ESSEC Hospitality Executive Education

Transcription

1 ESSEC Hospitality Executive Education

2 5, 000 managers in executive education 4, 400 students including 1,520 international students 42, 000 alumni around the world 90 nationalities represented on 3 campuses You have the answer Since its founding in 1907, ESSEC has been developing a unique learning model based upon its strong identity and core values: innovation, open-mindedness, responsibility and excellence. The ESSEC mission is to educate responsible leaders for tomorrow s world. Its comprehensive range of programs - covering undergraduate, graduate and executive education -reflects ESSEC s tailor-made approach, and is designed to train entrepreneurs and managers who are ambitious, economically aware and socially responsible. ESSEC s teaching method is focused upon 4 main goals: the ability to manage process through theoretical knowledge and practical experience, face complex business situations, rise to leadership thanks to authenticity and communication skills and finally develop abilities to integrate social and cultural issues in business. ESSEC s dynamic research activity (over 700 academic articles and publications in the last 5 years) and its 18 research and teaching chairs that bring together professors and companies, generate a wealth of knowledge and management theory that is continuously contributing to the improvement of organizational performance for the 21 st century. Faced with the ever-changing challenges of globalization, ESSEC s strategy to develop its resources, global presence and partnership network is the pursuit of an ambitious goal: to be ranked amongst the 20 most influential business schools in the world and to position itself as a leading educational institution in Asia. Worldwide Rankings no.2 Best Master in Finance no.5 Best Master of Science in Management no.6 Top Business School for Entrepreneurship no.7 Top Executive Open Programs

3 ESSEC Hospitality Executive Education With over 30 years experience in hospitality education, in 2013 ESSEC launched a portfolio of short courses targetted at senior managers in the hotel, restaurant and leisure sectors. Taught by ESSEC Business School s world class faculty, courses range in format from 1.5 to 2.5 days. They will be offered again in March 2014 at ESSEC's Executive Education campus in Paris La Défense. Developed in consultation with Europe s leading hotel companies, each course is designed to be stand alone, and thus can be taken individually. However completing certain sequences of courses also leads to the award of an Advanced Certificate from ESSEC Business School. Two Advanced Certificates, composed of four sharply-focused courses, are currently available: Hospitality Online Distribution and Hospitality Real Estate and Finance. One additional Human Resources module (not part of a certification): Managing Change. As you can see from the brochure, our short courses are focused on serving the development needs of senior level operational managers (General Managers, Executive Assistant Managers, etc.) as well as some highly specific functional profiles. In both cases, the aim is to help participants to develop their understanding, as well as get a better global understanding of the challenges in the specific fields covered by each certification/module. You can complete the courses required for Certification in a single year or over as many as four years. We would be happy to assist in the course selection that best suits your experience and education. Short Courses & Certifications Modules Lenght 2014 Dates Hotel Electronic Distribution 2,5 days 17 to 19 March 2014 Advanced Certificate in Hospitality Online Distrbution Advanced Certificate in Hospitality Real Estate & Finance 9 days from 17 to 29 March days from 17 to 29 March 2014 Managing Social Media and User Reviews 1,5 days 20 to 21 March 2014 Hospitality Revenue Management 2,5 days 24 to 26 March 2014 Customer Relationship Management 2,5 days 27 to 29 March 2014 Financial Management for Hotels 2,5 days 17 to 19 March 2014 Hotel Asset Management 2,5 days 20 to 22 March 2014 Hotel Valuation and Feasibility Studies 2,5 days 24 to 26 March 2014 Management Contracts, Franchising and Ownerships 2,5 days 27 to 29 March 2014 Managing Change 2 days 19 to 20 March

4 Advanced Certificate in Hospitality Online Distribution With the proportion of bookings flowing through electronic distribution channels growing rapidly for most hotels, having a comprehensive knowledge of how to maximize both sale and profits through such routes has become essential for the hotel manager of today. An entirely new skill set, including distribution strategy, pricing understanding search and other forms of electronic marketing, merchandising, loyalty, and online reputation management has developed over the past decade. And getting a grip on such issues is challenging as each is rapidly evolving in response to technological and societal changes. For this reason ESSEC Business School has created its Advanced Certificate in Hospitality Online Distribution. This is composed of four interlinked courses which comprehensively address how to market and sell your hotel online and provide you with the skills and competencies to compete in today s electronic marketplace. Hotel Electronic Distribution Managing Hospitality Customer + Social Media + + = and User Revenue Relationship Reviews Management Management Advanced Certificate in Hospitality Online Distribution 1. Hotel Electronic Distribution focuses on how to manage the increasingly complex portfolio of distribution channels being used from both a strategic and an operational perspective. Key topics include working successfully with OTAs, developing an effective brand.com website and how to drive business to your website. 2. Managing Social Media and User Reviews examines how best to manage your reputation on the growing range of user review and social media sites. Using the Social Media Management Continuum as its base, the module provides practical advice as to how best to use Social Media channels for marketing, promotion and customer purposes. 3. Hospitality Revenue Management addresses the issue of how best to use manage your pricing in both the online and the offline world. The session introduces a range of optimization techniques to help hotels dynamically identify the best products to offer during different demand periods with the ultimate aim of maximising profitability. To qualify for the Advanced Certificate, the four courses described above may be taken over a single or multiple years. In exceptional circumstances, exemption may be given from one or more courses based on participants past education or experience. 4. Customer Relationship Management focuses on how to identify and manage your most valuable customer relationships in order to maximise return to the business. The module focuses on how to place customers at the heart of the company s decision-making processes, capturing and using behavioural data as well as adopting a crosschannel approach to personalization and targeting Book a complete Certification from 17 th to 19 March 2014 and get a half-course free! For further information, please contact Cyril Lanrezac, Director of Corporate Relations and Career Development MBA in Hospitality Management (IMHI), ESSEC Business School Paris - Singapore lanrezac@essec.edu 4

5 Johanna Audiffred Hotel Electronic Distribution (2.5 days) Intermediate (Department Head to General Manager). 17 to 19 March 2014, Paris, La Défense CNIT. Electronic Distribution has become a key feature of hotel sales in recent years. An increasingly complex portfolio of distribution channels has to be managed from both a strategic and an operational perspective. However, choosing between the bewildering array of options available, and getting maximum benefit from each channel used, has become increasingly difficult. Key questions include Which portfolio of channels should you use to effectively distribute your hotel? How can you work more effectively with Online Travel Agents? How can you drive more business to your direct website? What should you include on your Website to help convert lookers into bookers? How can you more effectively manage Web 2.0 developments such as blogs, user generated content such as user reviews, photos and video, and Social Networks? These, and many more questions, are the focus of this workshop, which will help to demystify electronic distribution and explain the best ways to use it to effectively sell your property. On completion, participants will understand the current and potential impact of developments in electronic distribution channels on their hotel s business. They will be capable of both working effectively with a carefully selected portfolio of Online Travel Agents, while at the same time prioritising their own direct website. They will also be familiar with the major electronic marketing techniques available, and understand the importance of managing Social Media proactively. Topics Include The role of GDS and traditional travel agents. Working effectively with Online Travel Agents. (Re)developing your own website to maximise direct bookings. The importance of content. Driving business to your website (search engine optimisation, Pay-Per-Click advertising, marketing, affiliate marketing, viral marketing and much more). Leveraging Social Media for marketing purposes. Professor: Peter O Connor, Ph.D.* Peter O Connor is Professor of Information Systems at ESSEC Business School France, where he also serves as Academic Director of Institute de Management Hotelier International (IMHI), Europe s leading MBA program in international hospitality management. He holds one of the first Doctorates to focus on the application of e-commerce to travel and tourism. In addition to his textbooks on this subject, he is the author of countless articles in both the academic and trade publications; is regularly quoted by the international press and consulted by investment companies and private equity firms on developments in the European travel e-commerce arena. In addition to his work as an industry analyst, Dr. O Connor s has also worked with managers from a large variety of travel industry clients to help shape their electronic distribution and electronic marketing strategies. 5

6 Managing Social Media and User Reviews (1.5 days) Intermediate (Department Head to General Manager). 20 to 21 March 2014, Paris, La Défense CNIT. With consumers becoming increasingly sceptical, Social Media channels have rapidly emerged as a critical source of unbiased information for travellers. Blogs, Social Networks, video and photo sharing sites, as well as User Review sites such as Tripadvisor.com, are capturing an increasing share of consumer time, and have become highly influential in travel planning. Managing your reputation on these channels has thus become a critical issue, yet few hotels are currently successful in doing so in a systematic and strategic manner. Using the Social Media Management Continuum (from Monitoring through Presence and Activity to Engagement) as its framework, this module helps participants exploit Social Media channels for marketing, promotion and customer relationship purposes. For each system, understanding is enhanced by practical advice, useful tools and illustrated with examples of industry best and worst practices. Participants will gain an in-depth yet practical understanding of how to leverage Social Media channels (including social networks such as Facebook, micro-blogs such as Twitter, blogs and media sharing sites such as YouTube and Flickr) to enhance their online reputation and help drive business to their hotels. Topics Include Differentiating between traditional marketing and Social Media. Leveraging Social Networks such as Facebook. Developing a blogger outreach program. Leveraging video and photos. Managing your Tripadvisor.com ranking. Responding to, and managing, user reviews on Tripadvisor.com, Online Travel Agent sites and elsewhere. Practical tools to help you manage your reputation. Putting it all together- a roadmap for future action. Professor: Peter O Connor, Ph.D.* Peter O Connor is Professor of Information Systems at ESSEC Business School France, where he also serves as Academic Director of Institute de Management Hotelier International (IMHI), Europe s leading MBA program in international hospitality management. He holds one of the first Doctorates to focus on the application of e-commerce to travel and tourism. In addition to his textbooks on this subject, he is the author of countless articles in both the academic and trade publications; is regularly quoted by the international press and consulted by investment companies and private equity firms on developments in the European travel e-commerce arena. In addition to his work as an industry analyst, Dr. O Connor s has also worked with managers from a large variety of travel industry clients to help shape their electronic distribution and electronic marketing strategies. 6

7 Johanna Audiffred Hospitality Revenue Management (2.5 days) Intermediate (Department Head to General Manager). 24 to 26 March 2014, Paris, La Défense CNIT. Revenue management is a discipline that uses optimization techniques to dynamically identify the best products to offer during different demand periods. This works best where firms that have perishable inventory, low marginal sales costs and advance reservations. The variables involved are time, space and price. At the end of this module, you will understand how to apply revenue management tactics effectively and responsibly to your business. The course intends to fine tune skills and knowledge with the objective of building a revenue management mindset which will change participants view of profit management approaches. In addition to hotels, other industries will be analyzed with a view to transferring revenue management best practices to hospitality businesses. The highly interactive workshop will encourage participants to apply their own knowledge to new areas of study and exchange ideas with their peers. Round table discussions will follow practical exercises based on live case studies ensuring that key learnings are transferrable to the workplace. Topics include Key performance indicators. Segmentation for revenue management. Forecasting. Rate allocation & inventory control. Group management. Overbooking. Restaurant revenue management. Spa revenue management. Pricing. Strategic revenue management. Professor: Kate Varini, Ph.D.* Kate Varini is a Senior Lecture at Oxford Brookes University in the UK in addition to working on Executive Education programs for ESSEC Business School. Previously she taught at the Ecole hôteliere Lausanne and Les Roches Hotel Management School, as well as serving as Director of elearning at EHL. Kate began her teaching career after a lengthy period spent working as a hotel manager in the UK and Italy. Initially specialising in Rooms Management she quickly moved into Revenue Management and ecommerce as Internet adoption grew within the sector. After completing a Master Degree in 2007, Kate gradually became more interested in harnessing Revenue Management and ecommerce opportunities in a wider range of service organisations. Kate s ambition is to professionalise the discipline of Revenue Management to the same level as such disciplines as Finance as Marketing by working with professional bodies to create a recognized Revenue Management professional body. Kate regularly delivers Revenue Management seminars around the EMEA region and works with small hotel chains and independents with the goal of enhancing their Revenue management capabilities. 7

8 Agence Réa Customer Relationship Management (2.5 days) Intermediate (Department Head to General Manager). 27 to 29 March 2014, Paris, La Défense CNIT. Customer relationship management (CRM) is a business strategy focused on selecting and managing the most valuable customer relationships in order to maximise return to the business. CRM is a powerful, technology-enabled strategy for any business that is aiming to improve its customer retention an essential requirement as customer acquisition becomes increasingly expensive and difficult. CRM is an essential component of any hotel marketing strategy, but goes far beyond merely running a loyalty program. It requires placing customers at the heart of the company s decisionmaking processes, capturing and using behavioral data as well as adopting a cross-channel approach to personalization and targeting. Course participants will learn how to develop and apply a framework for implementing a CRM strategy within their company. This includes setting a vision and goals for CRM and, critically, the identification of Key Performance Indicators (KPIs) to measure the effectiveness of CRM; an essential element not only in monitoring ROI but also in justifying investment in CRM to different stakeholders. Participants will study CRM best practice both within and outside the hospitality sector and have an opportunity to critique their own CRM strategy. Technology is an integral element of an effective CRM strategy and participants will, upon completion of the course, have a clear vision of the solutions that are available to support CRM. Topics include Developing a strategic framework for CRM. Goal and objective-setting. Creating metrics and KPIs to measure and monitor CRM activity. Developing a clear customer value proposition. Integrating traditional and online channels for customer-centric marketing. The role of loyalty programs in CRM. Social CRM leveraging the social web to build effective relationships. Professor: Philip Alford, Ph.D.* Philip Alford is a Senior Lecturer in Marketing in the School of Tourism at Bournemouth University in the UK. In addition he has held the role of Director of the Digital Hub at the university, a one-stop-shop to demonstrate to commercial companies how digital technology could enable the building of effective customer relationships. He is regularly featured in the press on the ways in which effective marketing and particularly digital marketing can facilitate more customer-centric marketing. He has contributed to marketing textbooks on the subject and written both academic and trade articles on CRM-related topics. Dr. Alford has worked with organisations from a range of tourism and hospitality sectors advising them on their marketing strategies. He is a visiting professor at ESSEC Business School, France and at the Management Center Innsbruck, Austria. 8

9 Advanced Certificate in Hospitality Real Estate Finance The enduring trend of separating hotel real estate ownership, operation and branding keeps creating new challenges and opportunities for hotel managers and investors. Understanding the new sets of relationships between the owners, operators and/or brands requires fresh skills and knowledge, including reading and understanding financial statements, both above and below Gross Operating Profit (GOP), understanding how value is created from the asset and how value is estimated, and how management contract and franchise agreements have evolved over the past decades and how they differ from ownership. For this reason ESSEC Business School has created its Advanced Certificate in Hospitality Real Estate Finance. This is composed of four interlinked courses which collectively provide the competencies necessary to strive in this new environment and add value to your company and your own career. Financial Management for Hotels Hotel Management Valuation Contracts, Hotel Asset Management and Franchising + + Feasibility + and = Studies Ownership Advanced Certificate in Hospitality Real Estate Finance 1. Financial Management for Hotels focuses on how to understand issues below and above Gross Operating Profit (GOP). Topics covered include the impacts of financing decision on Return on Investment (ROI) and on Return on Capital Employed (ROCE), operating leverage and how to manage flow-through from revenue to GOP. 2. Hotel Asset Management focuses on the function of hotel asset managers and provides participants with strategies for defending their interests and respond to the demands of the asset manager. The module will give participants an appreciation of the various means by which asset managers drive value and of the operator s role in the process. 3. Hotel Valuation and Feasibility Studies focuses on how to value a hotel property in an uncertain environment. The module examines techniques for estimating future lodging demand and supply, deriving operating costs and forecasting cash flows. Investment analysis is also addressed and includes ways of dealing with uncertain market conditions. 4. Management Contracts, Franchising and Ownership addresses the three key strategic alternative for growth in the hotel industry: Management contracts, franchising or ownership. The module delves into the pros and cons of each from the perspective of the owner and the brand, and addresses the questions of franchisability of a brand. To qualify for an Advanced Certificate, the four courses may be taken over a single or multiple years. In exceptional circumstances, exemption may be given from one or more courses based on participants past education or experience. Book a complete Certification from 17 to 29 March 2014 and get a half-course free! For further information, please contact Cyril Lanrezac, Director of Corporate Relations and Career Development MBA in Hospitality Management (IMHI), ESSEC Business School Paris - Singapore lanrezac@essec.edu 9

10 Johanna Audiffred Financial Management for Hotels (2.5 days) Intermediate (Department Head to General Manager). 17 to 19 March 2014, Paris, La Défense CNIT. The aim of this workshop is to help participants understand key financial concepts and how they are used by managers within the hotel industry. The focus will be on understanding issues below Gross Operating Profit (GOP), although above GOP issues will also be addressed. Below GOP issues include understanding the impact of the owner s financing decisions on hotel performance, including financial leverage, cash flow, Return on Investment (ROI) and Return on Capital Employed (ROCE). Above GOP issues include an analysis of the key operational issues that affect hotel finance, including operating leverage, fixed and variable costs, break-even analysis and flowthrough from revenue to GOP. Throughout there will be an emphasis on understanding hotel vocabulary versus finance vocabulary, particularly as it relates to real estate finance. The underlying theme of the workshop is a comprehensive understanding of the construction and interrelationship between the Income Statement, the Balance Sheet, and the Statement of Cash Flow. The course uses lectures, individual & group exercises and discussions as teaching methods and also makes use of the CHASE (Cornell Hotel Administration Simulation Exercise) to help enhance learning. Topics include Understanding Hotel Financial Statements. Understanding Real Estate Finance. Cost/Volume/Profit (CVP) and Break-even Analysis. GOP Flow-Through, Transformation Ratio. Operating Leverage. Financial Leverage. Measuring Investment Performance. EBITDA, Return on Capital Employed (ROCE), Return on Assets (ROA), Return on Equity (ROE). Hotel Vocabulary versus Finance Vocabulary. Understanding the Statement of Cash Flow (SCF). Professor: Robert E. Kastner* Robert E. Kastner was graduated from Cornell University with both a Bachelor of Science and a Master in Business Administration specializing in finance. After completing his graduate studies, Mr. Kastner taught at Cornell on the faculty of the School of Hotel Administration. His areas of concentration included accounting, hotel financial management, investments, and personal computing. Mr. Kastner has continued to teach at Cornell's Executive Education programs and is currently a member of the visiting faculty at Groupe ESSEC, MBA in Hospitality Management (IMHI) in France, École hôtelière de Lausanne, Masters in Management of Hospitality (MMH) in Switzerland and at Académie Internationale de Management (AIM) in Hotel & Tourism Management in Paris. Mr. Kastner is widely known as a lecturer and producer of management development programs for the Hospitality Industry. As a consultant working in affiliation with Robert M. Chase & Associates, Inc. he has been involved in the development of client programs using two leading management simulations, the Cornell Hotel and Restaurant Administration Simulation Exercises, CHASE and CRASE. In addition, he has developed numerous software programs in the area of financial management and hotel development. 10

11 Johanna Audiffred Hotel Asset Management (2.5 days) Advanced (General Manager and above). 20 to 22 March 2014, Paris, La Défense CNIT. This course is intended to lead property level managers to an understanding of the hotel asset management function, providing them with strategies to defend their interests and respond to the demands of hotel asset managers. It examines the forces that led to the division of the hotel industry into ownership (bricks) and operator (brains) components, and more importantly, how this led to the development of the hotel asset management function. The asset management process is explored, with the importance of the owner s objectives highlighted as these determine how the asset manager interacts with the property management team. Strategies for getting along with the asset manager are presented, with the ultimate aim of helping participants to understand the asset manager s critical challenge: What do I make of this property? This seminar develops participants comprehension of the investment objectives of different ownership entities and the resulting impact on property-level management. Participants will come away with an appreciation of the various means by which asset managers drive value and the operator s role in the process. Topics Covered The asset management process. Understanding the hotel asset manager s objectives. Driving investor returns: timely acquisitions, dispositions, refinancing and selling. Monitoring the hotel s business model. Asset husbandry, including CapEx decisions, or the business case approach versus operators useit-or-lose-it approach. Understanding how asset managers think, how they are compensated, and what gets their juices flowing. What s your leverage with the hotel asset manager? Questions asset managers won t answer. Professor: Daniel Lebret, Ph.D.* Daniel Lebret received his Ph.D. in Real Estate and Finance from Cornell University in Prior to his doctoral studies, Lebret received an MBA in Hospitality Management from ESSEC business school in France and his undergraduate in culinary arts at ESCF in Paris. Daniel has been a faculty at Cornell in Real Estate Finance since 2006 and is now also a lecturer at ESSEC. His primary research focuses on asset pricing, hedging and credit risk in the real estate market, with specific interest in commercial real estate. Other topics of interest include the pricing and implementation of real options. Recently Daniel has also been involved with consulting projects helping clients develop better quantitative tools for decision making. Most notable models involve portfolio allocation for AREA Property Partner Hedge Fund and whole financial/valuation/acquisition model for Starwood Hotels & Resorts Worlwide feasibility/development group. Prior to his career in academics, Lebret held positions in several three Michelin star restaurants in France. 11

12 Hotel Valuation and Feasibility Studies (2.5 days) Advanced (General Manager and above). 24 to 26 March 2014, Paris, La Défense CNIT. For owners or developers, the value of a hotel property is important. The price at which one could sell a property, or what level of investment should be committed to developing a new hotel, are key questions. Answering them requires an understanding of what drives the market value of a hotel. However hotels are unique in that their value mostly depends on their ability to generate cash flows from operations on a daily basis. This creates complexity and uncertainty when attempting to forecast future sales, expenses and cash flows. This course examines the techniques and concepts used to estimate future lodging demand and supply, and related operating expenses. It also addresses the study of the environment, especially of its cyclical behavior, and of how it relates to supply and demand. Forecasting operating cash flows, capital budgeting and selected valuation techniques are presented and applied to sample hotels. Methods for investment analysis and their application to feasibility studies are also applied. Using real life case studies, the participants will develop an understanding of process and methodologies of hotel valuation and feasibility studies. Participants will also learn techniques to forecast revenue and expenses and be capable of estimating market value under uncertain market conditions. Topics include Using market studies for hotel valuation and feasibility studies. Demand, supply and cost drivers. Competitiveness and penetration rates. Competitive set characteristics. Forecasting revenue and expenses. Drivers of value. Market cycles. Valuation techniques cost approach, sales comparison, income capitalization. Modeling uncertainty. The impact of financing. Professor: Nicolas Graf, Ph.D.* Dr. Nicolas Graf is on the faculty of ESSEC business school in Paris, where he teaches strategy and real estate finance. He received his Ph.D. from Virginia Polytechnic Institute and State University, with a concentration in corporate finance and strategic management and his MBA and bachelor s degree from the Ecole hôtelière de Lausanne. Prior to his teaching and research, Dr. Graf spent several years in operations, managing individual restaurants in Switzerland and working in full-service hotels in the US. As a scholar, his research focuses on competitive strategy, product development and franchise systems in service industries. He has published in the International Journal of Hospitality Management, the Real Estate Finance Journal and the Journal of Retail and Leisure Property, as well as a number of applied articles in industry journals and newsletters. Dr. Graf has delivered executive education courses for hotel and restaurant companies in Asia, North and South America and Europe, and conducted consulting projects in the fields of asset management, strategic planning and business development. 12

13 Agence Réa Management Contracts, Franchising and Ownership (2.5 days) Advanced (General Manager and above). 27 to 29 March 2014, Paris, La Défense CNIT. In today s hospitality industry, executives agree that the strategic alternatives for growth are Management Contracts, Franchising or Ownership. Every industry executive should have an in-depth knowledge of these options, their positive and negative implications, and the different factors that should be considered when deciding which is best for your hospitality business. The course is designed to give participants an understanding of these three strategic alternatives as a growth strategy; examining the advantages and disadvantages of each from the point of view of both the brand and the owner. It will analyze the decision to franchise a hospitality brand, explore the franchisability of a brand, and discuss what to consider when becoming a franchisee. It will also examine the main characteristics of management contracts in hospitality, highlighting the management contract provisions that you want to protect and those that you may want to concede in a negotiation process. Lastly it will explore owner and operator bargaining power, and the main trends in management contracts in Europe, USA and Asia. Using a combination of lectures, exercises, case studies of leading companies using the three different strategic approaches, participants will gain a hands-on understanding of the different alternatives available for use in hospitality. Topics include Understanding Management Contracts and Franchise Contracts. Hospitality sector specificities. Industry Trends in management contracts and franchise contracts. Negotiating contracts. Owner and operator bargaining power. Fees and royalties. Criteria for defining the best strategic scenario for your business. Professor: Nicolas Graf, Ph.D.* Dr. Nicolas Graf is on the faculty of ESSEC business school in Paris, where he teaches strategy and real estate finance. He received his Ph.D. from Virginia Polytechnic Institute and State University, with a concentration in corporate finance and strategic management and his MBA and bachelor s degree from the Ecole hôtelière de Lausanne. Prior to his teaching and research, Dr. Graf spent several years in operations, managing individual restaurants in Switzerland and working in full-service hotels in the US. As a scholar, his research focuses on competitive strategy, product development and franchise systems in service industries. He has published in the International Journal of Hospitality Management, the Real Estate Finance Journal and the Journal of Retail and Leisure Property, as well as a number of applied articles in industry journals and newsletters. Dr. Graf has delivered executive education courses for hotel and restaurant companies in Asia, North and South America and Europe, and conducted consulting projects in the fields of asset management, strategic planning and business development. 13

14 Managing change (2 days) Intermediate (Department Head to General Manager). 19 to 20 March 2014, Paris, La Défense CNIT. Hotel managers operate in highly volatile business contexts. Continuous economic and social changes, both global and local, require managers to respond rapidly and adapt their organisations accordingly. Only managers who act proactively to new business conditions, anticipate new opportunities, and understand the continuous need for change will remain competitive in today s environment. This course provides participants with an understanding and the competencies to make change happen within their organization. The course develops participants capacity to acquire new cognitive, emotional and behavioral intelligence and management competencies that will allow them to transform change from challenges into new opportunities. Being key to any organizational change episodical or continuous - the participant and his personal development are at the centre of this course. Participants will learn how to get long-term commitment from senior management to enable change from the top, and how to communicate effectively the message of change to key stakeholders. Participants will also develop an understanding of how best to manage themselves and their teams to make change happen, and how to create/attract the resources needed to manage change in a sustainable and competitive way. Topics include Understanding key environmental, organizational and individual challenges affecting the hospitality industry. Developing the necessary self-analytical skill sets and interpersonal competencies in areas such as employee motivation, communication, conflict management, creative problem solving to facilitate change. Aligning organizational structure and culture to enable change. Leading change in a competitive and sustainable way. How to deal with resistance to change. Professor: Stefan Gröschl Ph.D.* Stefan Gröschl is Co-Chair of Diversity and Performance and Associate Professor of Human Resources Management in the Faculty of Management at ESSEC Business School, France. He received his Doctorate and Master of Science degree from Oxford Brookes University, England. His primary research interests focus on international human resources management and cross-cultural management as well as communication issues and HR policies supporting organizational change. Based on his work he has published a range of articles and textbooks in the academic press and serves on several international editorial boards. Prior to joining ESSEC, Dr. Gröschl has worked in the hotel industry in Germany and England, and has taught in hospitality related programs in England, Canada and France, Taiwan and Germany. 14

15 One school, three campuses Welcome to ESSEC Business School s home, located 35 minutes outside of Paris. It s a place for living and learning geared to intellectual and social growth. At the heart of Europe s leading business district, this campus is tailored to the special needs of working managers. The Paris-La Défense Campus The Cergy-Pontoise Campus ESSEC established its original campus in this student haven in Set in a vast green space covering 2,000 hectares, the campus features the very best teaching tools: auditoriums equipped with videoconferencing systems, state-of-the-art libraries, language labs, etc. Beyond the restaurant spaces, student residences and sports facilities, the campus is also a warm, friendly and vibrant place, driven by the 87 student organizations that promote ESSEC s values. Housed in the uniquely designed CNIT building, this campus is dedicated to executive education. With its exceptional location, spaces for group work, connectivity, and areas for leisure, reading and discussion, it offers top training facilities for executives, in a spirit of professionalism, creativity and international vision. The Singapore Campus Midway between India and China, Singapore s optimal location promotes the development of a global Asian vision. Singapore has always been at the forefront of Asian development and continues to attract multinational corporations from around the world. Since 2005, ESSEC s third campus immerses students in the heart of a powerful economic, business and financial hub, providing them with an ideal viewpoint for understanding the forces, complexity, diversity and challenges of a key region of the 21 st century. In January 2015, ESSEC will move into their new 6,500 m 2 campus. More details on the program Admission conditions, process and schedule Financing solutions Online application

16 ESSEC Executive Education CNIT BP Paris-La Défense France Tel. +33 (0) Fax +33 (0) ESSEC Business School Avenue Bernard-Hirsch BP Cergy-Pontoise Cedex France Tel. +33 (0) Fax +33 (0) ESSEC Asia-Pacific 100 Victoria Street National Library Building # Singapore essecasia@essec.fr Tel Fax Informations Cyril Lanrezac Director of Corporate Relations and Career Development MBA in Hospitality Management (IMHI) lanrezac@essec.edu ESSEC Business School April