The hospitality industry is a dynamic, interconnected body of individuals working towards the same goal: customer satisfaction. Through practical and experiential exercises, learn how to navigate the complexities of human interaction, how to manage conflict and work more effectively as a team. 

Today’s workplace is more diverse and challenging than ever. Through a blend of practical activities and lecture sessions with top trainers in the service industry, you will learn how to reduce clutter, manage deadlines, increase performance, and improve employee morale and satisfaction. 

If you are going to be competitive in the hotel industry, eliminate inconvenience from your guests’ stay by anticipating their needs, responding in streamlined fashion and being of assistance at every step without being actually seen. Our trainers count many years of successes and fails in customer interaction so that you can explore a variety of trial-and-error case studies. 

The hospitality industry is a dynamic, interconnected body of individuals working towards the same goal: customer satisfaction. Through practical and experiential exercises, learn how to navigate the complexities of human interaction, how to manage conflict and work more effectively as a team. 

Greeting guests with a warm welcome, in a timely manner and dressed for the occasion is half the road to an excellent customer experience!

To serve comes as an opportunity in life. Lesson #1 in training as a hospitality professional will be about gaining the right attitude towards the act of serving others. Only afterwards you will learn how to master the different techniques and styles of food service, from pre-plated to silver service, according to the needs of your business. 

Menu knowledge means educating your customers about those unique traits that set your business apart. Being food savvy and keeping up with dining trends makes all the difference for customers. Spice that up with knowledge about allergies, food sensitivities, ingredient origins, price points, food and wine pairing, and your restaurant will definitely achieve high levels of satisfaction!  

Grooming is discipline in style and elegance in good service. Our trainers developed a special guide of conduct inspired by the Swiss philosophy that brings the health and safety standards of the F&B and kitchen departments to new qualitative heights. 

To know the menu is more than to remember the specials of the day. You become a temporary consultant for your guest, a gastronomy expert with interesant stories to tell. Learn how food and storytelling make the perfect recipe for success from our experienced hospitality trainers. 

To ensure the safety of food is the greatest responsability in the customer journey, and it falls on the Executive Chef or the Hotel Purchase Manager to procure goods only from approved vendors who offer high degree of transparency in regards to the source of the purchased products. How do you prepare to consistently meet restaurant expectations while innovating towards sustainability and food diversity? 

Become a draftsman! Learn the fundamentals of drafting and reviewing various transactional documents or contracts. Be mindful on how to write clearly so that the substance of the transaction - the rights, duties, and expectations are not open to interpretation.

“Communication works for those who work at it.” To effectively communicate, we must all realize that talking and listening are two sides of the same coin, in personal relationships as well as B2B and B2C exchanges. Strengthen your communication muscle by learning methods such as ESPERE, NLP, Transactional Analysis. 

What drives the competitive advantage of any business, in particular in the service industry? You may know it, but you still need to acknowledge it through compelling evidence: People. It is people who are at the core of the service-profit value chain. In the context of a war for talent, people management is a critical key to a company’s profit. 

Ask yourself what is the basic formula of profit.

The answer is simple; Revenue minus costs = Profit.

There is no other magic formula in whatever business you could be.

Meaning to increase profit, you can either play on revenue or play on costs.

Play directly on costs or if you prefer cut directly costs is much easier and faster.

However, at long run is it beneficial?

Do you want to increase your expertise in applied beverage strategies?  Join this Module that aims at providing participants with the necessary tools to improve beverage purchasing practices for a higher return on investment.  

What is your hospitality business worth? Do you know how to go about estimating the value of your business? 

In these turbulent times, political, economic and social, companies must be drivers in change within their competitive business environment.  On the assumption that it is better to lead than follow, strategy can be viewed as the ability of leaders to see their future ahead of others to create products and services, which will take advantage of this foresight.  With these products and services identified, the strategist must also insist upon the proper allocation of resources to them as they are elements of a firm's competitive arsenal.

The other indispensable element in this equation for success is the ability to add value for all the stakeholders of the firm: for the investors, a return which satisfies their needs for growth in wealth over time and compensation for the risk associated with the investment; for the customers, a recognition that in a knowledge-based global economy where instant access to information have made products and services transparent, it is they who now control the purchase decision; and finally, for the employees, who seek value in the work done and the way they are compensated.

Through a series of lecture-discussions, group work and daily individual assignments, participants will apply the above concepts to their properties.  The Module culminates in a final-day presentation of strategy plans of each participant's individual hotel or chain.

Value adding is a key driver in today‘s hospitality and restaurant business. Besides satisfying customers and having happy employees, a hotel manager must add value to the bottom line of its operation. The owners expect a return on investment and a certain level of profitability and this can only be achieved if managers know how to monitor their operations and control costs. Managers must be experts and acrobats in taking financial decisions, very often with only limited information and resources, and still be able to forecast the consequences of their choices. Mastering figures will give managers the competitive advantage and will put them in a position to influence the bottom line of their operations.

Revenue Management (RM) is about a different way of managing business based on a very old idea. Every seller in human history has faced RM-type decisions. What price to ask? Which offers to accept? When to offer a lower price? And when to simply “pack up one’s tent” as it were and try selling at a later point in time, or in a different market?

In today's highly competitive world, creating value is a key success factor. But in order for this to happen, it is vital that managers understand where to find the information that will allow them to assess if they are creating value (or not), and how their day-to-day decisions will have an impact on it. 

In the current economic climate, maximizing the use and value of the available resources is essential for improving return on investment and meeting business objectives. This highly interactive programme introduces techniques to improve asset management in the hospitality industry and provides the delegates with an opportunity to develop their understanding of current asset management issues and the requirement to meet investors’ objectives. This programme requires a prior understanding of financial statement and accounting concepts.

Today’s highly competitive environments demand that managers think ahead and develop plans to manage evolving challenges. This process of thinking ahead and developing responses to the future environment is the essence of strategic behavior. All businesses develop plans to manage the future but the plans are often informal, unstructured, or sporadic in their application. In this module, participants will understand the importance of developing appropriate strategic plans to ensure the organization’s competitiveness and success. 

Most organizations today recognize the importance of improving customer service to differentiate from the competitors. However, this is an out-dated thinking and no longer appropriate! Customer service is only a touchpoint of a whole experience. What people are looking for today are experiences that will make a difference in their ordinary life, generate positive emotions which can then be shared with their friends and families. Those who share their experience wish to see your organization do more business and to succeed. Consequently, customer experience is one of the primary generators of the most powerful marketing tool: positive word of mouth. In order to achieve this, organizations must start thinking strategically about how to incorporate customer experience (and beyond) in their structure. However, where do we begin? The very first step of a successful customer experience is listening to their preferences and thinking strategically on how to translate these elements into the organizational structure. 

A well planned spa must be based on a well thought out strategic concept. What are the next steps to ensure profitable spa operation? What do we mean by sustainability? Detailed feasibility study. Investment, price structures and return on investment must be calculated.– A Marketing clear strategy must be established. Design, Technical Planning and Equipment. A consistent style must appeal to guests and be reflected in the detailed interior planning and architecture. The main workflows and suitable materials to be used in treatment rooms, wet areas, and pool areas must be established. What state of the art equipment is available and how can this be integrated. 

The module aims to provide the participants with the experience of the developing a concept, the key terms linked to innovation and creativity and the process of managing projects in hospitality. Project management is a carefully planned and organized effort to accomplish a specific one-time objective, for example, construct a hotel or implement a major new F&B system. 

Our perceptions of the world, our work and the other people in our lives are affected by past experiences, our expectations and where we place our priorities. Our level of performance and overall team working results can be significantly impacted by increased self-understanding and understanding of others, by enhancing our ability to adapt and by improving our ability to connect with others in both our personal and work theatres. 

The current economic climate requires managers to demonstrate a greater understanding of the drivers of business performance in order to make operational decisions to improve revenues and maintain profits. This highly interactive programme has been devised to provide the delegates with an opportunity to continue to update their financial knowledge and gain a better understanding of how to implement better planning and control processes present in the context of a service organisation. 

Owners, Operators, Lenders and Consultants tend to scrutinise the investment decision according to their own constituent criteria rather than look at the totality of the whole project and other ownership priorities. So what if the shareholder level of return is not commercial against 10 year norms? Does a brand automatically deliver enhanced value? What if hotel occupancy is forecasted to be no more than 60% after a 2 year trading build up? Should a uniform debt service cover ratio determine the gearing for all types of hotels? How subjective is the professional valuation process? 

In today‘s highly competitive environment, anticipating and fulfilling customer needs and wants is essential. Having a strong customer service mindset is important to any organization and it plays a key role in customer satisfaction and loyalty. While it is important to equip your staff with techniques and skills to deliver an impeccable service, the corporate strategy must also be aligned with the exceptional service mindset - corporate strategy is the root of an exceptional service. 

Looking back to the previous year do you feel you could have done better? Do you feel you reacted late to the market and lost business? Do you feel your property is in the client mind when he makes the buying decision? The world is not the same after the financial crisis and the golden rule now is - adapt. Adapt to the market, adapt to the clients, adapt to the real world. The customer still spends money although is more cautious with his expenses. He looks more than ever for the value for money – are you ready for this new mentality? 

A decade into the Millennium—what has changed and what is new in leadership? How are today‘s leaders leading knowledge workers and Generation Y employees? As the name suggests, transformational leadership is about leading by transforming— through change and growth. The changes need to create value for both the organization and individuals, including the leaders themselves and growth does not happen if we keep within our comfort zones. With organizational loyalty and employee longevity on the decrease, leaders today have a fleeting moment in a person‘s career to manifest positive changes. How can it be done? How can employee morale synch with organizational productivity and profitability? 

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

Differences are inevitable in an organisation having members with different experiences, attitudes and expectations. However, some conflicts can support organizational goals. Indeed, too little conflict may lead to apathy, lack of creativity, indecision and missed-out deadlines. Clashes of ideas about tasks also help in choosing better tasks and projects. These are ‗functional conflicts‘. The most difficult conflicts are those arising out of value differences. The key issue is to understand the real cause of the differences. 

The Module will touch on how to make better use of the various channels of distribution so as to increase the revenue and profit potential from such sources.  We will use real world case studies to look at how the marketing has evolved over the years and how hotel companies have responded.  We will relate strategic marketing to today’s science of pricing (i.e. synchronicity of rates), revenue management (seamless availability of inventory), available opportunities to target and sell to individuals rather than masses, and the connection with the objectives of CRM (Customer Relationship Management).  We will stimulate an environment of open discussion (interactive) where traditional views and paradigms can be challenged and where optimization of distribution is the name of the game.