Kledis Brahimi
Hotel consultantHe leads the operational area. On the other two he works with Jugerta Lazri and Marco Nicotra, and remains the ownership's point of contact.
LinkedInProfit Performance
Same rooms. More revenue.
Three services in a single mandate for 3 and 4 star hotels: operational consulting, staff training, online presence. One point of contact and one measurement, on the same indicators before and after the work. Each service leaves its own documents with the ownership.
The three services included
OperationsKledis Brahimi
The operational management of the hotel
The observation covers how the hotel actually runs, across different shifts and at weekends: how the departments are organised, how handovers are passed, how the workload sits. The four moments that determine a review produce the written operational standard. The score on the portals carries both the position in search results and the rate the market accepts.
Delivered: the written operational standard of your hotel and a system the ownership runs on its own. The indicator it is measured against is the score on the portals.
PeopleKledis Brahimi · Jugerta Lazri
Staff training and continuity of the team
The technical training works on the three moments where the staff generate revenue: check-in, where the room upgrade and the table in the hotel restaurant are sold; the complaint, where the review that would have pulled the score down is saved; and departure, where how the stay went is established. A disappointed guest will say so at reception when asked, and the problem is settled while they are still in the hotel, ahead of becoming a public review; a guest who had a good stay receives the request for a review, and the score rises because the satisfied ones write as well. It is also the moment where the return visit and the next direct booking are asked for. The coaching works on the internal climate — the condition of the people in the place where they work, and the capacity of those who run them to lead them well. Staff who stay keep the training they were given: every replacement costs a fresh search, fresh training, and a shakier service until the new person is up to speed.
Delivered: the training programme for newly hired staff — who accompanies them, on what content, and over how many weeks. A new hire reaches the service standard, and the ability to sell at check-in and at departure, within a few weeks.
ImageKledis Brahimi · Marco Nicotra
Online presence
The work starts with the listing on the portals: it is the window with the highest traffic, and in most cases it has stood unchanged for years. The site follows, rebuilt to a current standard and designed for one function: carrying a visit through to a direct booking. Photographs and video are reshot to the standard of luxury hotels. The positioning closes the area: what the hotel communicates, and on which channels.
Delivered: your listing on Booking and the other portals rewritten and rephotographed, and a new site where the guest books on their own. Every booking taken on your own site keeps in-house the commission that today goes to the portal.
Measurement of results
The opening survey collects five indicators, together with the ownership, in one afternoon. Ninety days after the mandate closes the same indicators are collected by the same method: one table, two columns.
- Score on the portals, and monthly volume of reviewsbefore and after
- Average rate, and how long it has stood unchangedbefore and after
- Occupancybefore and after
- Percentage of bookings that come directbefore and after
- How many of your staff are still on the payroll after twelve monthsbefore and after
They are real figures, taken from your own system and your own extranet: how the hotel performs before the work, and how it performs after, measured by the same method.
Scope of the mandate
- Running the hotel stays with the ownership, with its own staff
- Photographs and video are Marco Nicotra's remit
- The site and the channels are handed over working, and stay in the ownership's hands
- The work produces the conditions for bookings to arrive, and for the guest to return
- On rate policy the mandate supplies the reading of your numbers; the decision stays with the ownership
The team
The mandate is led by Kledis Brahimi, from the first visit to the last day on site. On two of the three areas he is joined by two professionals, each for their own trade.
Jugerta Lazri
Certified NLP coachShe leads the coaching. She works on the condition of the people in the place where they work and on the capacity of those who run them to lead them well. It is the part that keeps the training you have already paid for and lowers the cost of replacing someone who leaves.
Instagram
Marco Nicotra
Professional videomakerHe works inside the most luxurious hotels in Italy. Photographs and video are his remit: the image that brings a guest to book.
InstagramPreliminary assessment
One hour in your hotel, ahead of any commitment.
The meeting starts from an examination of how the hotel is run today, together with the ownership. The priority among the three areas is set by what emerges in that hour.
€399
the preliminary assessment, credited in full
Content of the meeting
- The conversation is led by Kledis Brahimi, who has run properties at this level
- The survey starts from your account: the hotel, the staff, and the actions already taken
- Then the questions that matter: where the bookings come from channel by channel, the reading of your rate, and staff turnover over the last twelve months
- What emerged, given back to you, including the case for a different piece of work
- Your questions, answered directly
On leaving the meeting
- A reading of what limits the yield today
- The area it makes sense to start from, and why
- Duration and cost of the work, ahead of any commitment
- The opening indicators, so the result at ninety days is measurable
Request the preliminary assessment
The €399 is credited in full against any engagement started within 90 days.