EHL Winter Hospitality Program Guide

Lausanne Hospitality Consulting SA – Le Chalet-à-Gobet CH-1000 Lausanne 25 Page 1
Solutions for the Hospitality Industry
LAUSANNE EXECUTIVE EDUCATION
WINTER PROGRAMME
07 – 23 FEBRUARY 2011

Tel: + 41 21 785 13 37 Fax: + 41 21 785 13 32 - lhcconsulting.com - E-mail: lhc@ehl.ch
ECOLE HÔTELIÈRE DE LAUSANNE (EHL)
The idea behind Lausanne Executive Education – Winter
Programme comes from the world’s oldest and
foremost hospitality institution. With over 100 years of
experience in hospitality education, Ecole hôtelière de
Lausanne’s reputation is second to none when it comes
to excellence and refinement in teaching the art of
living and receiving in a demanding environment.
Since 1893, EHL – located on the shores of Lake
Geneva – has consistently served the elite corps of the
global hospitality industry.
LAUSANNE HOSPITALITY CONSULTING (LHC)
LHC is the consulting and executive education
subsidiary of EHL. For the 4th edition of the
programme, LHC has created a choice of courses that
tackle crucial issues of the business environment,
dedicated to improving practical management skills.
Our courses are the result of permanent analysis and
self-questioning, enabling us to constantly refine and
improve the purpose and the quality of the modules
offered. Taught by highly qualified module leaders and
facilitators, the courses are held on the premises of
Ecole hôtelière de Lausanne and address executives in
small-sized groups to ensure a high level of interaction
and maximum learning.
THE CAMPUS
• State-of-the-art facilities
• Modern classrooms with multimedia equipment
• Professional visits and field trips
• Extensive library
• IT facilities with free Internet access
• Parking for visitors
• Daily coffee-breaks and lunch
Alumni Ecole hôtelière de Lausanne
(AEHL)
• Get linked to EHL’s alumni network of more than 8,000
active members in over 120 countries
• Details available on Associate Member, AEHL

QUICK GLANCE AT THE 3-DAY
MODULES
YOUR REASONS TO JOIN
Quality of professors—module leaders audited for
competency
• EHL senior faculty are joined by external international
consultants
• Mix of academic and practical aspects
Applied industry context—practical application of all
topics taught
• Dedicated to improving management skills in the
industry
• Great opportunity to acquire and refresh knowledge
and competencies
• Innovative, relevant courses in an applied industry
context
Hands-on learning—the best way
• Case studies, real-scenario exercises and personal
anecdotes
• Finding solutions to real problems faced by different
participants from around the globe
Selection of participants—your guarantee for a
consistent, high-level programme
• As members of a group, participants of diverse profiles
influence the team’s progress
• Exponential benefit: learning from each other!
• Small-sized groups—interaction and participation
• Classes limited to 25 participants
• Interactive and homogeneous learning environment
ensured
First business school for the hospitality industry—EHL
• State-of-art facilities in a modern setting
• Networking on a multicultural campus—contacts with
international participants and module leaders
Multiple modules to choose from—à la carte selection
• Four streams: Operations, Finance & Marketing,
Strategy & Business Development and Leadership &
Management
• Select a single module or a combination of modules
across streams
Proficiency in Hospitality Management (PHM)
• EHL recognizes—and rewards—executives committed
to constantly upgrading their knowledge and
competencies
• In line with the practice of lifelong learning needed in
today’s global knowledge economy
Associate Member, AEHL (Alumni Ecole hôtelière de
Lausanne)
• Join the elite club of hoteliers—more than 8,000 active
members in over 120 countries
OPERATIONS
• P t Optimisation for Function Spaces
Spas
rofi
• Rooms Revenue Management
• Customer Service Excellence
FINANCE MARKETING
• Improving Business Performance
• Asset Management Decision Making
• The Wealth-Building Brand
• Marketing of Small & Independent
Properties
STRATEGY BUSINESS DEVELOPMENT
• Sustainability as Key Driver for Strategic
Renewal Innovation
• Strategic Resilience – The Way to
Continuous Success in Challenging Times
• Good Ethics, Good Business
• Change Management
LEADERSHIP MANAGEMENT
• Leadership Communications
• Women in Leadership
• Transformational Leadership
• The Key to Personal Effectiveness
• Sustainable People Development
• First three years membership offered for PHM holders

Fees & Discounts
FEES INCLUDE
• Tuition and course materials
• The LHC Executive Education Certificate
• Advanced Certification PHM (when applicable)
• Lunch & 3 Networking coffee breaks during
programme days
• Professional visits and study field trips
(depending on the module chosen)
• VAT and government taxes
• Prices indicated are per person, per module
and are subject to change without prior notice
DISCOUNTS
• Early booking for payment received before 29
October 2010: -10% (cumulative)
• Alumni member discount: -20% (non-
cumulative)
• For other group and company discounts, please
contact LHC directly.
TERMS OF PAYMENT
• Module fees are due upon acceptance to
guarantee your participation in the
module(s)
• Enrolment fee CHF 200.- non-refundable
• Payment methods are MasterCard, VISA or
Bank transfer
CANCELLATION POLICY
Reimbursement will be granted if you inform
LHC of cancellation of your registration
before the start of the Corporate
Management Programme.
• + 60 days before: 100%
• 30 to 60 days before: 50%
• – 30 days before: 0%
• Substitutions of qualified candidates may be
made at no additional costs
OPERATIONS DATES PRICE
• P Optimisation for Function Spaces Spasrofit 10 to 12 February 2011 CHF 2’500.-
• Rooms Revenue Management 14 to 16 February 2011 CHF 2’500.-
• Customer Service Excellence 17 to 19 February 2011 CHF 2’500.-
FINANCE MARKETING
• Improving Business Performance 07 to 09 February 2011 CHF 2’500.-
• Asset Management Decision Making 10 to 12 February 2011 CHF 2’500.-
• Marketing of Small & Independent Properties 17 to 19 February 2011 CHF 2’500.-
• The Wealth-Building Brand 21 to 23 February 2011 CHF 2’500.-
STRATEGY BUSINESS DEVELOPMENT
• Sustainability as Key Driver for Strategic Renewal
Innovation
07 to 09 February 2011 CHF 5’000.-
• Strategic Resilience – The Way to Continuous Success in
Challenging Times
10 to 12 February 2011 CHF 3’000.-
• Good Ethics, Good Business 14 to 16 February 2011 CHF 2’500.-
• Change Management 17 to 19 February 2011 CHF 2’500.-
LEADERSHIP MANAGEMENT
• Leadership Communications 07 to 09 February 2011 CHF 2’500.-
• Sustainable People Development 10 to 12 February 2011 CHF 2’500.-
• Women in Leadership 17 to 19 February 2011 CHF 2’500.-
• Transformational Leadership 14 to 16 February 2011 CHF 2’500.-
• The Key to Personal Effectiveness 21 to 23 February 2011 CHF 3’100.-

Booking your Accommodation
HOTEL RESERVATIONS
BOOKING
• Participants may book directly with the
hotel of their choice
• Announce that you are an EHL Winter
Programme participant to enjoy the
special tariffs
RESERVATIONS SUBJECT TO ROOM AVAILABILITY
• Payment by the participant directly to the
hotel upon checkout
• Tourist tax, compulsory by Swiss law, vary
from hotel to hotel
TRANSPORT
• Complimentary shuttle service from the hotels in
Ouchy and Epalinges (schedules to be
confirmed)
• Participants staying in other hotels may still use
this service at the established pick-up points and
timings
Beau-Rivage Palace 5*
169 rooms
Place du Port 17-19
1006 Lausanne
+41 21 613 33 33
www.brp.ch
Angleterre & Résidence 4*
75 rooms
Place du Port 11
1006 Lausanne
+41 21 613 34 34
www.angleterre-residence.ch
Rates from CHF 325.- Rates from CHF 230.-
Mövenpick Hotel Lausanne 4*
265 rooms
Avenue de Rhodanie 4
1006 Lausanne
+41 21 612 72 87
www.moevenpick-hotels.com
Hotel Au Lac 3*
84 rooms
Place de la Navigation 4
1006 Lausanne
+41 21 613 15 00
www.aulac.ch
Hotel du Port 3*
22 rooms
Place du Port 5
1006 Lausanne
+41 21 612 04 44
www.hotel-du-port.ch
Hotel L’Union 3*
42 rooms
Ch. des Croisettes 2
1066 Epalinges
+41 21 653 89 89
www.hotel-union.ch

Proficiency in Hospitality Management
Advanced Certification
ADVANCED CERTIFICATION
The “Proficiency in Hospitality Management” advanced certification (PHM), is Ecole hôtelière
de Lausanne’s system of recognizing—and rewarding—executives who are constantly
upgrading their knowledge and competencies. This is proving crucial in today’s global
knowledge economy where we are witnessing change at an exponential rate. Employers
today favour individuals who show commitment to life-long learning by upgrading their
expertise and keeping pace with industry trends. For more than a century, EHL has been
committed to continuous learning and development through executive education
programmes delivered at the EHL campus and in over 35 countries worldwide.
HOW TO QUALIFY
• A minimum of twenty days of any of LHC’s Executive Education programmes
- Within three calendar years
• The PHM certification is valid for five years from the date of issue—the rationale being
that knowledge is ephemeral
PROGRAMMES THAT QUALIFY
• Modules of the annual Winter and Summer Programmes
• Tailor-made courses in EHL or anywhere in the world
• Courses delivered by EHL with partner schools in different countries
ASSOCIATE MEMBERSHIP
AEHL (Alumni Ecole hôtelière de Lausanne) is a network of more than 8,000 members in over
120 countries. As of 1 June 2004, hospitality professionals who participate in Executive
Education programmes with LHC may join AEHL as Associate Member.
HOW TO JOIN
• Completion of at least 1 three-day Executive Education course with LHC
• Enrolment via http://www.aehl.org/EHLan/Quest_adhesion_EN.doc

Module Schedule
3-DAY MODULES OPERATIONS
FINANCE
MARKETING
STRATEGY
BUSINESS
DEVELOPMENT
LEADERSHIP
MANAGEMENT
Week WP1a
Mon 07- Wed 09
February 2011
Improving
Business
Performance
Sustainability as Key
Driver
Dr. Thomas Streiff &
Prof. Christian Santschi
Leadership
Communications
Prof. Debra Adams
Prof. Susan
Goldworthy
Week WP1b
Thu 10-Sat 12
February 2011
Profit Optimisation
for Function Spaces
Spas
Asset
Management
Decision Making
Strategic Resilience
Sustainable People
Development
Prof. W. Foerster
Prof. Michelle Wells Prof. Debra Adams
Week WP2a
Mon 14-Wed 16
February 2011
Rooms Revenue
Management
Good Ethics, Good
Business
Transformational
Leadership
Prof. Michelle Wells Prof. John Swarbrooke Prof. Louis Lim
Week WP2b
Thu 17-Sat 19
February2011
Customer Service
Excellence
Prof. André Mack
Marketing of
Small and
Independent
Properties
Prof. Sofia
Brandão
Change
Management
Prof. Vindou Duc
Women in
Leadership
Prof. Alexia
Muteke-Ceppi
Week WP3a
Mon 21-Wed 23
February 2010
The Wealth-
Building Brand
Prof. Wei-Cheng
Chen
Key to Personal
Effectiveness
Prof. Yateendra Sinh
Please access www.lhcconsulting.com/lee for continuous updates on the modules offered.
ENROLMENT PROCEDURE
In order to enrol to our Lausanne Executive Education Winter Programme 2011, please
visit our website www.lhcconsulting.com/lee/winter-programme
For further details please contact:
Alexia Muteke-Ceppi Guendalina Gennari
alexia.mutekeceppi@ehl.ch guendalina.gennari@ehl.ch
+41 21 785 13 31 +41 21 785 13 34

Improving Business Performance
Prof. Debra Adams
07 to 09 February 2011
MODULE DESCRIPTION
The current economic climate requires managers to
demonstrate a greater understanding of the drivers
of business performance in order to make
operational decisions to improve revenues and
maintain profits.
This highly interactive programme has been devised
to provide the delegates with an opportunity to
continue to update their financial knowledge and
gain a better understanding of how to implement
better planning and control processes present in the
context of a service organisation.
Each delegate will have an opportunity to translate
their learning directly in to the workplace with case
studies and scenarios based on real business
problems and financial information.
RECOMMENDED READING
• Adams, D. (2006), Management Accounting for the
Hospitality Industry – A Strategic Approach,
Thomson Learning, London, ISBN 0-3043-2906-9
LEARNING OBJECTIVES
By the end of the Module, participants will be able to:
Knowledge
• Understand the ‘bigger picture’ – including the
significance of profit, cash and asset management
• Effectively employ budget management and business
forecasting
• Understand the external business environment and
the impact of external factors on decision making
• Manage shareholder and business wealth
Competencies
• Practise effective evaluation of business performance
• Interpret more effectively the business results and
apply effective decision making
• Create business plans and forecasts
Mindset
• Practise critical analysis of business performance
• Evaluate business performance
• Improved confidence when presenting on and
discussing financial data
METHODOLOGY
Balance of lectures and discussions with participant
presentations, seminars, debates and team games.
Participants are encouraged to bring reports from their
business for evaluation.
PARTICIPANTS
This course has been designed for operational
managers working in the hospitality, leisure and
tourism sectors who are required to make decisions
based on the interpretation of periodic performance
reports. It is assumed that delegates will have some
prior knowledge of the key accounting statements,
accounting concepts and performance measures.
MODULE LEADER
Debra Adams is a qualified accountant (CIMA) with a background in hospitality management coupled with 15
years experience of working in financial management education involving the design and delivery of courses in
finance, accounting and strategy for the service sector. Her early career was spent training and working in
finance roles with an international hotel group followed by 11 years spent in higher education and subsequently
4 years with accredited training providers. As a result she has considerable experience of designing programmes
including MBA, Corporate University, in-company and online programmes. She has written and presented
widely on the subject of demystifying business accounting. Debra is Director of Education for the British
Association of Hospitality Accountants and has been instrumental in the development and success of several
education projects for accountants working in the hospitality industry. She is also an advisor for Young
Enterprise working in local schools.

Sustainability as Key driver for Strategic Renewal and Innovation
Dr. Thomas Streiff & Prof. Christian Santschi
LEARNING OBJECTIVES
Knowledge
• Explain how sustainability is becoming the new key
driver of innovation in the tourism and hospitality
industry
• Identify the environmental changes relevant to their
businesses
• Describe the industry impact of new customer needs
based on a green lifestyle
Competencies
• Apply appropriate analytical tools to evaluate the
effect of short to long term environmental changes
on their own businesses
• Assess specific corporate challenges and
opportunities
• Develop competitive advantage tailored to their
corporate strategy arising from ‘green activities’
Mindset
• Perceive environmental and social issues –
challenges and opportunities - as source of
inspiration and innovation
• Appreciate the value of coordination and
cooperation along the entire tourism value chain
METHODOLOGY
Balance of lectures and discussions, case-studies,
group and individual work using real life cases from
participants' own companies, individual coaching
PARTICIPANTS
Hospitality executives, managers and owners who wish to
identify attractive options for strategic positioning based
on a solid understanding of environmental challenges.
MODULE DESCRIPTION
Sustainability is far more than corporate citizenship
or philanthropy. For cutting-edge leaders it is the
ideal way to enhanced innovation and
competitiveness.
The module provides comprehensive and down-to-
earth insight into the concept of corporate
sustainability comprising environmental and social
challenges tourism and hospitality entrepreneurs are
facing today. Exposure of the tourism and hospitality
industry and relevant impacts are revealed and
analyzed using scientifically substantiated scenario
techniques.
Participants will be enabled to identify crucial risks
as well as promising opportunities for their own
businesses with the help of a tailor-made, easy-to-
apply analytical framework. In a second step, they
will be asked to transfer their consolidated findings
into strategic options aimed at achieving sustainable
competitive advantage. Developing this unique
strategic position will motivate participants to
rethink their business models as well as their
products, technologies, and processes.
RECOMMENDED READING
• Kearney, A.T. Inc. (2009). 'Green Winners: The
Performance of Sustainability-focused companies in the
financial crisis. Chicago.
• Hahn T. „Nachhaltig erfolgreich Wirtschaften. Eine
Untersuchung der Nachhaltig-keitsleistung deutscher
Unternehmen mit dem Sustainable-Value-Ansatz“.
Berlin - Institut für Zukunftsstudien und
Technologiebewertung.
• Paul Burke (2002). Sustainability Pays. - Sustainability as
Key driver for Strategic. Renewal and Innovation.
Manchester: CIS.
Christian Santschi, Prof., works as
business consultant (Partner of hsp -
Hodler, Santschi & Partners Ltd.) and
Professor of Leadership and Strategic
Management at the University of
Education in Bern. Within his advisory
activities he specializes in corporate
Thomas Streiff, Ph. D., is Partner of
BHP – Brugger and Partners Ltd. His
fields of expertise at BHP cover the
strategic consulting and coaching of
multinational companies in shaping
and integrating the principles of
sustainable development and
processes. In addition to his record as a consultant
he has wide leadership experience as a member of
different boards of directors and executive boards.
He is a former member of the management of
hotelleriesuisse, the Swiss Hotel Association.
corporate responsibility. He is CEO of The
Sustainability Forum Zurich, an internationally well-
reputed organization that offers business leaders a
platform to exchange ideas and experiences with
respect to sustainable business models.

Leadership Communications
Prof. Susan Goldsworthy
MODULE DESCRIPTION
Executives spend a great deal of time learning
functional skills but tend to spend far too little
time on learning how to improve their personal
presence at individual, group and organizational
level. Combining techniques and knowledge
from the worlds of sports, neuroscience and
theatre, participants will learn how to have
greater influence and impact in their daily
working lives.
In this module, we practice techniques and
apply tools that can assist you in leading
yourself and leading others more effectively.
Working with your own authentic style, and
learning from feedback, participants practice
influence and persuasion skills, learn practical
presentation skills, learn about effective
dialogues and their blocks, practice active
listening and learn tools for creating powerful
messages. Participants work on words, tone and
body language skills to maximize their impact.
Through interactive lecture-discussions, hands-
on exercises and role plays, participants will be
able to practice and improve their own
communications skills across all levels with
immediate effect.
LEARNING OBJECTIVES
Knowledge
• Identify their own Communications Style, as well as
others
• Describe the laws of influence & persuasion
• Name and explain the three Ps of Presentation Skills
Competencies
• Create powerful messages
• Apply simple techniques for powerful dialogue
• Manage conflicts and difficult conversations more
effectively
Mindset
• Have a greater appreciation for the impact of their
own communications style in engaging and inspiring
others
METHODOLOGY
Interactive lecture-discussions, hands-on exercises and
role plays
PARTICIPANTS
For hotel owners, managers and department heads,
who would like to improve their communication skills.
RECOMMENDED READING
• Influence: The Psychology of Peruasion, Dr
Robert Cialdini, Collins Business Essentials, ISBN
0-688-12816-5
MODULE LEADER
Susan Goldsworthy, MSc. is founder & CEO of Goldswolf, a company specialising in
leadership communications, executive coaching and change management. Susan has
more than 20 years experience working in large multinationals at senior management
levels on global communications for both external and internal audiences. As well as
consulting to a number of international clients, she is on the faculty at Webester
University, Geneva Campus, and also is an occasional lecturer at IMD and Stockholm
School of Economics. Passionate about helping people turn knowledge into behaviour,
Susan combines knowledge from the fields of Neuroscience, Sports and business. Since
2004, Susan has been an executive coach at IMD and assisted Professor George Kohlrieser
in the writing of his award-winning book, ‘Hostage at the Table.’ Susan holds post
graduate qualifications in marketing, direct marketing, change management, executive
coaching and the neuroscience of leadership. She is a former Olympic finalist and
European & Commonwealth medallist in swimming.

Profit Optimisation for Function Spaces Spas
Prof. Michelle Wells
MODULE DESCRIPTION
For over twenty years Revenue Management has
been practiced in the lodging business and with the
increasing realisation of the financial and operational
benefits the extension of practices into other
departments is imminent. Be at the forefront of
exploring the possibilities and extending the concept
of revenue management into other revenue
generating departments.
Whether function spaces or spas is your primary
product or an additional revenue generator, you can
gather competencies in effective forecasting,
assessing revenue contributions and exploring
optimisation strategies for function spaces and spas.
We challenge you to an intensive 3-day module
towards profit optimisation.
RECOMMENDED READING
LEARNING OBJECTIVES
Knowledge
• Identify and explain the fundamental concepts and
building blocks in Revenue Management
• Elaborate and discuss the development of Revenue
Management strategies and methodology into
other departments
• Explore systems from decision support to
performance control
Competencies
• Apply basic forecasting techniques
• Apply optimisation models and techniques
• Assess business performance and propose ‘product’
modification strategies
Mindset
• Quantify the impact of Revenue Management
• Appreciate the value of strategies into other
revenue generating departments
• Evaluate the daily tasks of Revenue Management
and their influences
METHODOLOGY
Balance of interactive lecture-discussions, hands-on
exercises and debates.
PARTICIPANTS
Managers and executives in Rooms division, Sales and
Marketing, Spa Managers, Event Organisers and
General Management, vested with the responsibility
of optimizing revenue and integrating it throughout
the company.
• Ingold, A., McMahon-Beattie, U. & Yeoman, I.
(2000), Yield Management: Strategies for the Service
Industries, Thomson Learning, London, ISBN 0-
8264- 4825-9
• Yeoman, I. & McMahon-Beattie U. (2004), Revenue
Management and Pricing: Case Studies and
Applications, Cengage Learning Business Press,
London, ISBN 978-1-8448-0062-9
• Bodeker G. & Cohen M. (2008), Understanding the
Global Spa Industry: Spa Management,
MODULE LEADER
Michelle Wells is an internationally experienced hospitality professional and educator coupled
with a background in event management and holds a Masters in Convention and Events
Management from Southern Cross University, Australia. She has worked in hospitality education
as a Programme Manager and lecturer in Les Roches, Hotel Management School and as a
facilitator in Mexico and the Ukraine. Her professional career in hospitality has taken her from
resorts in Greece to the UK and to the Maldives with stops in Switzerland along the way, most
recently as an independent hospitality consultant and trainer for companies worldwide. She has
firm knowledge and experience in management and takes the most pleasure as a facilitator to
learning where she can put her creativity, energy, and language and people skills to use. In her
free time, Michelle enjoys sports such as volleyball, skiing, squash, tennis, and is a certified diver.

Asset Management Decision Making
Prof. Debra Adams
MODULE DESCRIPTION
LEARNING OBJECTIVES
All managers are responsible for maximising the use
and value of resources is essential for improving
return on investment and meeting business
objectives.
By the end of the Module, participants will be able
to:
Knowledge
• Employ business tools to monitor and measure
effective asset management
This case study driven programme introduces
techniques to improve asset management in the
hospitality industry and provides the delegates with
an opportunity to develop their understanding of
current asset management issues and the
requirement to meet investors’ objectives.
• Use investment appraisal analysis techniques for
strategic decision making
• Assess alternative sources of funding and cost of
capital in the current market
• Apply risk and sensitivity analysis techniques to
business decision making
The programme requires a prior understanding of
financial statements and accounting concepts.
Competencies
RECOMMENDED READING • Practise a range of techniques to evaluate
business data for decision making
• Adams, D. (2006), Management Accounting for the
Hospitality Industry – A Strategic Approach,
• Measure the impact of business decision making
on profitability and cash flow
• Create business plans and feasibility analysis
Mindset
MODULE LEADER • Practise critical analysis in business planning
• Evaluate the viability of alternate business
propositions
METHODOLOGY
presentations, seminars, debates and team games.
PARTICIPANTS
This course has been designed for newly appointed
asset managers and for senior managers working in
the hospitality, leisure and tourism sectors who
need to improve their understanding of how to
manage capital assets to maximise return and
business growth.
Her early career was spent training and working in
finance roles with an international hotel group
followed by 11 years spent in higher education and
subsequently 4 years with accredited training
providers. As a result she has considerable experience
of designing programmes including MBA, Corporate
University, in-company and online programmes. She
has written and presented widely on the subject of
demystifying business accounting. Debra is Director of
Education for the British Association of Hospitality
Accountants and has been instrumental in the
development and success of several education projects
for accountants working in the hospitality industry. She
is also an advisor for Young Enterprise working in local
schools.
Debra Adams is a qualified
accountant (CIMA) with a
background in hospitality
management coupled with 15 years
experience of working in financial
management education involving
the design and delivery of courses in
finance, accounting and strategy for
the service sector.

Strategic Resilience: The Way to Continuous Success in Challenging Times
MODULE DESCRIPTION
You've been working so hard for your company's
success. But in these turbulent times it seems as
fragile as never before. Abrupt shifts in customer
needs, new business rivals, geopolitical and
ecological challenges as well as disruptive
technological development turn winners into losers
in no time. Therefore it becomes essential to your
company to be able to continuously anticipate the
relevant changes and to reinvent your business
model in time. To thrive in turbulent times,
companies must become as efficient at renewal as
they are at producing today's products and services.
Achieving such strategic resilience isn't easy but
crucial to attain sustainable success.
Participants of this module learn to identify the
moment when their company has to change
fundamentally. Applying cutting edge business-
modeling techniques participants will be enabled to
develop and implement real-world solutions for
corporate prosperity. Furthermore they will be
prepared to handle and overcome the most
common obstacles and pitfalls during the successful
formation of their business practices.
RECOMMENDED READING
• Christensen, C. M., (2003). The Innovator's Solution:
Creating and Sustaining Successful Growth,
Harvard Business School Publishing, ISBN 1-
57851-852-0
• McGrath, R. G. & Macmillan, I. C., (2009). Discovery-
Driven Growth, Harvard Business School
Publishing, ISBN 978-1-59139-685-7
LEARNING OBJECTIVES
to:
Knowledge
• Identify the deal with the four interlocking
elements of a successful business model
• realize how the imprudent use of traditional
financial tools can harm the innovation potential
of your company
• Differentiate between conventional, platform-
based and discovery-driven planning
Competencies
• Anticipate in time strategy decay
• Eliminate common innovation killers
• Reinvent their business model following cutting-
edge business methodology
Mindset
• Notice signs of disruptive change intuitively
• Lead change processes with entrepreneurial spirit
and rigor
• Demonstrate openness to continuous learning
and renewal
METHODOLOGY
presentations and case studies.
PARTICIPANTS
Hospitality executives, managers and owners who
wish to explore and develop their strategic
leadership capabilities.
MODULE LEADER
Christian Santschi, Prof., works as business consultant (Partner of hsp - Hodler, Santschi &
Partners Ltd.) and Professor of Leadership and Strategic Management at the University of
Education in Bern. Within his advisory activities he's specialized in corporate change and
innovation processes. He is leading extensive strategic and organizational consultancy
projects for renowned companies mainly out of the tourism, health and educational
sector. He holds a Master of Business Administration of the University of Bern. In addition
to his record as a consultant he has a wide leadership experience as a member of
different boards of directors and executive boards. He was also a former member of the
management of hotelleriesuisse, the Swiss Hotel Association.

Rooms Revenue Management
Prof. Michelle Wells
MODULE DESCRIPTION LEARNING OBJECTIVES
Time is money! Though a given in any business setting,
the statement is even more valid in the hospitality
industry—managing a perishable capacity like hotel
rooms is critical when most of our costs are tied up in
real estate. A room not sold today is not only a revenue
opportunity lost forever; it is more importantly, a fixed
cost that can no longer be recuperated. Revenue
Management is the science of maximizing income
growth through the application of disciplined tactics
that predict customer behaviour at micro-market level
and optimizing product availability and price (Cross,
1997). It is about offering the right service, at the right
time, to the right customer, at the right price and
through the right channel.
Knowledge
• Identify fundamental information for application in
Revenue Management
• Explain building blocks and key concepts in Revenue
Management
• Elaborate the development of Revenue Management
systems and processes
Competencies
• Develop pricing and product strategies
• Apply basic forecasting techniques
• Apply overbooking policies
Mindset
• Quantify the impact of Revenue Management
• Appreciate the customer price-value relationship and
pricing on demand
In this Module, discover how simple forecasting
techniques can help us predict customer purchasing
patterns and develop tactics to maximize revenue
growth. We will explore how groups and distribution
channels can be best managed and how to develop
and manage overbooking. We will also delve into the
key components of Revenue Management from a
strategic perspective.
• Evaluate the daily tasks of Revenue Management and
their influences
METHODOLOGY
Interactive lecture discussions and hands-on exercises.
PARTICIPANTS
Managers and executives in Rooms division, Sales and
Marketing and General Management, vested with the
responsibility of optimizing revenue and integrating it
throughout the company.RECOMMENDED READING
• Talluri, K. T. & Van Ryzin, G. J. (2004b), The Theory
• Parker, J, Stuart-Hill, T. & Tranter, K. A. (2008), Introduction to Revenue Management for the Hospitality
Industry: Principles and Practices for the Real World, Prentice Hall, ISBN 978-0-1318-8589-9
and Practice of Revenue Management, Kluwer Academic Publishers, Boston, ISBN: 978-0-3872-4376-4
• Ingold, A., McMahon-Beattie, U. & Yeoman, I. (2000), Yield Management: Strategies for the Service Industries,
MODULE LEADER
Michelle Wells is an internationally experienced hospitality professional and educator coupled
with a background in event management and holds a Masters in Convention and Events
Management from Southern Cross University, Australia. She has worked in hospitality
education as a Programme Manager and lecturer in Les Roches, Hotel Management School
and as a facilitator in Mexico and the Ukraine. Her professional career in hospitality has taken
her from resorts in Greece to the UK and to the Maldives with stops in Switzerland along the
way, most recently as an independent hospitality consultant and trainer for companies
worldwide. She has firm knowledge and experience in management and takes the most
pleasure as a facilitator to learning where she can put her creativity, energy, and language and
people skills to use. In her free time, Michelle enjoys sports such as volleyball, skiing, squash,
tennis, and is a certified diver.

Transformational Leadership
Prof. Louis Lim
RECOMMENDED READING
• Burns, J. M. (2003), Transforming Leadership, Grove
Press, New York, ISBN 0-8021-4118-8
• Taylor, D. H. (2007), The Imperfect Leader,
AuthorHouse, Indiana, ISBN 978-1-4343-2085-8
MODULE DESCRIPTION
A decade into the Millennium—what has changed
and what is new in leadership? How are today’s
leaders leading knowledge workers and Generation
Y employees? As the name suggests,
transformational leadership is about leading by
transforming—through change and growth. The
changes need to create value for both the
organization and individuals, including the leaders
themselves and growth does not happen if we keep
within our comfort zones. With organizational
loyalty and employee longevity on the decrease,
leaders today have a fleeting moment in a person’s
career to manifest positive changes. How can it be
done? How can employee morale synch with
organizational productivity and profitability? The
Transformational Leadership Module will equip
participants with a set of hammer-and-nail tools to
leverage leadership as a talent retention tool in their
companies.
LEARNING OBJECTIVES
Knowledge
• Elaborate the six parameters of transformational
leadership
• Define quality through several leadership
paradigms
• Connect vision and mission with strategies and
tactics
Competencies
• Practise tactics in inspiration and motivation
through a series of individual and team interactions
during the Module
• Compare and contrast individual and team
competences in diversity management, bio-mimicry
and emotional intelligence
Mindset
• Link short- and long-term revenue maximization to
company brand equity
• Defend the urgency of climate change and
corporate governance in today’s knowledge, global
economy
METHODOLOGY
Individual and group psychometrics, case study and
participant presentations.
PARTICIPANTS
Anyone may or may not be a leader, at work and/or
at home. A leader is a frame of mind—defined by
results and recognized by followers. It is not a job
title. The Transformational Leadership Module is for
people who aspire to lead by creating positive
changes for themselves and those around them,
whatever their job titles.MODULE LEADER
Louis Lim is both Director, LHC and faculty member, EHL. In missions across Europe, Asia, the
Middle East, Africa and the Americas, he facilitates seminars, designs training courses and
consults for hotels, hotel schools, cruise and airline caterers, hospitals and clubs, in Human
Resource Management and Development, F&B, Sales, Customer Care and Communication.
He holds a BA in Business Administration and Human Resource Management, Webster
University, Geneva, and a Hotel Management Diploma, SHATEC/EHL. In Business Protocol,
Louis consults for and trains hoteliers, restaurateurs, private and commercial airline
executives and cabin crew, bankers, construction engineers, architects, Swiss ambassadors
and their spouses and butlers of royal households and state receptions.

Women in Leadership
Prof. Alexia Muteke-Ceppi
MODULE DESCRIPTION
Women have challenges as leaders that their male
counterparts do not face. It is essential to know how
to use our influence effectively, decisively and non-
aggressively to achieve our goals and deliver results.
The emphasis of Women in Leadership is on
interpersonal behaviour within the male dominated
world, a focus on an active attitude towards goals.
Leaders have empathy with other people and create
excitement in work situations. Leaders are
innovative, inspire trust, keep their eye on the
horizon and do the right thing. To maximize
women’s potential in a changing global hospitality
and service industry the need for leaders is more
evident than ever before. You need a specific set of
skills to work successfully with your employees.
Breaking through the glass ceiling, balance between
yourself, your world and your life. Making effective
decisions and solving problems are still a part of
your daily life, but added to this, are the challenging
leadership skills of communicating in a man’s world,
delegating, coaching, motivating, hiring and leading.
Participants will return to the workplace energized,
stimulated and ready to lead.
LEARNING OBJECTIVES
to:
Knowledge
• Understanding leadership models between men
and women
• Understanding the challenges of women in
leadership
• Examine methods for building relationships
through effective communication skills,
emotional intelligence and Insight discovery
Competencies
• Practise leadership thinking and behaviour
• Measure the performance of one’s Self in
relation to leadership qualities
• Charting a successful career path
Mindset
• Practise critical analysis in leadership behaviour
• Evaluate their unique situation and future goals
in leadership
METHODOLOGY
Balance of lectures and discussions with
participant presentations, debates and team
games.
PARTICIPANTS
Women in business, who have been in business for
two or more years, women leading established
businesses women starting a business, women
managers aspiring to be leaders of the future, and
men who aspire to retain and promote women
leaders in their organisations.
MODULE LEADER
Alexia Muteke-Ceppi has been in the field of international and hospitality education
for the last ten years in Switzerland, South Africa and Kenya.
Currently, as Consultant with Lausanne Hospitality Consulting, she has been on
missions across the world delivering training and consulting in hospitality. With
several international schools in Lausanne, Nairobi and Johannesburg, she was a career
advisor and in charge of the development and implementation of education
programmes for secondary education. She holds a Bachelor’s degree in Education,
Kenyatta University, Kenya, and an MBA, Business School Lausanne.
RECOMMENDED READING
• Kohlrieser, G. (2006), The Hostage at the Table:
How Leaders Can Overcome Conflict, Influence
Others, and Raise Performance, Jossey Bass, San
Francisco, ISBN 978-0-7879-8384-0
• Helgesen, S. (1995), The Female Advantage:
Women’s Ways of Leadership, Doubleday
Currency, New York, ISBN 978-0-3854-1911-6

Change Management
Prof. Vindou Duc
MODULE DESCRIPTION
LEARNING OBJECTIVESChange is part of our everyday lives. Research shows
that 70% of change efforts fail or are derailed. Most
change efforts require significant adjustments in how
large numbers of people get work done. At all levels,
leading change has become an important part of a
manager’s role. Leaders need the buy-in and
commitment of the people who are being asked to
change. The only control we have over it is how we
accept and move through the change curve.
Knowledge
• Identify characteristics of leading successful change
efforts
• Identify the context of change and the impact of the
environment within which change happens
• Elaborate the barriers and sources of resistance to
change and identify ways in which these may be
overcome
Competencies
• Assess the current state of the organisation’s own
efforts to effectively deal with and embrace change
• Develop a personal action plan that will enable you
to take change forward within your organisation
• Develop a personal toolkit for use in change
situations
Mindset
• Chart a framework within which organisational
change can be planned and implemented
METHODOLOGY
Presentation of different possible methodologies,
case study, group work and participants projects
PARTICIPANTS
Senior and middle managers; change managers;
project managers; program Managers and project
teams; process improvement specialists; Human
Resources functions; professionals currently, or soon
to be, involved in major organisational change.
“We tried to do this before, and it failed.”, “You are
working on the wrong problem.”, “We have always
done it this way, why change?” – Any of these
questions sound familiar? Change Management will
give the tools, frameworks and concepts to address
the typical questions raised during change, and lead
change initiatives effectively. Defining what change
is, identifying the problem, facilitating the transition
and sustaining the change are some of the topics
that will be discussed to allow participants to
develop and use the appropriate change strategy to
their environment and organization.
RECOMMENDED READING
• Kotter, J. and Rathgeber, H. (2006) - Our Iceberg is
Melting, St. Martin’s Press - ISBN 0-312-36198-x
• Matta, N. F. and Ashkenas, R. N. (2003) Harvard
Business Review – Why good projects fail anyway.
MODULE LEADER
Vindou Duc is a Senior Consultant in the Human Resources field for the company Duallis.
With a professional experience of over 15 years in marketing and human resources for
major international organizations, she trains, facilitates and consults on human resources
management and development projects, from the Philippines to Brazil, and many countries
in between these two poles. Prior to being an HR consultant, Vindou held senior HR roles
in a variety of industries such as pharmaceutical, consumer goods and services. Her motto
is looking for continuous improvement in a lean approach.
She holds a post grade in Human Resources from the Open University, London and is
currently pursuing her Masters in Human Resources Management from the Open
University, London.

Customer Service Excellence
Prof. André Mack
MODULE DESCRIPTION
In today’s highly competitive environment, hospitality
“hardware” is no longer enough to keep you ahead of
the pack. “Software” – in terms of superior customer
responsiveness – anticipating and fulfilling customer
needs and wants – is the key. To achieve sustainable
competitive advantage, your hospitality business must
develop a strategic vision of the role played by customer
service in its overall value proposition and identify the
appropriate financial and non-financial objectives and
metrics to allow you to drive its implementation.
In this practice-oriented, “hands-on” module, we equip
you to develop both a vision and implementation plan
for your business.
LEARNING OBJECTIVES
Knowledge
• Explain how customer service contributes to the
value proposition of a hospitality business
• Explain how a Balanced Scorecard approach can be
used to improve competitiveness
Competencies
• Analyze the impact of customer service on the value
proposition and competitiveness of your business
• Develop a Balanced Scorecard to drive superior
customer service
Mindset
• Develop your skills in strategy formulation and
implementation
Practice “thinking outside the box”
METHODOLOGY
Assigned readings, interactive lectures, role-plays, in-
class exercises, evening assignments
PARTICIPANTS
Managers, executives and entrepreneurs in any
service-related business
MODULE LEADER
André Mack has an extensive career in the in-flight catering industry and management
consulting. Specialized in the areas of strategic marketing, customer service and business
process re-engineering.
He is both a Director, Lausanne Hospitality Consulting SA, and faculty member, Ecole hôtelière
de Lausanne, lecturing on project management and consulting. André facilitated seminars on
product development, Activity Based Costing, marketing and customer service strategies. The
consulting mandates in operational and quality auditing of hospitality business units, re-
engineering of management and operational processes, strategic business analysis, as well as
the development of hospitality learning centers, have allowed him to touch base in New York,
Sydney and many countries between these two destinations. André is an alumnus of HSG
(University of St. Gallen) and of Ecole hôtelière de Lausanne. He speaks French, German and
English, mixing it up sometimes with the various Swiss German dialects.
RECOMMENDED READING
• Marcus, A. A. (2005), Management Strategy: Achieving
Sustained Competitive Advantage, New York: McGraw-
Hill/Irwin, ISBN-10: 0072951877.
• Meyer, D. (2006), Setting the Table: The Transforming Power
of Hospitality in Business, New York: HarperCollins, ISBN-10:
0-06-074275-5
• Kaplan, R. S. Kaplan & Norton, D. P. (2008), The Execution
Premium: Linking Strategy to Operations for Competitive
Advantage, Boston: Harvard Business School Press, ISBN
13:978-1-4221-2116-0,

RECOMMENDED READING
• Horner. S & Swarbrooke J. (2007), Consumer Behaviour in Tourism, 2nd Edition, Elsevier, Oxford, ISBN 978-0-
7506-32836
• Much of the module will be based around case studies and exercises
• Use will also be made of official statistics and market reports
Good Ethics Good Business
Prof. John Swarbrooke
MODULE DESCRIPTION
In today’s highly competitive market it is vitally
important that every hospitality and tourism
organisation has the best possible information on
which to base management decisions. We need to
know about trends in consumer behaviour and how
customers are making their purchase decisions. We
need to know if our customers are satisfied with the
service we offer. We would also like to be able to
identify and target potential future customers.
At the same time we want to be able to measure how
effective our marketing is and what return we receive
from the money we spend on marketing.
However we often think the cost of finding out these
things will be too high or will involve the use of
expensive consultants. Or we think that finding out
these things will take more time than we have as busy
owners or managers.
What we rarely recognise is that our failure to
systematically gather market intelligence and evaluate
our marketing costs us dear in terms of wasted
expenditure and reduced revenue.
This module is designed to give participants a range of
tools to allow their organisations to undertake cost
effective marketing research.
LEARNING OBJECTIVES
Knowledge
• Understand how the collection of different kinds of
information can help us make better management
decisions
• Identify which techniques to use to obtain different
kinds of information.
• Appreciate the latest thinking in market
segmentation
Competencies
• Set up an effective system for measuring customer
satisfaction
• Understand how to interpret statistics and
understand their marketing implications
• Understand how to use techniques including focus
groups, observation and consumer panels
Mindset
• Recognise that marketing research is a vital
requirement for any hospitality or tourism
organisation that aims to be successful
METHODOLOGY
A mixture of lectures, interactive exercises, case
studies and participant discussions..
PARTICIPANTS
Managers and owners responsible for corporate
strategy and marketing. Managers responsible for
front line service delivery.
MODULE LEADER
John Swarbrooke is Academic Director of César Ritz Colleges Switzerland. He is also
Professeur Visitant at IMHI/ESSEC Paris. John was formerly Head of Tourism and Director of
the Centre for International Tourism Research at Sheffield Hallam University in the UK. John is
the author of eight books which have been translated in to a number of languages and are
sold worldwide. In recent years he has undertaken research and consultancy projects in more
than twenty countries. John has also been an invited keynote speaker on CSR at major
international conferences in more than thirty countries. Finally, John has delivered workshops
for professionals for clients.

The Key to Personal Effectiveness
Prof. Yateendra Sinh
MODULE DESCRIPTION
Our perceptions of the world, our work and the other
people in our lives are affected by past experiences, our
expectations and where we place our priorities. Our level
of performance and overall team working results can be
significantly impacted by increased self-understanding
and understanding of others, by enhancing our ability to
adapt and by improving our ability to connect with
others in both our personal and work theatres.
This three-day Module will address the key requirements
in “Best communication”:
• Recognizing and understanding the person you are
dealing with
• Adapting your approach to communicating with them
• Lowering “resistance” and starting an efficient
negotiation.
• Dealing with “The Difficult Person” and start a fruitful
collaboration
LEARNING OBJECTIVES
Knowledge
• Explain the nature of perception and its importance
in our relationship with others
• Identify the four basic colour energies and the
characteristics associated with each
• Examine the relative strengths and weaknesses of
each colour
• Competencies
• Develop a quick way to recognize the different
types of person you are dealing with in the hotel
Industry
• Develop efficient strategies to communicate,
influence and negotiate
• Elaborate the perception from “Difficult Person” to a
“Valued Person” in your relationship with somebody
Mindset
• Be ready to see others in a different and more
valuable way
• Open for new challenges and objectives
METHODOLOGY
Interactive discussions and participative exercises.
Opportunities for reflection and expression.
PARTICIPANTS
• Hospitality executives from supervisors to general
managers and above
• Individuals interested in improving their
interpersonal skills and understanding and improving
their interaction dynamics with others; applicable to
both personal and professional life
RECOMMENDED READING
• Givens, C.J., (1993). Super Self:
Doubling Your Personal Effectiveness.
Diane Pub co, Darby, USA. ISBN
0788158325
• Winstanley, D., (2005). Personal
Effectiveness: a guide to action. Chapter
4, CIPD, London. ISBN 1843980029
MODULE LEADER
Yateendra Sinh is the head of Lausanne Hospitality Consulting SA, the Consulting and Executive Education subsidiary
of Ecole hôtelière de Lausanne. With this responsibility, Yateendra is at the forefront of LHCs business strategies and
client portfolio management. Since moving to Switzerland in 2000, he has delivered training and consultancy on
strategic, managerial and operational issues, in over 36 countries. Yateendra believes in continuous improvement of
service quality and in providing the hospitality industry with radical and innovative solutions. Prior to joining LHC,
Yateendra held various operational responsibilities such as pre-opening and managing of hotels, business clubs,
townships and large IT infrastructure networks. Yateendra has expertise in many facets of the hospitality industry:
planning, policy-making, industry diagnostics, strategic analysis, new product & concept development, re-
engineering, marketing and information technology. He is a graduate in Economics from the University of Bombay
and has a three-year post-graduate Diploma in Hotels & Management.

Marketing for Small & Independent Properties
Prof. Sofia Brandão
LEARNING OBJECTIVES
to:
Knowledge
• Understand the importance of having a strategy
to position a property and how it can help to
make wise business decisions
• Identify strengths and weak points and prepare
action plan
• Understand how to adapt to the new market rules
and plan
Competencies
• Create and implement a dynamic and interactive
action plan
• Identify the right tools to promote and create
awareness
• Built the CRM (Customer Relationship
Management) system
Mindset
• Evaluate the previous plans and actions in order
to improve performance
• Recognize that the action plan is a live tool and
can help to improve business performance
METHODOLOGY
• Interactive lecture-discussions
• Practical exercises
• Business Cases
PARTICIPANTS
Owners, managers and executives in corporate
strategy, general management and sales &
marketing management people with the goal to
better understand the business and achieve better
results.
MODULE DESCRIPTION
Looking back to the previous year do you feel you
could have done better? Do you feel you reacted late
to the market and lost business? Do you feel your
property is in the client mind when he makes the
buying decision? The world is not the same after the
financial crisis and the golden rule now is - adapt.
Adapt to the market, adapt to the clients, adapt to the
real world. The customer still spends money although
is more cautious with his expenses. He looks more
than ever for the value for money – are you ready for
this new mentality?
In this module, you will be able to find out where you
want your property to be positioned and how to get
there. Understand the most effective ways to
communicate your hotel and maximize your budget.
Take advantage of new tools such as marketing 2.0
and Customer Relationship Management (CRM) to
increase awareness, knowledge of the market and
customer loyalty.
RECOMMENDED READING
• Tungate, M.(2009), Luxury World: The Part,
Present and Future of Luxury Brands, Kogan
Page, ISBN 978-0749452636
MODULE LEADER
Sofia Brandão has as field of study Management,
specialized in International Marketing and Strategy.
Previously she worked in the Portuguese Tourism
Board in Argentina and started her hospitality career in
Starwood. There she was responsible for 3 hotels
opening’s as Spa Manager and worked as a consultant
in two other spas.
She was also a lecturer in Universidade do Algarve, Portugal in a Postgraduate
course of Spa Management. Currently overlooks Sales, Marketing and Spa for
Aquapura Hotels. Sofia was also awarded by the Spanish Government for Spa
Management Research. Creativity, efficiency and out of the box thoughts are her
mains qualities.

MODULE DESCRIPTION
There’s a real paradox in modern leadership: Individual
achievement is typically what brings us the recognition to
be promoted in the first place. But it is our ability to help
others be successful that ultimately defines our own
ongoing success.
This sometimes means that we have to let others take
credit for the good things that we help initiate. And, while
this may seem unfair at times, if we help enough people
achieve success, we become known as someone who
routinely helps people do good work. And what better
compliment can there be for a leader these days?
In this module you will understand the theory behind it
through doing. You will be encouraged to learn through
own experience and shared experience of the group.
The module will focus on using a variety of activities,
discussions and exercises and will link to your own
experiences within your business and your organization.
You will benefit from this module with long lasting
sustainability.
RECOMMENDED READING
• Covey, S. R., (2004), The 7 Habits of Highly Effective
People, 15th Edition, Free Press, New York, ISBN 978-0-
7432-6951-9
• Knigge, A. (2007), Practical Philosophy of Social Life or,
the Art of Conversing with Men, Penniman & Bliss
Boston, ISBN 978-0-5481-5294-2
LEARNING OBJECTIVES
Knowledge
• Understand the keys to improved teamwork
• Explain the key factor leading to great job satisfaction
• Analyse people’s willingness and loyalty potential
Competencies
• Reduce complaints, increase the organizational
strengths and reduce cost
• Reduce conflicts in their teams
• Increase the commitment of their team members
• Achieve higher bottom line profitability
• Identify and support the high-potentials in their team
Mindset
• Open to leverage staff relations, stakeholder relations
and peer relations
METHODOLOGY
Lecture-discussions, study cases, in-class exercises,
team games.
PARTICIPANTS
Managers, executives and owners in the people
industry.
sectors who need to improve their understanding of
how to manage capital assets to maximise return and
business growth.MODULE LEADERS
Wolfgang Foerster is owner of GastroTRAIN, a business consultancy in Germany being specialized on training and
coaching of people working in the hospitality and tourism industry. He is an EHL graduate and German TÜV-certified
trainer. His industry experience spans 15 years with Hyatt, Sheraton and American Express where he held the
positions of corporate trainer, manager operations and regional director northern Europe. In 2004 he founded his
company GastroTRAIN. The main areas of activity are people empowerment, leadership, personal development,
service quality, executive coaching. He is a certified quality-trainer for the official quality-program of the German
Hotels and Restaurants Association (DEHOGA). He also is a graduated business coach from the European Business
School.
Sustainable People Development
Prof. Wolfgang Foerster

RECOMMENDED READING
• Aaker, D. A. and Joachimsthaler, E., (2002), Brand
Leadership, The Free Press, New York, ISBN 0-7432-
0767-X.
• Keller, K. L., (2007), Strategic Brand Management:
Building, Measuring, and Managing Brand Equity,
Prentice Hall, Upper Saddle River, New York, ISBN 0-
1318-8859-5.
• Murphy, J. and Hart, S., (1997), Brands: The New
Wealth Creator, Palgrave Macmillan, ISBN 0-8147-
5599-2
The Wealth-Building Brand
Prof. Wei-Cheng Chen
21to 23 February 2011
MODULE DESCRIPTION
It is not a surprise to say that brand can be one of the
most valuable assets of your company. When a brand
is properly built and promoted, it has an immense
value. However, branding goes well beyond marketing
and selling your products or services. Human beings
are emotional creatures, and branding is all about
managing and understanding the emotions of your
customers. Possessing a power and wealthy brand will
help you to compete in this ever-changing world. How
does branding add soul and spirit to your
organization? Building your brand for wealth is a long
term strategy; from where do we start?
The Wealth-Building Brand module will equip the
participants with the necessary knowledge,
competencies and the right mindset to leverage your
brand for wealth. Over three days, participants will
discover how creating a coherent brand experience
requires the alignment of every touch point in the
organization and how it leads to a strategic approach
of building brand for wealth.
LEARNING OBJECTIVES
Knowledge
• Identify the major implications of branding
• Explain the strategic brand management building
process in service industries
• Recognize the key components to build a wealthy
brand
Competencies
• Apply a simple method to evaluate brand equity in
the market place
• Analyze, interpret and apply tools that help
corporations build measure and manage brand for
wealth
Mindset
• Defend the emotional impact of branding in the
customers’ mind
• Value the contribution of internal clients in the
wealth-building process
• Respect the influence of the new generation and era
in the branding process
• Appreciate the role of the branding and its value
chain
METHODOLOGY
Lecture-discussion, case study analysis, individual and
team exercises
PARTICIPANTS
From entry level to top management executives in
any sector or department of the hospitality industry
MODULE LEADER
Wei-Cheng Chen is Consultant, Lausanne Hospitality Consulting SA. His role involves
designing and delivering executive education to international companies and developing
hospitality learning centres around the globe.
He worked in the hospitality industry in Argentina and Switzerland and has an extensive
experience in the education sector. He was responsible for international student recruitment
at Ecole hôtelière de Lausanne, enhancing the brand image and building marketing efforts
to recruit and select the best talents for the hospitality industry.
Wei is an alumnus of Ecole hôtelière de Lausanne, specialized in Entrepreneurship and
Competitivity. He also has a degree in Hospitality and Restaurant Management from a
university in Buenos Aires, Argentina.

Le Chalet-à-Gobet CP 37
CH-1000 Lausanne 25
Tel:+41 21 785 13 37
Fax:+ 41 21 785 13 32
http://www.lhcconsulting.com/lee
E-mail:lhc@ehl.ch

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