Mastering change

The hospitality industry faces many changes.
But they can be successfully mastered.

Increasing regulations, changing customer behavior and new competitors are calling into question the business models of hotels, inns and boarding houses at ever shorter intervals.
The number of companies in the hotel industry has fallen by 11% in recent years. Urbanization and the resulting problems, such as the shortage of skilled workers, also make succession efforts often unsuccessful. In contrast, the number of apartments and houses increased by 75% over the same period. The starting signal for this development was provided by big players like Airbnb.

The industry at a glance

Hotels and guest houses
Mrd. Euro revenue per year
Mio. overnight stays in 2017
Company closures (6,3 %)
Company starts (5,1 %)

Important industry issues

  • City Tax
  • Rising legal requirements (data protection, hygiene, working time law)
  • Reduced vat rate under pressure
  • Focus on TRpG (Total revenue per guest)
  • Minimum wages
  • Skilled labour shortage
  • Impending overcapacity in city locations
  • Dominance of booking platforms
  • Digitization (Artificial Intelligence, Machine Learning)
  • Social Media – Reputation Management
  • The Chinese customer
  • Price Development (Energy, Food & Beverage)
  • Effective and efficient use of resources

Who we serve …

  • Hotels
  • Bed and breakfast & Guesthouses
  • Appartement rental
  • Investors / Property owner
  • Banks / Industry organisations
  • Supplier
  • Architects / Project developer
  • Insolvency practitioner

Consulting advisory

The key challenge for any business, is to make sure you are able to retain competitive advantage. We blend deep industry and operations expertise to help small and medium sized companies within the accommodation sector with their most pressing challenges.

Key questions for business leaders

Finance / Adminstration

  • How can we improve relevant KPIs in order to sustainably strengthen the company’s profits?
  • Funding or participations? Which option is best for start-ups and growth phases?
  • We expect falling profits: by what means do we reduce the costs accordingly?
  • What measures are required to successfully master an emerging or already existing crisis of the company?
  • How can audits by tax authorities and pension insurance institution be effectively managed?

Customer & Markets

  • Should we continue to expand, if so, should we achieve this through new products in existing markets or by entering new markets?
  • How will the needs of our customers change in the next 2-3 years and are we prepared for taking the necessary steps?
  • Should one consider food delivery companies as competitors to the catering industry or build up a strong cooperation?
  • Which expectations on the part of the customer will play an essential role in the field of digitization?
  • “Customization” – how do we design products with limited resources to target-oriented products?
  • How do we gain more time for the customer and how do we ensure his long-term loyalty?


  • What degree of digitization is right for our company?
  • What consequences could a non-GDPdU-capable POS system cause?
  • How can decision-making be made more effective?
  • How can we design our work processes so that our employees are always able to provide our customers with an excellent service?
  • How intensively should networking with major suppliers be realized?
  • How can production processes be optimized?
  • Should we consider outsourcing other parts of our value chain?

Human Resources & Education

  • Which strategies do we have to develop to meet the skills shortage?
  • How do we succeed in winning the TOP TALENT we need and retaining it in the long term?
  • What measures are needed to develop in-house skills?
  • What does the claim “culture eats strategy for breakfast” mean for the requirements of effective leadership?
  • How do continuous improvements become an integral part of the corporate culture?

Hotel Inspirations

Global corporate business traveller will most of the time stay loyal to their preferred choice of global brand like Starwood, Hilton, Hyatt or others, mainly because of all benefits which come along. Nevertheless, an increasing number of customers prefer a more individual guest experience. Properties, like Ett Hem in Stockholm, The Marlton Hotel in New York, The Orania in Berlin or The Silo in Cape Town deliver great and distinct hospitality with a personal touch.

Legendary properties

The Peninsula Hong Kong
Mandarin Oriental Hong Kong
Hotel Ritz, London
Hôtel de Crillon, Paris
Hotel Adlon, Berlin
The Pierre, New York
The Savoy Hotel, London
Imperial Hotel, Tokyo

Country side

Hotel Fasano Punta del Este, Uruguay
Hotel The Fife Arms, Scotland
Schloss Elmau
Krün, Germany
Can Tho, Vietnam
Morning Peninsula, Australien
L`Horizon Resort and Spa
Palm Springs, USA
Villa Sorgenfrei
Radebeul, Germany
Chez Georges, Rio de Janeiro

In the mountains

Gasthof Bad Dreikirchen
Barbiano, Italien
Nest Inn Hakone
Hakone, Japan
Brücke 49
Vals, Schweiz
Avelengo, Italien


Small properties (1 – 10 rooms)
Ett Hem, Stockholm
The Marlton Hotel, New York
The Pilgrm, London
Mama Ruisa, Rio de Janeiro
Medium sized properties (20-80 rooms)
The Silo Hotel, Cape Town
Hotel Orania, Berlin
Hotel 1898 The Post, Gent
Freehand, Miami
Fasano, Sao Paulo
Lloyd’s Hotel, Singapore
Trunk Hotel, Tokyo
Hôtel de NELL, Paris
Marktgasse Hotel, Zürich
Nobis Hotel, Copenhagen
The Old Clare Hotel, Sydney
The Warehouse Hotel, Singapore
The Fleming, Hong Kong


Bigger properties (as of 80 rooms)
Hotel Cotton House, Barcelona
Hotel The Ned, London
The Dewberry, Charleston
Muji Hotel, Shenzhen
The Upper House, Hong Kong
The Tilden, San Francisco

At the beach

Hôtel Les Roches Rouges, Côte d`Azur

Hotel San Cristóbal
Todos Santos, Mexico
The Oyster Inn, Neuseeland
Hotel Parco dei Principi
Sorrento, Italien
Sound View Greenport
Long island, USA


Designer & Architects

Lázaroro Studio, Barcelona
Studioilse, London
Autoban, Istanbul
GRAFT Architekten GmbH, Berlin
Störmer Murphy and Partners, Hamburg
A4 estudio, Mendoza, Agentina
March Studio, Melbourne
Max Pritchard Architect, Australia
Linjian Design Studio, Chongqing
ACDF Architecture, Montreal
+tongtong, Wellington
VTN Architects, Ho Chi Minh City
Z_Lab, Seoul
Deborah Berke Partners, New York
Champalimaud Design, New York

International fairs

Frankfurt, Germany
Hotel Investment Forum
Berlin, Germany
Berlin, Germany
HOTELEX Shanghai
Shanghai, China
Salone del Mobile
Milan, Italia
Paris, France
The Hotel Show
Dubai, UAE
London Design Festival
London, UK

Executive education


Cornell University
School of Hotel Administration
Ithaca, New York, USA
École hôtelière de Lausanne
Lausanne, Switzerland
Hotelfachschule Heidelberg
Heidelberg, Germany
SDA Bocconi School of Management
Via Bocconi, 8
20136 Milano, Italy
Hotel School Bruneck
Bruneck, Italy
The Japan Hotel School, Tokyo

Distance learning

The Open University
Milton Keynes, UK

Reading & Listening

Design & Interior

Casa Brutus
Design- und Architekturmagazin
Architectual Digest
Wallpaper Magazine
Design, Architektur, Kunst und Reisen
The World of Interiors
Das Magazin für Gastlichkeit, Design und Kultur
Design, Reisen, Mode und Kunst
Food Service


Condé Nast Traveller
Travel Magazine

Global perspectives

The Monthly Barometer
Globale Geschehnisse, Business, Kultur & Design


Learn more about our consulting services and arrange a personal, non-binding appointment.

Weiand Hospitality Consulting
Quartier Potsdamer Platz
Linkstraße 2, Level 8
10785 Berlin, Germany
Telefon: +49 30 700 12 7029

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