mondiale difficile, 2013 constitue une année record pour les événements de recrutement
organisés par l’Ecole hôtelière de Lausanne. Près
d’une centaine d’entreprises et groupes internationaux viennent rencontrer et engager ses étudiants,
ce qui représente une augmentation de plus de 10 %
par rapport à l’année 2012.
Le Forum de l’emploi : un événement
international sur le campus de l’EHL
Des recruteurs venus de secteurs
d’activité de plus en plus variés
Particulièrement attirées par les compétences des
étudiants formés à l’EHL, les recruteurs viennent
de secteurs d’activité toujours plus nombreux parmi
lesquels on citera : l’hôtellerie nationale et internationale, la restauration, le catering aérien, le secteur
du voyage en ligne, la banque, l’informatique,
les ONG et organisations internationales, les secteurs de biens de grande consommation, les cabinets de conseil, les agences de communication
et agences d’événementiel, le secteur hospitalier
privé.
Crédit photo :
© EHL – Florian Dahm
Cette neuvième édition du Forum semestriel de
l’emploi a regroupé à lui seul 77 entreprises représentant plus de vingt pays.
INSIDE EHL
FR
7
EN
Highlights
Dessinez le campus de demain
L’Ecole hôtelière de Lausanne invente son campus de demain à travers une approche
innovante, unique et internationale. Les étudiants de dix universités d’architecture du
mondeentierainsiquedesétudiantsdel’EHLsesontretrouvéscetétépourimaginer
leurfuturlieud’étude.
L’Ecole hôtelière de Lausanne célèbre cette année
ses 120 ans d’existence et se tourne vers l’avenir en
imaginant le campus qui accompagnera demain
étudiants, enseignants et chercheurs sur le chemin
de l’excellence. Portée par une nouvelle stratégie,
l’EHL a mis en place un processus unique et innovant
pour créer les infrastructures de pointe qui vont
accompagner son développement futur. Avec la
devise « Un campus pour des étudiants conçu par
des étudiants », l’Ecole a organisé depuis janvier 2013 un groupe de travail international regroupant 385 étudiants de 10 universités d’architecture
dans le monde. Rémi Walbaum, directeur du développement du campus, se félicite de cet évènement :
« Grâce à ce projet réunissant des étudiants talentueux
du monde entier, notre campus se transformera en
un lieu de réflexion et de partage d’idées. Il s’ancre
ainsi complètement dans notre mission d’enseignement
et dans notre vision innovante du campus de demain. »
Carte-blanche aux étudiants
Le projet, intitulé Campus Development Forum, vise
à imaginer le nouveau visage architectural de l’institution de renommée internationale à l’horizon 2020.
L’Ecole hôtelière de Lausanne a souhaité que ce soit
les premiers concernés, à savoir les étudiants, qui
proposent leur vision d’un campus idéal. Leurs sensibilités et leurs cultures différentes leur permettent
de répondre mieux que quiconque aux enjeux multiculturels et transgénérationels de l’Ecole hôtelière
de Lausanne riche de 80 nationalités, 3 programmes
et 360 collaborateurs, professeurs et chercheurs.
Cette démarche, à la fois académique et pratique,
permet aux étudiants de participer pleinement au
processus de développement d’un projet architectural réel. Accompagnant la démarche de l’EHL, le
bureau d’architecture lausannois Richter-Dahl
Rocha & Associés a coordonné les professeurs et
les étudiants impliqués pour imaginer un projet
créatif réalisable et respectueux des normes urbaines. Les étudiants ont dû intégrer dans leur projet 650 studios, un hôtel d’application, de nouvelles
infrastructures sportives, ainsi qu’un lieu de vie.
FR
8
INSIDE EHL
Un campus international
Provenant d’Espagne, de Corée du Sud, d’Argentine,
du Portugal, d’Inde, des Etats-Unis, de Slovénie mais
aussi de Suisse et de l’Ecole hôtelière de Lausanne,
les auteurs des 20 meilleurs projets se sont retrouvés
sur le site de l’EHL du 2 au 5 juillet pour partager leurs
expériences et présenter leur travail à un comité
d’experts composé d’architectes de renommée internationale tels que Francisco J. Mangado, João Nunes,
Ignacio Dahl Rocha ainsi que Patrick Jordi, qui avait
remporté en 2008 le concours pour les extensions
du site de l’EHL.
A l’issue du forum sur le site de l’EHL, les trois
meilleurs étudiants ont rejoint le bureau
Richter-Dahl Rocha & Associés pour développer
un master plan qui sera révélé début 2014.
La conviction de l’Ecole hôtelière de Lausanne et
du cabinet d’architecte qui les accompagne est
que la richesse des échanges humains est à la
source d’une créativité et de nouvelles façons
de concevoir le monde qui nous entoure. Pour
l’architecte et professeur Ignacio Dahl Rocha,
« La créativité n’est plus seulement celle d’un génie
individuel mais est liée à un processus créatif collectif.
Ce projet est unique car il va fédérer la créativité
enrichie par les différences culturelles des participants ».
Pour Michel Rochat, directeur de l’Ecole hôtelière de Lausanne, le futur campus se doit d’incarner l’esprit de notre institution : « Grâce à ce projet
innovant, qui est l’une des réalisations concrètes de
la stratégie ambitieuse de développement de l’école,
notre campus se profilera encore davantage comme
le lieu de référence et de rencontre pour les professionnels de l’industrie de l’accueil. »
Une sélection de 35 travaux des étudiants des
dix universités a fait l’objet d’une exposition à l’EHL
le premier jour du forum. Etudiants, professeurs,
représentants de l’EHL ainsi que de la commune
de Lausanne, experts du développement durable,
paysagistes et sociologues ont pu ainsi échanger
sur les idées et visions du futur campus de l’école
hôtelière.
Une explosion de créativité
au Campus Development Forum
Le Campus Development Forum de l'EHL a connu un véritable succès. Près de 20 projets
ont été sélectionnés parmi les 100 imaginés par 385 étudiants de 10 universités et
hautes écoles du monde entier. Au final, quatre étudiants ont été récompensés pour leur
innovation, leur créativité et leur excellence.
Le comité d’experts du Campus Development
Forum, composé d’Ignacio Dahl Rocha, Patrick Jordi,
Francisco Mangado et João Nunes, a récompensé
4 étudiants. Le Prix de l’excellence a été remis à Sofia
Margarida Passos Dos Santos de l’Université de
Porto. Le jury a apprécié son processus de réflexion
sur la recherche de l’esthétisme et de la simplicité.
Le Prix de la créativité a été attribué à Amanda
Reiko Wei (Rice School of Architecture) pour la rigueur de son processus d’analyse conceptuel
comme outil de créativité. Quant au Prix de l’innovation, il a été décerné à Jon Irigoyen de l’Université
de Navarre. Les experts l’ont primé pour son esprit
inventif et son talent spontané. Pauline Jochenbein
de l’Hepia (Haute école du paysage, d’ingénierie et
d’architecture de Genève) a reçu le Prix du paysagisme pour son approche sensible et respectueuse
de la qualité paysagère du site de l’EHL.
Les lauréats ont intégré le bureau lausannois
Richter-Dahl Rocha & Associés architectes SA afin
de participer à la conception professionnelle du projet global qui synthétisera les idées des étudiants et
aboutira en décembre 2013 au plan global du nouveaucampus de l’Ecole hôtelière de Lausanne. Hilario
Dahl Rocha, directeur adjoint chez Richter-Dahl
Rocha & Associés architectes SA, se réjouit de ce processus créatif commun : « Lorsque nous dévoilerons
le plan global, chaque étudiant ayant pris part au processus pourra être fier d’avoir contribué au nouveau
campus et d’y avoir apporté une petite touche. »
« Une explosion de créativité. Un usage détonant
de la multiculturalité ». Voilà les mots qui viennent
à l’esprit de Rémi Walbaum, Directeur du
Développement du Campus, à l’issue du forum.
Selon l’initiateur du projet, cet atelier va permettre
à notre institution de réfléchir à son campus bien
au-delà de l’architecture : « Cette démarche permettra de concevoir d’autres formes d’hospitalité tellement innovantes qu’elles impacteront directement
l’industrie hôtelière dans son entier. »
Pour découvrir les projets présentés lors du
Campus Development Forum, consultez le blog
spécialement conçu à cet effet: http://blog.ehl.edu/
campusdev.
Les hautes écoles et universités
qui ont pris part au Forum
–– Korea University Department of Architecture,
Séoul, Corée du Sud
–– Facultad de Arquitectura, Diseño y Estudios
Urbanos Pontificia Universidad Catolica
de Chile, Chili
–– Facultad de Arquitectura, Planeamineto y Diseño
Universidad de Rosario, Argentine
–– Center of Environmental Planning and Technology,
Ahmedabad, Inde
–– Escuela Tecnica Superior de Arquitectura
Universidad de Navarra, Pamplona, Espagne
–– Facultade de Arquitetura da Universidade
do Porto, Portugal
–– Fakuleta za Arrhitekturo, Ljubljana, Slovénie
–– Rice University School of Architecture,
Houston, USA
–– Haute école du paysage, d’ingénierie
et d’architecture de Genève (HEPIA), Suisse
–– Ecole hôtelière de Lausanne, Suisse
Les gagnants du Campus Development Forum de gauche
à droite : Sofia Margarida Passo Dos Santos, Universidade
do Porto, Portugal, winner of the Excellence Award –
Jon Irigoyen, Navarra University, Spain, winner
of the Innovation Award – Amanda Reiko Wei, Rice
School of Architecture, USA, winner of the Creativity
Award – Pauline Jochenbein, HEPIA Genève, Switzerland,
winner of the Award for Best Landscape Design
INSIDE EHL
FR
9
EHL Around
The W rld
EHL students presenting their research
papers at International Conference
on Tourism (ICOT) in Cyprus
From left to right:
Annina Binder,
Christine Amman,
Peter Varga and Andrea Kubli
The question arrives in the end of the second year
for the EHL students; should I do a Student Business
Project (SBP) or rather write a Dissertation? Certainly, the decision is not easy because both demand a
major intellectual investment from the students.
The difference between these two projects is that
SBP is a group work where students develop an
applied business project demanded by real companies and present the outcomes in front of the professional and academic experts.
On the other hand, dissertation is considered
more as an academic-oriented, research-based and
extensive (in time) individual work that needs not
only a strong work discipline and theoretical knowledge but also a high level of maturity and passion
to carry out a valuable research-based paper.
Certainly, students who engage themselves in this
decent individual work often gain the sincere respect of their fellow students and also of their pro-
A nalysis
ei: A Holis ticTourism
n
ru
B
in
sm
ield of
Eco -touri
New to the F
on a C ountr y
current tourterested in how
in
as
w
an
m
socioculMs. Christine Am take into consideration the
The
rs
ci
e host so et y.
ism stakeholde
prac tices in th
ei,
m
is
un
ur
Br
to
in
of
rk
s
ational Pa
N
tural impact
ng
ru
bu
m
Te
rn
as the
ant inte achosen area w
ted an import
ac
tr
at
t
no
s
ha
rts to promote
a countr y that
despite its ef fo
t,
ye
sia.
st
re
te
in
stination in A
tional tourism
ecotourism de
or
bilaj
na
m
ai
a
st
su
as
y
al
n of soci
the countr
tio
es
qu
e
th
M
on
sed
rism. s.
The paper focu
ent in ecotou
em
lv
vo
in
us
no
in the tropical
ity and indige
le primar y data
ab
lts
lu
va
ed
ct
d work. The resu
Amman colle
hnographic fiel
et
eo
th
an
a
h
as
ug
ro
er
th
idered rath
rainforest
ns
co
is
rm
de
ris
t un
otou
application is no
indicate that ec
Brunei and its
in
t
ep
nc
co
al
retic
olders.
among stakeh
stood likewise
10
EN
ment in Zurich HighSustainable Manage Ef for ts, motiv ations
end Hotel s: Current Es tablished Hotel
and Challenge s in an
Indus try
nable
st was in applied sustai
Ms. Andrea Kubli’s intere
Her
h.
ric
Zu
in
in high-end hotels
management practices
ted
tec
de
a
are
h
ric
hotels in the Zu
field work in two luxury
ble
na
tai
sus
of
re
wa
ll-a
we
ents are
in
that the hotel managem
ns
tio
their practical implanta
us
concepts; never theless
foc
to
d
en
int
alike. Some hotels
daily operations are not
ile othir sustainable efforts wh
the
of
ity
INSIDE
ernal visibil
on extEHL
ment for
ty as an essential invest
ers consider sustainabili
the hotel.
fessors. Dissertation students often consider their
work as a test of their competencies to carry out
graduate level studies after EHL.
Among the graduating students in July 2013 there
were excellent dissertations. As a consequence,
some of these students were asked to participate
in the International Conference on Tourism, Trends,
Impacts and Policies on Sustainable Tourism Development in Limassol, Cyprus, 5-8 June 2013.
An EHL dissertation, as mentioned above, is expected to be based on a real research work with a
valuable outcome for the industry and its stakeholders. The three students whose papers were accepted for presentation for the ICOT 2013 conference
are: Ms. Christine Amman, Ms. Annina Binder and
Ms. Andrea Kubli. All of them were interested in
obtaining a deeper understanding of current tourism-related practices from a sustainable perspective.
At present Christine, Andrea and Annina are in
the business world. As their former director of thesis
I would like to wish them a successful professional
and a passionate personal life. I am sure the obtained
experience during their dissertation will contribute
to see the world realistically and with eagerness. It
was my pleasure to work with you.
Prof. Peter Varga
A Sustainability Proje
Or ganiz ations and So ct in Bali,
influencing Hotel Pa cio -cultur al Factors
rticipation
Ms. Annina Binder was
interested in the role tha
t environmental awareness pla
ys in hospitality managem
ent
practices in Bali, Indonesi
a. In cooperation with the
Swiss
based Non- Governmen
tal Organization, Carita
s, Annina
focused on a specific iss
ue of environmental sus
tainability in hotel managemen
t: rec ycling of used coo
king oil.
Since there is a lack of un
derstanding of hospital
ity practices in this domain An
nina carried out a field
work and
interviewed major stakeh
olders of the hotel indust
ry in
Bali. Her quantitative an
d qualitative analyses hig
hlighted
the underlying social an
d cultural charac teristics
of the
Balinese societ y that im
pede the implementatio
n of environmentally sustainabl
e projects desired by the
management. Her recommendati
ons to Caritas and both
to hotel
managements were hig
hly appreciated.
5 questions posées à…
Anne-Sophie Pic
La Maison Pic située à Valence en France a plus
d’un siècle. Quatre personnalités fortes s’y sont
succédé, deux femmes et deux hommes, une vraie
famille. Une histoire, un goût, une manière de
concevoir l’accueil des autres avec chaleur et amitié
signent l’esprit maison, un esprit toujours d’actualité. Trois générations qui chacune fut distinguée
de la troisième étoile.
Aujourd’hui, entourée d’une équipe qui lui ressemble, Anne-Sophie, la cuisinière, puisque c’est le
titre qu’elle revendique, crée, invente, innove, dans
un écrin à sa mesure.
Cet été, Anne Sophie Pic nous a honoré de sa
présence durant la journée de la Chaire F&B pour
recevoir une distinction pour sa fondation « donnons du goût à l’enfance ».
1. Quel est votre principal trait
de caractère ?
Impatiente dans le sens où j’ai toujours envie d’aller
plus vite et plus loin.
2. Comment décrivez-vous la cuisine
que vous servez ?
Je la souhaite avant tout raffinée, équilibrée et juste.
Juste dans l’association de saveurs – c’est la
thématique que je développe depuis plusieurs
années – et goûteuse car quand on parle de justesse,
on parle de goût aussi.
Crédit photo de gauche :
© B. Winkelman
3. Quelle est votre plus grande réussite ?
Celle d’être maman ! C’est ce qui me motive tous
les jours, avant d’être cuisinière je suis avant tout
mère et c’est ma priorité.
4. Un endroit sur terre où vous rêvez
d’aller ?
Il y a beaucoup de pays dans lesquels je ne suis
jamais allée et que je rêve de découvrir mais où
j’appréhende d’aller comme l’Inde ou le Tibet. Ce
sont des pays qui m’inspirent par leur côté spirituel.
Quand je pense à l’Inde, je pense aux couleurs, aux
paysages et en même temps j’appréhende de voir
la misère et la détresse.
5. Votre devise ?
Aller toujours plus loin.
Le bonheur est simple et quelque fois on ne sait
pas le trouver alors qu’il est là à proximité.
Véronique Banyols et Stéphanie Bonsch
Crédit photo de droite :
© Jeff Nalin
Source : www.pic-valence.com
INSIDE EHL
FR
11
COMMUNIQUÉ
L
e monde de la gestion de fortune est en pleine mutation. La crise,
l’incertitude des marchés, la complexité croissante des produits financiers comme des réglementations en vigueur obligent
désormais les acteurs du domaine à développer de nouvelles stratégies
de différenciation.
La qualité de la relation client a toujours joué un rôle important dans
la gestion de fortune, et elle est devenue un facteur clé de réussite essentiel dans la fidélisation que le gestionnaire se doit de maîtriser pleinement
et de placer au centre de sa pratique.
L’auteur, spécialiste du domaine, montre au travers de nombreux
exemples tous les bénéfices procurés par une bonne pratique du marketing relationnel dans le cadre de la gestion de fortune, et les changements
de comportement constatés vis à vis de
la clientèle. Il expose notamment
les problématiques spécifiques des
familles fortunées, auxquelles le
gestionnaire se doit d’apporter des
Rémi Chadel
solutions concrètes, et propose une
Fondateur associé de la société
définition originale de la relation
Chadel & Cie, société de consulting
client en trois niveaux (qualité de
spécialisée en stratégie, organisation
l’accueil, conseil et accompagne-
et marketing, est professeur à l’Ecole
ment), ainsi qu’une approche effi-
hôtelière de Lausanne depuis 2008.
cace et éprouvée pour structurer
Ses domaines de compétences
une expérience client à 360 degrés.
principaux sont le marketing
stratégique et le management.
En tant que consultant et coach
de cadres dirigeants, il contribue
à des projets stratégiques dans divers
secteurs comme la gestion defortune,
Publié aux Presses polytechniques
et universitaires romandes (PPUR)
les assurances, le luxe et les hautes
technologies.
EAN13 : 9782889159330
184 pages | Prix de vente : CHF 65.–
Disponible sur le site www.ppur.org
Crédit photo :
© Julie de Tribolet, photographe
COLLECTION ÉCOLE HÔTELIÈRE DE LAUSANNE
Dirigée par Véronique Banyols et Ray F. Iunius, la collection regroupe un ensemble d’ouvrages dédiés aux métiers de l’accueil,
plus communément désigné par le terme anglo-saxon de « Hospitality ».
Au-delà d’ouvrages fondamentaux ayant trait à la stratégie, au marketing, aux structures organisationnelles, à la planification
et à la gestion des ressources humaines, elle comprend également des titres traitant de la gestion des opérations,
de l’innovation et de l’entreprenariat, du design et des nouvelles technologies.
L’objectif de cette collection est de présenter de façon claire et complète les grandes approches et techniques, ainsi que
d’analyser les préoccupations majeures qui émergent dans ce domaine. Les ouvrages de référence publiés dans la collection
« Ecole hôtelière de Lausanne » proposent aux professionnels du secteur et aux étudiants une expertise sur la place du domaine
des services au niveau mondial.
BURNING HOT
A selection
of the latest
news
Vous reprendrez bien un « Cronut » ?
A New York, le Cronut est le nouveau dessert qu’il
faut absolument essayer. Hybride entre croissant et
donut, cette invention made in France crée des files
d’attente de 40 minutes. Qui se cache donc derrière
ce succès ?
Entre la pâtisserie française et la pâtisserie américaine à la mode cupcake, c’est parfois le choc des
titans. Les fans de viennoiseries et de pâtisseries
américaines ont enfin trouvé le compromis !
Le Cronut est apparu aux Etats-Unis il y a un peu
moins d’un an. Grâce au chef pâtissier français
Dominique Ansel, les New Yorkais peuvent à présent
goûter à cette viennoiserie hybride bien particulière.
Frit dans de l’huile de pépins de raisin, ce croissant de forme arrondie est ensuite roulé dans du
sucre d’érable puis fourré de crème vanille. Un gla-
çage vient terminer la préparation de ce dessert
gourmand vendu à 5 dollars pièce.
Décrit comme très léger, le Cronut se vend comme
des petits pains à la Dominique Ansel Bakery. Tous
les jours, la boulangerie située rue Spring à New York
se voit envahie par une centaine d’amateurs
de Cronuts, pouvant faire la queue pendant 40 minutes. L’afflux est tel que l’établissement a dû limiter
l’achat du Cronut à deux pièces par personne ! Surtout
que le parfum de cette viennoiserie change chaque
mois (ce mois-ci, c’est citron érable). Voyant le succès arriver à pas de géant, son inventeur, Dominique
Ansel a déposé sa marque il y a plusieurs mois.
Le Cronut est donc officiellement devenu une marque
déposée en mai 2013.
Source : marieclaire.fr
Crédits photo :
© Dominique Ansel
Making family-time and romance coexist!
While Marriott Hotels is hiring their own teen concierges, one hotel in Scotland is offering hotel rooms,
especially for teens.
As everyone can probably remember, traveling
with your family as a teenager was an interesting
experience. If you’re anything like this contributor,
you loved traveling and all the things that came along
with a parentally-funded vacation, except maybe having to bunk up with them in the same room for a
couple days. By the time you’re 13, sharing a bed with
your 8-year-old sister has long lost whatever shine it
could have possibly once had.
Well, the Glenagles Hotel in Scotland is wondering
if it just might have found the solution to appease
such troubled teens with their new concept of “teen
rooms” – rooms designed to accommodate a teenager traveling with this family. The hotel said that they
have launched the teen rooms in response to the
steady stream of teen-oriented families that frequent
the hotel. The room are “separate but near” the parent’s room and are hooked up with the latest teen
technology, including Playstations, iPod docks, etc.
We think that there are many benefits to this in
the family-travel world, mainly the fact that it gets
the kids out of the room and allows couples the opportunity to retain a sense of romance when traveling
with their kids.
Imagine that: family-time and romance coexisting!
Source : hotelchatter.com
Picture credit :
© The Glenagles Hotel
BURNING HOT
FR
13
EN
Le soleil, la mer et l’hôtel Twitter…
Crédits photo :
© Meliá Hotels International
L’hôtel Sol Wave House de Majorque est un peu le
royaume du Hashtag. Le concept tourne autour des
vacances socialement connectées ; les commandes,
les rencontres, les baisers (virtuels), tout passe par
Twitter.
Voilà donc un endroit qui s’adresse essentiellement à ceux qui, même en vacances, restent
connectés 24 heures sur 24. Ici, le concept de
l’hôtel est essentiellement basé sur le partage à
travers Twitter, de la décoration des chambres (qui
adopte le bleu du site de microbloging), au contact
de la réception, en passant par la commande de
boisson ou nourriture, qui passent par un tweet.
La géolocalisation permet à vos « amis » de vous
retrouver au bord de la piscine. Chaque #balibe
(chaises longues au bord de la piscine) est numéroté pour faciliter les retrouvailles. Le royaume du
# donne rendez-vous à la #TweetPoolParty tous les
vendredis ou, pour les VIP, dans l’une des
#TwitterPartySuites. Une vidéo promotionnelle illustre le champ des possibles offert par ce nouveau
concept de vacances connectées.
L’application de l’hôtel, baptisée #socialwave
(vague sociale), n’est accessible que depuis le Wi-Fi
du Sol Wave House. On s’expose, certes, mais en
toute discrétion…
Source :
lefigaro.fr
Flying nannies ready to take off!
Picture credit:
© www.etihadmediacentre.com
FR
14
EN
Etihad Airways has launched a dedicated in-flight
child care assistance programme for families, after
the introduction of a new Flying Nanny on board
long haul flights.
Identified by bright orange aprons, each Flying
Nanny aims to provide a “helping hand” to families
and unaccompanied minors. They will also introduce
children to the exciting collectable Etihad characters
– Zoe the bee, Jamool the camel, Kundai the lion, and
Boo the panda – who accompany them on their trip.
During the past two months, 300 Etihad Airways
cabin crew members have completed enhanced
training for the role. A further 60 will be trained in
September and 500 Flying Nannies will be working
across Etihad Airways flights by the end of 2013.
The course includes in-depth training, from the
world renowned Norland College, concentrating on
child psychology and sociology, enabling the Flying
Nannies to identify different types of behavior and
developmental stages that children go through and
how to appreciate the perspective and needs of trav-
BURNING HOT
elling families. In addition, the course also covers
many creative ways the Flying Nanny can entertain
and engage with children during flights.
During the flight, the Flying Nanny will utilise her
specialist training, supporting the needs of families
and unaccompanied minors, as well as supporting
other cabin crew members when they interact with
families.
The Flying Nanny will liaise with parents and use
their experience and knowledge to make the travel
experience easier. This includes helping serve children’s meals early in the flight and offering activities
and challenges to help entertain and occupy younger guests.
For older children, the Flying Nanny is equipped
with simple quizzes and challenges to keep them
occupied as well as taking them on tours of the galley during quieter moments of the flight.
Source :
www.etihadmediacentre.com
Wristband replaces keys and passwords with user’s heartbeat
Developed by the Toronto-based Bionym, the Nymi
takes the form of a discrete rubber band that features
a sensor next to the wearer’s wrist.
When a finger is placed on a second sensor on
the top of the device, the bracelet recognizes the
user’s cardiac rhythm – which is unique to them –
and powers up the device. For extra security, the
Nymi can also be registered with the user’s smartphone, which is required to be within close proximity for the wristband to work.
Once ready, the device can be used to unlock
computers and online accounts, make small payments through NFC, and even unlock the user’s front
door or car. The wristband can also detect hand
gestures to give wearers greater control over when
their devices are unlocked.
Considering the number of passwords the average computer user has these days – and the increasing number they’ll need as more appliances are
updates with smart features – the Nymi offers a new
way to provide automatic, yet secure authentication.
Source:
www.springwise.com
M.G.
Picture credit:
© www.getnymi.com
Events
LausanneExecutiveEducation
3 February to 19 February 2014
EHL Campus, Lausanne, Switzerland
www.lhcconsulting.com
2014 International Hotel Investment Forum (IHIF)
3-5 March 2014
Hotel Intercontinental, Berlin, Germany
www.berlinconference.com
The IHIF Alumni & Industry Networking Event
will take place at the Grand Hyatt Berlin
on Tuesday 4 March 2014 from 20:00 to 22:00
BURNING HOT
15
EN
SPECIAL REPORT
Luxury Hospitality 2013
18
First Luxury Hospitality concludes with industry findings
21
Highlights of the outstanding “Luxury Hospitality 2013” event
27
Redefining the hotelier’s role for the modern‑day UHNW consumer
By Marco Nijhof
30
By Yateendra Sinh
32
La naissance d’un indicateur de notoriété dans l’hôtellerie de luxe, le World Luxury Index™ : enjeux et implications pour l’industrie
Par Samad Laaroussi
PICTURE ON THE LEFT:
One&Only Reethi Rah, Maldives
© Kerzner International Limited
SPECIAL REPORT
FR
17
EN
SPECIAL REPORT
First Luxury Hospitality
concludes with
industry findings
Luxury Hospitality 2013, held in Lausanne, Switzerland
on 6th June 2013, saw over 170 professionals discuss
the future of luxury travel as part of the world’s first
exclusive think tank designed for industry leaders.
The event, organised by the International Herald
Tribune (IHT) with the Ecole hôtelière de Lausanne
(EHL), featured an eclectic range of experts, all of
which cater for luxury consumers.
At the inaugural dinner held at Lausanne’s iconic
hotel, Beau-Rivage Palace, the first Luxury Hospi-
tality Leader Award was presented to Mr Raymond
Bickson, Managing Director and CEO at Taj Group
Hotels, whose experience in hospitality spans thirty
years and four continents. A member of the World
Travel & Tourism Council (WTTC), International
Business Leaders Forum (IBLF), an advisory member of The Leading Hotels of the World (LHW), and
an alumnus of Ecole hôtelière de Lausanne,
Mr Bickson was recognised for his successful role
in hotel management.
The Luxury Hospitality Leader
Award criteria
Great business leaders are people who create value
with perseverance and self-confidence in adversity.
They are able to create a culture that is capable of
powerful connections. They are catalysts for innovation
and entrepreneurship like César Ritz, another famous
Swiss hotelier and entrepreneur who reinvented
innkeeping, reconceiving hotels as a discreet oasis of
small-scale serenity and assiduous service to guests.
The Luxury Hospitality Leader Award acknowledges
industry leadership against the following criteria:
– A pioneering approach that puts people first
– A continuous quest for perfection
– Humility, intelligence, innovation and ambition
– Product, service and design innovations to add to
the client experience
– An openness in reconciling tradition with innovation
– Multiculturalism with local roots and durability with
dynamism
– A responsible and creative approach to managing
sustainability
– Respect for others whilst staying competitive
18
EN
SPECIAL REPORT Luxury Hospitality 2013
Luxury Hospitality 2013: The Exclusive
think tank for luxury hospitality leaders
The one-day summit generated thought-provoking
commentary on the changing behaviour of the
world’s wealthiest clientele and the growth in the
younger generation of luxury travellers. Inspirational
talks, such as the conversation on luxury service led
by Jean Claude Biver, Chairman, Hublot, who hires
luxury hospitality students to work for his retail
watch firm, were followed by Q&A sessions with
senior figures at luxury brands.
While analysing the new luxury consumer, Florian
Wupperfeld, Managing Partner at Brand Your World,
Soho House’s creative director, and founder of a
new “Michelin guide to museums”, said customers
increasingly value authenticity and believes luxury
today is about culture, context and access to people
and places. Meanwhile, Greg Marsh, Co-Founder
and CEO at luxury property brand onefinestay assured there is nothing new about luxury; “it’s accessing something only the privileged can and making it convenient”.
At the summit, results of the first World Luxury
Index™ Hotels, were revealed for the first time by
Digital Luxury Group CEO, David Sadigh, and Samad
Laaroussi, Holder of the Chair of Luxury Hospitality
at Ecole hôtelière de Lausanne (EHL). The report,
featuring an analysis of 70 leading luxury hotel
brands within 10 luxury markets, is based on 133 million consumer online searches.
The study found that among top luxury destinations, New York remains in first position, with London,
Dubai and Paris listed as the fasted growing destinations. The top three outbound markets are the US,
the UK and China; however, Russia reported the largest growth in consumer interest for luxury hotels.
Topping the most searched luxury hotel brands on
the internet; Four Seasons has invested $18 million
to reinforce the brand’s online presence and digitally
extend the brand’s online experience. While Hilton
Worldwide is ranked first in the top 15 most sought-after hotel groups, Jumeirah, Fairmont and Shangri-La
are the fastest growing brands within the category.
David Sadigh later explained how online data can
be used to identify the next location for a hotel opening and how internet searches can provide unique
insights into customer behaviour, more so than the
“traditional survey”.
Brands aside, the majority of attendees agreed
luxury should be rare and unattainable to most
people, luxury customers seek trusted advice for the
best hotel experiences, and luxury hospitality companies must embrace digital and technology to succeed in the years to come.
SPECIAL REPORT
19
EN
Testimonials from Hospitality Leaders:
What does luxury mean to you?
JEAN-CLAUDE BIVER
CHAIRMAN | HUBLOT
“Luxury in our business means tradition, culture,
innovation, quality and service. Any product having these criteria belongs to luxury.
Outside my business, luxury means for me:
1. Health,
2. Passion as a Job, and
3. Love.”
JOOST HEYMEIJER
GENERAL MANAGER |
EMIRATES WOLGAN VALLEY RESORT AND SPA
“Luxury is the moment that guests trust us with
their time. Time is the highest prized commodity.
An afternoon nap has higher value than a gold
plater tap or a crystal chandelier.”
MARCO NIJHOF
CHIEF EXECUTIVE OFFICER | YOO HOTELS
CARRIE JAXON
INTERNATIONAL MANAGER | SERRANOBROTHERS
“For me, luxury is being in a place that permits you
to have a unique experience that you couldn’t have
in your normal surroundings; whether it be through
innovative technology, experimental space design
or inspiring details, luxury is that which arouses the
senses to a new level.”
“For me and I’m sure for many others, the ultimate
in luxury is to spend quality time with my family. If
I can do that in a hassle free location with amazing
sea views – then all the better!
True luxury is experiential and
not so much materialistic.”
VARUN SHARMA
TELEVISION PRODUCER/HOST | INSIDE LUXURY TRAVEL
“The English language is quite definite. Two words
which demonstrate this clearly are “love” and “luxury”. The French – through a variety of different
words meaning “love” - recognise the difference
between “I love you” (to a cherished partner) and
“I love you” (to a footballer that has just scored a
goal). Similarly, “luxury” can appropriately be used
to describe toilet tissue paper, pizza, a 100 million
dollar mega-yacht, tomato ketchup or The Carlyle
in New York. I am often asked to give my definition
of the word “luxury”. Moving on from the toilet paper and pizza references, I believe that luxury is all
about “me”. Examples: on my first visit to the Beverly
Wilshire (Four Seasons) in LA – someone
had left a left a framed photograph of my
beloved dog Gemima beside my bed - so
lovely … at Las Ventanas (Rosewood) in
Mexico, the Housekeeper went through
my closet and matched all my shirts, jackets & trousers … tightening any loose buttons. The staff at both properties thought
about “me” … a height of true luxury.”
20
EN
JAN WILSON
MANAGING DIRECTOR | RPW DESIGN
“For a designer working in an ever more densely
populated world real luxury means space, not just
area but large volumes. But for the hospitality industry as a whole it means more than that. It means
a host that anticipates your every need and whim
almost before you know you have them!”
Source:
luxuryhospitalityleaders.com
ACHILLES TSALTAS,
Senior Vice President,
International Herald Tribune
Highlights
of the outstanding
“Luxury Hospitality 2013” event
> www.luxuryhospitalityleaders.com
ANDRÉ WITSCHI,
President
of the Board
of Governors,
Ecole hôtelière
de Lausanne
The Official Opening of the conference
VARUN SHARMA ,
Television Producer / host,
Inside Luxury Travel
SPECIAL REPORT
21
EN
Session 1 > The New Luxury Consumer
Consumer
Expectations
with JEAN-CLAUDE BIVER ,
Chairman, Hublot
Interview by RAY F. IUNIUS,
Business Developement
Director, Ecole hôtelière
de Lausanne
22
EN
Re-thinking Luxury
with FLORIAN WUPPERFELD,
Managing Partner,
Brand Your World and
GREG MARSH , Co-Founder
and CEO, onefinestay
Interview by VARUN SHARMA
SPECIAL REPORT
23
EN
Navigating the potential
of emerging markets
with the Guest chair
SOPHIE DORAN , Editor in Chief,
Luxury Society and the guest
speakers:
–
SAMAD LAAROUSSI , Holder
of the Chair of Luxury
Hospitality, Ecole hôtelière
de Lausanne
–
DAVID SADIGH , CEO, Digital
Luxury Group
–
PAUL JAMES, Global Brand
Leader, St. Regis Hotel
& Resorts, The Luxury
Collection & W Hotels
Worldwide, Starwood
–
LAURENT VERNHES,
Co-Founder and CEO,
Tablet Hotels
Who are the new UNHWIs?
with the Guest chair SOPHIE DORAN, Editor
in Chief, Luxury Society and the guest
speakers :
– MARCO NIJHOF, CEO, yoo Hotels
– BERTRAND OTTO, Managing Director,
Compagnie Vinicole Baron Edmond
de Rothschild
– DAMIEN DOMINGUEZ , CEO, IXO Aviation
Picture credit:
© fotolia.com
24
EN
With MICHAEL LEVIE , Chief Operating
Officer, citizenM Hotels
and RIKO VAN SANTEN, Vice President
Digital Strategy, Kempinski
Session 2 > Re-thinking service
How is your return
on people?
With YATEENDRA SINH, CEO,
Lausanne Hospitality
Consulting
Session 3 > The new luxury hospitality team
With JOOST HEYMEIJER ,
General Manager,
Emirates Wolgan
Valley Resort and Spa
Q&A with FABIEN
FRESNEL , Dean, Ecole
hôtelière de Lausanne
SPECIAL REPORT
25
EN
Session 4 > Re-thinking design
With CARRIE JAXON,
International Manager,
SerranoBrothers
and JAN WILSON,
Managing Director,
RPW Design
Rethinking the luxury
hospitality model
with LYNN VILLADOLID, Managing Director,
Soneva Private Office
Session 5 > Reaping the return on luxury investment
The Luxury of time
with AUREL BACS, International Head
of Watches and Wristwatches, Christie’s
26
EN
307-310
Redefining
the hotelier’s role
for the modern-day
UHNW consumer
Some years ago when I was the SVP for Jumeirah
Hotels & Resorts we decided to transform an empty space in one hotel into an Asian Restaurant. What
then happened we could never have foreseen. The
entire global market mix of the hotel changed and
suddenly we found an influx of Chinese consumers.
These individuals had always had sufficient funds
to stay in one of the most expensive hotels in the
world; all it needed was an Asian restaurant to open
that market to our hotel.
To me, this is a prime example of why it’s so important to maintain a constant grip on developing
markets and the geographical differences, values
and requirements that govern them. As CEO of yoo
Hotels I often get asked for my thoughts on how the
service expectations of today’s ultra-high net worth
population are changing. It’s a question that luxury
brands must always be acutely attuned to. Now,
more than ever, with the fast moving emergence of
new markets across the globe, brands can no longer
settle comfortably into one modus operandi.
We need to be nimble, intuitive and willing to change
faster.
Target nationalities are evolving and it’s important to be fully versed in these shifts to ensure a
tailored approach to hospitality. There are today an
estimated 2.7 million Chinese millionaires investing
in the luxury goods sector -tipped to increase with
an ever-growing affluent Chinese middle class who
are now capitalising on decades of hard work and
investment and enjoying the fruits of their labour.
Mira Moon, Hong Kong.
© With courtesy of YOO Hotels
SPECIAL REPORT
27
EN
Sans Souci, Vienna –
The only hotel in Vienna planned
and realized by the London
Design Studio yoo.
© With courtesy of YOO Hotels
28
EN
money when they are motivated and it is our challenge to motivate them properly – and that means
access, aspiration and communication.
We are in the fortunate position at yoo – positioned as a global brand with a presence in 27 markets worldwide – to get a unique insight into the
changing values of our customers. According to
recent Knight Frank research, international branded
residences can command an average uplift of 31%
compared to equivalent non-branded schemes and
it’s true -some sections of the market are still seduced by the ‘bling factor’. However increasingly we
are seeing a trend towards demand for value, quality and authenticity over and above traditional branding, by those willing to buy ‘niche’ brands that are
different and provide an authentic experience. Our
residential customers are driven by a desire to be
associated with design that is different, honest and
unique.
Integrity is also a word of growing importance.
Contributing to communities and conscious living’
are ideas that increasingly preoccupy the high net
worth audience, who seek to give their business to
companies that can exhibit a sense of integrity and
deliver their products and services with this in mind.
Experience-driven Australasian audiences (Indone- Extravagance, it would seem, is out. Quality, value
sian, Chinese, Pilipino and Australian in particular) for money, simplicity done well, is in.
are buying expensive items at a younger age. They
Take this as an example: I was once talking to a
seek to educate their offspring in the very best billionaire and dealing with six hotel management
schools and spend large amounts of time and mon- contracts valued at approximately £70 million in
ey in the EU – in France, Italy, UK and Switzerland. fees. He arrived to our meeting in Bermuda shorts
This market is globally conscious. They have enor- and flip flops, but when we sat down he poured
mous spending power and are willing to spread this expertly over the menu and ordered an excellent
worldwide proved in no small measure by the fact bottle of wine. He knew his wines. To me this is a
there are now more outbound flights from China clear example of how customers are changing.
than ever. In fact, the Chinese are currently building
On the other hand, not long ago I was sitting in
a very expensive and trendy
over 20 new airports. In Eurestaurant in Istanbul on
rope we find that the older
UHNWI spends less, while Cultivating a more personalised the water. The restaurant
had a jetty for boats to moor
the younger spends more
approach to customers
at and at a certain point
aggressively. Latin Ameriis also fundamentally
along came a very nice lookca’s spending is focused
important with the ubiquitous
ing tender (obviously from
closer to home, namely in
use of social media in today’s
the US and in particular Mia much larger boat) and a
hospitality landscape –
ami.
sailor brought to the owner
In the USA, the older understanding our guests before of the boat, who was dinthey have even arrived.
generation is more cautious
ning in the restaurant, two
handfuls of bags from Gucci
with their expenditure,
etc. This simply maintains
whereas the young are driven by a desire for unique experiences, which they what we know - that ultra-high net worth individuals
pursue by gathering actively online. This illustrates want to enjoy what they want, when they want, how
why sophisticated and targeted communication they want…and have the amenities and services to
strategies are so important. High end spending is support this.
So it’s clear the idea of luxury is changing. In the
becoming more frequent online with innovators in
the luxury industry like Burberry leading the way with words of author and cultural commentator Stephen
rich, immersive online experiences. Quality content Bayley, “Privilege – indulge in silence, space, fitness,
is very important. The UHNWI wants to consume, cleanliness, appropriateness, tact and good manespecially those from Asia. They will spend their ners.” This is certainly true, but I would add to this
‘personalisation’ and ‘authenticity.’ To satisfy the
contemporary values of our audiences, there must
be a scaling down of perspective from macro to micro – engaging once more with a mode of service
that I would say reflects much more closely the erstwhile role of ‘innkeeper.’ There must be engagement
with the local - as Quintessentially puts it - offering
“access to the inaccessible.” It’s about connecting
guests with experiences that are authentic and not
available to all, whether that be going the extra mile
to arrange VIP access for a guest or incorporating a
multi-million dollar local art collection into the hotel
(as in yoo’s Sans Souci’s hotel in Vienna). There is
a hotel in Hong Kong which offers guests a phone
in every room with a local number that is theirs for
the duration of their stay – the ultimate convenience.
The Ett Hem Hotel in Stockholm invites guests to
feel free and welcome to use every space just as they
would their own home. They are able to eat wherever they wish at whatever hour they wish and every
whim is anticipated and catered for by highly skilled
staff. Innovations like semi-private dining might
provide privacy yet exhibit the understanding that
the individual might at the same time enjoy some
level of interplay between public and private space.
Cultivating a more personalised approach to customers is also fundamentally important with the
ubiquitous use of social media in today’s hospitality landscape – understanding our guests before
they have even arrived. There is so much information
available now, which, if handled sensitively and carefully, means that we no longer need to simply rely
on our in-house guest history. We can monitor consumer trends and behaviours through social media
and the press.
So what does this mean for hospitality and how
can we drive best practise and innovation in our
industry? The key element must be an acute understanding of what modern luxury is and what it means
to our customers. At yoo Hotels we like to call all
this ‘Human Luxury.’ It’s no longer about butler services, complexity, extravagance for its own sake and
‘cookie cutter’ experiences, but committed staff, a
personalised approach, and the ability to identify
consumer whims and desires, and go above and
beyond to make them a reality.
Marco Nijhof
For more information on yoo visit www.yoo.com
MARCO NIJHOF
is CEO of yoo Hotels. With more
than 30 years’ experience in the
development, management and
ownership of hotels, Marco began
his career as a bellboy at the age
of 16. Marco has since grown his
career to become one of the world’s
leading authorities on hotel development, management and
ownership, with an outstanding
track record in high volume, multi-site operations across five continents, working at a senior level with
international hotel brands including Boscolo Hotels, Jumeirah
Hotels & Resorts and Corinthia
Group. He also speaks seven languages.
SPECIAL REPORT
29
EN
Picture credits:
© Jean-Marie Michel
30
EN
Splendid meetings and discussions we had in June triggers which enable them to excel.
2013, at the IHT, EHL Luxury Hospitality Conference.
A wise hotelier once said – happy staff = happy
The evening before started with an EHL alumnus, customers. Yes, that’s true, so learn quickly on what
Raymond Bickson, MD & CEO of Taj Hotels, telling makes your staff happy; and get down to providing
us that “leadership in luxury is about giving and not for them and your business can only grow.
Demographically speaking, our world is changing
taking” – so true.
Next morning the attendees got blown away by – Europe is ageing and will have to import labour
an awesome personality, Mr Hublot, Jean-Claude from other parts of the world. North America is inBeaver, Chairman, whose simple enunciation was creasingly dependent on talent migration from South
America. Asia is a net supplier of
“no tradition – no future; no inmanpower, but also growing into
Ways leaders
novation – no future”. Point
the largest consumer of luxury
noted.
in luxury businesses
goods and services; so Asian talOne theme which I find comare able to connect
ent may soon find enough opmon within all the leaders in the
with people is about
portunity at home and not reloluxury business is their ability to
to change! Coming soon: cate into other parts of the world.
connect with people – this may
“The playstation
Africa is growing, but is still
be their employees, suppliers,
generation”.
customers or friends. As a luxury
plagued with political and social
brand empire grows, most often,
instability. All macro challenges,
the secret to success lies within the ability of the top those that luxury companies will have to figure out,
man / lady to excite their employees; and the em- if they are to know where their next employee is comployees in turn transfer this excitement into their ing from … or maybe there’s no talent willing to work
for you!
product or service.
As we build luxury products and service experiences, we have found that all good businesses have How do we excite line employees
attained / obtained clarity on some fundamental to deliver something which
people questions – which are:
they themselves may not be able
1. Where’s our new employee coming from?
to afford?
2. How do we excite line employees to deliver something which they themselves may not be able to Picture this – a base level worker in the developing
afford?
world could be living in a slum, sharing a cramped
3. How do we get the “playstation generation” to room and bunk beds with fellow workers and not
deliver traditional “painful” luxury experiences? have access to running water, use shared public toilets and travel up to 2 hours, each way, to get to
work. Working for a luxury company, that same emWhere’s our new employee coming from?
ployee is then expected to provide services within a
Background? education? Country of origin? Nationa- space which is gold plated, having crystal decorality? Upbringing? And finally culture?
tions and a thick pile of carpet; so as to cushion the
Only if we know enough about our employees feet of guests who walk on it. Yes, I do exaggerate,
will we be able to provide them with support and but not too much! Think of the poor food service
waiter in a caviar restaurant – his paradigm of food
is to provide nutrition and strength, whereas his
guests’ paradigm of food is entertainment (since
most customers of caviar are not really hungry!).
I can speak for myself, when I first worked in
hotels as a trainee, I could not afford to stay in the
hotel where I worked, but I was expected to behave
and organise all services as if it was my second nature – a tough ask.
Most luxury companies will therefore find an answer to this question – all in their own manner; some
will call it “training”, others, “brand initiation”, others,” induction” and some “rules and regulations”.
The more successful companies which I have seen
are those that have truly understood this challenge;
embraced the two faced life situation of their employees and encouraged / supported their employees through long term trainings, cash rewards, equitable pay packages and short term rituals.
Rituals programme an employee every morning,
on arrival into work, to start functioning as a luxury
product ambassador and rituals which deprogramme employees, as they leave work, so that the
employees can go back to their relatively modest
houses and family surroundings and not feel depressed or denied of life’s opulent luxuries.
How do we get the “playstation
generation” to deliver traditional
“painful” luxury experiences?
Generation Z. Born around the turn of the century;
this is a new generation which will shortly be entering the workforce. This gang is unique, it has been
brought up in a world of relative abundance, electronic mass customisation, is used to changing
pages, clothes or screens as they wish; is prone to
short attention spans because they have many things
happening all at once.
Tough choice, but the next workforce generation
in luxury is going to be the Zs. They are very different
since they perceive jobs as objects, changeable at
will; rather than locations and relationship and belonging – as their parents do.
So how do great leaders inspire this generation
to deliver traditional luxury, which demands meticulous planning and preparation, skilful workmanship application and hours and hours of effort?
Tough ask, but if you figure this out, please let
me know – [email protected].
To summarise, it’s all about people
The heads of the most successful luxury companies
are more leaders and inspirers than analytical managers
If your people are balanced and happy, you will
ensure that your customers are happy and well
served
And finally, go figure out how you are going to
excite the next generation to come and work for you
This is my affectionate term for the millennials or
Yateendra Sinh
World Population Forecast according to Continents
Population size (Billions)
5.16
4.90
5
4.53
4
YATEENDRA SINH
is the CEO 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.
3
2
1.15
1
0
1.65
1.40
0.85
0.57
0.85
0.41 0.28
2015
Africa
0.62
0.84
0.45
2025
Years
Europe
Asia
North America
0.66
0.31
2035
South America
Oceanian
0.47
0.33
Source of the graph:
Euromonitor International (2013),
New Future Demographic Reports
Identify Population Trends to 2030.
Retrieved August 26, 2013 from
http://www.portal.euromonitor.com/Portal/Pages/
Search/SearchResultsList.aspx
SPECIAL REPORT
31
EN
La naissance d’un indicateur de notoriété
dans l’hôtellerie de luxe,
le « World Luxury
Index™ Hotels » :
enjeux et implications
pour l’industrie
Crédit photo :
Twelve at Hengshan, Shanghai,
A Luxury Collection Hotel
© Starwood Hotels & Resorts
Le 6 juin 2013 durant la conférence “Luxury
Hospitality 2013” co-organisée par l’Ecole hôtelière
de Lausanne et International Herald Tribune, le premier World Luxury Index Hotels (WLIH) a été présenté. Cette première étude est le fruit d’une étroite
collaboration entre la Chaire d’hôtellerie de luxe
et l’entreprise Digital Luxury Group. L’objectif de cet
article est de revenir un peu plus en détail sur les
raisons d’être d’un tel indicateur, notre démarche
méthodologique, les applications pratiques dont
peuvent bénéficier les marques de luxe hôtelières
ainsi que les futures évolutions de ce nouveau benchmark.
Les facteurs du changement :
la raison d’être
Crédit photo :
The House Hotel Istanbul
Nisantasi is a member
of DesignHotels™
Crédit photo :
St. Regis, Bal Harbour
© Starwood Hotels & Resorts
FR
32
L’industrie hôtelière, tous segments confondus, a
connu d’importants changements au cours de la
dernière décennie. Pour n’en citer que deux, il y a
premièrement la révolution de la distribution en
ligne : en 2000, le nombre de réservations en ligne
ne représentait que 1% du total. Une décennie plus
tard les réservations en ligne représentent plus
de 50%. En même temps, cette révolution Internet
a donné naissance à de nouveaux entrants : les OTA
(Online Travel Agent). Ces derniers ont pris un pouvoir considérable vis-à-vis des acteurs du secteur.
À titre d’exemple, selon une analyse comparative
réalisée par RBC Capital Markets, le groupe Priceline.
com (Priceline, Booking, Agoda et Kayak) aurait
consacré 1,27 milliard de dollars à sa publicité
en 2012. 90 % de cette somme est consacrée
à l’achat de mots clés sur Google et aux campagnes
de référencement, cela représente 2,6 % de la totalité des revenus de Google. Durant la même période,
l’autre géant de la distribution en ligne Expedia Inc.,
aurait dépensé 870 millions de dollars en publicité
et achat de mots clés, soit plus de 20 % de ses reve-
nus. Par ailleurs, les chaînes hôtelières allouent en
moyenne entre 7 % et 8 % du chiffre d’affaires au
marketing et à la publicité. Il est clair qu’à la lumière
de ces chiffres, on est en droit de se poser des questions sur la capacité des hôteliers à rivaliser avec la
force de frappe marketing des OTA.
Deuxièmement, grâce ou à cause des changements induits par le premier facteur, nous assistons
à l’émergence d’un nouveau type de client. Un client
devenu plus exigeant, car plus renseigné et disposant d’une multitude d’outils pour comparer et acheter. Pour simplifier, on pourrait résumer le nouveau
processus de décision de consommateur de la
manière suivante : je cherche, je compare, j’achète
et je partage. Dans la recherche d’information, plus
de 80% des recherches sont effectuées sur des
moteurs de recherche avec Google en tête. D’autres
formes de recherche marginales existent telle que
la recherche directement via les sites web des OTA
ou par le biais d’applications mobiles. Lorsqu’il s’agit
de comparer, différents critères de comparaison sont
mobilisés selon le profil du client. On compare sur
la base du prix, de la localisation, de l’expérience
client, etc., et pour finaliser l’acte d’achat, chacun
à sa manière essaie de se retrouver dans la jungle
des prix. Pour les hôteliers, ils ont tout intérêt à ce
que la réservation se fasse sur leur propre site
Internet. En effet, les coûts des différents canaux
de distribution (Mintel, 2011) sont : de 2 à 5 dollars
sur le site web de l’hôtel, de 6 à 10 dollars par téléphone, de 40 à 120 dollars par OTA et de 25 à 60 dollars par GDS. La dernière étape du cycle de consommation client concerne le partage d’expérience.
Certains le font via les blogs, les réseaux sociaux ou
d’autres sites spécialisés tel que Tripadvisor, le leader dans le domaine. Ils contribuent ainsi à la renommée, ou pas, de tel ou tel établissement. Les clients
deviennent les nouveaux relais de communication,
voire les ambassadeurs de la marque.
Certains acteurs de l’hôtellerie du luxe se croyaient
à l’abri de ces changements qui bouleversent le secteur. Cependant, les derniers chiffres nous montrent
que cette tendance se généralise également sur le
segment du luxe. Tout changement important apporte son lot de risques et d’opportunités. Comment
donc l’hôtellerie de luxe pourrait tirer avantage
de ces changements pour ne pas les subir ? La réponse n’est pas simple, mais passe impérativement
par une bonne stratégie « Digital Marketing » basée
sur des objectifs clairement explicités et des indicateurs de performance appropriés. Elle devra impérativement s’appuyer sur les quatre leviers associés
au comportement des consommateurs (chercher,
comparer, acheter et partager) dans une dynamique
vertueuse. Nous vivons également à l’ère des
« BigData », cette masse considérable d’information
clients constitue désormais une vraie opportunité
à condition d’être capable d’en extraire une connaissance utile à l’action et la prise de décisions. Ce sont
ces deux facteurs qui ont motivé le lancement du
WLIH. Tirer avantage des « BigData » et donner aux
acteurs du secteur un indicateur sur la notoriété
de leur marque en se focalisant sur le premier acte
d’achat qui concerne la recherche d’information. Les
premiers objectifs du WLIH sont les suivants :
Quelles sont les marques d’hôtel de luxe les plus
recherchées sur Internet ? D’où provient le plus gros
volume de recherche ? De quelle manière a-t-il varié
par rapport à la même période de l’année passée ?
Quelles sont les destinations les plus associées aux
marques de luxe ? Quelles sont les tendances de recherche dans les pays émergents des BRICS ?
L’approche méthodologique du WLIH
L’objectif du WLIH est de répondre aux questions
précédemment citées et de fournir un moyen de
benchmark permettant aux marques de comparer leur
notoriété à celle de la concurrence sur différents marchés. L’approche classique de la majorité des études
FIGURE 1 de « Brand Awareness » est basée sur des panels
de consommateurs. Sans remettre en question la
représentativité des échantillons utilisés, on sait que
les clients du luxe sont les moins enclins à répondre
à des questionnaires. Néanmoins, presque tout le
monde cherche des informations sur Internet via les
moteurs de recherche et Google en tête. Il apparaît
donc clairement que la source d’intérêt pour telle ou
telle marque s’exprime de manière spontanée et non
biaisée par le biais de ces moteurs de recherche. C’est
le point de départ de notre démarche : collecter l’ensemble des requêtes de recherche sur les moteurs
de recherche les plus important à savoir Google,
Baidu pour les chinois et Yandex pour les russes. La
deuxième question, et pas des moindres, à laquelle
il fallait répondre : qu’est-ce qu’une marque hôtelière
de luxe ? De nos jours, le luxe est probablement le
terme le plus galvaudé et la notion de luxe est finalement très personnelle. Nous avons opté pour le choix
le moins parfait mais le plus objectif possible à savoir
le prix ADR (Average Daily Rate). On se basant sur
les données fournies par STR (Smith Travel Research)
et le classement des segments du marché, nous avons
créé trois catégories parmi les marques d’hôtellerie
de luxe :
–– Catégorie 1 – « Luxury Major » : représente les
marques de luxe issues des grandes chaînes
hôtelières intégrées. Exemple : Sofitel, Ritz
Carlton, etc. (21,4 % de notre échantillon)
–– Catégorie 2 – « Luxury Exclusive » : représente des
chaînes hôtelières actives uniquement dans le segment du luxe avec une taille relativement moyenne.
Exemple : Four Seasons, Kempinski, Mandarin
Oriental, etc. (40,6 % de notre échantillon)
–– Catégorie 3 – « Upper upscale » : représente principalement des hôtels de type « Business » et qui
appartiennent aux grandes chaînes intégrées.
Exemple : Hilton, Sheraton, etc. (38 % de notre
échantillon)
Notre échantillon : Avec un total de 70 marques
et 900 destinations, le volume total des données
SAMAD LAAROUSSI
Dr Laaroussi a obtenu son doctorat en sciences économiques
et sociales de l’Université de Ge
nève. Il avait auparavant obtenu
son Master of Science avec une
orientation sur l’e‑marketing
à HEC, Université de Genève.
Il est Professeur Assistant de
marketing et fondateur de la
chaire en hôtellerie de luxe
à l’Ecole hôtelière de Lausanne.
En collaboration avec l’entreprise
Digital Luxury Group, il a lancé
en 2013 le « World Luxury Index
Hotels », un Benchmark qui
classe les marques d’hôtels de
luxe les plus recherchés sur
Internet.
– Le classement des marques par catégorie
Ranking /
Category
Upper upscale
Luxury major chains
Luxury exclusive
#1
Hilton
Ritz-Carlton
Four Seasons
#2
Sheraton
InterContinental
Loews
#3
Westin
Fairmont
Shangri-La
#4
Hyatt
JW Marriott
Mandarin Oriental
#5
Hyatt Regency
Sofitel
Regent
#6
Embassy Suites
Grand Hyatt
Kempinski
#7
Renaissance
St. Regis
Jumeirah
#8
Le Méridien
Park Hyatt
Langham
#9
Kimpton
Andaz
Banyan Tree
#10
Nikko
W hotel
Oberoi
SPECIAL REPORT
FR
33
collectées est de plus de 133 millions de requêtes
de recherche dans les pays généralement considérés
comme étant les plus importants dans le domaine
du luxe à savoir, le Brésil, la Chine, les Etats-Unis,
la France, l’Italie, le Royaume-Uni, la Russie, l’Inde
et le Japon.
Exemple de résultats que le WLIH
permet de générer et implications
pour l’industrie :
Un rapport détaillé a été publié avec l’ensemble
des résultats du WLIH. Ici l’objectif consiste à reprendre uniquement quelques exemples de résultats
et d’en exposer les implications et la portée pour
l’industrie.
> Les marques les plus recherchées par catégorie
Ce premier résultat (voir FIGURE 1) permet à chaque
marque de connaître le volume total de sa notoriété
ou l’intérêt global pour sa marque par rapport aux
autres. Grâce aux sous-groupes prédéfinis, cela permet de se comparer à l’intérieur de groupes plus
homogènes ayant des orientations stratégiques
globales comparables.
> Estimation de la demande basée sur l’intérêt glo‑
bal pour les hôtels de luxe
Le total des recherches sur Internet pour les hôtels
de luxe a augmenté de 1,5% au premier trimestre
2013 comparé à 2012. Cependant, en regardant plus
en détail les différentes catégories, la catégorie
« Luxury Major » a montré la plus forte croissance
avec 12,1%. La catégorie « Luxury Exclusive » a montré une augmentation de 5,6%, tandis que la catégorie « Upper Upscale » a enregistré une légère
baisse de -1,1%. Cette estimation de la demande peut
également être déclinée par marché et zone géographique. Même si le WLHI ne mesure pas le comporFIGURE 2 – Le top 10 des marques
les plus recherchées en Russie
FR
34
Ranking /
Category
Top 10 Hotels
Vs. Global
#1
Hilton
=
#2
Renaissance
+7
#3
Kempinski
+19
#4
Sheraton
#5
#6
tement des internautes, il permet d’avoir une indication de l’intérêt des internautes pour telle ou telle
catégorie d’hôtel de luxe. Il pourrait ainsi servir
à l’ensemble des opérateurs (investisseurs, hôteliers, responsable de promotion touristique, etc.)
afin d’identifier les marchés porteurs et suivre leur
évolution dans le temps.
> Une analyse qui se décline par marché
Afin d’illustrer le type d’analyse que le WLHI permet
par marché, nous avons sélectionné l’exemple de la
Russie. La figure n°2 montre le classement des
marques les plus recherchées par la clientèle russe.
Ce résultat peut être ensuite comparé à la performance globale relative au classement du WLIH. Par
exemple, la marque Renaissance est classée 9e au
niveau global, cependant elle est 2e sur le marché
russe. Cela permet donc aux marques d’évaluer leurs
performances relatives. Selon ces résultats, les
marques Kempinski et Jumeirah bénéficient d’une
meilleure renommée auprès de la clientèle russe.
Leurs performances respectives sont de +19 et +18
par rapport à leur classement général dans le WLIH
(voir FIGURE 2).
Le WLHI permet également d’identifier les destinations les plus associées à ces requêtes de recherche. C’est-à-dire quelles sont les destinations
qui ont le plus suscité d’intérêt de recherche de la
part des Internautes. Dans ce cas, les russes ont
plus recherché les destinations nationales suivantes :
Moscou, Gelendzhik, Saint Petersbourg, Novosibirsk
et Perm. Au niveau international c’est : Hurghada,
Dubaï, Phuket, Sharm el‑Sheikh et Paris.
Un autre niveau d’analyse pertinente concerne le
niveau de progression et de notoriété sur un marché
spécifique pendant un laps de temps. Cela permet
de mesurer par exemple les retombés de recherche
suite à une compagne marketing classique ou toute
FIGURE 3 – Le top 10 des marques
en plus forte progression de recherche
sur le marché russe
Russia
+12.8%
Nikko
+20.2%
Radisson Blu hotel
+21.6%
Taj hotel
+26.7%
-2
Jumeirah
+26.8%
InterContinental
+5
W hotel
Jumeirah
+18
Angsana
Shangri-La
+30.5%
+35.3%
+57.9%
#7
Le Méridien
+12
#8
Four Seasons
-4
Grand Hyatt
+69.7%
#9
Ritz-Carlton
-2
Le Méridien
+69.8%
#10
Sofitel
+3
Hyatt Regency
+89.9%
– Top 15 Most Sought-After Hotel Groups
FIGURE 4
27.5%
18.7%
12.7% 11.7%
> Dutauxdenotoriétéautauxdeconversion
Grâce au WLIH chaque marque peut estimer, par
marché, son niveau de notoriété sur Internet et le
lier à un ensemble d’indicateurs de performance
interne afin d’en évaluer toute la portée stratégique.
Est-ce qu’un volume de recherche important sur un
marché se traduit par une performance financière
équivalente ? Les marques pourraient par exemple
trianguler des données internes avec d’autres externes pour répondre aux questions suivantes : Estce que cet intérêt se transforme concrètement en
acte d’achat ? En l’occurrence, on parle ici du taux
de conversion. Qui capte ce volume d’intérêt
et de recherche ? Est-ce les clients intéressés par ma
marque passent par les OTA ou par le site Internet
propre à la marque.
> BrandPerformanceMeasurement
Au-delà des points précédemment cités, le WLIH
permet d’agréger les données du niveau de la
marque au niveau de la chaîne ou du groupe. Ainsi,
il est possible de suivre période après période la
performance de telle ou telle marque par rapport
aux autres. Par exemple, dans cette première édition,
ap
h
ra
Ju
m
ns
Co
m
pi
Th
e
In
d
ia
M
n
an
H
ot
da
0.7%
ei
ny
0.8%
ki
nt
0.8%
el
r in
ge
nt
O
r ie
ot
H
a
1.1%
Ke
m
al
s
el
ny
pa
i-L
gr
Sh
an
sC
om
el
ot
sH
ew
Lo
autre opération de communication ou tout simplement de mesurer des tendances de notoriété par
marché. La FIGURE 3 montre le top 10 des marques
qui ont enregistré la plus grande progression en
termes de recherche entre le premier trimestre 2012
et 2013. Dans ce cas, Hyatt Regency a enregistré une
progression de l’ordre de 89,9 %.
Toutes ces informations peuvent fournir des indications précieuses sur la notoriété d’une marque au
sein d’un marché spécifique, de pouvoir se comparer à la concurrence, de connaître les tendances
de recherche sans oublier la possibilité de mesurer,
de manière générale, les retombées des campagnes
de communication on-line et off-line.
1.4%
1.5%
Re
1.9%
ny
pa
el
ot
rC
om
Ac
co
tH
on
rm
Fa
i
2.1%
s
up
ro
ns
el
ot
lH
tio
na
3.7%
In
t
er
4.1%
sG
so
rS
na
In
t
M
ar
io
tt
Fo
u
er
na
ea
tio
ya
H
so
Re
s&
el
ot
H
od
wo
na
tt
s
rt
de
wi
ld
W
or
on
H
il t
ar
St
l
4.8%
le groupe qui enregistré la plus forte progression est
le groupe Jumeirah (voir FIGURE 4).
> ÉvolutionfutureduWLIH
À travers les différents exemples précités, nous souhaitions donner un aperçu des applications pratiques et concrètes que le WLIH offre. Ce dernier,
prend tout son sens dans le cadre d’une analyse
historique. Plus on aura de données dans le temps,
plus les marques pourront suivre leurs évolutions
historiques. Une marque pourrait ainsi suivre l’évolution d’un éventuel repositionnement, les retombées en notoriété liées à une campagne marketing
online et offline. Les marques pourront également
collecter les attributs tangibles les plus recherchés
en lien avec telle ou telle marque : est-ce le prix, la
localisation, le programme de fidélité, etc. On pourrait également explorer le lien entre marque et les
services offerts. Quelle marque est plus associée
à tel ou tel service offert tel que le spa, le golf, le
restaurant, etc. ? Tous ces points représentent des
évolutions futures que le WLHI pourrait intégrer
et qui sont en lien avec le premier acte d’achat du
consommateur à savoir la recherche d’information.
Une extension possible vers les trois autres piliers
précédemment cités et plus précisément la partie
concernant le partage pourrait également enrichir
les résultats du WLIH. Cela pourrait se faire en intégrant l’utilisation des réseaux sociaux ainsi que le
niveau d’interactivité que les différentes marques
sont capables de mobiliser auprès des clients
et de leurs communautés respectives.
Crédit photo :
© The Hotel Baltschung
Kempinski Moscow
Samad Laaroussi
SPECIAL REPORT
FR
35
Can You Afford
Not to Be Sustainable
Recent research suggests more than half of hotel guests
spend can reduce costs. An independent study of machine
globally consider sustainability when choosing where to
dishwashing identified the proportional costs of washing
stay. Hotels are increasingly aware of this and Diversey
one rack of dishware:
Care’s own research revealed over half are considering ecoaccreditations such as Green Hotel. Sustainability is clearly
a key issue in our industry but are hotels doing enough and
making the right decisions to maximise the potential for
their business?
“One barrier preventing hotels being more sustainable
and benefiting from the associated top-line growth and
reduced operational costs can be purchasing processes,”
Labour
50%
Mechanical (machine purchase, rental,
servicing, etc.)
19%
Breakage
11%
Energy
11%
Chemical
6%
Water
3%
says Ed Roberts, Sustainability Director, Europe at Diversey
Care.
Although these figures will vary slightly from site to site
Complexity and confusion can occur if hotels have
and country to country they represent many typical hotel
procurement teams where each member is responsible for
operations. Using them with an average chemical cost of
specific products or services and have targets to reduce
€ 0.04 shows the total for washing one rack of dishware:
costs. Typically, one person is responsible for cleaning
Chemical
€ 0.04
waste management, and employee absenteeism caused by
Labour
€ 0.33
illness or injury.
Mechanical
€ 0.13
Breakage
€ 0.07
Energy
€ 0.07
Water
€ 0.02
Total
€ 0.66
products while other people look after water and energy,
Understandably,
the
person
purchasing
cleaning
products is unlikely to spend € 1,000 more each year
even if this could save € 10,000 in water, energy, waste,
productivity and injury reduction, or delivers € 10,000
growth through better brand value, customer relationships,
and guest satisfaction.
Hotels can only introduce genuinely sustainable
operations by looking at the full implications of cost
There are many reasons why repeat washes might be
reduction decisions. Consider an example of how increasing
needed, such as poor quality products and procedures or
ADVERTORIAL
faulty machines. In our example, each rewash would cost
sustainable cleaning and hygiene solutions through the
€ 0.66 plus the increased environmental impact of energy,
exchange of knowledge and best practice for the hospitality
water and chemicals. A hotel could save 25% of chemical
sector.
costs by choosing inferior products, reducing the amount
dosed or selecting suppliers who do not offer employee
Further information on 0800 525525 or at www.diversey.com
training or equipment servicing. The € 0.01 of chemical
saved for each a rack increases the risk of repeat washes
each costing € 0.65. This might not seem much but costs
and consumption increase significantly for every five racks
Diversey (www.diversey.com) is a business of Sealed Air
rewashed each day across a chain of 50 hotels, six days
Corp., a leader in food and other protective packaging
a week, 52 weeks a year:
solutions. Sealed Air recently completed its acquisition
Ω € 50,700.–
of Diversey, creating the new global leader in food safety
Ω 351,000 ltr water
and security, facility hygiene and product protection.
Ω 24,500 kWh electricity
Ω 11,000 kg CO2
“It’s easy to find cheaper ketchup, coffee or cleaning
Sealed Air (www.sealedair.com) is the new global leader
chemicals but these figures show that small savings can
in food safety and security, facility hygiene and product
lead to much larger hidden costs,” says Ed Roberts. “Making
protection. With widely recognized and inventive brands
the right sustainability choices delivers real value for a
such as Bubble Wrap® brand cushioning, Cryovac® brand
hotel and is not simply about up-front costs. We should
food packaging solutions and Diversey® brand cleaning
always remember that sustainability balances planet
and hygiene solutions, Sealed Air offers efficient and
(environmental management), people (risk management)
sustainable solutions that create business value for
and profit (process and cost management).”
customers, enhance the quality of life for consumers and
Diversey Care has demonstrated long-term commitment
provide a cleaner and healthier environment for future
to sustainability and understanding the issues that
generations. Sealed Air generated revenue of $ 7.6 billion
are important to hotels and their guests. The business
in 2012 and has approximately 25,000 employees who
also has a long-term collaboration with EHL to promote
serve customers in 175 countries.
understanding among industry decision-makers about
INSIDE-OUT
Taking Note!
Lessons from EHL’s Distinguished
Speakers:
Philippe Pascal
“Building Successful Businesses
and Careers in the Luxury Goods
and Hotel Industries”
The Ecole hôtelière de Lausanne’s Distinguished Speaker Series offers the leaders of the
international hospitality industry the unique opportunity to share their understanding
of the industry’s current trends and challenges with EHL students, alumni and faculty.
Distinguished Speakers are CEOs, entrepreneurs, management consultants and other
leading professionals, coming from any of the various sub-branches of the hospitality
industry.
DEMIAN HODARI
is an Assistant Professor of Strategic Management at the Ecole
hôtelière de Lausanne. He regularly presents his research at
academic conferences, provides
executive education and is a
frequent moderator and/or chairperson for industry events. Prior
to beginning his academic career
he was a hotel general manager
and the president of an independent hotel management and
consulting company. He can be
reached at [email protected]
Picture Credit:
© EHL – Jean-Marie Michel
38
EN
“In order to succeed, as a business leader, you
should make sure you are surrounded by very talented people, even people who are more talented
than you are,” declared Mr. Philippe Pascal as he
closed his keynote address to an audience of over
250 students at the Ecole hôtelière de Lausanne.
As the final participant of the 2012-2013 edition of
the EHL Distinguished Speakers Series, Mr. Pascal
focused on luxury-goods, an industry that he demonstrated to have many parallels to – and synergies
with – the hospitality industry. Until recently
Mr. Pascal was a member of the Executive Board of
LVMH as well as CEO of several of its divisions.
Combined with his new focus on producing wine
at his estate, Clos du Cellier aux Moines, in Givry,
France, Mr. Pascal was able to draw on multiple experiences and industries as he shared his insights
and advice with the EHL community.
INSIDE-OUT
Mr. Pascal’s daylong visit began with EHL’s
Career Club, a small group of motivated students
who are rewarded with the opportunity to spend
one hour with the EHL Distinguished Speaker exploring career-related topics. During the discussion,
students inquired on the approach to successful
career placement and development in the luxury
industry. Mr. Pascal highlighted the importance
of starting from the bottom in order to reach the
top. He noted that this might be even more important in the luxury industry as its executives require
a deep understanding of all the interconnected
components which together can create high quality and exclusive products, services and experiences. Similar to hotel General Managers who are
trained by “getting their hands dirty” in all areas of
operations, Mr. Pascal emphasized the importance
of working as a salesperson in retail stores in order
to better identify, understand and serve the luxury
industry’s clientele.
Interestingly, Mr. Pascal also advised the Career
Club participants to be “audacious.” He surprised
them by arguing that perfect CVs were often the
most “boring applicants.” He suggested that people
seeking to succeed in a crowded marketplace of
similarly talented and intelligent people needed to
find ways to differentiate themselves, much as companies need to do in the increasingly competitive
luxury goods sector. He countered this, however,
with an observation that the “arrogant attitude” of
today’s job-hunting graduates is often their principal
drawback. The key, he suggested, was to be confident
about your quality, but not to the point where you
cannot recognize your weaknesses. Acknowledging
such weaknesses, he said, is the first step towards
self-improvement. He suggested not “selling yourself on what you know, as there is so much each of
us does not know, but rather to sell yourself as a
learner as some of us are much better learners than
others.” In other words, auditing yourself from time
to time, as luxury firms do with their products, services and experiences is one way to constantly stay
ahead of the competition.
Furthermore, he discussed the many bridges that
luxury and hospitality have and shared an optimistic
opinion on the development potential for luxury
hospitality. He acknowledged that the importance
of customer perception of value and customer experience were two success factors common to both industries. Mr. Pascal also drew a comparison between
the two industries by referring to the recent global
economic crisis. While hotels and luxury goods companies were pressured to lower prices by sacrificing
quality and thus costs, the most successful firms
resisted this pressure, as they knew that it would be
difficult to change people’s perceptions in the future
and raise prices to pre-crisis levels. Instead, successful luxury goods firms refocused their growth on
emerging markets and to maintaining customer
loyalty amongst their existing clientele.
Mr. Pascal also conducted a special “round table”
discussion with some of EHL’s EMBA students, all
of whom were career-switchers. This allowed
Mr. Pascal to share his personal experiences as an
active career-switcher, as he began his professional
life working in agronomy in Africa, before joining a
US-based wine and spirits firm from which he then
entered the luxury watch and jewelry industry
in Europe. He has now settled to producing his own
wine in Burgundy. He described his life as a “contin-
ued learning experience,” and convinced the students that they must find work “fascinating,” despite
pressures and stresses. Focus and flexibility were
two key competencies that Mr. Pascal underlined as
being essential in today’s job market, and consequently advised the EMBA’s to avoid switching careers too frequently.
During his keynote Distinguished Speaker Series
address, Mr. Pascal presented nine key points that
he believed are essential in order to:
Build a Successful Business
in the Luxury Industry :
His first point highlighted the importance of understanding the market and competition. Second, he
discussed product excellence and third, brand creativity. The bulk of his presentation focused around his
fourth point, branding image and awareness, in which
time he highlighted the importance of using historical value and heritage in luxury branding. He
urged that luxury brands maintain exclusivity and
also accentuated the importance of benchmarking
results against competition, as he began to discuss
the growth of luxury in emerging markets. He notably stated that “internal competition,” which prevails
amongst individual brands within large luxury
groups, should rather be viewed as “internal stimulation.” This lead to his fifth point regarding customer brand loyalty and CRM activities, and he characterized employees as being a crucial factor when
establishing and maintaining loyal customers. In his
sixth point, retail excellence, Mr. Pascal underlined
the importance of monitoring retail performance,
citing mystery shoppers as one of many effective
tools to use. The significance of sales and margins
was exposed through his seventh point in which he
elaborated the importance of tracking KPIs and
monitoring costs and results. The idea of reaching
excellence was his eighth point, through which he
underlined the prominence of talent development
and team motivation in executing company strategy.
Finally, he discussed assessment and convinced the
audience that evaluation of performance, and the
establishment of targets, were vital to succeeding
as a luxury business.
This was only the second time in the nine-year
history of the EHL Distinguished Speaker Series that
someone whose success came from outside the
hospitality industry was invited to participate. The
resilience of many firms in luxury goods and hotel
sectors during the recent economic crisis, however,
and Mr. Pascal’s insights into this, provided the EHL
community with an excellent opportunity to do just
as Mr. Pascal suggested: continue to learn from
people more talented than us.
Demian Hodari
and Chalana Perera
CHALANA PERERA
is a Sri Lankan student in the
3rd year of his Bachelor studies
at EHL. Having worked in service
for various restaurateurs in Switzerland, including at a Michelin
star level, he currently works as
an assistant in EHL’s Admissions
& Recruitment Office. His main
interests lie in the areas of marketing and concept development.
Philippe Pascal
with his grandson Adrien
Picture credit:
© Margot Pascal
Philippe Pascal
with his wife Catherine
Picture credit:
© Margot Pascal
Grape harvest 2013
Picture credit:
Thomas Hazebrouck –
focale info
INSIDE-OUT
39
EN
Startups in the realm
of hospitality,
the advent of the experience economy
Hospitality dates back to antiquity, this obligation
to provide free food and shelter to the traveler who,
in exchange, recounted his adventures.
In fact, this gift was not quite free, as it induced
a relationship of reciprocity between two people.
The duality in the word host was born:
“The one who receives
and one that is received.”
Okko Hotels, Nantes
Picture credit:
Franck Hülsbomer
40
EN
This term has evolved over time. Hosting first
stopped being free. Indeed, after the agrarian revolution and the industrial revolution, we are actors of
a third revolution that supplanted the latter by its
importance: the service industry, with a significant
corollary: Hospitality.
This sector is one of the fastest growing and
resilient but a very traditional one. That’s why it
attracts young entrepreneurs that see opportunity
for a more inventive and technologically connected
approach.
INSIDE-OUT
“Today a group like ours cannot dare to innovate.
You will do it for us and if it works…. We will acquire
you!” Says the director of one of the leading hotel
operators in the world to Olivier Devys, co-founder
of the new hotel chain concept: Okko Hotels. Olivier
created a new chain that surfs on the “blue ocean”
wave movement of “affordable luxury” (incepted by
Michael Levie with the his proven CitizenM concept).
Hotels located in the center of city with rooms that
are more compact but more connected with Wifi,
IPTV and VOIP almost for free. There is no in-room
services, the guest experience is laid out in the
ground floor where clients can rest or work in the
lobby or eat at the self-service cafeteria.
This underlies the fact that hoteliers are risk
averse and reluctant towards innovation that is by
essence, change.
The world has dramatically changed. Creative
destruction occurred; Schumpeter would be proud.
The power is now in the hands of consumers. Thanks
to technology they are “self-directed buyers”: they
know what they want, how they want it and what
price they should pay for it. The time where salesmen
could edict the conduct of the masses is over. The
control is now in the hands of marketers. They can
interact with prospects on all channels by providing
the most useful information and content through
social media and websites, whether it is video, downloadable fact-sheets and so forth. All that in order
to guide their weighted decisions.
Online Travel Agencies have killed “mom‑and‑pop”
travel firms and are perceived as the leech that
bleeds out the hoteliers in order to ensure a steady
visibility and demand. But, look at it in another way:
today you can build your own hotel, connect it
to Booking.com and have clients the first year by
“just” giving in 20% of you room rate and not invest a dime on marketing nor promotion.
Differentiated
Stage
experiences
Deliver
services
Competitive
Position
Undifferentiated
Make
goods
What about substitute products?
Extract
commodities
Market
Price
No other company would have given the opportunity to youngsters like us to create, try new project,
fail and start all‑over again.”
This startup has no trouble in finding new talents
and young graduates from top‑notch colleges, even
when they offer them a lower salary…For now.
“Today, I am an entrepreneur and that is an engine, an incentive that has no price.” Says Aime
Dushimire in charge of business development and
customer relations and who has previously refused
a position at Goldman Sachs after graduating with
a salary that would have attracted more than one!
These new innovative companies are great opportunities for graduates. They provide a valuable
alternative especially in the midst of the current
economic downturn.
Premium
(Pine & Gilmore 1998)
There is a rise of initiatives to recreate a direct
link between the consumer and the hotelier. This
young French startup called Fairbooking.fr tries to
motivate the guest to do direct booking and aims
to by‑pass the OTAs. In exchange you get advantages and rebates (discount, added services, free
breakfast, etc.).
The future of startups in the industry is bright;
there is room for improvement and untapped markets to apprehend.
Hoteltonight.com, Laterooms.com and their
French counterpart, Verylastroom.com, are tackling
the problem of last‑minute availability thanks to
a direct link to Global Distribution Systems. They
offer a mobile application to book a hotel room on
the same day, at an unbeatable price. VeryLastRoom
has just completed a first round of financing of
e 400’000.–, evidence that investors believe there
is still place for innovation in the hospitality industry.
According to Nicolas Salin, CEO of the company,
“there is always room for new entrants that go faster, are more agile, and which have more specialized
products on a given market.” The B2B market is not left out in this startup innovation frenzy. Businesses like Pricematch.fr have
the ambition to industrialize yield management
principles and provide a revenue maximizing dashboard to the long tail of small hotels and BnBs. One of the founders, Tancrède Besnard has no
shortage of arguments when asked why he chose
to embrace a risky venture rather than getting a
wholesome pay in a big firm: “We have built this with
our own hands. There is nothing more gratifying.
Disruptive startups like Airbnb and Housetrip are
eroding the market shares of hotels operators and
serviced apartments and it’s not only about price.
In less than five years, Airbnb created the biggest
sharing economy marketplace where hosts provide
houses, rooms, couches and even sometimes caverns or islands all across the world. Some are in
prime locations and city centers and can be a cheaper alternative to hotels and a more immersive discovery experience of a new destination by “going
local”. They have registered a big organic growth (up
to 1600% monthly) thanks to the “network effect”
of happy hosts talking with their friends about this
revenue producing platform. Not a dime has been
spent in marketing. It’s a scalable business that is
now worth billions.
2011
PHILIPPE KHODARA
has proudly graduated from EHL
in 2011. Right after, he left for
New Delhi to develop a new
hotel concept targeting the emerging middle class. He created for
this project a patented modular
building system that would make
possible to mass produce most
of the room interior to decrease
costs and optimize construction
time. Passionate by technology
and innovation, he tumbled on
Hotelcloud and realized right
away the huge disruptive potential addressing the unmet needs
in hospitality connectivity.
VeryLastRoom Application.
Picture credit:
VeryLastRoom
INSIDE-OUT
41
EN
Hotelcloud at HITEC 2013,
Minneapolis.
Picture credit:
Hotelcloud
2012
FLORIAN SAVOYEN
Florian is a true “Hotel-a-holic”.
Having graduated from EHL
in 2012, he fell in love with hotels
and palaces while traveling
around the world with his father,
a professional of the sector.
Enjoy a hotel is good, but to be
part of the adventure better.
After several experiences in properties like Park Hyatt Paris
Vendôme, Beau Rivage Palace
Genève, Mandarin Oriental
Paris, he decided to join Hotelcloud to develop the French market. What he is passionate about
is to work with the great professionals of the sector.
42
EN
Airbnb has embraced the “experience economy”
(Pine & Gilmore 1998), the strongest differentiator
and the hardest to copy. They provide more than
just an accommodation, but a relationship with local
hosts and neighborhoods. As referred by Pine &
Gilmore “commodities are fungible, goods tangible,
services intangible and experience memorable”.
Their strategy is clear. “Neighborhoods” is the
brainchild of their recent acquisition of Nabewise, a
“hyper-local” recommendation startup that provides
information on local activities. Airbnb partnered with
local experts to create unique content in their native
languages, they polled users to understand their desires and mandated photographers to take exceptional pictures. The “Neighborhoods” feature is now
live in 15 cities and aims at bringing the traveler to
the right place according to his needs and expectations. The idea is to reduce the “first SERVQUAL
gap” (the gap between consumer expectations and
management’s perception of their expectations) and
provide a tailor-made travel experience.
What can hoteliers do to counter these substitutes? Why not providing this “local” experience with
the help of technology? It is with that goal in mind
that David-Benjamin Brakha created Hotelcloud and
developed a platform that is the guest travel companion. Available before and during the trip from
a simple link, guests can browse and discover all
events and activities in the hotel’s surroundings and
start booking in advance hotels’ services and
external services (such as tours, ticketing, events,
transportation), anything relevant for an immersive
journey.
As David-Benjamin states it “We want to empower travelers by putting amazing experiences at
the tip of their fingers”. You can book before your
arrival a massage to relax after those long hours of
traveling… And order your breakfast while sitting on
your bed and a ticket for tonight’s show from the
same interface.
The idea is to bring back the hotelier at the center
of the guest experience. By providing all information
and services in a seamless way, Hotelcloud greatly
impacts guest satisfaction while providing hoteliers
with a new revenue-generating mobile strategy.
“We chose Hotelcloud for their ability to be proactive and innovative. They are always trying to think
out of the box in order to create new features to
better meet guests’ expectations” says Jennifer
Boccara the General Manager at the luxurious
Parisian hotel, The Hotel de Sers.
Hotelcloud is more than an innovative startup, it
is also a prime employer of EHL students! After two
INSIDE-OUT
years of existence it has employed over 6 students
and plans to recruit much more in the future. “I was
working on a 448 room hotel development project
in India, had a great payroll but I wasn’t happy.
Everything was so slow… When I met Hotelcloud,
I saw the clear potential and I felt I could make a
difference. I fell in love with the vision and the team.
Plus, in a startup you live in “fast forward” mode,
you end up doing many things that weren’t in your
job description… It is very interesting and rewarding,
every day is different!” says Philippe Khodara, who
helped on the launch of the Hotelcloud London office.
So, why do students want to embrace the startup
world? The Facebook & Instagram syndrome could
be an explanation, but it’s more complex than that.
In a startup, hierarchy is flattened and sometimes
non-existent. It’s very easy to talk to the CEO, to
brainstorm and add your input about a given subject,
even if it’s not your “turf”. Transparency is also a
strong factor. In small startups it’s not uncommon
to know what’s left on the bank account. And this
has a direct impact on team members' perception
of how valuable their contribution is to the venture.
The hospitality industry and startups have a
love-hate relationship; some need each other and
other compete against each other. Hoteliers need
to be less defiant toward technology, startups and
innovation in general.
It is important that hoteliers and schools understand that there is a huge potential in promoting
and partnering with startups because in the end,
the only way to increase and sustain GDP growth in
these times is by helping and investing in innovation
so it can create wealth and jobs.
Philippe Khodara
and Florian Savoyen
“Developing the Developing” – Part 1 of 3
Top tips for setting up
hotels in emerging
markets
At Lausanne Hospitality Consulting (LHC) one thing
we don’t lack is diversity. We have a diverse team,
with an average of 2 passports each, which comes
in handy when applying for visas to our diversely
located projects. As a result of all this diversity we
have been able to notice a number of trends regarding our business lines. An example of this was when
I was recently asked to chair a session at the African
Hotel Investment Conference in Nairobi called “The
ABC of Developing in Africa”. A number of great
panellists and specialists came up and presented
their thoughts and discuss with me the whole process of developing in African. I quickly realised that
what they were saying was nothing new. This was
partly because I am originally African but more than
this it was because what they were saying was, and
remains, true in many other regions of the world.
Developing a hotel successfully in any market has
the same formula. I am not saying that there are no
differences as a result of legislation, culture, location
and so on; and in fact, it is the most prevalent of
these differences that we will be focusing on in this
series of articles. What is different about the emerging markets of the world?
firms worth their salt, a variation of this process
forms the backbone of all our development projects.
Although we will not be going into all the elements
of the process in this article FIGURE 2 will act as a
good reference for the part of the hotel life cycle we
are discussing.
FIGURE 2
BUSINESS PLANNING PROCESS
Global Market Research
Regional Market Research
Product Definition
Concept Definition
There are three key stages to any hotel’s
life before it opens as outlined in FIGURE 1
Forecasting & Budgeting
We are going to start at the beginning and work our
way along the timeline, focusing on the first of these
steps in this edition of EHLITE, followed by the
other two parts in the next two editions.
Business Plan
Feasibility and Planning
In FIGURE 2 you can see a summary of a typical
Business Planning Process. As with all consultancy
FIGURE 1
Feasibility & Planning
Design & Build
Pre-Opening
INSIDE-OUT
43
EN
What’s the ultimate objective?
MARK DUNFORD,
CONSULTANT, LAUSANNE
HOSPITALITY CONSULTING
(LHC)
As part of his work at LHC, Mark
provides advice on numerous
projects around the world, including, the development of hotels
and learning centres in Asia,
Europe, the Middle East and
Africa as well as accommodation
for Rio 2016.
Mark has a comprehensive background in hospitality real estate,
having previously served as Development Director for Stein Management Company and Franklyn
hotels and resorts. Before this he
was with Jones Lang LaSalle
Hotels in London after being part
of the early team at The Bench
(Now STR Global). Mark also
spent time working in hospitality
operations in Kenya, Seychelles
and the Caribbean after graduating from Ecole hôtelière
de Lausanne.
44
EN
The general rule when starting a hotel project is that
it is never too early to bring in the experts. For example, it is better to have your hotel operator on
board before the architect completes their room
designs. This will ensure you don’t have to change
them to fit in with brand standards. The classic, “Oh,
we like the hotel and it could be one of our XYZ
properties, but we need you to change size of the
rooms, the bath, add a stand-alone shower, separate
toilet etc.” There goes your design budget, but at
least you hadn’t built it yet…right?!
Having said this, it is worth conducting one exercise prior to engaging an architect or Hotel
Operator. This is a preliminary workshop, something we insist on doing for all our projects, which
allows the key stakeholders to refine their ambitions
and expectations for the project. At the end of this
initial workshop, everyone involved in the project
should be on the same page regarding the route
forward and the desired/expected outcomes of the
venture. Only once you have a clear vision for the
project will you or your advisors be able to communicate that vision to the rest of the project team
and ensure it is realised. Once you have that clear
vision down on paper you can move forward with
confidence.
Who is going to stay with us?
This is Market research part of the Crystallization
model. While it is very important to look for “the
gap” in your market, what new trends there are in
the world or what the next five hotels being built in
your area are going to look and feel like, you should
also be thinking about people. You need to recognise
who is going to be coming to the hotel, this will be
a mix of those you want to attract and those who
will come anyway. What are these people looking for
in your hotel? What will make them chose your property over the one next door or even one on the
other side of the planet? You have to get to know
and understand your target clientele as much as
possible to develop the ideal mix of amenities, services and experiences for them.
Spread your risk. Mix your target markets and
client groups. Seasonal resorts have taught us a
great deal about this by creating a necessity to target
different visitors as the weather changes. It may
seem like the easy way out, to target a single segment
or geographical source market, but what happens if
they stop coming? By targeting a number of groups
at the same time you reduce the margin you lose
with each group that stops coming. This may seem
like a negative way to think, but the reality is that
with a world that is changing and developing faster
than ever, it is just smart thinking. You will never be
INSIDE-OUT
able to pre-empt every market trend or prevent the
development of a preferable competitor, but you can
plan for it.
How are they going to get here?
Everyone has heard the age old saying that “there
are three things that matter in property, location,
location, location.” For hotels this is doubly true,
especially when we think about access. It is no good
having the best service, facilities, food or even view
on earth, if people can’t get to you it won’t matter.
With the development of technology consumers
have become less and less patient, everyone wants
things to come easy and preferably yesterday. So if
it is three planes, two cars and a once weekly boat
ride to get to your hotel, chances are most people
are not going to want to come. Now, ideally this
would not be the case with a business hotel, but
even with a resort where this may form “part of the
charm”, you need to be thinking about how to make
that journey as easy, fast and comfortable as possible. We even see hotel F&B concepts suffer in
Europe and the US simply because they are not on
the ground floor… so think about it.
Will we make money?
This is the big question on most people’s minds. The
only way to find out is to run the numbers. Then have
a specialist look at the numbers, or better still, have
the professionals run the numbers in the first place.
However, forecasts are forecasts for a reason and
like the weather, hotel operations can be unpredictable. Sometimes you predict sun and get rain, and
sometimes you predict rain and get sun. One thing
is for sure though, the closer you follow the correct
process getting to this stage, the more detailed your
concept, the more accurate your forecast will be.
Be Realistic
This is a recurring theme we will touch upon throughout these articles. Ambition is not a bad thing, but
there must be realism underpinning it at all times
when developing a hotel. Particularly when working
in an emerging market. By all means push for the build
to be completed in 18 Months, but keep it in the back
of your head that your realistic goal is 24 months and
plan the rest of your activities to allow for that delay.
There is plenty to be getting on with in the meantime,
as we will see later on as that’s my allocated space for
this edition. If you can’t wait for the next instalment
in this enthralling trilogy or simply want to have a more
specific discussion about your project, then give our
office a call and we will be happy to help www.lhcconsulting.com.
Mark Dunford
Is customer
experience a myth?
Hoteliers have always aimed at providing good customer service, and in some cases, excellent customer service. While providing good customer service has become essential in today’s competitive
market, it may not be sufficient when competing
amongst those that are creating excellent service
EXPERIENCES.
Good Service is Good Business
While trying to understand what excellent service is
may be difficult, its benefits on firm performance
are evident. Excellent service has been defined as
the extent a customer perceives a service to exceed
their expectations. The key issue behind a customer’s evaluation of a service is that a perception of
one customer will be very different to the perception
of another. The benefits behind managing guest
perceptions and understanding their needs and expectations is that consumers are willing to pay more
for companies they perceive to provide excellent
service. According to an American Express study
done in May 2011, Americans are willing to spend
more with companies that provide excellent service.
Americans are regularly placing an even greater premium on quality customer service. In a stronger
economic environment, seven in ten Americans
(70%) are willing to spend an average of 13% more
with companies they believe provide excellent customer service. This number is up significantly from
2010, when six in ten Americans (58%) said they
would spend an average of 9% more with companies
that deliver great service.
Despite the acknowledgment that good customer service can have an effect on long term firm performance, many companies still manage to deliver
bad service. Approximately, 60% of Americans believe businesses haven’t increased their focus on
providing good customer service – up from 55%
in 2010. In fact, the same study shows that1:
– Amongst these 60% of Americans, 26% think companies are actually paying less attention to service
– Four in five Americans (81%) agree that smaller
companies place a greater emphasis on customer service than large businesses.
Picture credit:
© Kzenon – fotolia.com
One could quote all sorts of bad service examples
in any type of businesses and one is very unlikely to
come across someone that has never had a bad service experience.
The reasons for customers not doing business
any longer with companies can vary, however it is
important to note that 68% of customers claim that
their disloyalty is not actually linked to the product
itself but in fact to employee attitude.2
“Getting service right is more than just a nice to
do; it’s a must do” said Jim Bush, Executive Vice
President, World Service American Express.
What companies tend to forget is the following:
according to an article in the Harvard Business
Review, “Increasing customer retention rates by 5%
could increase profits from 25 to 95%.”
1
2
http://about.americanexpress.com/news/pr/2011/csbar.aspx
http://www.adamssixsigma.com/Newsletters/customers_
results.htm
INSIDE-OUT
45
EN
Thisfactunderscoresthebusinessnecessityof
managingandmeasuringtheCustomerExperience,
not only as a function of customer service, but also
as a strategicinitiativefordrivingcompanyrevenues.
Companies which handle enquiries properly and
give excellent service exist, but nowadays excellent
products and services are not enough. Customers
aim for experience… however:
– 95% of firms think to focus on the customer,
– 80% think to deliver a superior experience,
– Only 8% of clients agree.3
1979
ALAIN NAJAR
Is a Senior lecturer of Food and
Beverage management at Ecole
hôtelière de Lausanne since 1992.
EHL alumni, he holds an MBA
from the Business School Lausanne and is a Certified Hospitality Educator by the American
Hotel & Lodging Educational
Institute.
His expertise in management
comes also with his 13 years industry experience with Hilton
International, Sheraton and
Accor group, in countries like
Kuwait, Dubai, Madagascar,
Syria and Egypt.
Alain facilitates also regular Executive Education Programs at
different level for the Lausanne
Hospitality Consulting (LHC)
around the world.
Kingda Ka, the world’s tallest
roller coaster
Picture Credit :
© Dusso Janladde –
Source: wikipedia.org
One of the main problems nowadays is that companies forget the basics and are mainly turned towards
short term profit and are under the influence of stock
markets. Many firms are forgetting the long term
profit and the necessity of having a longer term strategy to deepen customer experiences and create long
term customer relationships.
“In today’s wired marketplace, the damage to a
brand from negative Customer Experiences extends
well beyond the loss of existing customers; it can
inhibit top line growth from new customers as well.”4
“Experienceisnotwhathappenstoaman;it’s
whatamandoeswithwhathappenstohim.” 6
Looking at Maslow’shier‑
archyofneeds, it is obvious
that an adult, who goes to
McDonald, tries to satisfy
only his physiological needs.
But what really counts for
a child celebrating his birthSo ask yourself:
day at a McDonalds restau– WhatisthecustomerExperienceyouaretrying rant? That is the question.7
Let’snotforgetthatguestExperienceoccurson
todeliver?
many levels and includes every step of the guest
– WhataretheEmotionsyouaretryingtoevoke?
journey.Everyguestinteractionortouchpointare
– IsyourcustomerExperiencedeliberate?
anareawhereacompanycanmakeitorbreakit.
– HowmemorablecantheExperiencebe?
According to Joseph Pine II and James H. Gilmore,
Imagine going on the world’s tallest roller coaster, authors of the Experience Economy book, we are
the world’s second fastest roller coaster, and the emerging into a new era of thought where we are
second strata coaster ever built, the KingdaKa, a finding that what our customers really want is an
steel accelerator roller coaster located at Six Flags Experience that keeps them coming back for more.
Besides many aspects, according to the authors,
Great Adventure in Jackson, New Jersey, United
the four realms of Experience are:
States.
After travelling from 0 to 128 mph in 3.5 seconds,
being shot 90 degrees into a quarter turn, and evenCustomers takes in the experience
tually launched 456 feet high, you await a 270-degree
Absorption
spiral. How do you feel when taking the plunge?
Entertainment
Educational
Wasn’t this a terrific Experience even if you were
– Blog
scared to death? This is an experience you will re– Wikis
5
member for the rest of your life.
– Forums
Passive
Active
So:
participation
participation
– HowcanwecreatesuchmemorableExperience
inourhotelsandrestaurants?
Escapist
– Social games
Esthetic
– Social videos
Immersion
3
Source: Bain Customer-Led Growth diagnostic questionCustomers taking into the experience
naire; Satmetrix Net Promoter database.
4
5
46
EN
Of course going to a Four Seasons, Ritz Carlton,
Shangri La hotel or eating at El Celler de Can Roca
(Girona-Spain), Noma (Copehagen-Danemark), the
first two world best restaurants in 2013 as per San
Pellegrino & Aequa Panna award, you would leave
with an unforgettable and memorable Experience.
But can Experience also be created in less fancy
places, for example at a restaurant such as
McDonald’s? Many people will bluntly say No, but
this is not exactly true. It all depends on what angle
we see the Experience from.
Experience is everywhere, as it is inyou, asev‑
eryoneperceivesExperienceinadifferentmanner.
INSIDE-OUT
http://mds.ricoh.com/files/knowledge_center/Customer_
Engagement_Perspective.pdf
“Kingda Ka: Great Adventure”. Six Flags. Retrieved August 22, 2007. Marden, Duane – “Kingda Ka (Six Flags
Great Adventure)”. Roller Coaster DataBase. Retrieved
May 25, 2012.
6
7
Aldous Huxley – Texts & Pretexts: Introduction.
http://3.bp.blogspot.com/-vyLen6jLHVU/UIawLB_pa0I/
AAAAAAAABa8/rj4lJnCgV98/s640/mcdonaldsparty.png
To create a comprehensive and easy service system you should understand what creates value for
the customer and how everyone in the company can
be engaged in this delivery process. The key components of this will be:
– Vision/Mission
– Leadership
– Culture
– Employees
– Service quality
– Customer Experience
So ask yourself the following questions:
– Do you really believe that you deliver EXPERIENCE
in your hotels and F&B outlets?
– Can you describe the Experience you give to customer and why do you believe this is special?
– What would you change in your customer
EXPERIENCE?
– What would customer say about his Experience?
Picture credit:
© V. Garlantézec – all rights
reserved
To conclude if companies aim at thriving in today’s
environment, or for many even surviving, they need
to remember the following key points:
1. Let’s not forget
“A customer is the most important visitor on our
premises; he is not dependent on us, we are dependent on him.
He is not an interruption in our work.
He is the purpose of it.
Evenifdeliveringserviceisimportantforallcompa‑ He is not an outsider in our business.
nies, most struggle to deliver basic services of a He is part of it.
decentquality.
We are not doing him a favor by serving him. He is
Why does customer service have to be so difficult doing us a favor by giving us an opportunity to do so.”
and mysterious? Why do some companies react like
MAHATMA GANDI
they do not want to receive guest complains when
it is a dynamic process that is vital when amending 2. Let’s remember that an Experience
bad experiences? It’s impossible to call them, to find
can/should:
an email address or even a telephone number.
Bill Gates use to say: “Your most unhappy cus- – Attract customers and generate repeat business
– Force customers to pay a premium price (i.e.
tomers are your greatest source of learning.”
Starbucks)
The airline industry is a good case study of
Excellent and Worst service examples. Emirates, for – Be used to position a company (i.e. Southwest
example is regarded as the industry’s benchmark
airlines-2008 Award for industry leading cusfor service excellence and won the prestigious title
tomer service)
as the World’sBestAirline in the “2013 World Airline – Be used to create emotions (i.e. Disney)
Awards” at the Paris Air Show. On the other hand, – Be delivered at every point of interaction with the
guest
when looking at in-flight entertainment, food, seating, leg space, and attention and attitude of staff, – Strengthen your brand
we witness other airlines, mainly European, that – Be “Authentic-Personal-Memorable”
simply do not care and pursue cost-cutting strategies – Can be used to boost sales of “non-experience”
at the expense of client satisfaction.8
goods and services (i.e. M&M’s store)
Sam Walton, Founder of Wal-Mart use to say:
“The goal as a company is to have customer service
that is not just the best but legendary.”
You can’t promise
Great service is not so difficult; it’s remembering
your customers sunny weather,
the fundamentals and applying them day after day.
but you can promise to hold
In today’s competitive world delivering excellent
an umbrella over them
service and an Experience is crucial but sill many
when it rains.
companies struggle to deliver even the basics.
The beginning of the Experience starts already in
ANONYMOUS
the design phase of your service delivery system.
Alain Najar
8
and Alexandra Wheeler
http://www.worldairlineawards.com/awards_2013/Air-
2013
ALEXANDRA WHEELER
Recently completed her Bachelor
of Science in International Hospitality Management at the Ecole
hôtelière de Lausanne, with
a specialization in Finance. She is
currently an academic assistant
at EHL for various courses under
Hotel Operations. Her previous
part time student and intern
work experience has been at
Starwood Hotels & Resorts, Montreux Jazz Festival, Kudelski
Group, and Kai Zen Events. She
most recently worked as Research
and Data Entry Associate for the
Young Global Leaders Team at
the World Economic Forum.
line2013.htm
INSIDE-OUT
47
EN
START-UP INSIGHT
Planning for the Uncertain
Picture credit:
© 2mmedia – fotolia.com
48
EN
Imagine that in a few days you will be put to sleep,
carried on a plane and dropped at random into one
of three forests: the Ardennes forest, the Red Forest
and the North Sentinel Island forest. The objective
is to survive for seven days. What should you do to
prepare?
I don’t know about you, but if you haven’t travelled
to any of these places recently a little Google action
might be in order. Let’s begin with the Ardennes
forest. Lest we should feel ignorant, we may first
need to place the Ardennes forest in its rightful geographical context, that is, between Belgium,
Luxembourg and France. Although famous battles
have been fought on this land, of more interest to
you should be the fact that the region is rich in timber, minerals and wild game; all positive factors for
survival which make this location quite a hospitable
one for your training. Not so with the Red Forest
which happens to be located within 10 kilometers
of Chernobyl. Oops! Most trees were bulldozed and
buried in a cleanup effort. More than 90% of the
radioactivity is concentrated in the soil, so you might
rethink carefully your reliance on plants, berries and
stream water. Wolves, lynx and eagles will be your
typical companions along with the occasional
gene-altered mutant species. All in all, this gig
doesn’t sound quite as much fun. Despair not, however, as you may still draw the more poetically named
North Sentinel Island Forest which covers the whole
72 sq km of the island it sits on. It has never been
settled by Europeans and is home to about 200
Sentinelese, a pre-neolithic tribe with cannibalistic
tendencies. Despite this slight character flaw, you’ll
be glad to learn they have been surviving for centuries from hunting, fishing and collecting wild plants.
Given this information, the best way to proceed
is to design three scenarios, one for each of these
rather contrasting environments. Because the sur-
START-UP INSIGHT
vival strategies will differ a great deal, one sensible
first step upon landing will be to look around for
location indicators. Is there salty water on the edge
of the forest? Are these little individuals potential
members of an old tribe? What’s the temperature?
What kind of animal species surround me? Am I seeing abandoned man-made structures? Answers to
these questions will point to the appropriate strategy to deploy.
An alternative approach would have been to draw
up – in advance – the perfect survival plan independent of the actual location of the drop; a
one-size-fits-all blueprint built on the knowledge of
the best forest survival skills. Although valuable in
many contexts, this strategy is deadly in the radiation-filled Red Forest. Similarly, trying to signal your
presence (usually a good survival tip) leads to dire
consequences when Sentinelese are lurking around.
In short, when forthcoming prospects may look very
different, faith in a predetermined plan has its limits
because plans assume the average, not the atypical.
Our scenario-based approach, on the other hand,
acknowledges that forecasts based – as they must
be – on past data and/or experience is ill-suited to
predict discontinuities. So, instead, it focuses on
gathering information, envisioning potential futures,
identifying related signs and adapting one’s strategy
accordingly.
Let’s face it; most things that shape our future in
meaningful ways are, in fact, unpredictable: a financial crisis, the emergence of a new social network,
or a major technological advance. Why is it then that,
as organizations, we are all too often seduced by the
simplicity of seemingly flawless 5-year strategic plans
which leave little room for diverging realities?
We best prepare for these not by planning, but
rather by asking “what if?”
Frédéric Delley
with an EHL Entrepreneur
Interview of Xiaoxi Yang
1. Togetstarted,canyoutellusalittlebitabout
yourprojectAVAN?
We registered the company AVAN in December 2012
with the aim of creating a luxury travel agency for
incoming tourism in Switzerland, also known as a
DMC (Destination Management Company). While
working in private banking in Geneva, I have seen a
lot of opportunities to develop a five-star travel
agency for emerging markets. Our panel of services
ranges from itinerary planning and reservations, to
Swiss education and even cosmetics and healthcare.
To ensure the best know-how, expertise and service
excellence, we are working with a network of carefully selected partners.
2. Whichemergingmarketsareyouconcentratingon?
We focus on the Chinese clientele because it’s a
huge market that’s booming and which has kept
incoming tourism to Europe going during the crisis.
Another underserved market we’re trying to develop
Africa. That said, we remain open to other market
opportunities wherever they may be.
Finally, we also target FITs (Foreign Independent
Travelers), couples, families as well as small groups
of business executives. We tend to stick with smaller groups as we want to ensure an exclusive five-star
service at all times.
3. What are some of the more unusual requests
you’vehadtoaccommodate?
Typically, we have clients who ask for highly exclusive
experiences, such as meeting with tennis player
Raphael Nadal, skiing with an Olympic-winning
skier, having a romantic dinner in a cable car in
Lucerne or enjoying some “authentic European entertainment” (laugh).
4. In which stage of development is AVAN right
now?
Well, you know, we’re still a startup. We’ve only been
up and running since April 2013, so for the
moment we are still at the stage of developing our partners network and expanding
the range of our destinations. In 6 to
12 months, we will probably also have
to ramp up our customer acquisition
marketing effort.
5. Yousay“we”,whoelseisinvolvedinthisproject?
I say “we” because I believe the company exists today also because of my employees, my interns as
well as our shareholders. Everyone contributes to
the success and development of the company, so
I see AVAN more as a family in which teamwork is
more powerful than any one individual.
6. Asawomanentrepreneurdoyoufeelthatthere
areextraobstaclesyouneedtoovercome?
Absolutely not! On the contrary, I think women benefit from a different sensibility and a “sixth sense”
that can sometimes help in a “people business” like
AVAN with clients, service providers, employees and
shareholders.
In contrast with men, we have this softer, more
sensitive side. We are good at capturing clients’ emotions and anticipating their needs. Don’t get me
wrong, I’m not a feminist (laugh), but I think women also have this inner strength which allows them
to be in it for the long haul.
7. Wouldyouadviseyounggraduatestojumpinto
theentrepreneurialworld?
Well, I think many young people have the idea of
being entrepreneurs. Sometimes, it’s almost feels
easier to set up a business rather than work your
way up inside a big company. However, the advice
I would give them is to make sure that their business
is sustainable and that it can create value for its
customers. The road won’t be an easy one. You’ll
have to convince, you’ll have to compromise, you’ll
have to smile to your clients, most of all you’ll have
to roll-up your sleeves and get your hands dirty. Make
sure your objectives and your business model are
rock solid, then just go for it. Don’t count the hours
because everything you’ll get will come from your
hard work and the sacrifices you make. That’s the
price to pay for this amazing feeling of pride and
satisfaction that come from having created something ourselves that brings value for our clients
and society as a whole.
Last but not least, do not forget Passion;
it is the prerequisite for starting a business.
Interview conducted
2012
by Caroline Guigou
START-UP INSIGHT
49
EN
ultimate refinement
à la française
Since 1959, Grand Siècle by l aurent-Perrier haS embodied
the French Style oF hoSPitality: the art oF recevoir
à la FrançaiSe.
The quesT for perfecTion
In the early 50s, taking his cue from the elegance
and refinement of the court of the Sun King
Louis XIV, Bernard de Nonancourt envisaged
an exceptional cuvée that would capture the
dazzling cultural environment of the time and
its regal lifestyle. Bernard drew on Champagne
tradition, applying two sacrosanct aspects of its
know-how, namely the blending of crus and the
blending of vintage wines. Today, as always,
Grand Siècle perpetuates this heritage in a neverending quest for perfection.
The perfecT balance beTween power and delicacy
Made from chardonnay and pinot noir grapes,
exclusively grown in the most famed plots of
eleven of Champagne’s Grands Crus, Grand
Siècle stands out for its unique blending of
three great years; declared as vintage years by
Laurent-Perrier. This uncommon approach,
born of a single-minded attention to detail
and the House’s abiding independent spirit, is
greatly expressed through Grand Siècle.
Grand Siècle’s delicate bubbles impart a gradual
feast of subtle aromas that culminate in a per-
fectly balanced structure: hints of candied citrus,
honey, roast almond and brioche unfurl in an
ordered progression. Notes of white flowers add
to the wonderfully refined texture. The fleeting
top notes of subtle flavours are echoed by the
remarkably fresh aromatic persistence in the
finish. This is when the perpetual dialogue
between fragrance and substance begins, opening
on a perfect harmony of power and sensuousness.
ulTimaTe refinemenT
Grand Siècle’s unique personality is well-served
by its majestic bottle, inspired by the art of
17th century master glassblowers, nestling in
its exclusive pewter cradle. The curve of the
shoulder and the bottle’s elegant swan’s neck
capture the whole art of recevoir à la française,
a formal refinement that truly elevates the
service of this unrivalled champagne.
An essential component of the most glittering
occasions or intimate events, Grand Siècle
pairs wonderfully with fine food: be it a tender
truffled fowl, the vibrancy of a roast sea bass,
or the freshness of a seafood carpaccio.
www.laurent-perrier.com
LIFESTYLE
Tendances 2014
Crédit photos :
© Kudryashka – fotolia.com
© George Mayer – fotolia.com
FR
52
LIFESTYLE
Joyeuses, les collections de l’été 2014 semblent avoir
été imaginées pour conjurer la crise qui sévit en
Europe. Sandrine Merle, journaliste et bloggeuse,
nous les livre ici dans son « billet » mode paru dans
les Echos Art & Lifestyle.
1. La silhouette présentée pour l’été 2014 est droite,
géométrique. Minimaliste sans jamais être ennuyeuse grâce à des matières fluides et d’une
légèreté inouïe, presque évanescentes… Les jupes
en volume, plissées, gansées de franges, pourvues de godets s’envolent au moindre souffle
d’air et les tops sont nimbés de lumière grâce à
des tissus qui jouent merveilleusement avec elle.
2. Une petite dose de provocation… La transparence
apporte de la sensualité à cette silhouette mais
elle suggère le corps plus qu’elle ne le montre
grâce à la dentelle omniprésente et grâce à des
superpositions sophistiquées d’organza, une
mousseline de soie légèrement rigide et craquante. Il existe pléthore de moyens pour dévoiler l’épiderme dont abusent créateurs et couturiers : voici des découpes, des perforations sur le
cuir ou le néoprène et des mailles travaillées
comme des persiennes ou du filet qui restent
finalement très pudiques.
3. Après la transparence, la brillance… La soie lamée, le cuir métallisé, le coton fileté d’argent
vibrent à l’unisson avec la lumière et enveloppent
les silhouettes d’une aura divine. Sacs et chaussures sont également concernés par cette brillance que l’on retrouve sous forme d’ornementations en paillettes, de talon godronné argenté,
d’empiècements en cuir nacré chez Roger Vivier,
chez Robert Clergerie ou encore chez Delvaux.
4. L’éternelle suprématie du blanc ne résiste pas à
la déferlante de rose. Tandis qu’il flirte avec tous
les tons de nude, c’est-à-dire proches de la peau,
ce coloris se décline aussi dans des nuances pastel, évoquant ainsi un romantisme à la Fragonard.
Le rose, distillé en touche ou monochrome, bénéficie du retour de toutes les couleurs claires qui
allègent la silhouette et lui confèrent une sensibilité à fleur de peau.
5. Grandes vedettes de cette saison : les fleurs.
Eclatantes roses trémières, pivoines, muguets,
orchidées imprimées, colorées, denses et compactes comme en semis, abstraites ou stylisées
jusqu’à se transformer en branchages. Toutes ces
fleurs sont aussi l’œuvre d’artisans qui les brodent
en paillettes sur des tulles et des mousselines.
Finalement, les plus spectaculaires et les plus
nouvelles sont les spécimens mis en relief, sculptés dans des soies plissées avant d’être appliquées sur une jupe ou une robe comme chez
Dries van Noten.
6. Pour échapper au réel, partir en voyage : c’est la
proposition d’un certain nombre de créateurs.
D’un côté le duo Dolce & Gabbana célèbre la
beauté des temples romains en les imprimant
sur des robes, tandis que Céline, Pucci et Givenchy
tracent leur chemin vers une Afrique contemporaine avec des drapés somptueux, des bustiers
de perles et des bijoux totémiques.
7. En point d’orgue, pour donner du relief à cette
silhouette, un nouveau porté de sac remarqué
d’abord chez Tod’s. Il n’est plus question de le
porter à l’épaule : il faut l’agripper, le prendre en
main, le plier sous son bras comme un journal.
Quelles que soient sa taille et sa forme…
8. L’exception qui confirme l’élégance gracieuse de
ces collections été 2014 : la plate-forme, la grosse
semelle en caoutchouc de 5-6 centimètres, crantée ou non, vue chez Fratelli Rossetti, Marni ou
encore Robert Clergerie. Ces néosocques de geisha confèrent toute sa contemporanéité à la silhouette de l’été 2014.
Source : Les Echos
L’Ecole qui brille !
Avec son école de joaillerie destinée au grand public,
Van Cleef & Arpels invite à la découverte d’un
art, à l’éducation du goût et de l’œil, à la connaissance des matières. Son ambition : faire comprendre intellectuellement et émotionnellement
l’âme de la joaillerie et de l’horlogerie, permettre
la maîtrise du geste à travers l’expérience personnelle.
En 2012, la Maison a franchi une étape décisive en créant son école. Son objectif : lever le
voile sur les mondes très secrets de la joaillerie
et de l’horlogerie, partager son joyau le plus
inestimable : ses savoir-faire. Le programme des
cours est animé par 23 professeurs : historiens
d’art, artisans virtuoses des ateliers de Haute
Joaillerie – Mains d’Or de la Maison –, gemmologues et experts passionnés.
Sandrine Merle, bloggeuse et journaliste nous
livre également ici son impression : Quelle est la
différence entre un rubis et un saphir ? Quelles furent
les plus grandes collectionneuses de bijoux ? Comment fabrique-t-on les joyaux exposés dans les vitrines ? Pour révéler le monde fascinant de la joaillerie, Van Cleef&Arpels a ouvert une école destinée
au grand public, il y a à peine un an. « La maison
incarne un leadership, elle a donc le devoir de transmettre l’histoire du bijou et de révéler les métiers
formidables qui y sont liés », explique Marie
Vallanet-Delhom à l’initiative de ce projet et aujourd’hui présidente de l’école. Installée place
Vendôme dès 1906, la maison Van Cleef & Arpels
a toute la légitimité pour le faire. Elle est emblématique de l’excellence française née sous Louis XIV
qui voue une véritable passion aux diamants et qui
fait de Paris la seule capitale à disposer d’artisans
et de créateurs capables de réaliser les pièces les
plus folles. Depuis quelques années, Van Cleef
& Arpels ne cesse d’associer bijou et culture avec
des collections inspirées par les grands bals de légende, par la superstition ou encore par les Voyages
Extraordinaires écrits par Jules Verne. L’école est
installée dans un hôtel particulier du XVIIIe siècle
de la place Vendôme, l’épicentre de la joaillerie, un
lieu mythique… Les cours qui ont lieu dans des salles
aux tapisseries et aux dorures typiquement françaises durent 4 heures, sont dispensés en anglais
et en français pour une dizaine de personnes maximum. Sur demande, ils peuvent aussi être donnés
en chinois, en arabe ou en japonais. Le programme
est à la carte, simple et personnalisable : on peut
suivre un cours tous les six mois ou cinq en une
semaine. Tous sont dispensés par des passionnés,
des experts en pierres comme le géologue-gemmologue Dominique Dufermont qui fut aussi acheteur
pour la maison, des historiens comme Inezita Gay
ou encore des artisans. Dans Jeux de Bijoux, L’historien
Gislain Aucremanne – qui a participé aux plus grandes
expositions de ces dernières années liées à la mode
– fait découvrir les codes qui ont régi l’univers du bijou. On le portait pour des raisons de pouvoir, sentimentales, religieuses ou encore érotiques. Passionnant, il poursuit sur l’explosion de ces codes à partir
de la révolution industrielle : tout est alors permis
pour la Belle Otéro, la duchesse de Windsor ou Mademoiselle Chanel qui ose mélanger ses vraies perles
avec des fausses. Elle imagine aussi une collection
de bijoux d’une légèreté inouïe et que l’on pouvait
enfiler sans l’aide d’un homme…
Source : Les Echos
www.lecolevancleefarpels.com
LIFESTYLE
FR
53
Blonde, brune, ambrée, gingembre
elles vous font tourner la tête…
Crédit photos :
© Brasserie Docteur Gab’s
La bière fait son ‘coming out’ et revêt ses plus beaux
habits. Si la bière est parfaite pour rafraîchir les
papilles à la terrasse d’un café, elle n’en a pas moins
sa place à table. La bière est‑elle une boisson raffinée
qui nécessite qu’on apprenne à la déguster ? C’est
une réalité et c’est furieusement tendance. D’ailleurs
Gastrosuisse, organisation patronale de l’industrie
hôtelière et gastronomique suisse, vient de lancer
une formation en « sommelier de bière » destinée
aux professionnels de la restauration.
Aujourd’hui la petite blonde, avec encore 80 %
de part de marché, travaille sa scénographie. Et il
est de bon ton de la déguster comme il se doit. Avec
environ 400 micro brasseries en Helvétie, le marché
s’étire et devient non négligeable. Pour les restaurateurs et les acteurs du secteur il s’agit de ne pas
rater le coche. Avec des saveurs qui se complexifient,
des goûts qui remontent du terroir, des marques qui
sortent du bois le consommateur bourgeois bohême
tire la petite mousse sur le terrain, jusqu’ici réservé
à des vins, trop « château », trop « nobles » et chers.
Les brasseurs communiquent sur une démarche qui
implique : traçabilité, qualité organoleptique et nutritionnelle dans le respect de l’environnement. Forte
d’une volonté de relocaliser un certain savoir‑faire
et d’une production locale qui raconte un esprit atelier et d’authenticité, la bière nous rassure. Même
la gente féminine s’y intéresse de près. Et l’on voit
apparaître des clubs « talons aiguille » regroupant
des aficionadas. Avec des packagings plus mode,
des verres aux courbes plus sensuelles et stylisées,
les marketeurs se mettent à raconter de belles histoires, car le consommateur veut qu’on lui raconte
qui fabrique, comment, avec quoi. Puisant dans les
codes des années 40 et 50, la bière devient populaire
chic. Et certains cavistes proposent de faire vieillir
vos bières comme un bon vin. Oui c’est possible !
Et selon un expert bruxellois on peut la garder plus
de 100 ans…
S.F.
FR
54
LIFESTYLE
Destination Profile
Sri Lanka
Welcome to Sri Lanka, “the finest island of its size
in all the world, the island to visit in a lifetime”, as
Marco Polo declared in the 13th century. From early
times the island was known by numerous names
such as Serendib, Taprobane and Ceylon to traders
and explorers from both the East and the West, due
to its strategic location along the East-West shipping
route. With a rich history, dynamic culture and immense natural beauty, the island paradise offers
much to investors and visitors alike.
History
Sri Lanka’s history dates back to Neolithic times.
Recorded history however, dates from a few hundred
years BC when various people, mostly from India,
had settled on the island. From times BC till around
the 12th century AD a number of kingdoms flourished characterized by a high degree of civilization
and culture whose feats of engineering and irrigation
are considered marvels even today.
Europeans colonized the island between the 16th
and 20th centuries, consequent to the voyages of discovery and the Industrial Revolution that spurred
their search for raw materials. The Portuguese administered the Maritime Provinces from 1505 to 1665,
established Catholicism and also influenced the
island’s music, food, language and transport networks. The Dutch then introduced the Protestant
faith, a canal system, and also influenced both the
island’s architecture and administration. In 1796 the
British replaced the Dutch and eventually became
the only Europeans to administer the entire Island,
ending Sri Lanka’s last remaining kingdom of Kandy.
The British revamped the social systems, invalidat-
ed the caste system, and developed a network of
roads and railways. They set up tea plantations, an
efficient system of government, developed education and also introduced universal Suffrage before
Sri Lanka was granted independence in 1948.
Sri Lanka’s dynamic past may have contributed
to the recently concluded civil strife that lasted
30 years as the colonists exploited ethnic divisions.
Though now a republic, it has been a member of the
Commonwealth of Nations, the United Nations and
the Non-aligned Movement. Today, Sri Lanka has
commendable social indicators, boasting South
Asia’s highest literacy and life expectancy rates,
whilst healthcare and primary education are free and
accessible to all.
The Lighthouse of the Galle Fort
Demographic Diversity
Sri Lanka’s colonial history resulted in the population
becoming an interesting mix of races and cultures
through inter-marriages. The country’s two main
ethnic groups, the Sinhalese and the Tamils, account
for roughly 75% and 10% of the population respectively. Malays, Moors, Burghers, Sindhis and Kaffirs
are other ethnic minorities and Sinhalese, Tamil and
English are the three official languages. In the forests
of the Southeast live the Veddas, a small aboriginal
community of hunter-gatherers who descend from
the stone-age indigenous population.
Religion & Sport
Sri Lankans benefit from 26 annual public holidays,
as the island is home to significant communities of
Buddhists, Hindus, Christians and Muslims.
Elephant gathering
at the Minneriya Tank
LIFESTYLE
55
EN
Sigiriya Rock Fortress
Buddhists account for around 70% of the population, and are predominantly Sinhalese. Temples are
commonplace and festivals are many, the chief being
Vesak marking the birth, enlightenment and death
of the Buddha and Poson, which marks the arrival of
Buddhism to the island. Hinduism is the second
most prominent religion and is practiced by Tamils.
Christianity, in various forms, and Islam, too, are
growing religions and Christmas and Ramadan are
popular festivals.
Introduced to Sri Lanka by the British, cricket is
regarded as Sri Lanka’s “fifth religion”, played and
followed devoutly by many. The sport is often credited with having unified the country, bringing together communities regardless of social, ethnic or
economic barriers. Sri Lanka has co-hosted two
cricket world cups and won the trophy in 1996.
Gastronomy
Dambulla Cave Temple
Sri Lanka’s cuisine reflects the influence of its colonial masters and derives its variety from the country’s diverse people. Once dubbed the spice island,
Sri Lanka’s tropical climate and fertile terrain encourages the growth of several fruits and vegetables,
including over 27 types of bananas! Varieties of seafood and freshwater fish are also available and are
prepared in numerous ways. Many dishes have a
reputation of being fiery due to the use of chilies and
pepper. The staple, rice, is eaten at least twice a day
in most households, accompanied by a colorful array of dishes of meat, fish and vegetables thickened
with coconut milk and flavored with curry powders.
Economy & Investment
Horton Plains
56
EN
LIFESTYLE
For decades Sri Lanka’s economy depended on income derived from tea, rubber and coconut, but from
the latter half of the 1980s textiles and garments have
been the island’s primary foreign exchange earners,
accounting for around 40% of annual exports in 2012.
With the emergence of cheaper regional competitors
such as India and Bangladesh, Sri Lanka has established itself as a hub for “ethical manufacturing” and
earned a reputation for maintaining high social and
environmental standards in the textile industry. Tea
is Sri Lanka’s second largest export while others include spices, gems, coconut and rubber products,
fruits, vegetables, flowers, and fish.
As a middle-income country with an educated
population, Sri Lanka anticipates immense growth.
The island’s tactical location in the Indian Ocean has
inspired the government to transform the country
into a regional logistics hub, and a new international airport and seaport recently opened in the South.
After the war ended in 2009, the island openly welcomed foreign investment and in 2010 Bloomberg
ranked the Colombo Stock Exchange as the world’s
best performing stock market for that year.
Tourism & hospitality
Due to terrorism, various travel advisories crippled
the country’s tourism industry from 1983 till 2009.
With the dawn of peace, the government launched
various initiatives to revive the shattered industry.
By the end of 2012 Sri Lanka’s annual tourist arrivals
exceeded one million visitors for the first time and
by the end of 2016 the government aims for that
figure to reach 2.5 million.
The island’s transportation infrastructure is improving. The more distant regions of the North and
East have an excellent road network, while the South
and Central regions can be explored more easily
either by train, bus or car. Chauffeur services are
commonly included in tour packages and for a
birds-eye view, scheduled air taxis fly between
Colombo and select tourist destinations.
Tourists have a range of options for accommodation on the island. The capital Colombo has several
international hotel chains, and more foreign brands
are beginning to penetrate the emerging regions.
For the discerning traveller, refurbished colonial
mansions and tea planation bungalows offer the
ultimate boutique hotel experience. Simple B&B accommodation is available throughout the island for
travellers on a tighter budget whilst homestays in
villages are gaining popularity amongst the more
intrepid travellers.
Sri Lanka has much more to offer than kilometers
of pristine coastline. The North Central region teems
with cultural heritage sites including the ruins of the
ancient Buddhist kingdoms of Anuradhapura and
Polonnaruwa, the rock fortress of Sigiriya and the
cave temple of Dambulla. The desert-like regions of
the North including Mannar and the Jaffna Peninsula,
offer visitors a taste of the vibrant Tamil and Hindu
cultures and their unique architecture. The Central
city of Kandy hosts the annual Perahara festival
around the Dalada Maligawa, the golden-roofed
temple home to Lord Buddha’s sacred tooth relic.
The Southern city of Galle offers a magnificent fort,
whose ramparts take history-lovers back to colonial
times. And if time persists, Ratnapura’s gem mines
and the famous Adam’s Peak are excursions worth
making.
As development accelerates, both investors and
policy-makers have fostered the progression of many
sustainable and eco-tourism ventures. The Sinharaja
Rainforest and Horton Plains, designated Biosphere
Reserves and World Heritage Sites by UNESCO, are
two regions where sustainable tourism thrives.
Turtle-hatcheries dot the Southern coast, allowing
interested visitors to engage in conservation projects,
while elephant orphanages in the central Kegalle
district provide the kind-hearted visitor with a chance
to assist in the rehabilitation of injured elephants.
The Kalpitiya eco-tourism zone’s lagoons and winds
are ideal for kite surfing and kayaking, besides great
opportunities for whale and dolphin watching. The
virgin waters of the Eastern coasts yearn for divers
to explore their coral. And if all that is not enough,
even the most daredevil thrill-seekers will be challenged when rafting down the whitewater rapids near
Kitulgala or when the surf’s up in Arugam Bay.
Recently, both modern and traditional spa and
wellness facilities have proliferated throughout the
island. Ayurvedic and herbal medicine have historically been a part of Sri Lanka’s culture, due to both
Interview with Ms. Saskia Fernando
Hotels, Sri Lanka
WhatdifferentiatesSriLankafromothertropical
islanddestinations?
Sri Lanka is more diverse, simply due to the fact
that in such a small area one can visit the beach,
a rainforest, the jungle, the tea country, ancient
remains and more. This means that the island
has something for everyone, depending on taste
and preference. You can go surfing and then drive
four hours to sip tea in a cottage in the cooler
climates of the tea country. Sri Lanka still has
many areas that remain untouched, you can still
visit remote areas where you see nobody else and
you have a beach entirely to yourself or you can
drive through a town where children run to welcome you. Sri Lanka has a very natural beauty!
the variety of medicinal plants available and the influence of Buddhist philosophy. Some believe that the
island may be home to the world’s first hospital, as
suggested by the remains of a medical facility atop a
mountain in Mihintale in the North Central province.
Now is the right time to visit Sri Lanka, an island
that has something memorable to offer for everyone.
Chalana Perera, BSC2 Student
Ecole hôtelière de Lausanne
My hidden Secret
As a wildlife fanatic, I cherish every moment spent in Sri Lanka’s lush wilderness.
Wilpattu, located on the Northwestern coast,
is the island’s largest national park and one
of my favorites. Renowned for its healthy leopard population, Wilpattu is also home to Asian
Elephants, Sloth Bear, and countless other
species of flora and fauna, many of which are
endemic to Sri Lanka. One of the best ways to
experience Wilpattu is by camping out for a
few nights at one of the designated campsites
within the park’s boundaries, accompanied by
professional trackers. The experience is thrilling, but be aware, the bedbugs may bite!
2007
Sri Lankan Leopard
in Yala National Park
Credit photos :
© Sanjiv Fernando
– Director at Paradise Road
in new hotels over the next few years island-wide,
the local brands will have to up their game. This
can be a good thing and the local hospitality sector is already preparing itself to face the challenge.
On the flipside, this could also mean that local
brands will suffer if the demand is not what is
predicted.
DoyoufindthatSriLankansareequippedwith
thenecessaryskillsandknowledgetoworkwell
inthetourismindustry?
We are still looking at a majority of Sri Lankans
travelling overseas to find work. This is because
of the esteem that is associated with working
overseas and of course the salaries being offered.
Sri Lankans benefit from free education and still
Inthecomingdecade,whatappeartobethemost have one of the highest literacy rates in the world.
crucialthreatstoandopportunitiesforthehos‑ Locals are thereby receptive to good training programs when companies invest well in them.
pitalityindustryinSriLanka?
Given the rise in tourism it is important that the Living through a thirty year civil war also means
hospitality sector is properly geared for the pre- that people have a good attitude to ‘getdicted influx. With international brands investing ting-on-with-business’.
Eastern Coast
LIFESTYLE
57
EN
CAREERS
Avez-vous dernièrement
renouvelé votre vision
d'entreprise?
Vous êtes entrepreneurs, professeurs, managers, …, vous désirez réussir,
développer, améliorer et gagner. Avez-vous commis une erreur récemment ?
Oui ? Bravo et poursuivez ! Certes, c’est parfois difficile pour l’ego et dans
les interactions avec les autres, mais votre conviction et votre perspicacité
seront payantes à long terme !
L’innovation semble ces dernières années être la
« clé du succès » dans toutes les stratégies entrepreneuriales. Avec le risque que nous perdions le
sens de ce qu’est l’innovation. A propos, combien
d’entre vous osent réellement innover?
Je crois que les organisations innovantes sont
celles qui présentent un modèle collaboratif et qui
développent une culture humaniste. Concrètement,
cela se traduit par :
Ne pas chercher à contrôler le futur… et considérer
son client comme le centre de toutes les attentions…
et ses collaboratrices et collaborateurs aussi !
Comme tout changement commence par soi-même,
je tente de modifier mes activités selon les différentes casquettes :
– comme « professeur » à la Haute Ecole de
Gestion et Tourisme de Sierre, je cherche à faciliter les apprentissages et le développement
personnel des étudiants dans l’alternance
de procédés didactiques : un positionnement créatif à partir de concepts et d’outils et des situations d’expérimentation
leur permettant de transposer ces savoirs en compétences à travers le développement de projets !!
– comme « consultant rh » de la société
Axiome, j’accompagne les leaders et
les managers à transformer certaines
suppositions internes pour qu’ils se
positionnent de manière plus créative
et inspirante dans l’interaction avec
leurs collaborateurs !!
– comme « consultant de communications
innovantes » de la société Suissco, nous
déployons avec mon associé Jacques Gobet
des dynamiques de co-création avec les entrepreneurs en leur proposant des ruptures de
FR
58
CAREERS
normes dans le positionnement stratégique et
des croisements d’idées pour initier des changements dans leurs modèles d’affaire !!
1re rupture : L’incertitude est inhérente
au processus d’innovation
Vendre de la créativité et de l’innovation est complexe
et difficile ; car bien souvent, nous nous confrontons
à l’attente d’un « produit » qui solutionnerait tous
les problèmes des clients. Nous devons gérer une
vision qui cherche
à trouver différents
moyens pour atteindre les objectifs fixés. Or, une
solution créative serait d’avoir recours à une logique
qui imagine des effets possibles en considérant les
moyens existants.
Et lors d’un échange ERASMUS avec un collègue
de La Rochelle, le prof. Dominic Drillon, ce dernier
me partageait son expérience en évoquant que
l’entreprise ne veut voir que des certitudes là où le
psychanalyste perçoit du doute. C’est dire que
l’Homme n’est pas qu’aeconomicus, il est aussi constitué de pulsions, de croyances, d’attentes, de représentations imaginaires et d’affects 1. Donc, quand on
nous soumet un problème technique, le risque serait
de donner une réponse technique.
S’il est donc normal d’avoir des doutes, le risque
serait de ne pas vouloir / pouvoir les partager…
2e rupture : développer de l’intelligence
collective avec confiance et optimisme
La crise du début des années 2000 a mis en exergue
les faiblesses d’un management par la performance,
bien souvent générateur de stress pour les personnes.
Intéressant d’ailleurs de constater comment des
consultants « G.O. » ont fait preuve d’une certaine
inventivité en proposant des formes de teambuilding
intrépides et sportives, où l’esprit de compétition
transpire en même temps que les participants. On
aurait pu croire au renouveau des théories de la
coopération et la présentation de principes de management solides et évidents ; concrètement, ce fut
plus l’affirmation sournoise d’un management par
la terreur dont la coopération ne présentait que
l’unique signe de la « survie »… Bien loin de l’intelligence collective !
Dans une situation de stress où la sensation
du danger ne fait qu’augmenter, le risque principal pour une entreprise est ce que nous
appelons la désorganisation ! Les indicateurs sont les suivants : perte de la relation leader-follower, perte de sens,
perte du leadership, augmentation
des réponses individuelles de survie.
Le développement d’une culture
de l’innovation est une opportunité
pour développer une vision optimiste dans un système qui favorise
et encourage la résolution créative
de problèmes. Je me réfère aux résultats de l’étude du prof. Martin
Seligman, fondateur de la psychologie positive, concernant l’impact financier du recrutement de commerciaux
optimistes.
L’assurance
Métropolitan Life Insurance a pu mesurer
après deux ans que l’engagement d’un
1
in http://www.ip-m.com/site/National/MotDD
« panel d’optimistes » vendait 51 % de plus que l’autre
« panel de techniques » engagés en même temps.2
3 e rupture : l’organisation doit trouver
des solutions innovantes aux problèmes
par construction collective pour éviter
un «effondrement du sens»
Karl E. WEICK professeur de psychologie des organisations s’est intéressé à la manière dont les entreprises donnent un sens à leur environnement
lorsque celui-ci est complexe et incertain…comme
l’innovation d’ailleurs.
La notion du « sensemaking » qu’il développe
considère la dynamique organisationnelle. De par
leurs échanges, les personnes tissent des liens et
un sens commun se dégage. Il résulte à la fois d’un
processus de communication, d’un apprentissage
lié à l’expérience et du partage de ces expériences.
« Action before thought ! ». Cette affirmation de
Weick traduit le processus de production de pensée
chez l’innovateur. Par son action, il recherche des
indices qui, a posteriori, crée du sens pour lui
lorsqu’il les a réinterprétés.
Prenons le contexte de l’enseignement pour voir
comment deux logiques s’affrontent. Les étudiants
doivent s’adapter à l’environnement qui leur est
imposé et qu’ils doivent ensuite découvrir. Alors que
sa vision d’ « enactement » (traduit en français par
mise en scène) considère l’environnement comme
une opportunité de produire des types d’interactions
entre les membres de l’entreprise. Dès lors, l’environnement n’est plus considéré comme extérieur
aux personnes. La transposition, par exemple, de
cette vision dans le développement de l’hôtellerie
et du tourisme prend tout son sens dès lors que le
client et l’environnement vont interagir !
Les contextes du tourisme et de l’hôtellerie
semblent avoir grand besoin d’inventer de nouvelles
technologies. Mais nous croyons que la pénétration
d’un marché (ce qui caractérise une innovation)
dépend du mode de sa diffusion.
4 e rupture : instaurer
un environnement libéré
ALAIN PILLET
Suite à son diplôme en Travail
Social, puis une licence en
Sciences de l’éducation, il occupe
différents postes en tant que
membre de direction, professeur
HES-SO, chargé de cours à l’université. Il est également associé
au développement de deux entreprises : Axiome Sàrl et Suisscoinnovations Sàrl.
Fort d’une expérience intégrale
dans le domaine du coaching, des
ressources humaines et de la gestion d’entreprise, Alain Pillet
développe des activités créatives
et reconnues dans le domaine du
leadership et de l’innovation
à l’échelle nationale et internationale.
www.axiomenet.ch
www.suissco.ch
Un leader est quelqu’un que les autres suivent naturellement. Une organisation fonctionne du moment
qu’une fonction d’autorité (leader) l’instaure.
Or, les entreprises se sont concentrées sur
les outils, les procédures (le contrôle) et les
enjeux politiques, négligeant le côté humain de
leurs pratiques, soit la reconnaissance des rôles
qui leur permettent d’apprendre les uns des autres.
2
Philippe Gabilliet, L’éloge de l’optimisme. Entendre sa
conférence http://www.youtube.com/watch?v=PPdiky0
MwyA&nofeather=True
CAREERS
FR
59
Par ce qu’innover c’est aussi cela : c’est être capable
d’apprendre des différences, des erreurs et des
résistances.
Nous émettons l’hypothèse qu’en Suisse on ne
s’autorise pas toujours à communiquer, à partager
et faire connaître nos réalisations. Ce qui fait que
nous ne nous autorisons pas à développer une valeur
commerciale de nos entreprises. On préfère le taux
de citation du CA que le taux de citations des idées
et des innovations… Dans ce sens, nous aimons
citer notre ami Stefan Fraenkel, directeur d’INTEHL,
qui propose de développer plus de « cerveaux‑pôles »
que de « techno‑pôles » !
En guise de conclusion, dans un environnement
libéré, le management ne consiste pas à dire com-
ment travailler, mais bien s’assurer qu’ils puissent
exprimer au maximum leurs compétences pour la
vision commune de l’entreprise.
Les employés ne commencent à s’approprier
affectivement une vision d’entreprise que lorsqu’ils
sont libres de prendre leurs propres décisions pour
la mener à bien. Le changement n’est pas en soi un
problème ; ce qui devient problématique c’est quand
quelqu’un nous demande de changer…
Communiquer et faire partager la vision d’entreprise est un des rôles clés du leader.
Au fait, une toute dernière question : allez-vous
renouveler votre vision d’entreprise ?
On the Move / Ils bougent
Congratulations to our movers and shakers /
Félicitations à nos anciens qui occupent de nouvelles fonctions
Fernando Brunner (69), General Manager,
Hotel City, Lugano, Suisse
Vera Wichmann‑Adduci (00), Directrice,
Hotel Säntispark, Abtwil , Suisse
Eric Favre (79), General Manager,
The Alpina Gstaad, Gstaad, Switzerland
Jorge De La Torre (00), Executive Assistant
Manager, Maikhao Dream Villa Resort
& Spa Maikhao, Phuket, Thailand
Ulrike Weckler (81), Director, Shield Financial
Services Ltd, Hong Kong, Hong Kong
Esther Villiger‑Burkhard (82), Directrice,
Restaurant Ochsen, Elfingen, Suisse
André Brulhart (87), General Manager,
Centara Grand at Central Plaza Ladprao, Bangkok,
Thailand
Erich Dasen (87), Regional Manager East,
Swiss Youth Hostels, Zürich, Suisse
Dominique Duay (88), Location Manager,
Trivadis SA, Lausanne, Suisse
Guy Lindt (88), Directeur Général,
Grand Hôtel des Bains et du Centre Thermal,
Yverdon‑les‑Bains, Suisse
Lorenzo Stoll (96), Directeur Général
de la Suisse romande, Swiss , Genève, Suisse
Markus Lueck (99), General Manager,
Palais Hansen Kempinski , Vienna, Austria
FR
60
EN
CAREERS
Hortense Donon (02), Directrice Congrès
et Evènements tiers, MCH Beaulieu, Lausanne,
Suisse
Christian Pucher (06), Director, HVS Bangkok,
Thailand
Nicolas Bernheim (08), Founder,
Bernheim Bureau Gmbh, Zürich, Switzerland
Simon Fabre (09), Directeur d‘exploitation,
Blue Bay Beach, St‑Martin, French West Indies
Caroline Zwierz (10), Complex Revenue Manager,
Westin Hotels & Resorts, New Delhi, India
Chloé Raetzo (11), Consultant,
McKinsey & Company, Geneva, Switzerland
Thomas Goval (12), IHG Future Leader,
InterContinental London Park Lane, London,
Great Britain
Alain Pillet
ALUMNI & NETWORKING
Alumni & Network
News
Chères anciennes, Chers anciens,
Notre réseau a démontré lors des festivités du – des distinctions pour nos anciens méritants
15 octobre dernier que son enthousiasme et sa
décernées annuellement.
puissancelégendairesn’avaientpasfaibli!
La force d’un réseau est également synonyme du
Un événement mondial suivi par près de 75 % de nos prestige que représentent ses anciens à travers le
stamms, de Lausanne à Tokyo, New York, Sydney, monde.
Rome, Prague, Sao Paulo, Séoul, Paris, Caracas,
Le réseau des anciens a le plaisir d’annoncer les
Londres, etc.
lauréats des prix AEHL 2013 :
Bravo à tous pour cette mobilisation sans précé– Prix de l’Alumnus de l’Année :
dent.
M. Mathieu Jaton (EHL 1999)
Un remerciement tout particulier à nos stammladies, stammvaters et membres de comité pour leur – Prix à la Carrière :
M. Raymond Bickson (EHL 1979)
formidable travail accompli au quotidien.
Vous faites vivre notre réseau et transmettez ses – Prix d’Honneur :
valeurs de manière remarquable.
M. Walter Daubenmeier (EHL 1958)
En cette année anniversaire, nous avons lancé différents projets visant à renforcer et consolider la présence de notre réseau auprès de chacun d’entre vous :
– une redynamisation de nos stamms à travers le
monde atour de projets communs ;
– la campagne des 120 CHF pour devenir membre
à vie du réseau et qui se termine au 31/12/2013 ;
– un nouveau site internet avec une nouvelle base
de données.
– un espace dédié à nos anciens au sein même de
l’EHL ;
Pictures credit:
© fotolia.com
Un dîner organisé au Berceau des Sens le 7 novembre dernier a récompensé ces 3 personnalités
de notre réseau qui portent haut les couleurs de
l’EHL.
Les sponsors du réseau des anciens ont également reçu à cette occasion une reconnaissance
officielle sous forme d’un diplôme de l’EHL.
Vivel’EspritEHLetvivesonréseau!
Valérie De Corte, Directrice AEHL
ALUMNI & NETWORKING
FR
61
1893-2013: 120th anniversary
Celebration around the world on October 15th
Stamm Nethe rland s
Stam m And orra
S tam m
A us tra
lia
Stam m Aus tria
Stam m Br
azil – Rio
de Ja ne ir
o
Stamm Argentina
Stam m Cen tral Ame
rica – Caribbean
que
Stamm Be lgi
– Sao Pao lo
Stamm Brazil
Stamm Ca na
da – Mo ntréa
l
Stamm China – Beijing
Stam m Chin e – Sha ngh
ai
a nada
S tam m C
o
– To ro nt
m
S tam
Cze c
ub
h Rep
lic
ng Ko ng
Stam m Ho
Stamm Great Britain
S tam m
S u isse
– GE
-LU
e – BL-Z H- BE
Stamm Su iss
FR
62
EN
Stamm Suisse – NE-FR
ALUMNI & NETWORKING
Stam m Germany – Fran
kfur t
Stamm Malaysia
t
a nce – Es
S tam m Fr
S tam m
erma ny
S tam m G
Ta iwa n
– Köl n
– PAC A
Stamm Fra nce
Stam m Port uga l
Stam m Th
ai la nd
Stamm Germany – Münich
Stamm France – Paris
in gapo
S tam m S
re
A – Florida
Stam m US
Stam m Ita
ly
Stamm Greece
na
Stam m Spa in – Barcelo
Stamm USA – New York
– Crè te
Stamm Greece
pa n
Stam m Ja
Stam m Sp
ai n – Mad
rid
st
Stam m USA – Wes t Coa
Stam m Korea
Stamm Liban
Stamm Spa in –
Ma llorca
S tam
Stam m Suisse – TI
Stamm Suisse –
VD
s
m S u is
e – VS
ALUMNI & NETWORKING
FR
63
EN
Retour en images sur la remise des prix AEHL 2013
FR
64
ALUMNI & NETWORKING
Rencontre à l’Hotel Amigo
Le 4 septembre dernier, près de 60 alumni et stagiaires se sont retrouvés à Bruxelles dans le très
beau cadre de l’hôtel Amigo.
Philippe Spagnol (promo 1987) venant de prendre
les rênes de cet établissement emblématique de la
capitale.
Valérie De Corte et Thomas Hartleyb conjointement à Sandra Labrecque du département des admissions ont fait part à l’assemblée des derniers
développements à l’EHL ainsi que des projets en
cours au réseau des anciens. La discussion s’est
poursuivie autour d’un très beau cocktail dînatoire.
Atelier Culinaire à l’Hôtel Le Parc
Le 17 septembre, le Stamm France Est, présidé par
Maxime Wucher (AEHL 2001) avec l’aide de Michel
Barouky (AEHL 1966), a accueilli à l’hôtel du Parc à
Obernai, fleuron de l’hôtellerie alsacienne situé sur
la route des vins et géré de main de maître depuis
plusieurs générations par la famille Wucher, une
trentaine d’anciens EHL.
A cette occasion, toutes les personnes présentes
ont eu le plaisir de partager une session de préparation de plats en commun sous la houlette de Marie
Wucher (AEHL 2005). Un vrai régal ! Une soirée pla-
cée sous le signe de l’amitié où étaient également
présents Monsieur le maire d’Obernai, M. Bernard
Fischer, notre directeur général de l’EHL, M. Michel
Rochat accompagné pour l’occasion par Mme Valérie
De Corte, Directrice AEHL et Thomas Hartleyb,
Directeur Adjoint AEHL. Madame la Proviseure,
Mme Christiane Muylaert, a également honoré de sa
présence cette soirée.
Le plaisir partagé des rencontres entre anciens
est toujours aussi intense. Vivement la prochaine
soirée !
ALUMNI & NETWORKING
FR
65
16e Challenge Nini Barakat –
La fête du Rugby, de l’EHL et de l’Amitié
Le 16e Challenge Nini Barakat s’est déroulé le 21 septembre 2013. Ce match de Rugby opposant les Anciens
de l’équipe de l’EHL à son équipe actuelle a vu la
victoire des Anciens sur la relève par 24-17. L’après-midi
fut magnifique à Dorigny, au bord du Lac Léman.
Mais ce qu’il faut retenir de cette rencontre qui
se déroule pour la seizième fois d’affilée, ce sont les
moments de partage qui ont jalonné ces trois jours
de fêtes.
Tout commence et tout fini autour d’un verre de
blanc. Le Réseau des Anciens AEHL a invité les
anciens et les étudiants à partager le premier verre
de l’Amitié au bar principal de l’EHL. Puis, un repas
concocté par le Comité des Etudiants, soutenu par
le Comité Rugby a permis à plus de 60 participants
de se mélanger (les règles étaient claires : 4 alumni
et 4 étudiants par table).
Le samedi, après le match, un apéritif offert par
BOAS Hotels et Macarons Ladurée a permis de prolonger ces instants de partage au bord du Lac.
Puis un repas « spectacle » au Café Romand
a permis à la jeune génération de constater que les
anciens savaient et savent toujours faire la fête,
d’autant plus autour d’une bonne fondue.
Les deux sorties nocturnes sont à passer sous
silence, sauf si certains s’en souviennent. De même
FR
66
ALUMNI & NETWORKING
que le dimanche matin, avec un brunch des plus
calmes…
On peut bien évidemment trouver bon nombre
d’expressions pour parler de ce week-end toujours
convivial, mais le faire reposer sur ses 3 valeurs principales, celles du Rugby suffit à en comprendre le
sens et la portée : Amitié, Honnêteté, Respect ! Ces
mêmes valeurs que Peter Barakat, notre Papy, pour
qui nous perpétuons encore et toujours ce week-end
de retrouvailles, s’est toujours efforcé de cultiver.
C’est très certainement pour cela qu’il aimait tant
ce sport, le seul où l’on se rencontre. Dans tous les
autres sports, on se croise… L’organisation portée
à bout de bras par Meta Froriep, John Voumard et
Fafa Dellandrea remercie tous les Acteurs (plus de
30 anciens et un peu plus d’étudiants), l’AEHL
(Valérie, Anne et Viola), les comités Etudiants impliqués, Thomas Hartleyb, Frank Casanova, Steve
Richard, Yvan Kraehenbuehl ainsi que tous ceux que
nous avons oublié.
Rendez-vous en 2014, sensiblement aux mêmes
dates… ou peut être avant pour soutenir l’équipe
de Rugby de l’EHL.
Rug-biz-tiquement vôtre,
Meta, John & Fafa
Bottin
Births / Naissances
Congratulations and best wishes /
Félicitations aux heureux parents qui ont
la joie d’annoncer les naissances suivantes :
Axel (94) et Anne-Marie Boggio
celle de Julie
Alexandra (06)
et Christopher Hibbert (-Keller)
celle de Sasha
Giorgia (06) et John (06)
Orlandi (-Marschall) celle de Maxime
Christina Winkler (07)
et Charles-Albert (07) Dubois
Jennifer Jochem (08)
et Andreas Acriviadis (08)
Laurent Schatzmann (08)
et Pascale-Emmanuelle Raval
Yvan (96) et Caroline Krähenbühl
celle de Nora
Sarah (06)
et Benjamin Garnache (-Quesnel)
celle de Antoine
Sebastiano (99) et Michela Romani
celle de Beatrice
Arjun (07) et Mélanie Fornerod
celle de Sohan Eli
Stéfanie Butti (10) et Stefano Butti
Enrique (02)
et Sandra Rodriguez de la Rubia
celle de Ezechiel
Marriages / Mariages
Obituaries / Décès
Baudouin (03) et Dorothée De Loustal
celle de Charles
Best wishes on your wedding /
Tous nos vœux de bonheur
les accompagnent
Our sincere condolences / Nos sincères
condoléances vont à leur famille
Emmanuelle (03)
et Laurent Thoeny Chamaillard
celle de Mathias
Claudio Citella (92) et Christine Moichon
Gabrielle Burgle (67)
Aditya Ram (06) et Priyanka Handa
Adrian Ion (13)
Fanny (03) et Ng da Silva Rudaz
celle de Margaux
Laurent (03) et Marie Coste
celle de Gabrielle
Letizia Gianora (08) et Simone Leonardi
Barbara Bawidamann (06)
et Christoph Bawidamann
Céline Schulz (06) et Adrien Schulz
ALUMNI & NETWORKING
FR
67
EN
Alumni Portrait
Mathieu Jaton
D’où êtes-vous originaire ?
Je suis originaire de Villars-Mendraz, mais natif
de Vevey.
Un bref historique professionnel
Mathieu Jaton
Crédit photo :
© 2013 FFJM / Lionel Flusin
Tout au long de mes études à l’EHL, je travaillais
déjà comme staff pour le Montreux jazz Festival,
que ce soit pendant l’année pour rendre des services
à Claude Nobs ou pendant le Festival pour les réceptions des artistes et des VIP à son Chalet.
A la sortie de mes études EHL en 1999, j’ai été
engagé comme responsable sponsoring et marketing du Montreux Jazz Festival.
En 2001, Claude Nobs m’a nommé Secrétaire
Général du Festival et m’a donné la direction d’une
société affiliée responsable du développement de
la marque.
En 2008, j’ai également pris la direction de la
Fondation Montreux Jazz 2 dédiée à la découverte
de nouveaux talents et la direction de Montreux Jazz
International SA, société fondée entre Claude Nobs,
Peter Rebeiz et moi-même. Cette société développe
les Montreux Jazz Cafés dans le monde.
Au décès de Claude Nobs, j’ai été nommé CEO
du Montreux Jazz Festival.
Qu’est-ce qui vous motive, vous donne
de l’énergie et vous guide ?
La passion et l’émotion sont mes moteurs au quotidien.
Pourquoi avez-vous choisi de faire vos
études supérieures à l’EHL ?
La diversité des métiers que nous y avons appris,
la mixité des cultures et la richesse sociale du monde
de l’hôtellerie m’ont poussé à faire ce choix.
Montreux Jazz Festival –
Auditorium Stravinski
Crédit photo :
© 2009 FFJM / Lionel Flusin
FR
68
Un souvenir inoubliable de vos années
passées à l’EHL ?
Mon Dieu, j’en ai tellement ! Je dirai peut-être notre
prestation scénique et musicale lors de la Fête Finale
ALUMNI & NETWORKING
1999
avec le directeur de l’EHL de l’époque qui chantait
sur scène avec moi.
Quelques-uns des choix importants
que vous avez faits depuis l’EHL ?
Mon quotidien est fait de choix à prendre et c’est la
beauté de mon métier dans sa diversité et sa complexité. Le dernier choix majeur était de mettre
en scène tous les changements de l’édition 2013
du Festival.
Un important défi que vous avez
récemment relevé
L’année 2013 a été un défi en elle-même : la mort
tragique de Claude Nobs, la reprise de la direction
du Festival, le mise en forme de tous les changements du Festival, l’ouverture du Montreux Jazz Café
de Paris, l’organisation du Montreux Jazz Festival
à Tokyo, etc.
Un message personnel que vous aimeriez
adresser aux lecteurs du Magazine
EHLITE
Vous faites une école merveilleuse, le monde de
l’hôtellerie est d’une richesse incroyable puisqu’il
est d’abord social et basé sur l’émotion humaine.
N’oubliez jamais qu’une bonne formation n’est pas
une fin en soi, ce n’est que le début d’une mise en
lumière de votre passion. « Nothing is impossible »
gardez toujours cette phrase dans votre tête, elle
vous permettra de soulever des montagnes.
Un avant-goût d’un projet fascinant
sur lequel le passionné que vous êtes
travaille
La transformation de la Fondation Montreux Jazz 2
en Montreux Jazz Artists Factory pour devenir dans
les prochaines années la plus importante fondation
de découverte de nouveaux talents jazz et la création
d’une Montreux Jazz Academy pour offrir aux jeunes
musiciens une plateforme d’émancipation.
.2013
2
1
.
1
3
imite .12.2013
l
e
t
Da
s 31
d
n
e
Offer
1893 - 2013
En 2013 devenez membre à vie pour 120 CHF
In 2013 become a lifetime member for 120 CHF
www.aehl.net
France 24 is already
in 1.2 million hotel rooms,
WHaT aBOUT YOUrS?
GIVE YOUR CLIENTS A ROOM
WITH A VIEW ON THE WORLD
Contact us: [email protected]

Luxury Hospitality 2013 - Ecole hôtelière de Lausanne

Transcription

Documents pareils

Hotel Nord Est

(DM-AF-PR 01.01 - Services Restauration - AFPIA Sud-Est

Hotel ***** Les Barmes de l`Ours

Hotel Nord Est

IB French 3 to IB French 4 summer study

Bon d`achat de 100€ -‐ Romain World Tour

stage de karate shorin ryu a marseille le dimanche 13 mai 2012

Concours - partir

Your Questions… The Principal`s Answers

ExpériEncEs dE mort imminEntE : phénomènes paranormaux ou