Grand Hotel Du Lac Vevey, Switzerland

Key Property Highlights

Number of rooms: 50 rooms, including 9 suites (one of which of 120m2). All rooms and public areas of the hotel were designed by renowned French interior architect Pierre-Yves Rochon.

Food & Beverage: La Veranda is the all-day dining with 28 seats indoors and 60 seats on the terrace; Les Saisons, Gastronomic 1-star Michelin seats 25 guests. The intimate bar is also available for the clients, as well as the oriental lounge.

Meeting space: A total of 300 sqm of banqueting and conference spaces are available, including six private rooms all with daylight. The Salon Viennois welcomes up to 250 guests with its 6.80-meter ceiling height.

Wellness: The spa managed by renowned Dr. Burgener has three treatment room with a range of wellness product as well as a fitness room. The outdoor swimming pool is also heated

Other facilities & services: The hotel offers a la carte personalized service and a dedicated concierge.

Opening year: 1868 and fully re-opened in 2007

Global Asset Solutions was engaged by the owner for a full detailed operational and financial analysis review of the property. As the hotel is privately operated, the objective of such review was to analyze the risks and opportunities for the property with the aim to provide all the latest processes and trends in order to maximize revenues and flow through.

Full analysis of the operation of the hotel from finance to S&M, as well as the F&B operation.
Review of all processes applied by the head of department to ensure compliance with local regulation and USALI requirements. Analyze productivity of each process to better the operation.
Detailed balance sheet review to ensure a lean and clear structure for ownership.
Lengthy discussions with management in regards to the F&B operation, especially with the gastronomic restaurant, its opening timetables and the F&B operation in the summer which attracts a different clientele at different price points.
Development of new strategies with the S&M team to ensure higher yielded business was targeted, reduction of OTA attachment, compared to direct bookings. Review of positioning with competitive set, and deep analysis of segmentation, with proper revenue management procedures.

Regular follow-ups were organized with the team to ensure the effectiveness of the new processes and ensure the team embraces the changes to increase revenues and productivity. Further work on flow-through and analyses of each private event with ROI will be important. The hotel will require constant positioning vis a vis of the competitive set, yet it will continue in being a leader in rates as it benefits from an excellent product.