Mission Statement and Guiding Principles

I help small and large hosts or medium-sized hotel groups to develop a contemporary and effective positioning and infrastructure for optimal and measurable revenue results. My focus is on the development of an automated distribution and intelligent revenue management strategy as well as the know-how optimisation of the teams involved.

Guiding Principles

  • The client’s results are the focus of the advisory activity. The contribution margin from the measurable improvement in sales development must exceed the consulting costs in the long term.
  • In order to always be able to give the best recommendations, I am constantly developing my know-how and methodological competence.
  • It is explicitly not part of my consulting strategy to bind the consulting client permanently to me, as all competences and skills for the independent implementation of the optimisation approaches are imparted. Therefore, professionally planned and moderated workshops and seminars within the framework of consulting projects are part of the natural scope of services.
  • Part of every consultancy is to motivate and guide the client to a high level of transparency and the introduction and monitoring of relevant turnover indicators.
  • Our work always includes optimising the client’s processes and imparting important knowledge on how to shape revenue generation in increasingly digital worlds.
  • Maintaining a trusting and supportive relationship with the industry’s software partners aims to improve tools for the target group described above.

You can rely on these cornerstones of our advisory quality:

  • The counsellor acts professionally and uses contemporary tools and methods for analysis and counselling. This includes creating a detailed counselling description with framing, clarification of the assignment, procedure, contract design and transparency.
  • It is usually a voluntary, time-bound, processual, interest-sensitive and open-ended interaction.
  • Creation of the precondition that a relationship of trust is established between a counselee and the counsellor.
  • The counselee with his/her interests, resources and operational circumstances is at the centre of counselling, whereby counselling always takes place in a shared responsibility context in which the counsellor and the person seeking counselling take equal responsibility for the counselling process and, above all, the implementation of the counselling results.
  • Guidance requests that do not correspond to the counsellor’s core competence are not offered.
  • Together with the person seeking counselling, the counsellor adequately clarifies the counselling concern and the expectations of the results. The counselling process always includes an assessment of the initial situation and the counselling goals in relation to the counselling concern. Depending on the counselling context, a measurement of the achievement of the goals is agreed upon individually.
  • Preparation of realistic time schedules: for the analysis phase, submission of results, completion of the project.
  • Guaranteed compliance with agreed fee scopes.
  • Binding and transparent service descriptions in offers and consultancy contracts.
  • Analysis results and proposed measures are documented in detail and left to the client.
  • Where appropriate, delivery of monthly activity and effort descriptions.
  • Guarantee of compliance with the duty of confidentiality for business secrets that have become known.
  • Guarantee that no commissions will be collected for referrals of new software or other consultants.
  • At least 10 days per year are invested in the consultant’s own further training.

The steps to measure results in the context of guidance projects:

  1. Gabriele Schulze’s consultations are always about optimising turnover. For this purpose, measurable goals are to be set after determining the scope of the consultation, at the latest after the first analysis.
  2. At the beginning of the consultation, the most important turnover figures are recorded (turnover development of the last 2 to 3 years, development of the guest segments, development of the sales channels/booking channels.
  3. This is followed by an analysis of the initial situation, including the strengths and weaknesses of the sales or pricing strategy and a detailed recommendation of measures. These are explained and, where necessary, trained in an on-site workshop.

Measurement of the results

  1. Either: Establish a monthly scorecard and review and comment on the development.
  2. Or: The client follows our recommendations for the digital business analysis and grants us access to the results.
  3. Or: Structured final discussion with the consulting client (feasibility of the proposed measures, satisfaction with consulting services).
  4. Or: After one year at the latest, we ask the consulting clients (if we do not support them permanently and therefore have access to the developments) to deliver the key figures again and carry out a comparison with the initial situation. If there has been no convincing improvement, we propose a review of the extent to which the recommended measures have been implemented.