luxury hospitality 2013

THE MAGAZINE OF THE ECOLE HÔTELIÈRE DE LAUSANNE ISSUE #42 AUTUMN | AUTOMNE 2013

THE

MA

GA

ZIN

E O

F TH

E E

CO

LE

HÔ

TEL

IÈR

E D

E L

AU

SA

NN

E

ISS

UE

#42

A

UT

UM

N |

AU

TOM

NE

201

3

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]

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 Profi le: Sri Lanka p. 55

Avez-vous dernièrement renouvelé votre vision d’entreprise ? p. 58

Special Report :

Luxury Hospitality 2013

The trademark HYATT and related marks are trademarks of Hyatt International Corporation. © 2012 Hyatt International Corporation. All rights reserved.

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:

At Hyatt, we provide authentic hospitality and seek people who share the same passion for hospitality as we do!

HOSPITALITY CAREER

Apply online today at www.hyatt.jobs.

En 2013 devenez membre à vie pour 120 CHFIn 2013 become a lifetime member for 120 CHF

www.aehl.net

1893 - 2013

Date limite 31.12.2013









Offer ends 31.12.2013



Table of contents

1EN

FRTABLE OF CONTENTS

3 EDITO

6 INSIDEEHL

13 BURNINGHOT

13 AselectionofthelatestNewsBy Mélanie Gaillet

17 SPECIALREPORT|LuxuryHospitality2013

18 FirstLuxuryHospitalityconcludeswithindustryfindings

21 Highlightsoftheoutstanding«LuxuryHospitality2013»event

27 Redefiningthehotelier’sroleforthemodern‑dayUHNWconsumerBy Marco Nijhof

30 TheLuxuryofPeopleBy Yateendra Sinh

32 Lanaissanced’unindicateurdenotoriétédansl’hôtelleriedeluxe,leWorldLuxuryIndex™:enjeuxetimplicationspourl’industriePar Samad Laaroussi

38 INSIDE‑OUT

38 TakingNote!LessonsfromEHL’sDistinguishedSpeakers:PhilippePascalBy Demian Hodari and Chalana Perera

40 Startupsintherealmofhospitality,theadventoftheexperienceeconomyBy Philippe Khodara and Florian Savoyen

43 ToptipsforsettinguphotelsinemergingmarketsBy Mark Dunford

45 Iscustomerexperienceamyth?By Alain Najar and Alexandra Wheeler

48 START‑UPINSIGHT

48 PlanningfortheUncertainBy Frédéric Delley

49 UpClosewithanEHLEntrepreneurBy Caroline Guigou

52 LIFESTYLE

52 Tendances2014Par Stefan Fraenkel

53 L’écolequibrillePar Stefan Fraenkel

54 Blonde,brune,ambrée,gingembre,ellesvousfonttournerlatête…Par Stefan Fraenkel

55 DestinationProfile:SriLankaBy Chalana Perera

58 CAREERS

58 Avez‑vousdernièrementrenouvelévotrevisiond’entreprise?Par Alain Pillet

60 OntheMove/Ilsbougent

61 ALUMNI&NETWORKING

61 Alumni&NetworkNewsBy Valérie De Corte

67 Bottin

68 AlumniPortrait:MathieuJaton

3FR

ENEDITO

EHLITEMagazine

PublicationDirectorRayF.IUNIUSEcolehôtelièredeLausanneRoutedeCojonnex181000Lausanne25–SwitzerlandTel.+41217851508www.ehlite.com

Editor‑in‑ChiefVé[email protected]

EditorialBoardPresidentMichelROCHAT

EditorialBoardVicePresidentDrChristofJUEN

EditorialBoardKayeCHONDanielCONNOLLYCamilleDUCHARMEFabienFRESNELAndrewFREWNicolasGRAFFrançoisA.vonGUNTENJamilHEBALIJacquesHOROVITZJean‑PierreJEANNETJacquesLEVY‑BONVINChrisLUEBKEMANHervéMATHEDolfMOGENDORFFHilaryMURPHYJamieMURPHYPeterO’CONNORAbrahamPIZAMAlainSCHAUDER

FeliciaSCHROEDERYateendraSINHIngridSUMMERFIELDRémiWALBAUM

ColumnEditorsVéroniqueBANYOLS|Inside‑OutValérieDECORTE|Alumni&NetworkingFrédéricDELLEY|Start‑upInsightStéfanFRAENKEL|LifestyleMélanieGAILLET|BurningHotAnneTREACY‑PELICHET|Careers

PublisherNovaTrendSA

ProductionPCLPressesCentralesSA

ISSN1661–4607Circulation:6000copies

PICTURE COVER: One&Only Reethi Rah, Maldives © Kerzner International Limited

Le secteur du luxe est une source d’inspiration pour une multitude d’industries. Ses codes, ses valeurs de service telles que le respect, le savoir-vivre et l’ultra personnalisation sont profondément ancrés dans l’offre qui vise la satisfaction du consommateur mais qui se doit de répondre à des attentes toujours plus exigeantes du client.

C’est dans ce contexte évolu-tif que l’Ecole hôtelière de Lau- sanne s’est associée cette année à International Herald tribune pour lancer le premier événe-ment exclusif d’envergure inter-nationale dédié au luxe dans le secteur de l’accueil. Plus de 170 professionnels ont pu béné-ficier des débats exaltants ponctués d’interventions pertinentes sur l’évolution du comportement du consommateur de luxe.

L’univers du luxe propose des produits d’exception synonymes d’excellence, de qualité, de perfection, de rêve et d’expérience. C’est dans cette quête d’exi-gence que les marques de prestige innovent sans cesse

et réinventent les produits de luxe de demain pour attirer et fidéliser des clients désireux de s’offrir des expériences hors normes.

Au-delà du rêve et de l’authenticité, le luxe doit impérativement réussir ce tour de force qu’est la récon-ciliation de la tradition avec l’innovation qui passe

incontestablement par l’intégra-tion de nouvelles composantes inhérentes à l’évolution de notre monde, telles que la responsabi-lité sociale et le développement durable. Quant aux nouvelles technologies, elles font désor-mais également partie du pay-sage de l’expérience du luxe pour le consommateur.

La raison d’être du luxe réside avant tout dans sa rareté, source de différenciation et de fidélisation. Ainsi, on reconnaîtra sans nul doute que le luxe offre le privilège de s’apprécier à sa juste valeur.

Véronique BANYOLS Rédactrice en chef | EHLITE Magazine

Edito Le luxe dans tous ses états

« La grandeur d'un métier est avant tout

d'unir les hommes ; il n'est qu'un luxe véritable

et c'est celui des relations humaines. »

Antoine de Saint-Exupéry

The editorial board

4EN

EDITORIAL BOARD

MichelRochatGeneral Director of the Ecole hôtelière de Lausanne and President of the EHLITE Magazine’s Editorial Board

DrChristophJuenCEO hotelleriesuisse

KayeChonPhD, CHE Dean, School of Hotel and Tourism Manage-mentThe Hong Kong Poly-technic University

DrDanielConnollyAssociate Professor and Di-rector of Undergraduate Pro-grams at the University of Denver’s Daniels College of Business

CamilleDucharmeHead of Business Develop-ment and Insight, Nestlé Professional Global Beve-rages, Vevey, Switzerland

AndrewJ.FrewPh.D., Professorial Chair in IT and Tourism, Director of Research, Queen Marga-ret University, Edinburgh

FabienFresnelPh.D Dean of Education and Research of Ecole hôtelière de Lausanne

NicolasGrafBS, MBA, Ph.D Assistant Professor of strategic Mana-gement at ESSEC Business School, Paris

FrançoisA.vonGuntenAttorney-at-Law, Partner of the Law Firm Von Gunten. Chairman of Novatrend SA.

Prof.DrJamilHebaliMarket Research Project Consultant & Professor of Marketing at Ecole hôtelière de Lausanne

DrJacquesHorovitzProfessor at IMD, Lausanne and Founder and CEO of Châteauform’

Jean‑PierreJeannetPh.D., MBA, Professor Emeritus IMD

JacquesLévy‑BonvinInternational Hospitality Consultant

ChrisLuebkemanDirector for Global Foresight & Innovation at Arup

HervéMatheDirector of the Institute for Service Innovation and Stra-tegy of ESSEC School in Paris

DolfMogendorffPh.D. FRSA FHCIMA. Re-search director of Eproduc-tive Ltd.

Prof.DrHilaryMurphyPh.D., MCIM, MPhil, dip BITS, BA. Professor of stra-tegic hospitality technology and e-marketing and resear-cher for Lausanne Hospita-lity research at EHL.

Prof.JamieMurphyPh.D., MBA, MS, Director of Research at the Australian School of Management, Perth

PeterO’ConnorProfessor, Information Sys-tems and Decision Sciences Department and Academic Director of IMHI MBA in Hospitality Management at ESSEC Business School, Paris

AbrahamPizamDean and Linda Chapin Eminent Scholar Chair in Tou-rism Management in the Ro-sen College of Hos pitality Management at the University of Central Florida, Orlando

AlainSchauderGeneral Director, SchaudeRH

FeliciaSchroeder[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

YateendraSinhCEO Lausanne Hospitality Consulting SA

IngridSummerfieldFounder & President at Ingrid Summerfield Hospitality

RémiWalbaumDirector, Campus Develop-ment, Ecole hôtelière de Lausanne

1978

2001

1987

1981

5EN

EDITORIAL TEAM

VéroniqueBanyolsEditor‑in‑ChiefEHLITE Magazine is the practionner’s guide to creativity and innovation in the hospitality industry.

While being linked to current innova-tions, the content of this high quality magazine remains relevant over time and is collectible. The magazine provides hospitality students, suppliers and pro-fessionals 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, con-sultants and industry professionals.

START‑UPINSIGHTFrédéricDelleyColumnEditor“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.

LIFESYTLEStéfanFraenkelColumnEditorThis 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 disco vered.

ALUMNI&NETWORKINGValérieDeCorteColumnEditorWith more than 25’000 alumni in over 100 coun-

tries, 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 ac-tivities in our network.

RayIuniusPublicationDirectorDestined to a wide public and… ehlitist at the same time, EHLITE Magazine’s goal is to build a bridge be-

tween the academic and professional worlds, between art and science, between the hospitality professions and hospital-ity towards new professions. The Special Reports will become even greater sources of knowledge and inspiration.

BURNINGHOTMélanieGailletColumnEditorIn a sector that is in per-petual 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 light-hearted column that we hope will be as fresh as its news!

CAREERSAnneTreacy‑PelichetColumnEditorThe 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.

The editorial team

EDITORIAL TEAM

SpecialReportforWinter2013issueTreadingTheTechnologyTrailTo2014

Sujetdudossierspécialpourl’éditionhiver2013Technologie:enroutevers2014

1980

1988

1998

INSIDE EHL

East Meets West with Two of the Best Hospitality Schools in the World Signing a Student Exchange Programme

6EN

EHL News

INSIDE EHL

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 agree-ment on launching a student exchange programme dedicated to the development of students, parti-cularly 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 offi cials 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 Edu-cation and Research EHL.

Both institutions saw this agreement as the fi rst 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 institu-tions 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-

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 par-ticipate 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 impor-tant,” he said. “We help them to be refl ective, ap-preciative of diverse cultures and to acquire a glob-al 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 advance-ment 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 pro-ducing future leaders for global hospitality education.”

In addition, Dr Stéphanie Pougnet, Assistant Pro-fessor 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 conduct-ing SHTM research projects. Based on her experience and feedback, EHL would like to renew the experience in 2014 with one or two other professors.

LeBerceaudesSens,theEcolehôtelièredeLausannetrainingrestaurant,hasbeenenteredinthepresti‑giousSwissguideforthefirsttime.Notonlythat:therestaurantwasvoted“WesternSwitzerlandDiscoveryof theYear”,scoring15outofa totalof20points.Theguideliststhebestgastronomicrestaurantsinthe country each year and it is a real reference inSwitzerland,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 fi rst 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 fi rst practical training restaurant to have a place in the Swiss guide. The EHL thus becomes the fi rst 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 immer-sion week of restaurant service teaching. The res-taurant offers the students a unique opportunity to practise, and so become familiar with, the func-tions they will have to supervise in the course of their professional lives as hospitality sector managers. They are looked after by a team of pro-fessionals: Christophe Pacheco of course, but also pastry chef Audrey Gellet, who was the victor in the “Qui sera le prochain grand pâtissier” pro-gramme 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 custo-mers from outside as well as students and Ecole hôtelière de Lausanne members of staff. More infor-mation about the gastronomic restaurant can be found at: www.berceau-des-sens.ch

7INSIDE EHLFR

EN

Christophe Pacheco, Audrey Gellet and Franck Michel

Crédit photo :© EHL – Florian Dahm

Prèsd’unecentained’entreprisesetgroupesinternationauxrecrutentàl’EHLen2013.

Une année record

Phénomène marquant dans une conjoncture éco-nomique mondiale diffi cile, 2013 constitue une an-née record pour les événements de recrutement organisés par l’Ecole hôtelière de Lausanne. Près d’une centaine d’entreprises et groupes internatio-naux 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

Cette neuvième édition du Forum semestriel de l’emploi a regroupé à lui seul 77 entreprises repré-sentant plus de vingt pays.

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 interna-tionale, la restauration, le catering aérien, le secteur du voyage en ligne, la banque, l’informatique, les ONG et organisations internationales, les sec-teurs de biens de grande consommation, les cabi-nets de conseil, les agences de communication et agences d’événementiel, le secteur hospitalier privé.

Une année record pour les journées de recrutementà l’Ecole hôtelière de Lausanne

Le Berceau des Sens sails into the Gault & Millau guide with a score of 15/20

L’Ecole hôtelière de Lausanne invente son campus de demain à travers une approcheinnovante,uniqueet internationale. Les étudiantsdedixuniversitésd’architecturedumondeentierainsiquedesétudiantsdel’EHLsesontretrouvéscetétépourimaginerleurfuturlieud’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 jan-vier 2013 un groupe de travail international regrou-pant 385 étudiants de 10 universités d’architecture dans le monde. Rémi Walbaum, directeur du déve-loppement 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 réfl exion 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’insti-tution 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 sen-sibilités et leurs cultures différentes leur permettent de répondre mieux que quiconque aux enjeux mul-ticulturels 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 architec-tural 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 ur-baines. Les étudiants ont dû intégrer dans leur pro-jet 650 studios, un hôtel d’application, de nouvelles infrastructures sportives, ainsi qu’un lieu de vie.

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 inter-nationale 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 parti-cipants ».

Pour Michel Rochat, directeur de l’Ecole hôte-lière de Lausanne, le futur campus se doit d’incar-ner 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 profi lera encore davantage comme le lieu de référence et de rencontre pour les profes-sionnels 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.

8 INSIDE EHLFR

HighlightsDessinez le campus de demain

LeCampusDevelopmentForumdel'EHLaconnuunvéritablesuccès.Prèsde20projetsont été sélectionnés parmi les 100 imaginés par 385 étudiants de 10 universités ethautesécolesdumondeentier.Aufinal,quatreétudiantsontétérécompenséspourleurinnovation,leurcréativitéetleurexcellence.

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 ri-gueur de son processus d’analyse conceptuel comme outil de créativité. Quant au Prix de l’inno-vation, 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 paysa-gisme 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 pro-jet global qui synthétisera les idées des étudiants et

aboutira en décembre 2013 au plan global du nou-veaucampus 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 pro-cessus 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 permet-tra de concevoir d’autres formes d’hospitalité telle-ment 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 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

9INSIDE EHLFR

Une explosion de créativité au Campus Development Forum

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

10 INSIDE EHLEN

EHL students presenting their research papers at International Conference on Tourism (ICOT) in Cyprus

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? Certain-ly, 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 compa-nies and present the outcomes in front of the pro-fessional 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 knowl-edge 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 re-spect of their fellow students and also of their pro-

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 Develop-ment in Limassol, Cyprus, 5-8 June 2013.

An EHL dissertation, as mentioned above, is ex-pected to be based on a real research work with a valuable outcome for the industry and its stakehold-ers. The three students whose papers were accept-ed 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 tour-ism-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

EHL Around The W rld

From left to right: Annina Binder,

Christine Amman, Peter Varga and Andrea Kubli

spect of their fellow students and also of their pro-

Eco-tourism in Brunei: A Holistic Analysis

on a Country New to the Field of Tourism

Ms. Christine Amman was interested in how current tour-

ism stakeholders take into consideration the sociocul-

tural impacts of tourism practices in the host society. The

chosen area was the Temburung National Park in Brunei,

a country that has not attracted an important interna-

tional tourism interest yet, despite its efforts to promote

the country as a major ecotourism destination in Asia.

The paper focused on the question of social sustainabil-

ity and indigenous involvement in ecotourism. Ms.

Amman collected valuable primary data in the tropical

rainforest through an ethnographic fi eld work. The results

indicate that ecotourism is considered rather as a theo-

retical concept in Brunei and its application is not under-

stood likewise among stakeholders.

Eco-tourism in Brunei: A Holistic Analysis

on a Country New to the Field of Tourism

Ms. Christine Amman was interested in how current tour-

ism stakeholders take into consideration the sociocul-

A Sustainability Project in Bali, Organizations and Socio-cultural Factors infl uencing Hotel ParticipationMs. Annina Binder was interested in the role that envi-ronmental awareness plays in hospitality management practices in Bali, Indonesia. In cooperation with the Swiss based Non- Governmental Organization, Caritas, Annina focused on a specifi c issue of environmental sustainabil-ity in hotel management: recycling of used cooking oil. Since there is a lack of understanding of hospitality prac-tices in this domain Annina carried out a fi eldwork and interviewed major stakeholders of the hotel industry in Bali. Her quantitative and qualitative analyses highlighted the underlying social and cultural characteristics of the Balinese society that impede the implementation of en-vironmentally sustainable projects desired by the manage-ment. Her recommendations to Caritas and both to hotel managements were highly appreciated.

Organizations and Socio-cultural Factors

Ms. Annina Binder was interested in the role that envi-ronmental awareness plays in hospitality management

INSIDE EHLINSIDE EHL

retical concept in Brunei and its application is not under-

stood likewise among stakeholders. focused on a specifi c issue of environmental sustainabil-ity in hotel management: recycling of used cooking oil. Since there is a lack of understanding of hospitality prac-tices in this domain Annina carried out a fi eldwork and interviewed major stakeholders of the hotel industry in Bali. Her quantitative and qualitative analyses highlighted the underlying social and cultural characteristics of the Balinese society that impede the implementation of en-vironmentally sustainable projects desired by the manage-ment. Her recommendations to Caritas and both to hotel managements were highly appreciated.

INSIDE EHLINSIDE EHL

Sustainable Management in Zurich High-

end Hotels: Current Efforts, motivations

and Challenges in an Established Hotel

Industry

Ms. Andrea Kubli’s interest was in applied sustainable

management practices in high-end hotels in Zurich. Her

fi eld work in two luxury hotels in the Zurich area detected

that the hotel managements are well-aware of sustainable

concepts; nevertheless their practical implantations in

daily operations are not alike. Some hotels intend to focus

on external visibility of their sustainable efforts while oth-

ers consider sustainability as an essential investment for

the hotel.

Ms. Andrea Kubli’s interest was in applied sustainable

management practices in high-end hotels in Zurich. Her

fi eld work in two luxury hotels in the Zurich area detected

11INSIDE EHLFR

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’actua-lité. Trois générations qui chacune fut distinguée de la troisième étoile.

Aujourd’hui, entourée d’une équipe qui lui res-semble, 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 « don-nons 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 raffi née, 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.

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

5 questions posées à… Anne-Sophie Pic

Crédit photo de gauche : © B. Winkelman

Crédit photo de droite : © Jeff Nalin Source : www.pic-valence.com

COMMUNIQUÉ

L e monde de la gestion de fortune est en pleine mutation. La crise,

l’incertitude des marchés, la complexité croissante des pro-

duits fi nanciers c omme 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 essen-

tiel dans la fi délisation 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 bénéfi ces procurés par une bonne pratique du marke-

ting 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 spécifi ques des

familles fortunées, auxquelles le

gestionnaire se doit d’apporter des

solutions concrètes, et propose une

défi nition originale de la relation

client en trois niveaux (qualité de

l’accueil, conseil et accompagne-

ment), ainsi qu’une approche effi -

cace et éprouvée pour structurer

une expérience client à 360 degrés.

Rémi ChadelFondateur associé de la société

Chadel & Cie, société de consulting

spécialisée en stratégie, organisation

et marketing, est professeur à l’Ecole

hôtelière de Lausanne depuis 2008.

Ses domaines de compétences

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,

les assurances, le luxe et les hautes

technologies.

Crédit photo :© Julie de Tribolet, photographe

Publié aux Presses polytechniques et universitaires romandes (PPUR)

EAN13 : 9782889159330184 pages | Prix de vente : CHF 65.–

Disponible sur le site www.ppur.org










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 planifi cation 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

Crédits photo :© Dominique Ansel

Making family-time and romance coexist!

While Marriott Hotels is hiring their own teen con-cierges, 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 hav-ing 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 teen-ager 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 par-ent’s room and are hooked up with the latest teen technology, including Playstations, iPod docks, etc.

We think that there are many benefi ts to this in the family-travel world, mainly the fact that it gets the kids out of the room and allows couples the op-portunity 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

A selection of the latest news

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 fi les d’attente de 40 minutes. Qui se cache donc derrière ce succès ?

Entre la pâtisserie française et la pâtisserie amé-ricaine à la mode cupcake, c’est parfois le choc des titans. Les fans de viennoiseries et de pâtisseries américaines ont enfi n 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 crois-sant 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 mi-nutes. L’affl ux 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 suc-cès arriver à pas de géant, son inventeur, Dominique Ansel a déposé sa marque il y a plusieurs mois. Le Cronut est donc offi ciellement devenu une marque déposée en mai 2013.

Source : marieclaire.fr

Vous reprendrez bien un « Cronut » ?

if it just might have found the solution to appease such troubled teens with their new concept of “teen Source : hotelchatter.com

13EN

FRBURNING HOT

COMMUNIQUÉ

L e monde de la gestion de fortune est en pleine mutation. La crise,

l’incertitude des marchés, la complexité croissante des pro-

duits fi nanciers c omme 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 essen-

tiel dans la fi délisation 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 bénéfi ces procurés par une bonne pratique du marke-

ting relationnel dans le cadre de la gestion de fortune, et les changements

de comportement constatés vis à vis de


les problématiques spécifi ques des

familles fortunées, auxquelles le









Rémi ChadelFondateur associé de la société

Chadel & Cie, société de consulting

spécialisée en stratégie, organisation

et marketing, est professeur à l’Ecole

hôtelière de Lausanne depuis 2008.

Ses domaines de compétences

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,

les assurances, le luxe et les hautes

technologies.

Crédit photo :© Julie de Tribolet, photographe

Publié aux Presses polytechniques et universitaires romandes (PPUR)

EAN13 : 9782889159330184 pages | Prix de vente : CHF 65.–

Disponible sur le site www.ppur.org










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 planifi cation 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.

Picture credit:© www.etihadmediacentre.com

Flying nannies ready to take off!

Etihad Airways has launched a dedicated in-fl ight child care assistance programme for families, after the introduction of a new Flying Nanny on board long haul fl ights.

Identifi ed 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 fl ights 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-

elling families. In addition, the course also covers many creative ways the Flying Nanny can entertain and engage with children during fl ights.

During the fl ight, 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 chil-dren’s meals early in the fl ight and offering activities and challenges to help entertain and occupy young-er 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 gal-ley during quieter moments of the fl ight.

Source :www.etihadmediacentre.com

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 essentielle-ment 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 numé-roté 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 il-lustre 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 :lefi garo.fr

Crédits photo :© Meliá Hotels International

Le soleil, la mer et l’hôtel Twitter…

14FR

ENBURNING HOT

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 fi nger 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 smart-phone, which is required to be within close proxim-ity for the wristband to work.

Once ready, the device can be used to unlock computers and online accounts, make small pay-ments 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 aver-age computer user has these days – and the increas-ing 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

15EN

BURNING HOT

EventsLausanneExecutiveEducation3 February to 19 February 2014EHL Campus, Lausanne, Switzerlandwww.lhcconsulting.com

2014 International Hotel Investment Forum (IHIF)3-5 March 2014Hotel Intercontinental, Berlin, Germanywww.berlinconference.comThe IHIF Alumni & Industry Networking Event will take place at the Grand Hyatt Berlin on Tuesday 4 March 2014 from 20:00 to 22:00

Wristband replaces keys and passwords with user’s heartbeat

17

SPECIAL REPORT Luxury Hospitality 2013

17SPECIAL REPORT

18 FirstLuxuryHospitalityconcludeswithindustryfindings

21 Highlightsoftheoutstanding“LuxuryHospitality2013”event

27 Redefiningthehotelier’sroleforthemodern‑dayUHNWconsumerBy Marco Nijhof

30 TheLuxuryofPeopleBy Yateendra Sinh

32 Lanaissanced’unindicateurdenotoriétédansl’hôtelleriedeluxe,leWorldLuxuryIndex™:enjeuxetimplicationspourl’industriePar Samad Laaroussi

EN

FR

PICTURE ON THE LEFT: One&Only Reethi Rah, Maldives © Kerzner International Limited

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 fi rst 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 fi rst 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 mem-ber 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.

First Luxury Hospitality concludes with industry fi ndings

SPECIAL REPORT

18 SPECIAL REPORT Luxury Hospitality 2013EN

The Luxury Hospitality Leader Award criteria

Great business leaders are people who create value with perseverance and self-confi dence in adversity. They are able to create a culture that is capable of powerful connections. They are catalysts for innovation and entrepreneur ship 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 leader ship against the following criteria:

– A pioneering approach that puts people fi rst

– 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

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 fi rm, were followed by Q&A sessions with senior fi gures 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 onefi nestay as-sured there is nothing new about luxury; “it’s ac-cessing something only the privileged can and mak-ing it convenient”.

At the summit, results of the fi rst World Luxury Index™ Hotels, were revealed for the fi rst 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 mil-lion consumer online searches.

The study found that among top luxury destina-tions, New York remains in fi rst position, with London, Dubai and Paris listed as the fasted growing destina-tions. The top three outbound markets are the US, the UK and China; however, Russia reported the larg-est 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 fi rst in the top 15 most sought-af-ter 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 open-ing 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 com-panies must embrace digital and technology to suc-ceed in the years to come.

19SPECIAL REPORTEN

Luxury Hospitality 2013: The Exclusive think tank for luxury hospitality leaders

Source:luxuryhospitalityleaders.com

Testimonials from Hospitality Leaders: What does luxury mean to you?

JEAN-CLAUDE BIVERCHAIRMAN | HUBLOT

“Luxury in our business means tradition, culture, innovation, quality and service. Any product hav-ing these criteria belongs to luxury. Outside my business, luxury means for me:

1. Health, 2. Passion as a Job, and 3. Love.”

ing these criteria belongs to luxury. ing these criteria belongs to luxury. Outside my business, luxury means for me:Outside my business, luxury means for me:ing these criteria belongs to luxury. ing these criteria belongs to luxury. ing these criteria belongs to luxury. ing these criteria belongs to luxury. Outside my business, luxury means for me:Outside my business, luxury means for me:Outside my business, luxury means for me:ing these criteria belongs to luxury. Outside my business, luxury means for me:

MARCO NIJHOFCHIEF EXECUTIVE OFFICER | YOO HOTELS

“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.”

I can do that in a hassle free location with amazing I can do that in a hassle free location with amazing in luxury is to spend quality time with my family. If I can do that in a hassle free location with amazing I can do that in a hassle free location with amazing I can do that in a hassle free location with amazing

JOOST HEYMEIJERGENERAL 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.”

EMIRATES WOLGAN VALLEY RESORT AND SPAEMIRATES WOLGAN VALLEY RESORT AND SPAEMIRATES WOLGAN VALLEY RESORT AND SPAEMIRATES WOLGAN VALLEY RESORT AND SPAEMIRATES WOLGAN VALLEY RESORT AND SPA

CARRIE JAXONINTERNATIONAL 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.”

SERRANOBROTHERS

“For me, luxury is being in a place that permits you

SERRANOBROTHERS

“For me, luxury is being in a place that permits you “For me, luxury is being in a place that permits you

SERRANOBROTHERS SERRANOBROTHERS

“For me, luxury is being in a place that permits you

VARUN SHARMATELEVISION PRODUCER/HOST | INSIDE LUXURY TRAVEL

“The English language is quite defi nite. Two words which demonstrate this clearly are “love” and “lux-ury”. 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 defi nition of the word “luxury”. Moving on from the toilet pa-per and pizza references, I believe that luxury is all about “me”. Examples: on my fi rst 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, jack-ets & trousers … tightening any loose but-tons. The staff at both properties thought about “me” … a height of true luxury.”

JAN WILSONMANAGING 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 in-dustry 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!”

RPW DESIGN

“For a designer working in an ever more densely “For a designer working in an ever more densely “For a designer working in an ever more densely

RPW DESIGN RPW DESIGN

“For a designer working in an ever more densely


VARUN SHARMA, Television Producer / host, Inside Luxury Travel

The Offi cial Opening of the conference

ACHILLES TSALTAS, Senior Vice President, International Herald Tribune

ANDRÉ WITSCHI,

President of the Board of Governors, Ecole hôtelière de Lausanne

Highlightsof the outstanding “Luxury Hospitality 2013” event > www.luxuryhospitalityleaders.com

21SPECIAL REPORTEN


Consumer Expectationswith JEAN-CLAUDE BIVER, Chairman, Hublot

Interview by RAY F. IUNIUS, Business Developement Director, Ecole hôtelière de Lausanne

Session 1 > The New Luxury Consumer

23SPECIAL REPORTEN

Re-thinking Luxury

with FLORIAN WUPPERFELD, Managing Partner, Brand Your World and GREG MARSH, Co-Founder and CEO, onefi nestay

Interview by VARUN SHARMA

Picture credit:© fotolia.com

Navigating the potential of emerging marketswith 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


25SPECIAL REPORTEN

Session 2 > Re-thinking service

Session 3 > The new luxury hospitality team

With MICHAEL LEVIE, Chief Operating Offi cer, citizenM Hotels and RIKO VAN SANTEN, Vice President Digital Strategy, Kempinski

With JOOST HEYMEIJER, General Manager, Emirates Wolgan Valley Resort and Spa

Q&A with FABIEN

FRESNEL, Dean, Ecole hôtelière de Lausanne

How is your return on people?With YATEENDRA SINH, CEO, Lausanne Hospitality Consulting

307-310

Session 4 > Re-thinking design

Session 5 > Reaping the return on luxury investment

With CARRIE JAXON, International Manager, SerranoBrothers and JAN WILSON, Managing Director, RPW Design

Rethinking the luxury hospitality modelwith LYNN VILLADOLID, Managing Director, Soneva Private Offi ce

The Luxury of timewith AUREL BACS, International Head of Watches and Wristwatches, Christie’s


Mira Moon, Hong Kong.

© With courtesy of YOO Hotels

Some years ago when I was the SVP for Jumeirah Hotels & Resorts we decided to transform an emp-ty 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 infl ux of Chinese consumers. These individuals had always had suffi cient 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 im-portant 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 impor-tant 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 affl uent Chinese middle class who are now capitalising on decades of hard work and investment and enjoying the fruits of their labour.

Redefi ning the hotelier’s role for the modern-day UHNW consumer

27SPECIAL REPORTEN


Experience-driven Australasian audiences (Indone-sian, Chinese, Pilipino and Australian in particular) are buying expensive items at a younger age. They seek to educate their offspring in the very best schools and spend large amounts of time and mon-ey in the EU – in France, Italy, UK and Switzerland. This market is globally conscious. They have enor-mous spending power and are willing to spread this worldwide proved in no small measure by the fact there are now more outbound fl ights from China than ever. In fact, the Chinese are currently building over 20 new airports. In Eu-rope we fi nd that the older UHNWI spends less, while the younger spends more aggressively. Latin Ameri-ca’s spending is focused closer to home, namely in the US and in particular Mi-ami.

In the USA, the older generation is more cautious with their expenditure, whereas the young are driv-en by a desire for unique experiences, which they pursue by gathering actively online. This illustrates why sophisticated and targeted communication strategies are so important. High end spending is becoming more frequent online with innovators in the luxury industry like Burberry leading the way with rich, immersive online experiences. Quality content is very important. The UHNWI wants to consume, especially those from Asia. They will spend their

money when they are motivated and it is our chal-lenge to motivate them properly – and that means access, aspiration and communication.

We are in the fortunate position at yoo – posi-tioned as a global brand with a presence in 27 mar-kets 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 se-duced by the ‘bling factor’. However increasingly we are seeing a trend towards demand for value, qual-ity and authenticity over and above traditional brand-ing, 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. Extravagance, it would seem, is out. Quality, value for money, simplicity done well, is in.

Take this as an example: I was once talking to a billionaire and dealing with six hotel management contracts valued at approximately £70 million in fees. He arrived to our meeting in Bermuda shorts and fl ip fl ops, but when we sat down he poured expertly over the menu and ordered an excellent bottle of wine. He knew his wines. To me this is a clear example of how customers are changing.

On the other hand, not long ago I was sitting in a very expensive and trendy restaurant in Istanbul on the water. The restaurant had a jetty for boats to moor at and at a certain point along came a very nice look-ing tender (obviously from a much larger boat) and a sailor brought to the owner of the boat, who was din-ning in the restaurant, two handfuls of bags from Gucci etc. This simply maintains

what we know - that ultra-high net worth individuals want to enjoy what they want, when they want, how they want…and have the amenities and services to support this.

So it’s clear the idea of luxury is changing. In the words of author and cultural commentator Stephen Bayley, “Privilege – indulge in silence, space, fi tness, cleanliness, appropriateness, tact and good man-ners.” This is certainly true, but I would add to this

Sans Souci, Vienna – The only hotel in Vienna planned

and realized by the London Design Studio yoo.

© With courtesy of YOO Hotels

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.

Experience-driven Australasian audiences (Indone-sian, Chinese, Pilipino and Australian in particular) are buying expensive items at a younger age. They

29SPECIAL REPORTEN

‘personalisation’ and ‘authenticity.’ To satisfy the contemporary values of our audiences, there must be a scaling down of perspective from macro to mi-cro – engaging once more with a mode of service that I would say refl ects much more closely the erst-while 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 wher-ever 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 cus-tomers is also fundamentally important with the ubiquitous use of social media in today’s hospital-ity landscape – understanding our guests before they have even arrived. There is so much information available now, which, if handled sensitively and care-fully, means that we no longer need to simply rely on our in-house guest history. We can monitor con-sumer 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 under-standing 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 ser-vices, 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 deve-lopment, management and ownership, with an outstanding track record in high volume, mul-ti-site operations across fi ve conti-nents, working at a senior level with international hotel brands inclu-ding Boscolo Hotels, Jumeirah Hotels & Resorts and Corinthia Group. He also speaks seven lan-guages.

Splendid meetings and discussions we had in June 2013, at the IHT, EHL Luxury Hospitality Conference.

The evening before started with an EHL alumnus, Raymond Bickson, MD & CEO of Taj Hotels, telling us that “leadership in luxury is about giving and not taking” – so true.

Next morning the attendees got blown away by an awesome personality, Mr Hublot, Jean-Claude Beaver, Chairman, whose simple enunciation was “no tradition – no future; no in-novation – no future”. Point noted.

One theme which I fi nd com-mon within all the leaders in the luxury business is their ability to connect with people – this may be their employees, suppliers, customers or friends. As a luxury brand empire grows, most often, the secret to success lies within the ability of the top man / lady to excite their employees; and the em-ployees in turn transfer this excitement into their product or service.

As we build luxury products and service experi-ences, we have found that all good businesses have attained / obtained clarity on some fundamental people questions – which are:1. Where’s our new employee coming from?2. How do we excite line employees to deliver some-

thing which they themselves may not be able to afford?

3. How do we get the “playstation generation” to deliver traditional “painful” luxury experiences?

Where’s our new employee coming from?

Background? education? Country of origin? Nationa-lity? Upbringing? And fi nally culture?

Only if we know enough about our employees will we be able to provide them with support and

triggers which enable them to excel.A wise hotelier once said – happy staff = happy

customers. Yes, that’s true, so learn quickly on what makes your staff happy; and get down to providing for them and your business can only grow.

Demographically speaking, our world is changing – Europe is ageing and will have to import labour from other parts of the world. North America is in-creasingly dependent on talent migration from South

America. Asia is a net supplier of manpower, but also growing into the largest consumer of luxury goods and services; so Asian tal-ent may soon fi nd enough op-portunity at home and not relo-cate into other parts of the world. Africa is growing, but is still plagued with political and social instability. All macro challenges,

those that luxury companies will have to fi gure out, if they are to know where their next employee is com-ing from … or maybe there’s no talent willing to work for you!

How do we excite line employees to deliver something which they themselves may not be able to afford?

Picture this – a base level worker in the developing world could be living in a slum, sharing a cramped room and bunk beds with fellow workers and not have access to running water, use shared public toi-lets and travel up to 2 hours, each way, to get to work. Working for a luxury company, that same em-ployee is then expected to provide services within a space which is gold plated, having crystal decora-tions and a thick pile of carpet; so as to cushion the feet of guests who walk on it. Yes, I do exaggerate, but not too much! Think of the poor food service


Ways leaders in luxury businesses are able to connect with people is about

to change! Coming soon: “The playstation

generation”.

Picture credits:© Jean-Marie Michel

The Luxury of People

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 fi rst 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 na-ture – a tough ask.

Most luxury companies will therefore fi nd an an-swer to this question – all in their own manner; some will call it “training”, others, “brand initiation”, oth-ers,” 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 em-ployees and encouraged / supported their employ-ees through long term trainings, cash rewards, eq-uitable 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 depro-gramme employees, as they leave work, so that the employees can go back to their relatively modest houses and family surroundings and not feel de-pressed or denied of life’s opulent luxuries.

How do we get the “playstation generation” to deliver traditional “painful” luxury experiences?

This is my affectionate term for the millennials or

Generation Z. Born around the turn of the century; this is a new generation which will shortly be enter-ing the workforce. This gang is unique, it has been brought up in a world of relative abundance, elec-tronic 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 be-longing – as their parents do.

So how do great leaders inspire this generation to deliver traditional luxury, which demands me-ticulous planning and preparation, skilful workman-ship application and hours and hours of effort?

Tough ask, but if you fi gure 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 man-agers

If your people are balanced and happy, you will ensure that your customers are happy and well served

And fi nally, go fi gure out how you are going to excite the next generation to come and work for you

Yateendra Sinh

YATEENDRA SINH

is the CEO of Lausanne Hospi-tality Consulting SA, the Consul-ting and Executive Education subsidiary of Ecole hôtelière de Lausanne. With this responsibi-lity, 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 is-sues, in over 36 countries. Yateen-dra believes in continuous impro-vement of service quality and in providing the hospitality in-dustry with radical and innova-tive solutions.

31SPECIAL REPORTEN

Source of the graph: Euromonitor International (2013), New Future Demographic Reports Identify Population Trends to 2030. Retrieved August 26, 2013 from http://www.portal.euro-monitor.com/Portal/Pages/Search/SearchResultsList.aspx

1.15 1.40

1.65

0.85 0.85 0.84

4.53 4.90

5.16

0.57 0.62 0.66 0.41 0.45 0.47

0.28 0.31 0.33

Africa Europe Asia North America South America Oceanian

2015 2025Years

2035

Pop

ulat

ion

size

(Bill

ions

)

0

1

2

3

4

5

World Population Forecast according to Continents

Crédit photo :St. Regis, Bal Harbour

© Starwood Hotels & Resorts

Crédit photo :The House Hotel Istanbul

Nisantasi is a member of DesignHotels™

32 SPECIAL REPORT Luxury Hospitality 2013FR

La naissance d’un indicateur de notoriété dans l’hôtellerie de luxe, le « World Luxury Index™ Hotels » : enjeux et implications pour l’industrie

Le 6 juin 2013 durant la conférence “Luxury Hospitality 2013” co-organisée par l’Ecole hôtelière de Lausanne et International Herald Tribune, le pre-mier World Luxury Index Hotels (WLIH) a été pré-senté. 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 bénéfi cier les marques de luxe hôtelières ainsi que les futures évolutions de ce nouveau bench-mark.

Les facteurs du changement : la raison d’être

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 pou-voir 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 tota-lité 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 ques-tions sur la capacité des hôteliers à rivaliser avec la force de frappe marketing des OTA.

Deuxièmement, grâce ou à cause des change-ments 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 dispo-sant d’une multitude d’outils pour comparer et ache-ter. Pour simplifi er, 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 profi l du client. On compare sur la base du prix, de la localisation, de l’expérience client, etc., et pour fi naliser 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 télé-phone, de 40 à 120 dollars par OTA et de 25 à 60 dol-lars par GDS. La dernière étape du cycle de consom-mation client concerne le partage d’expérience. Certains le font via les blogs, les réseaux sociaux ou d’autres sites spécialisés tel que Tripadvisor, le lea-der dans le domaine. Ils contribuent ainsi à la renom-mée, ou pas, de tel ou tel établissement. Les clients deviennent les nouveaux relais de communication, voire les ambassadeurs de la marque.

Crédit photo :Twelve at Hengshan, Shanghai,

A Luxury Collection Hotel © Starwood Hotels & Resorts

SAMAD LAAROUSSI

Dr Laaroussi a obtenu son doc-torat 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-marke ting 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.

Certains acteurs de l’hôtellerie du luxe se croyaient à l’abri de ces changements qui bouleversent le sec-teur. Cependant, les derniers chiffres nous montrent que cette tendance se généralise également sur le segment du luxe. Tout changement important ap-porte 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 ré-ponse n’est pas simple, mais passe impérativement par une bonne stratégie « Digital Marketing » basée sur des objectifs clairement explicités et des indica-teurs de performance appropriés. Elle devra impé-rativement 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 connais-sance 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 re-cherche 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 mar-chés. L’approche classique de la majorité des études

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’en-semble 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 finale-ment 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 seg-ment du luxe avec une taille relativement moyenne. Exemple : Four Seasons, Kempinski, Mandarin Oriental, etc. (40,6 % de notre échantillon)

– Catégorie 3 – « Upper upscale » : représente prin-cipalement 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

33SPECIAL REPORTFR

FIGURE 1 – 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

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 re-prendre uniquement quelques exemples de résultats et d’en exposer les implications et la portée pour l’industrie.

> LesmarqueslesplusrecherchéesparcatégorieCe 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 per-met de se comparer à l’intérieur de groupes plus homogènes ayant des orientations stratégiques globales comparables.

> Estimationdelademandebaséesurl’intérêtglo‑balpourleshôtelsdeluxe

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 mon-tré une augmentation de 5,6%, tandis que la caté-gorie « Upper Upscale » a enregistré une légère baisse de -1,1%. Cette estimation de la demande peut également être déclinée par marché et zone géogra-phique. Même si le WLHI ne mesure pas le compor-

tement des internautes, il permet d’avoir une indi-cation de l’intérêt des internautes pour telle ou telle catégorie d’hôtel de luxe. Il pourrait ainsi servir à l’ensemble des opérateurs (investisseurs, hôte-liers, responsable de promotion touristique, etc.) afin d’identifier les marchés porteurs et suivre leur évolution dans le temps.

> UneanalysequisedéclineparmarchéAfin 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 perfor-mance 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 des-tinations les plus associées à ces requêtes de re-cherche. 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

34 SPECIAL REPORT Luxury Hospitality 2013FR

FIGURE 2 – Le top 10 des marques les plus recherchées en Russie

Ranking / Category

Top 10 Hotels Vs. Global

#1 Hilton =

#2 Renaissance +7

#3 Kempinski +19

#4 Sheraton -2

#5 InterContinental +5

#6 Jumeirah +18

#7 Le Méridien +12

#8 Four Seasons -4

#9 Ritz-Carlton -2

#10 Sofitel +3

FIGURE 3 – Le top 10 des marques en plus forte progression de recherche

sur le marché russe

+89.9%

+69.8%

+69.7%

+57.9%

+35.3%

+30.5%

+26.8%

+26.7%

+21.6%

+20.2%

+12.8%

Hyatt Regency

Le Méridien

Grand Hyatt

Shangri-La

Angsana

W hotel

Jumeirah

Taj hotel

Radisson Blu hotel

Nikko

Russia

autre opération de communication ou tout simple-ment 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 indi-cations précieuses sur la notoriété d’une marque au sein d’un marché spécifi que, de pouvoir se compa-rer 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.

> DutauxdenotoriétéautauxdeconversionGrâce 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 afi n d’en évaluer toute la portée stratégique. Est-ce qu’un volume de recherche important sur un marché se traduit par une performance fi nancière équivalente ? Les marques pourraient par exemple trianguler des données internes avec d’autres ex-ternes pour répondre aux questions suivantes : Est-ce 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.

> BrandPerformanceMeasurementAu-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,

le groupe qui enregistré la plus forte progression est le groupe Jumeirah (voir FIGURE 4).

> ÉvolutionfutureduWLIHÀ travers les différents exemples précités, nous sou-haitions donner un aperçu des applications pra-tiques 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’évo-lution d’un éventuel repositionnement, les retom-bées en notoriété liées à une campagne marketing online et offl ine. 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 fi délité, etc. On pour-rait 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 inté-grant 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.

Samad Laaroussi

35SPECIAL REPORTFR

FIGURE 4 – Top 15 Most Sought-After Hotel Groups27.5%

18.7%

12.7% 11.7%

4.8% 4.1% 3.7% 2.1% 1.9% 1.5% 1.4% 1.1% 0.8% 0.8% 0.7%

Hilton W

orldwid

e

Starw

ood Hote

ls & R

esorts

Hyatt

Mar

iott In

tern

atio

nal

Four S

easo

ns

Inte

rnat

ional

Hotels

Group

Fairm

ont Hote

ls

Accor C

ompan

y

Loew

s Hote

ls Com

pany

Shangr

i-La H

otels

Man

darin O

rienta

l

Regen

t

Kempinsk

i

The Indian

Hote

l Com

apny

Jum

eirah

Crédit photo :© The Hotel Baltschung Kempinski Moscow

Can You Afford Not to Be Sustainable

Recent research suggests more than half of hotel guests

globally consider sustainability when choosing where to

stay. Hotels are increasingly aware of this and Diversey

Care’s own research revealed over half are considering eco-

accreditations 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 benefi ting from the associated top-line growth and

reduced operational costs can be purchasing processes,”

says Ed Roberts, Sustainability Director, Europe at Diversey

Care.

Complexity and confusion can occur if hotels have

procurement teams where each member is responsible for

specifi c products or services and have targets to reduce

costs. Typically, one person is responsible for cleaning

products while other people look after water and energy,

waste management, and employee absenteeism caused by

illness or injury.

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

reduction decisions. Consider an example of how increasing

spend can reduce costs. An independent study of machine

dishwashing identifi ed the proportional costs of washing

one rack of dishware:

Labour 50%

Mechanical (machine purchase, rental, servicing, etc.)

19%

Breakage 11%

Energy 11%

Chemical 6%

Water 3%

Although these fi gures will vary slightly from site to site

and country to country they represent many typical hotel

operations. Using them with an average chemical cost of

€ 0.04 shows the total for washing one rack of dishware:

Chemical € 0.04

Labour € 0.33

Mechanical € 0.13

Breakage € 0.07

Energy € 0.07

Water € 0.02

Total € 0.66

There are many reasons why repeat washes might be

needed, such as poor quality products and procedures or

ADVERTORIAL

faulty machines. In our example, each rewash would cost

€ 0.66 plus the increased environmental impact of energy,

water and chemicals. A hotel could save 25% of chemical

costs by choosing inferior products, reducing the amount

dosed or selecting suppliers who do not offer employee

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 signifi cantly for every fi ve racks

rewashed each day across a chain of 50 hotels, six days

a week, 52 weeks a year:

Ω € 50,700.–

Ω 351,000 ltr water

Ω 24,500 kWh electricity

Ω 11,000 kg CO2

“It’s easy to fi nd cheaper ketchup, coffee or cleaning

chemicals but these fi gures show that small savings can

lead to much larger hidden costs,” says Ed Roberts. “Making

the right sustainability choices delivers real value for a

hotel and is not simply about up-front costs. We should

always remember that sustainability balances planet

(environmental management), people (risk management)

and profi t (process and cost management).”

Diversey Care has demonstrated long-term commitment

to sustainability and understanding the issues that

are important to hotels and their guests. The business

also has a long-term collaboration with EHL to promote

understanding among industry decision-makers about

sustainable cleaning and hygiene solutions through the

exchange of knowledge and best practice for the hospitality

sector.

Further information on 0800 525525 or at www.diversey.com

Diversey (www.diversey.com) is a business of Sealed Air

Corp., a leader in food and other protective packaging

solutions. Sealed Air recently completed its acquisition

of Diversey, creating the new global leader in food safety

and security, facility hygiene and product protection.

Sealed Air (www.sealedair.com) is the new global leader

in food safety and security, facility hygiene and product

protection. With widely recognized and inventive brands

such as Bubble Wrap® brand cushioning, Cryovac® brand

food packaging solutions and Diversey® brand cleaning

and hygiene solutions, Sealed Air offers effi cient and

sustainable solutions that create business value for

customers, enhance the quality of life for consumers and

provide a cleaner and healthier environment for future

generations. Sealed Air generated revenue of $ 7.6 billion

in 2012 and has approximately 25,000 employees who

serve customers in 175 countries.

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.

“In order to succeed, as a business leader, you should make sure you are surrounded by very tal-ented 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 fi nal participant of the 2012-2013 edition of the EHL Distinguished Speakers Series, Mr. Pascal focused on luxury-goods, an industry that he dem-onstrated 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 ex-periences and industries as he shared his insights and advice with the EHL community.

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 ex-ploring 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 impor-tant in the luxury industry as its executives require a deep understanding of all the interconnected components which together can create high qual-ity and exclusive products, services and experi-ences. 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

Taking Note! Lessons from EHL’s Distinguished Speakers: Philippe Pascal“Building Successful Businesses and Careers in the Luxury Goods and Hotel Industries”

38EN

INSIDE-OUT

INSIDE-OUT

DEMIAN HODARI

is an Assistant Professor of Stra-tegic Management at the Ecole hôtelière de Lausanne. He regu-larly presents his research at academic conferences, provides executive education and is a frequent moderator and/or chair-person for industry events. Prior to beginning his academic career he was a hotel general manager and the president of an inde-pendent hotel management and consulting company. He can be reached at [email protected]

Picture Credit:© EHL – Jean-Marie Michel

Grape harvest 2013

Picture credit:Thomas Hazebrouck – focale info

Philippe Pascal with his grandson Adrien

Picture credit:© Margot Pascal

Philippe Pascal with his wife Catherine

Picture credit:© Margot Pascal

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 fi nd ways to differentiate themselves, much as com-panies 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 confi dent about your quality, but not to the point where you cannot recognize your weaknesses. Acknowledging such weaknesses, he said, is the fi rst step towards self-improvement. He suggested not “selling your-self 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 fi rms do with their products, ser-vices 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 experi-ence were two success factors common to both in-dustries. Mr. Pascal also drew a comparison between the two industries by referring to the recent global economic crisis. While hotels and luxury goods com-panies were pressured to lower prices by sacrifi cing quality and thus costs, the most successful fi rms resisted this pressure, as they knew that it would be diffi cult to change people’s perceptions in the future and raise prices to pre-crisis levels. Instead, success-ful luxury goods fi rms 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 fi rm 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 stu-dents that they must fi nd work “fascinating,” despite pressures and stresses. Focus and fl exibility were two key competencies that Mr. Pascal underlined as being essential in today’s job market, and conse-quently advised the EMBA’s to avoid switching ca-reers 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 fi rst point highlighted the importance of under-standing the market and competition. Second, he discussed product excellence and third, brand creativ-ity. The bulk of his presentation focused around his fourth point, branding image and awareness, in which time he highlighted the importance of using his-torical 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 nota-bly stated that “internal competition,” which prevails amongst individual brands within large luxury groups, should rather be viewed as “internal stimu-lation.” This lead to his fi fth point regarding cus-tomer brand loyalty and CRM activities, and he char-acterized 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 signifi cance 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 fi rms 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

39EN

INSIDE-OUT

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 Swit-zerland, including at a Michelin star level, he currently works as an assistant in EHL’s Admissions & Recruitment Offi ce. His main interests lie in the areas of mar-keting and concept development.

40EN

INSIDE-OUT

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.”

This term has evolved over time. Hosting fi rst stopped being free. Indeed, after the agrarian revo-lution and the industrial revolution, we are actors of a third revolution that supplanted the latter by its importance: the service industry, with a signifi cant 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.

“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 fl oor 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, down-loadable fact-sheets and so forth. All that in order to guide their weighted decisions.

Startups in the realm of hospitality, the advent of the experience economy

Okko Hotels, Nantes

Picture credit:Franck Hülsbomer

41EN

INSIDE-OUT

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 in-vest a dime on marketing nor promotion.

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 advan-tages and rebates (discount, added services, free breakfast, etc.).

The future of startups in the industry is bright; there is room for improvement and untapped mar-kets 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 fast-er, are more agile, and which have more specialized products on a given market.”

The B2B market is not left out in this startup in-novation frenzy. Businesses like Pricematch.fr have the ambition to industrialize yield management principles and provide a revenue maximizing dash-board 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.

No other company would have given the opportu-nity 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 en-gine, 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 op-portunities for graduates. They provide a valuable alternative especially in the midst of the current economic downturn.

What about substitute products?

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 cav-erns or islands all across the world. Some are in prime locations and city centers and can be a cheap-er alternative to hotels and a more immersive dis-covery 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 emer-ging 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 poten-tial addressing the unmet needs in hospitality connectivity.

Differentiated

UndifferentiatedMarket Premium

(Pine & Gilmore 1998)

CompetitivePosition

Price

Extractcommodities

Makegoods

Deliverservices

Stageexperiences

VeryLastRoom Application. Picture credit: VeryLastRoom

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 de-sires and mandated photographers to take excep-tional 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 expecta-tions. The idea is to reduce the “fi rst 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 substi-tutes? 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 com-panion. 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 em-power travelers by putting amazing experiences at the tip of their fi ngers”. 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 pro-active 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

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 offi ce.

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 fl attened 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 defi ant toward technology, startups and innovation in general.

It is important that hoteliers and schools under-stand 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

2012FLORIAN 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 pro-perties like Park Hyatt Paris Vendôme, Beau Rivage Palace Genève, Mandarin Oriental Paris, he decided to join Hotel-cloud to develop the French mar-ket. What he is passionate about is to work with the great profes-sionals of the sector.

42EN

INSIDE-OUT

Hotelcloud at HITEC 2013, Minneapolis.

Picture credit:Hotelcloud

43EN

INSIDE-OUT

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 regard-ing 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 pro-cess 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 emerg-ing markets of the world?

There are three key stages to any hotel’s life before it opens as outlined in FIGURE 1

We are going to start at the beginning and work our way along the timeline, focusing on the fi rst of these steps in this edition of EHLITE, followed by the other two parts in the next two editions.

Feasibility and Planning

In FIGURE 2 you can see a summary of a typical Business Planning Process. As with all consultancy

fi rms 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.

“Developing the Developing” – Part 1 of 3 Top tips for setting up hotels in emerging markets

FIGURE 1

Feasibility & Planning Design & Build Pre-Opening

BUSINESS PLANNING PROCESS

Business Plan

Forecasting & Budgeting

Concept Defi nition

Product Defi nition

Regional Market Research

Global Market Research

FIGURE 2

44EN

INSIDE-OUT

MARK DUNFORD, CONSULTANT, LAUSANNE HOSPITALITY CONSULTING (LHC)

As part of his work at LHC, Mark provides advice on numerous projects around the world, inclu-ding, 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 back-ground in hospitality real estate, having previously served as Deve-lopment Director for Stein Mana-gement 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 gra-duating from Ecole hôtelière de Lausanne.

What’s the ultimate objective?

The general rule when starting a hotel project is that it is never too early to bring in the experts. For ex-ample, 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 fi t 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 ex-ercise prior to engaging an architect or Hotel Operator. This is a preliminary workshop, some-thing we insist on doing for all our projects, which allows the key stakeholders to refi ne 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 com-municate 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 confi dence.

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 fi ve 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 prop-erty 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, ser-vices 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

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 pos-sible. We even see hotel F&B concepts suffer in Europe and the US simply because they are not on the ground fl oor… so think about it.

Will we make money?

This is the big question on most people’s minds. The only way to fi nd 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 fi rst place. However, forecasts are forecasts for a reason and like the weather, hotel operations can be unpredict-able. 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 through-out 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 specifi c discussion about your project, then give our offi ce a call and we will be happy to help www.lhc-consulting.com.

Mark Dunford

and understand your target clientele as much as possible to develop the ideal mix of amenities, ser-vices and experiences for them.

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

Is customer experience a myth?

45EN

INSIDE-OUT

Hoteliers have always aimed at providing good cus-tomer service, and in some cases, excellent cus-tomer service. While providing good customer ser-vice has become essential in today’s competitive market, it may not be suffi cient 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 diffi cult, its benefi ts on fi rm performance are evident. Excellent service has been defi ned as the extent a customer perceives a service to exceed their expectations. The key issue behind a custom-er’s evaluation of a service is that a perception of one customer will be very different to the perception of another. The benefi ts behind managing guest perceptions and understanding their needs and ex-pectations 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 pre-mium 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 cus-tomer service. This number is up signifi cantly 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 custom-er service can have an effect on long term fi rm per-formance, many companies still manage to deliver bad service. Approximately, 60% of Americans be-lieve 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 com-panies are actually paying less attention to service

– Four in fi ve Americans (81%) agree that smaller companies place a greater emphasis on custom-er service than large businesses.

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 ser-vice 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 profi ts from 25 to 95%.”

1 http://about.americanexpress.com/news/pr/2011/csbar.aspx2 http://www.adamssixsigma.com/Newsletters/customers_

results.htm

Picture credit:© Kzenon – fotolia.com

46EN

INSIDE-OUT

ThisfactunderscoresthebusinessnecessityofmanagingandmeasuringtheCustomerExperience, 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 fi rms think to focus on the customer, – 80% think to deliver a superior experience, – Only 8% of clients agree.3

One of the main problems nowadays is that compa-nies forget the basics and are mainly turned towards short term profi t and are under the infl uence of stock markets. Many fi rms are forgetting the long term profi t and the necessity of having a longer term strat-egy 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

So ask yourself: – WhatisthecustomerExperienceyouaretrying

todeliver? – WhataretheEmotionsyouaretryingtoevoke? – IsyourcustomerExperiencedeliberate? – HowmemorablecantheExperiencebe?

Imagine going on the world’s tallest roller coaster, the world’s second fastest roller coaster, and the second strata coaster ever built, the KingdaKa, a steel accelerator roller coaster located at Six Flags Great Adventure in Jackson, New Jersey, United States.

After travelling from 0 to 128 mph in 3.5 seconds, being shot 90 degrees into a quarter turn, and even-tually launched 456 feet high, you await a 270-degree spiral. How do you feel when taking the plunge? Wasn’t this a terrifi c Experience even if you were scared to death? This is an experience you will re-member for the rest of your life.5

So: – HowcanwecreatesuchmemorableExperience

inourhotelsandrestaurants?

3 Source: Bain Customer-Led Growth diagnostic question-naire; Satmetrix Net Promoter database.

4 http://mds.ricoh.com/fi les/knowledge_center/Customer_Engagement_Perspective.pdf

5 “Kingda Ka: Great Adventure”. Six Flags. Retrieved Au-gust 22, 2007. Marden, Duane – “Kingda Ka (Six Flags Great Adventure)”. Roller Coaster DataBase. Retrieved May 25, 2012.

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 fi rst 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.

“Experienceisnotwhathappenstoaman;it’swhatamandoeswithwhathappenstohim.” 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 birth-day at a McDonalds restau-rant? That is the question.7

Let’snotforgetthatguestExperienceoccursonmany levelsand includeseverystepof theguestjourney.Everyguestinteractionortouchpointareanareawhereacompanycanmakeitorbreakit.

According to Joseph Pine II and James H. Gilmore, authors of the Experience Economy book, we are emerging into a new era of thought where we are fi nding that what our customers really want is an Experience that keeps them coming back for more.

Besides many aspects, according to the authors, the four realms of Experience are:

6 Aldous Huxley – Texts & Pretexts: Introduction.7 http://3.bp.blogspot.com/-vyLen6jLHVU/UIawLB_pa0I/

AAAAAAAABa8/rj4lJnCgV98/s640/mcdonaldsparty.png

Kingda Ka, the world’s tallest roller coaster

Picture Credit :© Dusso Janladde –

Source: wikipedia.org

1979ALAIN 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 Lau-sanne and is a Certifi ed Hospi-tality Educator by the American Hotel & Lodging Educational Institute.His expertise in management comes also with his 13 years in-dustry experience with Hilton International, Sheraton and Accor group, in countries like Kuwait, Dubai, Madagascar, Syria and Egypt.Alain facilitates also regular Exe-cutive Education Programs at different level for the Lausanne Hospitality Consulting (LHC) around the world.

Customers takes in the experience

Immersion

Absorption

Passiveparticipation

Activeparticipation

Customers taking into the experience

Educational– Blog– Wikis– Forums

Escapist– Social games– Social videosEsthetic

Entertainment

47EN

INSIDE-OUT

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 cus-

tomer and why do you believe this is special? – What would you change in your customer

EXPERIENCE? – What would customer say about his Experience?

Evenifdeliveringserviceisimportantforallcompa‑nies, most struggle to deliver basic services of adecentquality.

Why does customer service have to be so diffi cult and mysterious? Why do some companies react like they do not want to receive guest complains when it is a dynamic process that is vital when amending bad experiences? It’s impossible to call them, to fi nd an email address or even a telephone number.

Bill Gates use to say: “Your most unhappy cus-tomers are your greatest source of learning.”

The airline industry is a good case study of Excellent and Worst service examples. Emirates, for example is regarded as the industry’s benchmark for service excellence and won the prestigious title as the World’sBestAirline in the “2013 World Airline Awards” at the Paris Air Show. On the other hand, when looking at in-fl ight entertainment, food, seat-ing, leg space, and attention and attitude of staff, we witness other airlines, mainly European, that simply do not care and pursue cost-cutting strategies at the expense of client satisfaction.8

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.”

Great service is not so diffi cult; it’s remembering the fundamentals and applying them day after day.

In today’s competitive world delivering excellent service and an Experience is crucial but sill many companies struggle to deliver even the basics.

The beginning of the Experience starts already in the design phase of your service delivery system.

8 http://www.worldairlineawards.com/awards_2013/Air-line2013.htm

To create a comprehensive and easy service sys-tem you should understand what creates value for the customer and how everyone in the company can be engaged in this delivery process. The key com-ponents of this will be:

– Vision/Mission – Leadership – Culture – Employees – Service quality – Customer Experience

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 depen-dent on him.He is not an interruption in our work. He is the purpose of it. He is not an outsider in our business. He is part of it. We are not doing him a favor by serving him. He is doing us a favor by giving us an opportunity to do so.”

MAHATMA GANDI

2. Let’s remember that an Experience can/should:

– Attract customers and generate repeat business – Force customers to pay a premium price (i.e.

Starbucks) – Be used to position a company (i.e. Southwest

airlines-2008 Award for industry leading cus-tomer service)

– Be used to create emotions (i.e. Disney) – Be delivered at every point of interaction with the

guest – Strengthen your brand – Be “Authentic-Personal-Memorable” – Can be used to boost sales of “non-experience”

goods and services (i.e. M&M’s store)

You can’t promise your customers sunny weather,

but you can promise to hold an umbrella over them

when it rains. ANONYMOUS

Alain Najar and Alexandra Wheeler

Picture credit:© V. Garlantézec – all rights reserved

2013ALEXANDRA WHEELER

Recently completed her Bachelor of Science in International Hos-pitality 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, Mon-treux 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.

Customers takes in the experience

Immersion

Absorption

Passiveparticipation

Activeparticipation

Customers taking into the experience

Educational– Blog– Wikis– Forums

Escapist– Social games– Social videosEsthetic

Entertainment

Planning for the Uncertain

START-UP INSIGHT

START-UP INSIGHT48EN

Picture credit: © 2mmedia – fotolia.com

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 fi rst need to place the Ardennes forest in its rightful geo-graphical 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 tim-ber, 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, how-ever, 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 fl aw, you’ll be glad to learn they have been surviving for centu-ries from hunting, fi shing 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-

vival strategies will differ a great deal, one sensible fi rst 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 see-ing abandoned man-made structures? Answers to these questions will point to the appropriate strat-egy to deploy.

An alternative approach would have been to draw up – in advance – the perfect survival plan indepen-dent of the actual location of the drop; a one-size-fi ts-all blueprint built on the knowledge of the best forest survival skills. Although valuable in many contexts, this strategy is deadly in the radia-tion-fi lled 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 fi nan-cial 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 fl awless 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

START-UP INSIGHT 49EN

Interview of Xiaoxi Yang

1. Togetstarted,canyoutellusalittlebitaboutyourprojectAVAN?

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 fi ve-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 care-fully 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 small-er groups as we want to ensure an exclusive fi ve-star service at all times.

3. What are some of the more unusual requestsyou’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 en-tertainment” (laugh).

4. In which stage of development is AVAN rightnow?

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 develop-ing 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 to-day 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. Asawomanentrepreneurdoyoufeelthatthereareextraobstaclesyouneedtoovercome?

Absolutely not! On the contrary, I think women ben-efi t 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’ emo-tions and anticipating their needs. Don’t get me wrong, I’m not a feminist (laugh), but I think wom-en also have this inner strength which allows them to be in it for the long haul.

7. Wouldyouadviseyounggraduatestojumpintotheentrepreneurialworld?

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 sacrifi ces you make. That’s the price to pay for this amazing feeling of pride and satisfaction that come from having created some-

thing 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 busi-ness.

Interview conducted by Caroline Guigou 2012

420_300_GRAND SIECLE_GB_SM.indd 1 09/12/13 15:10

DP_440 X 285_PPQD_MASTER_LAURENT_PERRIER_GRAND SIÈCLE_FRANCE_GB_ V1 _90%

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 never- ending 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-

ultimate refinement à la françaiseSince 1959, Grand Siècle by laurent-Perrier haS embodied the French Style oF hoSPitality: the art oF recevoir à la FrançaiSe.

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

420_300_GRAND SIECLE_GB_SM.indd 2 09/12/13 15:11

Crédit photos :© Kudryashka – fotolia.com

© George Mayer – fotolia.com

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 en-nuyeuse grâce à des matières fl uides et d’une légèreté inouïe, presque évanescentes… Les jupes en volume, plissées, gansées de franges, pour-vues de godets s’envolent au moindre souffl e 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 cra-quante. Il existe pléthore de moyens pour dévoi-ler l’épiderme dont abusent créateurs et coutu-riers : voici des découpes, des perforations sur le cuir ou le néoprène et des mailles travaillées comme des persiennes ou du fi let qui restent fi nalement très pudiques.

3. Après la transparence, la brillance… La soie la-mée, le cuir métallisé, le coton fi leté d’argent vibrent à l’unisson avec la lumière et enveloppent les silhouettes d’une aura divine. Sacs et chaus-sures sont également concernés par cette bril-lance que l’on retrouve sous forme d’ornemen-tations 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 fl irte avec tous les tons de nude, c’est-à-dire proches de la peau, ce coloris se décline aussi dans des nuances pas-tel, évoquant ainsi un romantisme à la Fragonard. Le rose, distillé en touche ou monochrome, béné-fi cie du retour de toutes les couleurs claires qui allègent la silhouette et lui confèrent une sensi-bilité à fl eur de peau.

5. Grandes vedettes de cette saison : les fl eurs. Eclatantes roses trémières, pivoines, muguets, orchidées imprimées, colorées, denses et com-pactes comme en semis, abstraites ou stylisées jusqu’à se transformer en branchages. Toutes ces

fl eurs 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, sculp-tés dans des soies plissées avant d’être appli-quées 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 contempo-raine 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 confi rme l’élégance gracieuse de ces collections été 2014 : la plate-forme, la grosse semelle en caoutchouc de 5-6 centimètres, cran-tée ou non, vue chez Fratelli Rossetti, Marni ou encore Robert Clergerie. Ces néosocques de gei-sha confèrent toute sa contemporanéité à la sil-houette de l’été 2014.

Source : Les Echos

Tendances 2014

LIFESTYLE

52FR

LIFESTYLE

53LIFESTYLEFR

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 connais-sance des matières. Son ambition : faire com-prendre intellectuellement et émotionnellement l’âme de la joaillerie et de l’horlogerie, permettre la maîtrise du geste à travers l’expérience per-sonnelle.

En 2012, la Maison a franchi une étape déci-sive 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 –, gemmo-logues 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 ? Com-ment fabrique-t-on les joyaux exposés dans les vi-trines ? Pour révéler le monde fascinant de la joail-lerie, 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 trans-mettre 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 au-jourd’hui présidente de l’école. Installée place Vendôme dès 1906, la maison Van Cleef & Arpels a toute la légitimité pour le faire. Elle est embléma-tique 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 lé-gende, 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 fran-çaises durent 4 heures, sont dispensés en anglais et en français pour une dizaine de personnes maxi-mum. 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-gemmo-logue 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 bi-jou. On le portait pour des raisons de pouvoir, sen-timentales, religieuses ou encore érotiques. Passion-nant, 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 Made-moiselle 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 enfi ler sans l’aide d’un homme…

Source : Les Echoswww.lecolevancleefarpels.com

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 restau-rateurs 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 nutri-tionnelle 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 ate-lier 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 his-toires, 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.

54 LIFESTYLEFR

Blonde, brune, ambrée, gingembre elles vous font tourner la tête…

Welcome to Sri Lanka, “the fi nest 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 im-mense 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 fl our-ished 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 dis-covery and the Industrial Revolution that spurred their search for raw materials. The Portuguese ad-ministered the Maritime Provinces from 1505 to 1665, established Catholicism and also infl uenced the island’s music, food, language and transport net-works. The Dutch then introduced the Protestant faith, a canal system, and also infl uenced 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 effi cient system of government, developed educa-tion 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.

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 respec-tively. Malays, Moors, Burghers, Sindhis and Kaffi rs are other ethnic minorities and Sinhalese, Tamil and English are the three offi cial 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 benefi t from 26 annual public holidays, as the island is home to signifi cant communities of Buddhists, Hindus, Christians and Muslims.

Elephant gathering at the Minneriya Tank

Destination Profi le Sri Lanka

55LIFESTYLEEN

The Lighthouse of the Galle Fort

Buddhists account for around 70% of the popula-tion, 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 “fi fth religion”, played and followed devoutly by many. The sport is often cred-ited with having unifi ed the country, bringing to-gether communities regardless of social, ethnic or economic barriers. Sri Lanka has co-hosted two cricket world cups and won the trophy in 1996.

Gastronomy

Sri Lanka’s cuisine refl ects the infl uence of its colo-nial masters and derives its variety from the coun-try’s diverse people. Once dubbed the spice island, Sri Lanka’s tropical climate and fertile terrain encour-ages the growth of several fruits and vegetables, including over 27 types of bananas! Varieties of sea-food and freshwater fi sh are also available and are prepared in numerous ways. Many dishes have a reputation of being fi ery 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 ar-ray of dishes of meat, fi sh and vegetables thickened with coconut milk and fl avored with curry powders.

Economy & Investment

For decades Sri Lanka’s economy depended on in-come 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 estab-lished 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 in-clude spices, gems, coconut and rubber products, fruits, vegetables, fl owers, and fi sh.

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 internation-al airport and seaport recently opened in the South. After the war ended in 2009, the island openly wel-comed 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 fi rst time and by the end of 2016 the government aims for that fi gure to reach 2.5 million.

The island’s transportation infrastructure is im-proving. 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 fl y between Colombo and select tourist destinations.

Tourists have a range of options for accommoda-tion 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 ac-commodation 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

56 LIFESTYLEEN

Horton Plains

Sigiriya Rock Fortress

Dambulla Cave Temple

Eastern Coast

Sri Lankan Leopard in Yala National Park

around the Dalada Maligawa, the golden-roofed temple home to Lord Buddha’s sacred tooth relic. The Southern city of Galle offers a magnifi cent 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 surfi ng 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 chal-lenged 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 histori-cally been a part of Sri Lanka’s culture, due to both

the variety of medicinal plants available and the infl u-ence of Buddhist philosophy. Some believe that the island may be home to the world’s fi rst 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 StudentEcole hôtelière de Lausanne

57LIFESTYLEEN

My hidden Secret

As a wildlife fanatic, I cherish every mo-ment 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 leop-ard population, Wilpattu is also home to Asian Elephants, Sloth Bear, and countless other species of fl ora 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 thrill-ing, but be aware, the bedbugs may bite!

Interview with Ms. Saskia Fernando 2007 – Director at Paradise Road Hotels, Sri Lanka

WhatdifferentiatesSriLankafromothertropicalislanddestinations?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 surfi ng 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 wel-come you. Sri Lanka has a very natural beauty!

Inthecomingdecade,whatappeartobethemostcrucialthreatstoandopportunitiesforthehos‑pitalityindustryinSriLanka?Given the rise in tourism it is important that the hospitality sector is properly geared for the pre-dicted infl ux. With international brands investing

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 sec-tor is already preparing itself to face the challenge. On the fl ipside, this could also mean that local brands will suffer if the demand is not what is predicted.

DoyoufindthatSriLankansareequippedwiththenecessaryskillsandknowledgetoworkwellinthetourismindustry?We are still looking at a majority of Sri Lankans travelling overseas to fi nd work. This is because of the esteem that is associated with working overseas and of course the salaries being offered. Sri Lankans benefi t from free education and still have one of the highest literacy rates in the world. Locals are thereby receptive to good training pro-grams when companies invest well in them. Living through a thirty year civil war also means that people have a good attitude to ‘get-ting-on-with-business’.

Credit photos :© Sanjiv Fernando

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 diffi cile 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 entre-preneuriales. 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 modifi er mes activités selon les diffé-rentes casquettes :

– comme « professeur » à la Haute Ecole de Gestion et Tourisme de Sierre, je cherche à faci-liter les apprentissages et le développement personnel des étudiants dans l’alternance de procédés didactiques : un positionne-ment créatif à partir de concepts et d’ou-tils et des situations d’expérimentation leur permettant de transposer ces sa-voirs en compétences à travers le déve-loppement 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 entre-preneurs en leur proposant des ruptures de

normes dans le positionnement stratégique et des croisements d’idées pour initier des change-ments 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 diffi cile ; 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 dif-férents

CAREERS

Avez-vous dernièrement renouvelé votre vision d'entreprise?

58FR

CAREERS

59CAREERSFR

moyens pour atteindre les objectifs fi xés. 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 consti-tué de pulsions, de croyances, d’attentes, de représen-tations 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 confi ance 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 ma-nagement solides et évidents ; concrètement, ce fut plus l’affi rmation sournoise d’un management par la terreur dont la coopération ne présentait que l’unique signe de la « survie »… Bien loin de l’intel-ligence collective !

Dans une situation de stress où la sensation du danger ne fait qu’augmenter, le risque prin-

cipal pour une entreprise est ce que nous appelons la désorganisation ! Les indica-

teurs sont les suivants : perte de la rela-tion 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 opti-miste dans un système qui favorise et encourage la résolution créative de problèmes. Je me réfère aux ré-sultats de l’étude du prof. Martin Seligman, fondateur de la psycholo-

gie positive, concernant l’impact fi -nancier du recrutement de commer-

ciaux optimistes. L’assurance Métro politan 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

3e 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 orga-nisations s’est intéressé à la manière dont les entre-prises 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 affi rmation 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’envi-ronnement 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.

4e rupture : instaurer un environnement libéré

Un leader est quelqu’un que les autres suivent natu-rellement. 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=PPdiky0MwyA&nofeather=True

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’uni-versité. Il est également associé au développement de deux entre-prises : Axiome Sàrl et Suissco-innovations Sàrl.Fort d’une expérience intégrale dans le domaine du coaching, des ressources humaines et de la ges-tion d’entreprise, Alain Pillet développe des activités créatives et reconnues dans le domaine du leadership et de l’innovation à l’échelle nationale et interna-tionale.

www.axiomenet.chwww.suissco.ch

Congratulations to our movers and shakers / Félicitations à nos anciens qui occupent de nouvelles fonctions

FernandoBrunner (69), General Manager, Hotel City, Lugano, Suisse

EricFavre (79), General Manager, The Alpina Gstaad, Gstaad, Switzerland

UlrikeWeckler (81), Director, Shield Financial Services Ltd, Hong Kong, Hong Kong

Esther Villiger‑Burkhard (82), Directrice, Restaurant Ochsen, Elfingen, Suisse

AndréBrulhart (87), General Manager, Centara Grand at Central Plaza Ladprao, Bangkok, Thailand

ErichDasen (87), Regional Manager East, Swiss Youth Hostels, Zürich, Suisse

DominiqueDuay (88), Location Manager, Trivadis SA, Lausanne, Suisse

GuyLindt (88), Directeur Général, Grand Hôtel des Bains et du Centre Thermal, Yverdon-les-Bains, Suisse

LorenzoStoll (96), Directeur Général de la Suisse romande, Swiss , Genève, Suisse

MarkusLueck (99), General Manager, Palais Hansen Kempinski , Vienna, Austria

Vera Wichmann-Adduci (00), Directrice, Hotel Säntispark, Abtwil , Suisse

JorgeDeLaTorre(00), Executive Assistant Manager, Maikhao Dream Villa Resort & Spa Maikhao, Phuket, Thailand

HortenseDonon (02), Directrice Congrès et Evènements tiers, MCH Beaulieu, Lausanne, Suisse

ChristianPucher (06), Director, HVS Bangkok, Thailand

NicolasBernheim (08), Founder, Bernheim Bureau Gmbh, Zürich, Switzerland

SimonFabre (09), Directeur d‘exploitation, Blue Bay Beach, St-Martin, French West Indies

CarolineZwierz (10), Complex Revenue Manager, Westin Hotels & Resorts, New Delhi, India

ChloéRaetzo (11), Consultant, McKinsey & Company, Geneva, Switzerland

ThomasGoval (12), IHG Future Leader, InterContinental London Park Lane, London, Great Britain

On the Move / Ils bougent

60EN

FRCAREERS

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’entre-prise est un des rôles clés du leader.

Au fait, une toute dernière question : allez-vous renouveler votre vision d’entreprise ?

Alain Pillet

ALUMNI & NETWORKING

Alumni & Network News

Chères anciennes, Chers anciens,

Notre réseau a démontré lors des festivités du15 octobre dernier que son enthousiasme et sapuissancelégendairesn’avaientpasfaibli!

Un événement mondial suivi par près de 75 % de nos stamms, de Lausanne à Tokyo, New York, Sydney, Rome, Prague, Sao Paulo, Séoul, Paris, Cara cas, Londres, etc.

Bravo à tous pour cette mobilisation sans précé-dent.

Un remerciement tout particulier à nos stammla-dies, stammvaters et membres de comité pour leur formidable travail accompli au quotidien.

Vous faites vivre notre réseau et transmettez ses valeurs de manière remarquable.

En cette année anniversaire, nous avons lancé diffé-rents projets visant à renforcer et consolider la pré-sence 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 ;

– des distinctions pour nos anciens méritants décernées annuellement.

La force d’un réseau est également synonyme du prestige que représentent ses anciens à travers le monde.

Le réseau des anciens a le plaisir d’annoncer les lauréats des prix AEHL 2013 :

– Prix de l’Alumnus de l’Année : M. Mathieu Jaton (EHL 1999)

– Prix à la Carrière :M. Raymond Bickson (EHL 1979)

– Prix d’Honneur : M. Walter Daubenmeier (EHL 1958)

Un dîner organisé au Berceau des Sens le 7 no-vembre dernier a récompensé ces 3 personnalités de notre réseau qui portent haut les couleurs de l’EHL.

Les sponsors du réseau des anciens ont égale-ment reçu à cette occasion une reconnaissance offi cielle sous forme d’un diplôme de l’EHL.

Vivel’EspritEHLetvivesonréseau!

Valérie De Corte, Directrice AEHL

Pictures credit:© fotolia.com

61ALUMNI & NETWORKINGFR

Stamm Netherlands

1893-2013: 120th anniversary Celebration around the world on October 15th

62 ALUMNI & NETWORKINGFR

EN

Stamm Netherlands

Stamm Andorra

Stamm Argentina

Stamm Australia

Stamm Austria

Stamm Central America – Caribbean

Stamm China – Beijing

Stamm Chine – Shanghai

Stamm Suisse – GE

Stamm Australia

Stamm Brazil – Rio de Janeiro

Stamm Canada – MontréalStamm Canada – Montréal

Stamm Canada – Toronto

Stamm Great Britain

Stamm Suisse – BL-ZH-BE-LU

Stamm Brazil – Rio de Janeiro

Stamm Brazil – Sao Paolo

Stamm Czech Republic

Stamm Chine – Shanghai

Stamm Hong Kong

Stamm Suisse – NE-FR

Stamm Austria

Stamm Belgique

Stamm Singapore

Stamm Thailand

Stamm Korea


EN

Stamm France – Est

Stamm Germany – FrankfurtStamm Malaysia

Stamm Taiwan

Stamm France – Est

Stamm France – PACA

Stamm Greece

Stamm Italy

Stamm USA – Florida

Stamm Germany – Frankfurt

Stamm Germany – Köln

Stamm Greece

Stamm Greece – Crète

Stamm Suisse – TI

Stamm Japan

Stamm LibanStamm Liban

Stamm Suisse – VD

Stamm Spain – Madrid

Stamm USA – West Coast

Stamm Spain – Barcelona

Stamm USA – Florida

Stamm USA – New York

Stamm Spain – Madrid

Stamm Spain – Mallorca


Stamm Suisse – VS

Stamm Germany – Münich

Stamm PortugalStamm France – PACA

Stamm France – Paris


Retour en images sur la remise des prix AEHL 2013

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, fl euron 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 prépa-ration 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 !

Atelier Culinaire à l’Hôtel Le Parc


Le 4 septembre dernier, près de 60 alumni et sta-giaires 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 conjointe-ment à Sandra Labrecque du département des ad-missions 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.

Rencontre à l’Hotel Amigo


Le 16e Challenge Nini Barakat s’est déroulé le 21 sep-tembre 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 magnifi que à Dorigny, au bord du Lac Léman.

Mais ce qu’il faut retenir de cette rencontre qui se déroule pour la seizième fois d’affi lée, ce sont les moments de partage qui ont jalonné ces trois jours de fêtes.

Tout commence et tout fi ni 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 pro-longer 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

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 prin-cipales, celles du Rugby suffi t 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 impli-qués, 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

16e Challenge Nini Barakat – La fête du Rugby, de l’EHL et de l’Amitié

BottinBirths / 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

Yvan (96) et Caroline Krähenbühl celle de Nora

Sebastiano (99) et Michela Romani celle de Beatrice

Enrique (02) et Sandra Rodriguez de la Rubia celle de Ezechiel

Baudouin (03) et Dorothée De Loustal celle de Charles

Emmanuelle (03) et Laurent Thoeny Chamaillard celle de Mathias

Fanny (03) et Ng da Silva Rudaz celle de Margaux

Laurent (03) et Marie Coste celle de Gabrielle

Alexandra (06) et Christopher Hibbert (-Keller) celle de Sasha

Giorgia (06) et John (06) Orlandi (-Marschall) celle de Maxime

Sarah (06) et Benjamin Garnache (-Quesnel) celle de Antoine

Arjun (07) et Mélanie Fornerod celle de Sohan Eli

Marriages / Mariages

Best wishes on your wedding / Tous nos vœux de bonheur les accompagnent

Claudio Citella (92) et Christine Moichon

Aditya Ram (06) et Priyanka Handa

Barbara Bawidamann (06) et Christoph Bawidamann

Céline Schulz (06) et Adrien Schulz

Christina Winkler (07) et Charles-Albert (07) Dubois

Jennifer Jochem (08) et Andreas Acriviadis (08)

Laurent Schatzmann (08) et Pascale-Emmanuelle Raval

Letizia Gianora (08) et Simone Leonardi

Stéfanie Butti (10) et Stefano Butti

Obituaries / Décès

Our sincere condolences / Nos sincères condoléances vont à leur famille

Gabrielle Burgle (67)

Adrian Ion (13)


EN

Alumni Portrait Mathieu Jaton 1999

D’où êtes-vous originaire ?

Je suis originaire de Villars-Mendraz, mais natif de Vevey.

Un bref historique professionnel

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 récep-tions 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 marke-ting du Montreux Jazz Festival.

En 2001, Claude Nobs m’a nommé Secrétaire Général du Festival et m’a donné la direction d’une société affi liée 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.

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

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 com-plexité. 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 change-ments 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 fi n 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.

Montreux Jazz Festival –Auditorium Stravinski

Crédit photo :© 2009 FFJM / Lionel Flusin

Mathieu Jaton

Crédit photo :© 2013 FFJM / Lionel Flusin


The trademark HYATT and related marks are trademarks of Hyatt International Corporation. © 2012 Hyatt International Corporation. All rights reserved.

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:

At Hyatt, we provide authentic hospitality and seek people who share the same passion for hospitality as we do!

HOSPITALITY CAREER

Apply online today at www.hyatt.jobs.

En 2013 devenez membre à vie pour 120 CHFIn 2013 become a lifetime member for 120 CHF

www.aehl.net

1893 - 2013













THE MAGAZINE OF THE ECOLE HÔTELIÈRE DE LAUSANNE ISSUE #42 AUTUMN | AUTOMNE 2013

THE

MA

GA

ZIN

E O

F TH

E E

CO

LE

HÔ

TEL

IÈR

E D

E L

AU

SA

NN

E

ISS

UE

#42

A

UT

UM

N |

AU

TOM

NE

201

3

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]

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 Profi le: Sri Lanka p. 55

Avez-vous dernièrement renouvelé votre vision d’entreprise ? p. 58

Special Report :

Luxury Hospitality 2013

luxury hospitality 2013

Documents

date limite

luxury hospitality

authentic hospitality

offer ends

trademark hyatt

hyatt team

hospitality careerapply

lausanne issue