15th Facility & Real Estate Management Congress · 15th Facility & Real Estate Management Congress 06 ... Fachhochschule Kufstein Tirol ... FFMG&REM Congress 2013.indd 4MG&REM Congress

15th Facility & Real Estate Management Congress

06 - 08 February 2013

HOTEL & LEISURE FACILITIES

FMG&REM Congress 2013.indd 1FMG&REM Congress 2013.indd 1 15.07.2013 14:44:2515.07.2013 14:44:25

Impressum

Herausgeber: Studiengang Facility- und Immobilienmanagement

Studiengangsleitung Asc. Prof. (FH) Christian Huber

Fachhochschule Kufstein Tirol Bildungs GmbH

Andreas Hofer- Straße 7

A-6330 Kufstein

ISBN: 978-3-9503491-1-5

Kufstein 2013


3

Dipl.-Ing. (Univ.) Christian Huber

This year‘s conference was a great success and we like to say thank you to

all who have supported this wonderful event.

Technically excellent and exciting lectures have been presented by our nu-

merous speakers.

The presenters focused on different topics relevant to the main theme hotel

and leisure facilities. Here, the presenters have approached the topic from

both the perspective of the Facility Management branch as well as the real

estate branch. Furthermore there have been presentations looking at the

topics wellness, service design, hospitality or the energy of a hotel or leisure

facility.

This booklet shows some of the Congress presentations and academic pa-

pers. In addition to a few impressions of the social activities are shown.

The bachelor and master degree course of Facility & Real Estate Manage-

ment of the University of Applied Sciences Kufstein was the host of this great

event and is happy to invite all of you to participate again to next year’s 16th

FM&REM Congress 2014 on the topic health facilities.

Furthermore our numerous student guests are invited to attend at the

framework program of the congress, the 3rd FM&REM WinterSchool which

will orient on the congress’s topic.

I am looking forward to the upcoming year’s event 2014, and until then I

wish you much joy with the look back at 2013.

Best regards,

Christian Huber

Greetings

Asc. Prof. (FH) Christian HuberDirector of Studies: Facility Management & Real Estate Management


4

Content

Real Estate Management & Hotel

Foreclosure Sale of Real Estate in Austria – Market

Development 2007 - 2012 and Trends

Monika Konvicka

SmartFacts Data Services GmbH

11

21

25

An investor’s perspective on sustainability trends

Christoph Wildgruber, MRICS

Allianz Real Estate GmbH

Asset Management in the Hotel Industry

Dipl. Betriebswirt Moritz Dietl, BA

TREUGAST Solutions Group

29Bevahioural Finance: Investments in Hotels

Prof. (FH) Dr. Michael Trübestein; Prof. (FH) Brent Kigner, PhD

FH Kufstein Tirol

33Valuation of Hotel & Leisure Facilities – Current trends

Florian Schwalm

Ernst & Young Real Estate GmbH

39

More or less wellness

Dr. Alexander Redlein

IFM, Vienna University of Technology

45Marina Verde Wellness Resort

Carlo Falconera

Marina Verde Wellness Resort

51

Wellness & Spa

Competent Architectural Concept Planning as the Basis for

a successful Hotel

DDI Manfred Ronstedt

PCG Planungs- und Consulting Gesellschaft im Bauwesen mbH

Designing Process & Hotel


5

FM & REM Congress 2013

Hospitality in the Tourism sector and the contribution of

Facility Management – perspectives for Tyrol and beyond

Peter Prischl

Reality Consult

“I am not demanding, I just look for a dignifi ed 4-star hotel

with good service and nice furnishing” (Guest)

Guest & Hotel - a relationship

Mag. (FH) Dr. Barbara Guger

fein.gestalten.at

65

57

Hospitality

79‘The three sisters’, which will be about the subjects Re-

sourcemanagement, Servicemanagement and Hospitality.

Prof. dr. Jan Chr. van Dalen

IFMEC

The impact of Hospitality within the offi ce environment

Asaël Akkerman

Sanquin Blood Supply

83

Facility Management

10 Megatrends der Zukunft und ihre Auswirkung auf FM

im Jahr 2020

Ing. Reinhard Poglitsch, MBA

IFMA Austria; ISS Austria Holding GmbH

87

High performance! The usability of KPI´s for a hotel-owner

and the reality of FM

Juliane Schmidt, BA; Dipl.-Ing. (FH) Timo Seyfried

Siemens Gebäudemanagement und -Services GmbH

97

103Implementierung FM in der Errichtungsphase

– Grundsatzentscheidungen für die Betriebsphase

Ing. Peter Kovacs

Facility Management Austria; Magistratsabteilung 34


6

Content

The contribution of hospitality in the FM value chain. A ge-

neral model to solve the confl ict between N=1 and N= ∞

Drs. Leo H.M. Laanen

IFMEC

Integrated Design is the organisation of complexity

Margot Grim

e7 Energie Markt Analyse GmbH

Core Net Global recent research project

Prof. Ir. Dr. John D. Gilleard, PhD, MHKIE, IFMA Fellow

CoreNet Global

Eco spa with energy effi ciency based on the Spa Resort

Aqua Dome Tirol Therme Längenfeld

DI Harald Dummer

derenergiearchitekt

Microgrids

Fred Klammt

WinSol.org

Sustainable and hygienic ventilation in hotel kitchens

Ing. Heinz Ritzer

Halton Foodservice GmbH

Energy & Hotel

119

Services & Hotel

Protection of the Kitchen Exhaust Ventilation and Cooking

Appliances against Grease Fires

Jan Waldow

Tyco Building Services Products Germany GmbH

107

111

115

123

127

131

Facility Management


7

FM & REM Congress 2013

PhD Paper Presentations

Hospitality as an organizational value impacting customer

satisfaction

Dipl.-Wirt.Ing. (FH) Carolin Egger, MIB; FH Kufstein Tirol

Dipl.-Ing. (FH) Britta Bolzern-Konrad; FH Rosenheim

Creation of value for guest-measuring of Facility Services

in hotels including the customer value

Vanessa Lellek, MSc.; Anna-Karina Averbeck, MSc.

FH Münster

Logistics Planning: An Organizational Theory Based Ap-

proach to Logistics Excellence

Manuel Woschank, MSc

woschank.com

Big Data – Challenges for hospitality Industry

Dipl.-Wirt.Dipl. Betriebswirt Michael Toedt

Toedt, Dr.Selk & Coll. GmbH

141

149

165

179

Further presenters 183

Additional

Program Overview 2013 186

188

190

239

230

Follow up report

Sponsors

Impressions 2013

Forecast 2014



9

Real Estate Management & Hotel



11

Monika Konvicka

11

Foreclosure Sales of Real Estate in Austria – Market Development 2007-2012 and Trends

Monika KonvickaSmartFacts Data Services GmbH, Vienna, Austria

INTRODUCTIONAs in many other countries, the Austrian Real Estate market started to boom

during the past years. Ever increasing prices are demanded – and paid by

consumers who cannot wait to invest their money in real estate property.

Thus, the more important it becomes to know the true and sustainable

value of a given real estate property as reliable as possible. Although several

sources exist for this type of information, e.g. the “Kaufpreissammlung” (a

collection of purchase prices of real estate) or various other publications,

there always remain some uncertainties about the accuracy of this informa-

tion. As an additional source, one could use the highly reliable source of the

valuation report required in the foreclosure sales of real estate property:

• All objects have been valued by court approved experts.

• Specifi c market situations have been considered by applying ade

quate market adaption factors.

• The highest bid refl ects the actual price level at which buyers are

willing to enter the market for a given property in a given region.

However, it is diffi cult and time consuming to evaluate all these valuation re-

ports, i.e. to read, to analyze and correctly interpret, to structure and to ca-

tegorize the relevant information. SmartFacts Data Services GmbH is exactly

doing this for all Austrian foreclosure sales: all foreclosures announced since

September 2007 have been followed without any gap, analyzed and stored

together with the corresponding valuation reports in a specifi cally designed

data base. All relevant processes are certifi ed by the Austrian TÜV to ensure

the continuously high level of quality.

The SmartFacts database does not only offer concise information on the

value of real estate objects, it also indicates the success of foreclosure sales

– the so-called recovery rates, i.e. the amount of money paid by the buyer

as a percentage of the appraisal value evaluated by court approved expert -

and the length of the time elapsing from the date of evaluation to the very

moment the creditor receives the payment on his account.

Analyzing these data delivers a complete overview of the Austrian real estate

market and its past development. A brief summary on the content of the da-

tabase is followed by some key fi ndings on the Austrian foreclosure market


12


12

in general as well as on the submarket of accommodation facilities, on the

benefi ts of applying the data to specifi c business cases and an outlook to

future development.

THE SmartFacts DATABASE ON AUSTRIAN FORECLOSURE SALESThis database is a structured collection of all available and relevant data on

foreclosure sales of real estate property in Austria since September 2007.

It is continuously kept up-to-date. It contains the following data on each

property foreclosed:• Address data• Land register data (as kept in Austria)• Description of the property (structured in up to 60 attributes such

as the category/type/subtype of the property, location of the property, size information, further descriptive information such as type and number of rooms, maintenance condition, state of use)

• Valuation data (e.g. appraisal value, land value, building value)• Valuation report(s)• History of court announcements• Information on debtors• Information on creditors

In case the property has been foreclosed successfully, additional data are

recorded:• Highest bid• Information on buyer• Resultant key indicators such as

o Recovery Rate

o Success Rate

o Overall duration of the foreclosure process from the date

of evaluation until receipt of payment

The key dimensions for analyzing the content of the SmartFacts Database

are:• Time (year, quarter, month, day)• Region (geographically as well as politically including the NUTS

regions)• Property Category (3) / Property Type (16) / Property Subtype (54)

e.g. category = residential real estate, type = houses, subtype = single house

• Creditor Groups, creditors• Buyer Groups, buyers

Further even more detailed analysis of the foreclosure market is possible by

making use of the broad variety of attributes available.

MARKET CHARACTERISTICS DURING THE PERIOD 2008-2012


13

Monika Konvicka

13

Number of foreclosure sales announced

From about 3.000 to 3.500 foreclosure sales of real estate property per year

have been announced in Austria in the past 5 years. The maximum number

was reached in 2009, slowly decreasing to just below 3.000 in 2012 (see Fig.

1). Data on 2007 only cover the period September to December 2007.

Source: SmartFacts Data Services GmbH, 2013

Appraisal value of foreclosure sales announced

The corresponding total annual volume of appraisal values is around EUR

500 Mio. , the maximum value was reached in 2010 (EUR 541 Mio.).

Property categories and corresponding market shares

Regarding the market shares of residential real estate, commercial real

estate and sites it is very interesting to note that their distribution with

regard to the total number of foreclosures announced has been almost

constant during the period 2008-2012: 60% residential real estate, 25%

commercial real estate and 15% sites. The corresponding appraisal values

are also pretty much stable with time, the shares refl ect the comparatively

lower appraisal values for sites and comparatively higher appraisal values for

commercial real estate. The average values are 53% residential real estate,

41% commercial real estate and 6% sites.

Regional distribution

In analyzing the regional distribution of the foreclosures announced the

Austrian State Lower Austria (Niederösterreich) is top ranked: More than

one quarter (27%) of all foreclosures are announced in this state. It is

followed by Styria (Steiermark) and Vienna (Wien). At the lower end of the

ranking are Vorarlberg and Salzburg (around 4% each). However, there are

pronounced differences if one also takes the object categories (residential


14


14

real estate, commercial real estate and sites) in account. As an example,

the share of Vienna regarding the total number of foreclosures announced

for sites is as low as 1% in average over time, but – not very surprising due

to the price gradient between the plain country and the capital – 7% with

regard to the total value of sites announced for foreclosure. To the contrary,

Burgenland’s share of sites with regard to the total number of foreclosures

announced is 18%, but also corresponds to 7% of the total value.

Recovery Rates and Success Rates

The Recovery Rate is defi ned as the percentage of the highest bid related

to the appraisal value. It is important to note that due to Austrian law the

recovery rate of a given property as defi ned above can never ever be below

50% since a minimum bid of 50% of the appraisal value is the lowest value

allowed. The Success Rate relates the number of best bids to the number of

foreclosure sales announced.

Based on these defi nitions the analysis of the entire data base shows stron-

gly pronounced differences in average Recovery Rates and less pronounced,

but still important differences in average Success Rates with regard to their

regional distribution: As one might have expected, the average Recovery

Rate in Vienna is top amongst the Austrian States. Quite to the contrary,

the average Success Rate of Vienna is almost the lowest one: a signifi cant

number of foreclosure sales announced is either postponed or cancelled. The

leader in average Success Rates is Vorarlberg, the lowest average Recovery

Rates are observed in Burgenland.

However, these general observations do not at all necessarily refl ect the be-

havior of micro markets, i.e. market segments of specifi c property categories

or types or even sub-types, regions, time periods or other important factors

such as the size class of condominiums or the order of magnitude of the

appraisal value. As an example, a detailed analysis of the average Recovery

Rates shows that in general lower appraisal values result in higher Recovery

Rates.

Foreclosure Sales of Accommodation Facilities

Tourism is one of the most important business fi elds in Austria. Thus, the

foreclosure sales market of accommodation facilities earns specifi c consi-

deration. 13% of all commercial real estate foreclosure sales announced in

Austria is dedicated to hotels, boarding houses, restaurants and restaurants

with adjacent condominiums. In terms of appraisal values the share is even

24%. This roughly corresponds to an annual volume of around EUR 50 Mio.


15

Monika Konvicka

15

The average Recovery Rates of accommodation facilities are about 10%

lower than the average Recovery Rates of commercial real estate in general.

Although there is no statistically signifi cant variation with time observed,

pronounced differences exist between regions: the Recovery Rates may vary

within several 10 percentage points from Austrian State (Bundesland) to

Austrian State.

Taking an even more detailed look into property subtypes, the hotel segment

amounts to 16% of the accommodation facilities foreclosure sales an-

nounced, corresponding to 43% of the appraisal values. The single appraisal

values might be wide-spread: from less than EUR 100.000 to more than

EUR 13 Mio. Around one third of these hotels have been foreclosed in Tyrol

(Tirol). The average Recovery Rates of hotels are even below those of ac-

commodation facilities. Although regional differences are observed it would

be unfair to make any general conclusions regarding substantial regional dif-

ferences because of the comparatively small number of foreclosures involved

per region.

THE SmartFacts DATABASE – THE ASSISTANT COMPANION FOR SELECTED BUSINESS CASES What is the probability of success and which quota can one expect for a

given foreclosure property?

This is an important question to be answered during the work-out of

non-performing loans. Searching the SmartFacts Database for comparable

property in the vicinity of the property in work-out returns valuable informa-

tion on recovery rates already achieved, overall duration of the foreclosure

process and also delivers a base for comparing the appraisal values. Thus,

the decision process on the optimum work-out alternative - foreclosure sale,

free sale, further agreement with the debtor, etc. – is strongly supported.

How to best defi ne the optimum minimum bid for a given foreclo-

sure property?

A minimum bid of 50% of the appraisal value is a legal requirement in

Austria. However, there are numerous cases, where the creditor might want

to propose higher minimum bid values. But he has to achieve the consent

to this value by the judge. This means, clear evidence is needed to demons-

trate the feasibility of this value. Again, the SmartFacts database provides

relevant information on comparable property and, thus, helps to back-up the

minimum bid value proposed.


16


Where are the buyers of foreclosure property geographically situa-

ted in relation to the location of the property bought?

This is an important question to ask if one aims at the optimization of

marketing costs for real estate property subject to non-performing loans,

i.e. maximizing the effectiveness of marketing efforts whilst simultaneously

minimizing the cost of these marketing efforts. As an example, the typical

buyer of a single house is most frequently found in the neighborhood of the

property in question: A typical radius of only a few kilometers around the

relevant foreclosure property is generally observed. Consequently, there is

absolutely no need for comparatively expensive superregional marketing

activities, the activities should focus on local measures such as personal

information, info boards, etc. Of course, this analysis can be made for every

region in Austria and also for different attributes of the object such as size,

number of rooms, condition of maintenance, etc. A pronounced difference

to commercial real estate property is observed: Here it may well pay-off to

invest in a specifi cally designed campaign to identify potential buyers.

How is my institution performing with foreclosure sales?

The SmartFacts database can provide a wide variety of answers to this

question: It shows the distribution of own foreclosure property with regard

to geography, appraisal values, property categories and the relevant key

indicators. Especially in wide-spread organizations, this type of information

is diffi cult and time-consuming to obtain from own sources. Moreover, one

could benchmark the own results with average values for a given market

segment, and, sometimes even more interesting, with the results of compe-

titors.

FUTURE MARKET TRENDSDuring the period 2007-2012 the following key developments were obser-

ved:• The average annual number of foreclosure sales peaked in 2009

and is slowly, but steadily decreasing since then.• The average Recovery Rates show a clear increase, which is much

due to the increase of Recovery Rates in agglomeration areas (Vi- enna, State capitals).

But will this continue during the next years? Which factors will infl uence the

future development of the foreclosure market? A wide variety of factors can

be considered, however, from the present point of view the following ones

can be assumed most important:• Interest rates;• Reluctance of banks to grant mortgages;


17

Monika Konvicka

17

• Job security / employment level;• Migration;• Existing and new taxes;• Complexity and stringency of the legal and regulatory framework;• Strategies for preserving personal fi nancial assets.

Of course, it is impossible to seriously forecast the future development of

all these factors and their interdependencies. As an example one can look

deeper into the fi rst factor above, the interest rates. According to the infor-

mation published by the Austrian National Bank, at present most of the new

housing loans in Austria are on variable rates, not on fi xed rates. Their share

grew from 53% in 2004 to 75% in 2011. Thus, an increase of interest rates

will most likely result in an increase in the number of non-performing loans.

With a time delay of about one year (as we have seen from the 2008 crisis

resulting in the top number of foreclosures in 2009) this will raise the num-

ber of foreclosure sales. Of course, this will not only affect the number of

foreclosures, but also their results, which will most likely shrink. In addition,

the other infl uence factors will most likely be affected as well resulting in an

enhancement or a reduction of their impacts.

From a today’s perspective it appears fair to say that the foreclosure sales

market in Austria is likely to stay around the present level as long as no

pronounced changes of the key factors cited above take place.

HOW TO BEST ACCESS THE SmartFacts DATABASEThe database can be accessed either on-line or off-line depending on the

business case, for example:• For LGD grading, off-line access – custom-tailored data records – is

preferred since these data can be directly used as structured input into individual data modeling software.

• For benchmarking, either an individual market study or also custom-tailored data records are the preferred methods of choice.

• For valuation of property, the on-line search for comparable relevant data appears more convenient, especially since the fi ne- grained structure of the database allows for quick and intuitive dialogues.

• For decision support during the work-out of property in non-perfor ming loans, both access routes are feasible, individual preferences will be decisive.

SUMMARY AND CONCLUSIONBesides some impact of the 2008 fi nancial crisis, the size of the Austrian

market of foreclosure sales of property appeared pretty much stable in the

past 5-6 years. A trend to increased average Recovery Rates in the recent

past is observed, mainly due to a pronounced increase of these rates in the

capital cities and the capital Vienna itself. The analysis of an example sub-


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18

market, accommodation facilities, shows that despite a rather homogeneous

general market development sub-markets may follow their own characteris-

tics. The SmartFacts database can provide this very specifi c market infor-

mation and, thus, support valuation experts, decision makers and processes

to optimize the return from foreclosure sales of real estate property for

creditors.


19

Monika Konvicka

of the former RDM Bayern GmbH (nowadays IVD) before she decided to

become self-employed. In this period she started to accumulate considerable

expertise on the German market of foreclosure sales. In 2007, she expanded

her efforts to analyze the Austrian market as well. In 2009, she decided to

found SmartFacts and moved to Vienna to grow this business in Austria.

Monika KonvickaSmartFacts Data Services GmbH, Vienna, Austria

Monika Konvicka is owner and CEO of Smart-

Facts Data Services GmbH, an Austrian compa-

ny specialized in real estate market research.

Her real estate background is based on a

graduate education at the Deutsche-Immobili-

en-Akademie of the University Freiburg/Breis-

gau in Germany. She accumulated almost 20

years of real estate market know-how holding

various positions in real estate property market

research in Bavaria, Germany. She was CEO

The author



21

Christoph Wildgruber

Environmental legislation and changes in the real estate markets have forced

many investors to make sustainability an integral part of their investment

strategy. The future development of property values will be impacted by the

sustainability discussion and an increasing demand from tenants for more

sustainable offi ce space. Many national and international rating and mea-

surement schemes are trying to get make this discussion more transparent.

The combination of measuring sustainability and its impact on property

values is still a problem to be solved.


Christoph Wildgruber, MRICSAllianz Real Estate GmbH


22


Estate. In 2005 Christoph Wildgruber was hired by Deka Immobilien where

he managed the reorganization of the real estate business. After earning

an MBA in International Real Estate Management in 2006 he joined Allianz

in 2008 and supported the setup of an international real estate investment

platform within the Allianz Group. Since June 2010 he has been working in

his new role. Christoph Wildgruber is member of the European Council for

Sustainable Development of the Urban Land Institute, member of the Euro-

pean Sustainability Task Force of the RICS, head of the professional group

sustainability of the RICS Germany and CEO of the Green Rating Alliance.

Christoph Wildgruber MRICS, Head of Susta-

inability at Allianz Real Estate is in charge of

sustainability for the global real estate invest-

ment portfolio of Allianz. After his education

as a civil engineer at the Technical University

of Munich, he started in 1997 as a project

manager in Munich. After that he was working

as a management consultant in the real estate

industry as Executive Vice President at APSIS

AG and as Manager at Ernst & Young Real

Christoph Wildgruber, MRICSAllianz Real Estate GmbH

The author



24


25

Moritz Dietl

25

Regardless of the hold period in many cases hotel properties offer sound re-

turns on in-vestment. The value development however is strongly dependent

on the fi nancial perfor-mance of the hotel, which is mainly driven by the

operating company. While historically owner-operator relationships in Germa-

ny were mostly governed by fi xed lease contracts, lately there has been an

increase in more variable contractual models. Particularly in the Anglo-Saxon

countries such models, including hybrid lease contracts and management

agreements, are already very common today. The rise of more fl exible

contracts is espe-cially affected by the increased activity of international

investors on the German property market. The recently published annual list

of the top-200 German hotels by the industry publication AHGZ showed that

about 23 % of these hotels are now operated under man-agement agree-

ments. This operating model both benefi ts investors and puts them at higher

risk. On the one hand investors benefi t from full access to the operating

results; in turn they have to accept the full fi nancial risk. As a result inves-

tors, and especially those without hotel-specifi c knowledge, are faced with

complex challenges with regard to operational aspects. Common questions

revolve around whether the operator fully exploits the property’s potential

and whether the total costs of the operator are appropriate for the delivered

performance. External or internal hotel asset management, exercised by

specialized professionals, is a means to ensure effective control over the

operation and exercise of infl uence on the operator if required. Active hotel

asset management can deliver added value at all stages of hotel investments

- from development or acquisition, to hold period and investment exit. The

presentation will provide a practical insight into the hotel asset management

practice and look at the opportunities inherent in each stage of the invest-

ment.


Dipl. Betriebswirt Moritz Dietl, BATREUGAST Solutions Group


26


hotel owners he monitored hotels’ performance and worked with the hotels

to ensure operational effi ciency and strategic capital expenditure planning.

Previ-ously, Mr Dietl worked for Hyatt International in their area offi ce for

Central Europe where he was responsible for business intelligence analysis

and reporting in support of the strategic decision making process of the six

hotels in this region. Early in his career he had spend several years in hotel

operations, amongst others at The Breakers Palm Beach in the USA and at

the Schloss Reinhartshausen Kempinski in Germany and gained experience

in Jones Lang LaSalle Hotels' valuations team. Mr. Dietl graduated from the

International University of Applied Science in Bad Honnef with a degree as

Diplombe-triebswirt (FH) and also holds a fi rst class BA (Hons) in Internatio-

nal Hospitality Manage-ment from the University of Brighton.

26

Dipl. Betriebswirt Moritz Dietl, BATREUGAST Solutions Group

Moritz Dietl is a Senior Consultant with TREU-

GAST Solutions Group. He joined the com-pany

in February 2012 and amongst other consul-

ting projects leads the development of Hotel

Asset Management as a new service line at

TREUGAST. Prior to this Mr. Dietl worked for

Hamilton Hotel Partners, an international hotel

asset management company based in London.

Assignments included various projects across

Europe and the Middle East. On behalf of

The author


27



29

Michael Trübestein; Brent Kigner

Bevahioural Finance: Investments in Hotels

Prof.(FH) Dr. Michael Trübestein; Prof.(FH) Brent Kigner, PhDFH Kufstein Tirol

Behavioral Finance: Investments in Hotels

The paper at hand analyzes the past and actual investment market for

hotels and examines theoretically and empirically how investors’ decisions

are undertaken when investing in real estate. Furthermore, the study uses

selected investment vehicles and properties for verifying the results. In

addition, new legal requirements (eg. AIFM, KAGB) and their implications for

investments are analyzed.


30

Bevahioural Finance: Investments in Hotels

the University Applied Sciences in Kufstein (A) in September 2008. He also

lectures at the Politecnico di Milano in Milan (I). The focus of his scientifi c

research is in the areas of Real Estate Investment and Finance, Real Estate

Asset Management, Real Estate Development, Real Estate Capital Markets

and Real Estate Valuation.

Prof. (FH) Brent Kigner, PhD, is Professor of Economics & Empirical Methods

at the University Applied Sciences in Kufstein.

Prof. (FH) Dr. Michael Truebestein studied

at the EBS University of Economics and Law

in Oestrich-Winkel (D), at the University of

Illinois at Urbana-Champaign (IL/ USA), at the

Ecole Superieure de Commerce de Dijon (F)

and received his Ph.D. from the University of

Regensburg (D). He completed the intensive

study program in Real Estate Asset Manage-

ment in Berlin in April 2008 and was appointed

to the Chair of Real Estate Management at

The author

Prof.(FH) Dr. Michael Trübestein; Prof.(FH) Brent Kigner, PhDFH Kufstein Tirol




33

Florian Schwalm

Valuation of Hotel & Leisure Facilities – Current trends

Florian SchwalmErnst & Young Real Estate GmbH


34



35

Florian Schwalm


36


Education

2000: Diploma in Civil Engineering

2001: Master of Science

2005: Master of Business Administration

Background

Director in Real Estate Advisory with 10 years experi-

ence in the area of strategic advisory services, develop-

ment of projects as well as transaction, appraisal and

valuation advisory services

Since 2002 Arthur Andersen, thereafter Ernst & Young

Real Estate GmbH in Munich

Skills• Real estate development with focus on portfolio analysis and stra-

tegic, market and location analysis, feasibility studies, redevelopment and divestment concepts, profi tability analysis, property marketing

• Advisory with regard to the acquisition and sale of real estate assets and the structuring of large-scale and complex real estate tran sactions

• Real estate appraisal and valuations according to German and international standards

• Strategic advisory

Professional experience• Advisory regarding the restructuring and redevelopment of indus-

trial properties including factory planning, real-estate related supply chain (core properties)

• Advisory regarding the disposal of former industrial properties (non core properties) including the preparation of restructuring and sub- sequent use, e.g. focusing on development with commercial or residential use

• Strategic advisory for large international and national companies regarding the implementation and optimization of Corporate Real Estate Management and Facility Management

• Due diligence in the context of real estate transactions• Buy- and sell-side due diligence regarding transactions for large

commercial and residential portfolios• Appraisal and valuation of large single assets (commercial, retail

and residential properties) in accordance with German and international standards

• Market and location analysis• Feasibility study for development projects

Florian SchwalmErnst & Young Real Estate GmbH

The author


Designing Process & Hotel



39

Manfred Ronstedt

1. The Key Figures in Hotel Planning

2. Would a Technical Assistance Agreement Save You?

3. Room Schedules, Space Allowances, Room- mix Tables and Flow Charts –

The Basic Tools

4. …And Some More Sophisticated Hints and Tricks

1. The Key Figures in Hotel Planning

1.1. It´s all about

cbm / Room

qm / Room

€, $ / Room

1.2. Gross Floor Area per Room

Net room area (including bathroom) is the starting point to set up

space allowances for:

• Accommodation area• Lobby area• F & B outlets• Conference facilities• Back of the house areas• Technical rooms, spa and gym, parking, administration

2. Would a Technical Assistance Agreement Save You?

2.1. Technical Assistance Agreements

In the course of a TAA the architects of the hotel companies will

• Check and assess functional interconnections• Check and assess space consumption

And check and control much more points of investigation concer

ning fi re/life safety and fi t-out details regarding the brand stan

dards.

Competent Architectural Concept Planning as the Basis for a Successful Hotel

DDI Manfred RonstedtPCG Planungs- und Consulting Gesellschaft im Bauwesen mbH


40


2.2. Where to look at?• Standard Manual• Expert´s Literature

3. The Basic Tools are• Room Schedules• Flow Charts• Room Mix Table

4. …And Some More Sophisticated Hints and Tricks

4.1. Staircases and elevators do not require standard bay

widths

4.2. Too many toilets…

4.3. Too much glass…

4.4. Use of corner areas

4.5. Effi cient Lay-out of High-rise buildings


41

Manfred Ronstedt

„Architektur ist die Verbindung von Form und

Zahl, Idee und Organisation, Empfi ndung und

Berechnung. Aus ihren Gegen- sätzen und ih-

rem Zusammenspiel entsteht die Perfektion.“

Geschäfstführer PCG

Geboren:

1952 Geboren als Sohn eines Architekten und Bauingenieurs

Ausbildung :

1970 Naturwissenschaftlich-neusprachliches Abitur

1974 Diplom im Fachbereich Architektur

1976 Diplom im Fachbereich Bauingenieurwesen

Berufstätigkeit:

1976 – 1978 Freischaffender Architekt in Hannover

1978-1987 Geschäftsführer von „Standardstahl“, einem Generalun

ternehmer für Geschäftsgebäude wie Büros, Einkaufszent-

ren und Hotels in Stahlbauweise.

1987 Gründung der Firma „PCG“ gemeinsam mit seiner Frau

Brigitte Ronstedt († 2005), einer Designerin für Textil und

Interieur

1987-2012 Planung von über 200 Hotels sowie Einkaufszentren und

Geschäftsgebäuden. Spezialisierung auf Hotels. Bedeuten

de erste PCG-Projekte waren die Planung aller Sony-

Niederlassungen in ganz Deutschland und von 12 Hotels

für die Senator Hotelgesellschaft unter den Marken Holi-

day Inn und Best Western.

2001-2012 Neben weiteren Aktivitäten in Deutschland Arbeiten

in Russland, Ukraine und Kasachstan für die diverse regi-

DDI Manfred RonstedtPCG Planungs- und Consulting Gesellschaft im Bauwesen mbH

The author


42


onale Investoren sowie Projekte im Kaukasus, Balkan,

Polen, Österreich und der Schweiz

2003/2005 Für PCG Auszeichnungen „Hotel des Jahres“ sowie

„World’s 100 Sexiest Hotels“ und „The World’s Best Hotel

Bars“ für das Hilton Hotel Köln

2011 Veröffentlichung „Hotelbauten – Handbuch und Planungs-

hilfe“ als erstes deutsches Hotelplanungsbuch zusammen

mit Tobias Frey. Preis „Hotel of the Year 2011” in Rumäni-

en für Ramada Pitesti

Manfred Ronstedt ist Mitglied der Ingenieurkammer von Niedersachsen und

der FCSI Foodservice Consultants Society International. Er selbst erarbeitet

fachspezifi sche Gutachten über Hotelimmo-bilien für internationale Ho-

telgesellschaften und referiert auf Konferenzen und Symposien über Ho-

telentwicklung und Hotelplanung. In seiner Freizeit reist er gerne um neue

Anregungen für Archi-tektur und Design aufzunehmen und arbeitet an einem

Deutsch-Englisch-Russischen Wörterbuch des Hotelbaus.


Wellness & Spa



45

Carlo Falconera


Carlo FalconeraMarina Verde Wellness Resort

Vincitore “Contemporary Spa Award 2011” design Arch. Simone Micheli |

categoria “Best Future Spa” evento organizzato da Cosmoprof Worldwide

| Bologna Vincitore “TrE Number ONE Award 2011” design Arch. Simone

Micheli | progetto “Marina Verde Wellness Resort”, Expo Venice | Venezia

“Imagine the sea, the sirocco wind, a sea storm that leaves on the

foreshore algae, sea shells, and cuttlefi sh bones with a natural

order of things, magically planning a new place, this new sensation

is: Marina Verde Wellness Resort”.

Caorle is a beautiful seaside dame that deserves to be loved passionately

and romantically after a lengthy courtship. Preferring quality to quantity,

excellence to mediocrity, greenery and water to cement, this is our way of

courting and loving our town, this is our philosophy.

Marina Verde Wellness Resort is the new tourist-residential complex ri-

ses beside the coast, situated in the beating heart of Caorle, in an extremely

strategic expanse perfectly positioned by the south of the sea, at the north

of the Darsena Dell’Orologio, east of the historical centre and at the west

of the Ponente area. Our project aims to naturalize the building so that the

green area will on construction with an unusual ratio of 1 to 1. This action

demonstrates how much value we give to inhabit quality more than edifi ed

quantity. The work is characterized by roof gardens, vertical leafy vegeta-

bles and walls , arboreal raised routes,internal courts, a small path, plant

racks, with beautiful gardens and the Parco del Mare where walking through


46


you can reach the beach. The park is a rich mix of autochthonous diverse

vegetables and essences, fi lled with light and water where anybody can play,

relax or simply live an ideal state of wellbeing.

Marina Verde Wellness Resort is made up of two structures rising from the

ground and facing the south which are completely surrounded by and inte-

grated within green areas. It comprises 73 top class dwellings of different

measures, providing large terraces with a view of the sea, amongst which

you will fi nd penthouses with roof gardens and a private swimming pool, re-

ception area, Cafè de Mar, a lecture room, 2.500 sqm of solarium area, hea-

ted swimming pool for children and adults, 2.500 sqm of beautiful farming

area developed around fl ourishing greens, water and zenithal light where the

interior is designed by the Architect Simone Micheli.

The number of Marina Verde:• area affected by the development sqm 15.000• surface area of the development sqm 10.000• underground fl oor slab of circa 25.000 cm incl sqm 7.500• wellness center of sqm 2.500• service areas connected to the resort sqm 1.000• parking area (186 parking places) with a surface of sqm 4.500• two buildings of six fl oors above ground constructed entirely using

wood with a volume of c.m 14.900• n.73 top quality dwellings with a total surface area of sqm 4.000

with large terraces facing the sea sqm 3.000• Cafè the Mar sqm 300• Reception and Beauty Farm for the resort sqm 100• a 2.500 sqm Solarium area with 2 heated swimming pool: one of

diameter of 20 meters and one of 8x25 meters with• common green areas sqm 2.000• penthouses with terraces and roofs garden with water/spa andpri-

vate swimming pools sqm 1.000

Ecology is linked with technology and technology is combined with

research

Marina Verde is the fi rst building in Italy with seven fl oors above

ground to be constructed entirely using wood, with advanced casing

and shielding together with sound and thermal insulation, doors and win-

dows are of top quality.

The geothermal water ground is used for cooling and heating the hot

healthy water with the support of solar panels, whereas photovoltaic panels

produce electric current, the mechanical ventilation checked by Aldes, the

led lighting, the outer shadowing system and the green areas to maintain

internal temperature level are all passive and active strategies which follow


47

Carlo Falconera

the logic of “saving energy” by “creating energy”. All this is aimed to obtain

the highest level of comfort within constructed environments.

Marina Verde is the fi rst Clima Resort certifi ed Klima Haus class A+

in Europe, saving energy through the reduction of the 80% of the energy

requirements and the resulting reduction of the running costs. The resi-

dence Marina Verde is realized with the latest technologies available in the

buildings market in collaboration with leading companies that sustain the

philosophy of the project in terms of energy conservation, research, quality

and design.

The apartments present the integrated system of domestic automation

which refl ects a useful, well-rounded, refi ned design of a structure that

offers intelligent solutions in terms of comfort, safety, energy conservation

and environmental respect, communication and management. The quality

of domestic life is improved by the comforts provided by my home, which

recreates the ideal atmosphere at every time of the day. Lighting, sound dif-

fusion, internal temperature, irrigation and activation of others automatisms

are centralized by My Home. It guarantees safety and protection, My Home

knows when you are at home and when you are not, it prevents intrusions,

defends from domestic dangers like gas leaks, fl ooding, electrical blackouts

and automatically starts up the appropriate countermeasures. In regards

of energy conservation and environmental respect it seeks to manage the

air conditioning in different parts of the house whilst separately running the

temperature of each area and keeping under control the electric consumpti-

on. My House permits to administer sound, imagines and fi les on the inside

of your house keeping a close contact with it. My Home guarantees valuable

solutions of reception and the transfer of video conferencing calls, it facilita-

tes the supervision of the entrances and it operates the local video control or

by remote control. The interaction with the house is simple and perceptual

thanks to My Home BTicino devices which offer an extensive technologic

range of possibilities from the effi ciency of digital remote control to the po-

tential of Touch Screen and Video display. Furthermore for those that wish to

manage the house from distance using mobile and smart phones or Personal

computers, it’s possible to use My Home Web which receives your orders

from the internet, displaying images and alarm signaling directly from your

house.

Simone Micheli marks the interior design of tourist dwellings, wellness

centre and the bar area of Marina Verde Wellness Resort. This new planning

creativity, which is strictly related to the theme of contemporary receptivity,


48


aims to create an active mood drenched of uniqueness and intends to pro-

pose a new way of seeing and understanding luxury.

Marina Verde s.r.l. is a young company resulting in the will and the coura-

ge of a group of local businessmen. Bubbling with creativity and sensibility,

they cruise towards the future with a new planning logic based on construc-

tive solutions that develop technology and design like never before. They

aim to realize a prestigious and international pole of attraction of the tourist

and residential aspect of Caorle ensuring quality of the “modern living”. The

company will work not only in terms of construction, but also in the future

management of the complex while maintaining the quality of services. Ac-

tions that look to the future, a project that faces new development scenarios

which represent the fi rst sustainable work in the isle of Caorle supported by

high Made in Italy brands.


49

Carlo Falconera

Carlo FalconeraMarina Verde Wellness Resort

Carlo Falconera was born 12 July 1968 in Padua.

Lover and connoisseur of their land, he shows

since childhood a deep and intense connection

with the territory of Caorle. A sweet piece of land

caressed by the Adriatic Sea, linked to a past of

oars and sails, history and traditions, but projec-

ted into the future, where the wind and the waves

beat the time and the stillness of the lagoon and

the “casoni” won the heart and pen of Ernest

Hemingway.

Carlo began his career as a salesman and soon becomes real estate ent-

repreneur. Since 1992 he is founder and member of the Agency Adriamare

dealing with real estate transactions in various sectors that give him great

reliability and respect.

For over twenty years president of local Divers Group, he promotes and

establishes the Oasi Marina in collaboration with the municipality of Caorle,

marine protected area and Biological Protection Zone, engaging to protect

and respect the environment.

In 2005 Carlo found, with a group of local entrepreneur, the society Marina

Verde s.r.l., in order to realize a modern and prestigious international pole of

attraction of the tourist and residential world.

The fi rst real work in harmony with the surrounding landscape with a design

logic based on technological and constructive solutions completely new com-

pared to the past, made of high-performance innovations. A perfect blend of

architecture, design, building and environmental sustainability.

The author



51

Alexander Redlein


Dr. Alexander RedleinIFM, Vienna University of Technology

Keywords: wellness, controlling of services, best practices, Facility Management

Abstract

Introduction

Tourism respectively the hotel and restaurant industry forms an important

part of Austria’s economy, accounting for almost 8% of the Austrian gross

domestic product. To help address the challenges in tourism (increasing

competitive pressure, globalization, the “new tourist” etc.) a quality strategy

has to be pursued. That means quality in infrastructure, personnel, equip-

ment etc. to remain competitive and raise the customer satisfaction. This is

even more important for 4 and 5-Star-Hotels. Especially in the spa/wellness

area the equipment, cleanliness and quality are of particular importance.

Against this background, case studies have been conducted by the IFM (Vi-

enna University of Technology) to identify problems in the spa/wellness area

of the hotel and restaurant industry and defi ne solutions and best practices

in this sector as well as describe the importance of FM in this area.

Task description and methodology

The research is based on case studies and visits in the spa/wellness areas of

different 4 and 5-Star-Hotels. The aim was to identify the actual situation in

the wellness areas (infrastructure, equipment, structural substance, electric

etc.) as well as problems (structural damage, water damage, lack of

lighting, other damages) and afterwards defi ne solutions to solve these

problems (technical documentation, repair/maintenance, process map of fa-

cility management, best-practice models). The presentation gives a detailed

insight into best practice models and describes the dos and don’ts in a

very practical way.


52


Conclusion

The results of these case studies have shown that the defi nition of service

levels and operations (according to EN 15221) can be a useful way to re-

duce problems (structural damages etc.) in the spa/wellness area. Also the

controlling of services is an important point to ensure quality in infrastruc-

ture, personnel, equipment etc. All these points fall within the FM sector

and emphasize the importance of FM.


53

Alexander Redlein

The author

Dr. Alexander Redlein is a.o. Univ. Prof. for FM at

the Viennese Technical University. After his

interdisciplinary studies he is now engaged in

research, education and consultation in the area of

FM.

He is head of the IFM (Real Estate and Facility Ma-

nagement) at the Viennese Technical University.

Apart from his research activities he is responsible

for the technology transfer between the university

and Central European companies.

Dr. Alexander RedleinIFM, Vienna University of Technology



Hospitality



57

Peter Prischl

Hospitality in the Tourism sector and the contribution of Facility Management – perspectives for Tyrol and beyond

Peter PrischlReality Consult


58



59

Peter Prischl


60



61

Peter Prischl


62


as one of the premier European management consultancies for Real Estate

and Facility Management - this is what he works for.

Peter Prischl leads Reality Consult since 1996,

after career stations in management consul-

ting, heating systems, building management

and building automation in Austria, Sweden

and Germany. he supervises complex con-

sulting projects and develop the people to

conduct them. Reality Consult has contributed

to the improvement of real estate productivity

through more than 400 projects in over 150

companies and organizations. Reality Consult

Peter PrischlReality Consult

The author




65

Barbara Guger

„Die Schönheit liegt im Auge des Betrachters“: Aufgrund der Ästhetisierung

der Gesellschaft und der rasanten Web 2.0 Entwicklungen sind Hotels einem

ansteigenden Konkurrenzdruck ausgesetzt. Die zunehmende Diversifi zierung

von Wahrnehmung der Reisenden erfordert mehr Wissen in Hinblick auf

die Wahrnehmung der unterschiedlichen Zielgruppen. Das Forschungsziel

dieser Dissertation war es, Aufschluss darüber zu geben, wie die physische

Umgebung eines Hotels (Environmental Dimensions) von den Gästen wahr-

genommen wird und wie sich Veränderung dieser auf die Gäste auswirkt.

Das Objekt der Fallstudie, ein Kärntner 4-Sterne Hotel, wurde mittels eines

qualitativen, konstruktivistischen Ansatzes erforscht. Die Ergebnisse zeigen,

dass ein Hotel mehr ist als eine Übernachtungsstätte für fremde Menschen.

Basierend auf der Actor Network Theory von Latour (2010) kann es als ein

Beziehungsraum und als Persönlichkeit mit eigener Entwicklungsgeschichte

gesehen werden. Weiters zeigt sich, dass die Erwartungshaltung, die Er-

fahrungen, die berufl iche Sozialisation und der Persönlichkeitstyp der Gäste

entscheidend sind für die Beurteilung des Hotel-Servicescapes. Dabei kommt

es zu einem ähnlichen Verhalten wie bei der Partnersuche. Kopf oder Herz,

Verstand oder Gefühl, für die einen ist das Hotel nur ein Platz zum Schlafen,

bei dem das Preis-Leistungs-Verhältnis entsprechen muss, für andere Gäste

symbolisiert das Hotel Lebensstil und es sollte den eigenen Werten gerecht

werden.

Die vorgenommene Gliederung der Environmental Dimensions setzet sich

aus Metaebene, Konstruktionsebene, Interieurebene, Detailebene und einer

virtuellen Ebene zusammen. Als Moderationsaspekte dieser Ebenen können

durchgängige Gestaltung, Atmosphäre und Hygiene / Sauberkeit verstanden

werden.

1 Ausgangslage und theoretischer Abriss

In den letzten zehn Jahren ist ein signifi kanter Anstieg der Reiseaktivitä-

ten, vor allem in den Ländern der ersten Welt, zu beobachten. Dies hat

mannigfaltige Auswirkungen, u. a. einen deutlichen weltweiten Anstieg der

Hotelbettenzahl. Bei der Etablierung des Massentourismus in den fünfziger

“I am not demanding, I just look for a dignifi ed 4-star hotel with good service and nice furnishing” (Guest) Guest & Hotel - a relationship

Mag. (FH) Dr. Barbara Gugerfein.gestalten.at


66


Jahren des 20. Jhdts. haben die Hotelgestaltung bzw. Architektur und Design

nur eine sehr kleine bzw. überhaupt keine Rolle gespielt. Dies ist gerade im

Begriff sich zu ändern, da ein höherer Design- bzw. Gestaltungsanspruch

an die Hotels zu beobachten ist. Reisende werden kritischer, kennen eine

Vielzahl von Hotels und verfügen über ausreichend Erfahrung und Ver-

gleichsmöglichkeiten der Gestaltungs- und Serviceleistungen derselben.

Darüber hinaus können Reisende jederzeit Bewertungen anderer Hotelgäste

im Internet abfragen (tripadvisor.com, hotelcheck.com etc.), um sich anhand

dieser „ehrlichen und offenen“ Internetplattformen zu orientieren. Durch die

Möglichkeit, Reisen rasch online zu buchen, konkurriert ein Hotel in Tirol nun

nicht nur mehr mit dem Nachbarhotel, sondern steht auch in direktem Wett-

bewerb z. B. mit einem Hotel in Bali. Durch diesen immer stärker werdenden

Druck, auf den/die Hotelier/ière nimmt, die Professionalisierung der Branche

zu.

Ein Schlüsselfaktor ist dabei die gleichzeitige Produktion und Konsumation

des Services. Dem Gast ist es weder möglich, eine Nächtigung im Vorhinein

zu testen, noch im Nachhinein zurückzugeben. Der/die Hotelier/ière kann

eine Hotelnächtigung nicht auf Lager legen und zu einem späteren Zeitpunkt

verkaufen. Aus diesem Grund muss auf tangible Gegenstände im Tourismus-

marketing besonderer Wert gelegt werden, um Qualität zu signalisieren und

Unsicherheit zu reduzieren (Bitner 1992, Aubert-Gamet 1996). Die physische

Umgebung kann als nonverbale Kommunikation des Hotels verstanden wer-

den (z. B. Stockbetten versus großzügige Suite).

Das Forschungsgebiet der Environmental Psychology beschäftigt sich mit

dem Verhalten von Individuen in ihrer Umgebung in einer sehr behavioristi-

schen Sichtweise. Ein bedeutungsvolles dichotomisches Modell davon ist das

Mehrabian-Russell-Modell (1974).

Abbildung 1 – Mehrabian-Russell-Modell

Die zentrale Aussage ist, dass Umweltstimuli den emotionalen Zustand be-

einfl ussen und dies zu einem Approach- oder Avoidance-Verhalten führt.

Zeitgleich mit Mehrabian & Russell (1974) beschäftigte sich Kotler mit der

Wirkung der Atmosphäre auf Kund/inn/en. Kotler (1973-1974, Seite 50)

defi niert Atmosphäre als „the air surrounding a sphere“ oder Umgebungs-


67

Barbara Guger

qualität, welche präsent ist und durch die Sinne aufgenommen wird. Trotz

der Bedeutung für den Tourismus sind die Komponenten „Atmosphäre“ und

„Ambiente“ sehr wenig erforscht (Heide et al. 2007). Die dekontextualisierte

und dichotomische Sichtweise aus dem Mehrabian-Russell-Modell (1974)

verwendet u. a. ebenfalls Bitner (1992) in ihrem „Framework for Under-

standing Environment-User Relationships in Service Organizations“. Dabei

versucht sie, anhand der Environmental Dimension unter Einbeziehung der

Internal Responses (kognitiv, emotional und physiologisch) das Kundenver-

halten zu erklären.

Framework for Understanding Environment-User Relationships in Service

Organizations

Abbildung 2 - Typology Framework for Understanding Environment-User Relationships

in Service Organizations (Bitner 1992, Seite 60)

Grundlegend spricht sich Bitner (1992) für einen holistischen Ansatz in der

Servicecapeforschung aus, allerdings ordnet sie dem Subjekt mit seinen mit-

gebrachten Gefühlen, Motiven, Motivationen und Bedürfnissen eine unterge-

ordnete Rolle zu, die relativ kurz als „Moderators“ zusammengefasst werden.

Dabei ist einer der wichtigsten Aspekte bei einem Hotelaufenthalt, welche

Motivation, Motive und Erwartungen die Gäste haben, um sich in ein Hotel-

Servicescape zu begeben. Zudem verbringen sie einen längeren Zeitraum im

Hotel-Servicescape (mindestens eine Nächtigung). Obwohl mehrmals von

Bitner (1992) und weiteren Autor/inn/en angeführt wird, dass man ein Servi-


68


cescape holistisch wahrnimmt, wird die Thematik oft dekontextualisiert und

häufi g auf nur eine Variable bzw. mehrere herausgezogene Variablen in ei-

nem quantitativen Rahmen untersucht. Um Motivation, Motive, Bedürfnisse,

Ziele, Charakteristika, Habitus, Vorerfahrungen, Erwartungen etc. des Gastes

besser zu verstehen, muss man das Subjekt mit seiner Motivation und den

daraus resultierenden Motiven (Heckhausen 1989, Seite 10) in den Fokus

stellen. Die Grundlagen der Motivationstheorie beschreiben einen dynami-

schen Prozess zwischen internen psychologischen Faktoren (Bedürfnissen,

Motiven und Zielen), welcher eine unangenehme Spannung auf geistiger und

körperlicher Ebene auslöst. Um die Spannung zu lösen, müssen die Bedürf-

nisse gestillt werden (Fodness 1994). Bedürfnisse im Kontext von Reisen ste-

hen häufi g in einem „Push Factors – Weg-von-Reisen und Pull Factors – Hin

zu Reisen“ Verhältnis. Die Reisemotive im Speziellen lassen sich in fünf große

Gruppen einteilen: Selbstwertschätzung, Kultur- und/oder Bildungsmotive,

Nützlichkeitserwägungen im Sinne Freude zu maximieren oder dem Alltag zu

entkommen, Prestige und familiäre Kontakte (Fodness 1994).

Um das Subjekt im Hotel zu verorten, kann die ANT (Akteur Network

Theory) nach Latour (2010) herangezogen werden. Die ANT beschreibt die

Wechselbeziehung zwischen Subjekten (Akteuren) und nichtmenschlichen

Entitäten (Aktanten). Latour (2010) verweist darauf, dass Aktanten auch

Handlungsträger sind, und aufgrund dieser Tatsache bezieht er nichtmensch-

liche Entitäten in das soziale Verhalten mit ein.

Allerdings geht die Verortung des Individuums weiter, es steht nicht nur in

einer Wechselbeziehung mit nichtmenschlichen Entitäten, sondern unterliegt

laut Granovetter auch der sozialen Einbettung (Embeddedness).

2 Research Design

Die Fallstudie basiert auf einer Vorher-Nachher-Analyse der Gästewahrneh-

mung und des Gästeverhaltens in einem Kärntner 4-Sterne-Hotel Garni. Das

Forschungsobjekt, ein Einsaisonbetrieb, war zum Zeitpunkt der ersten Inter-

viewwelle 2009 verpachtet. Nach der dreijährigen Verpachtung des Betriebes

waren die Intentionen der neuen Betreiberfamilie (Tochter der Eigentüme-

rin), das Hotel zu modernisieren und in ein „kleines, feines“ Designhotel zu

verwandeln. Danach wurde 2010 die zweite Interviewwelle durchgeführt.

Dazu wurden fokussierte Interviews mit teilnarrativen Aspekten und eine

rekonstruktive Interviewanalyse (Kruse 2011) herangezogen.


69

Barbara Guger

3 Hotel als Beziehungsraum

Ein Hotel ist mehr als eine Übernachtungsstätte für fremde Menschen, ba-

sierend auf der Actor Network Theory (ANT) von Latour (2010) kann es als

ein Beziehungsraum gesehen werden. Diese Beziehungen entstehen dabei

zwischen mehreren Akteuren und einem Aktanten. Die Akteure sind auf der

einen Seite die Reisenden selbst, die anderen Gäste im Hotel und auf der

anderen Seite die Menschen, die das Hotel betreiben bzw. besitzen, und die

Mitarbeiter/innen. Der Aktant, das Hotel, ist eine nichtmenschliche Entität, er

kann über die Akteure sowohl agieren als auch Handlungsstränge auslösen,

zum Beispiel verleitet eine gemütliche Sitzgruppe zum Verweilen und ein

übergroßer Schlüsselanhänger erinnert an das Zurückgeben des Hotelzim-

merschlüssels. Der Aktant wurde in dieser Studie immer aus der Perspektive

des Gastes gesehen und beschrieben, denn erst durch die Hotelgäste erlangt

das Hotel seine Bedeutung. Ohne Reisende wäre ein Hotel seiner Bedeutung

entkoppelt und eine nichtssagende Hülle.

Im Zuge der Studie lässt sich ein deutlicher Anthropomorphismus in Bezug

auf den Aktanten erkennen. Die Gäste vermenschlichen das Hotel und sehen

es als etwas Aktives, Lebendiges, Freundliches. 2009 gilt noch die Devise,

das Hotel auf keinen Fall „sterben“ zu lassen, wobei sich die Interviewpart-

ner/innen für jemanden aussprechen, der sich aktiv um das Hotel kümmern

muss. Die befragten Gäste sehen die Gefahr, dass ein fremder Betreiber das

Haus ausschlachten könnte, um es danach, sobald die Rentabilität erschöpft

ist, zu verlassen.

2010 hat sich die Situation verändert, die Gäste versprachlichen das Hotel

nicht mehr als etwas „Sterbendes“, sondern es befi ndet sich plötzlich im

Umbruch, in einer Veränderung. Es hat wieder treue Begleiter gefunden, die

Veränderung ist spürbar im Haus und die Interviewpartner/innen ermuntern

die Betreiberfamilie, noch weiter zu gehen und Schritt für Schritt das Hotel in

die Zukunft zu führen. Diese Vermenschlichung erinnert nicht zufällig an eine

Eltern-Kind-Beziehung, der Aktant ist von seinen Eigentümern/Betreibern ab-

hängig und auf deren guten Willen angewiesen. Bleibt dieser wohlwollende

Wille aus, ist das für die Gäste spürbar und ersichtlich. Details und liebevolle

Gestaltungselemente im Haus veranlassen die Gäste, Rückschlüsse auf die

Eigentümer/Betreiber zu ziehen. Von den Gästen wird dies als dienlicher

Hinweis auf die zu erwartende Urlaubsqualität gesehen und lässt aus ihrer

Perspektive folgende Schlüsse zu: • Kümmern sich die Gastgeber/innen liebevoll um das Haus, werden


70


sie sich auch liebevoll um die Gäste kümmern bzw. vice versa• Ist die Gestaltung liebevoll, kann es als Indikator für eine gute

Hotel- bzw. Urlaubsqualität gesehen werden bzw. vice versa

Die folgende Abbildung stellt den Beziehungsraum dar. Auf der linken Seite

gibt es die Gäste, die sich in das Hotel begeben. Das Hotel kann in zwei grö-

ßere Bereiche geteilt werden, einerseits dem Aktanten (das physische Hotel)

und die Akteure im Hotel (Mitarbeiter/innen, Betreiber/innen, Eigentümer/

innen etc.). Dieses Zusammentreffen mündet in einer Interaktion zwischen

Akteuren und Aktant.

Abbildung 3 - Hotel als Beziehungsraum aus Gästepersepktive

Persönlichkeit der Akteure

Der Gast betritt den Beziehungsraum Hotel nicht als leere Hülle und unvor-

eingenommen, sondern er/sie bringt seine/ihre Persönlichkeit, seine/ihre

Erfahrungen, seine/ihre Motivationen, seine/ihre Erwartungen, seine/ihre

eigenen Ansprüche und die seines/ihres Partners mit. Geht man näher auf

die Persönlichkeit ein, zeigt sich, dass die befragten Personen nicht nur ein

Hotel suchen, sondern ein Hotel, das zu ihnen passt und das ähnlich einem

Partner ausgesucht wird.


71

Barbara Guger

Wertet das Hotel den sozialen Status des Gastes auf, offeriert es Prestige?

Mit einem Blick von außen wird über den Status und die Repräsentanz des

Hotels nachgedacht und die Frage gestellt, was dieses Hotel über sie sagt

und ob sie ihren Freunden, Bekannten und Kollegen davon berichten kön-

nen, ohne dass etwas Negatives auf sie zurückfällt. Deutlich erkennbar kann

hier die Idee von Embeddedness (Granovetter 1985) gesehen werden, die

Entscheidung wird nicht nur von einem wirtschaftlichen Aspekt oder indivi-

duell getroffen, sondern unterliegt der sozialen Einbindung.

Manche Interviewpartner/innen erheben genau, wie nützlich das Hotel für

sie ist und wie es seine Zwecke erfüllen kann. Damit verwoben ist die Frage,

ob die eigene Individualität und Autonomie gelebt werden kann. Hat der

Gast im Hotel die Möglichkeit, sich in Ruhe zurückzuziehen? Welche Rolle

spielt der mitreisende Partner?

Für jeden Gast haben Hotels eine eigene Bedeutung, sie werden als Mittel

zum Zweck gesehen, manche lieben Hotels und treten in eine nahezu per-

sönliche Beziehung zu ihnen, andere würden am liebsten im Zelt nächtigen

und überhaupt kein Hotel in Anspruch nehmen. Es fallen Bezeichnungen wie

„wir sind Hotelgänger/innen“ oder „ich bin kein Hotelmensch“.

Außerdem zeigte sich 2010 noch die Frage nach dem Lebenskonzept. Wie

verändern Kinder die Reisegewohnheiten der Eltern? Wie können Teenager

gut in den Urlaub in einer Großfamilie eingebunden werden?

In weiterer Folge handelt das Thema Lebenskonzept von den Entschei-

dungsträger/innen für den Urlaub. Wer übernimmt in einer Partnerschaft

die Entscheidung für oder gegen ein Hotel, wer bucht und kümmert sich um

den Ablauf? Lassen sich sportliche Aktivitäten gut in den Urlaub integrie-

ren? Bietet das Hotel die nötigen persönlichen Verbindungen (z. B. um beim

Golfplatz einen Abschlag zu bekommen) oder den nötigen Komfort (z.B.

Klimaanlage)?

Berufl iche Sozialisation

Deutlich hat sich in beiden Jahren (2009 und 2010) gezeigt, dass die Inter-

viewpartner/innen das Hotel durch die Brille ihres Berufs beurteilen. In der

Soziologie geht man davon aus, dass der eigene Beruf sich auf die restlichen

Bereiche des Menschen wie Persönlichkeit und Wertorientierung überträgt

(Heinz 1995, Frese 1983). Die Hotelgäste nehmen quasi ihre berufl iche

Kompetenz mit ins Hotel und evaluieren es dementsprechend. Die Bankerin

wechselt während des Interviews ständig in die Perspektive der Eigentümer/

in/Betreiber/in und denkt an die nötigen Investments und weniger an ihr

eigenes Wohlbefi nden im Haus. Der PR-Berater versucht die Hotelleistung zu


72


emotionalisieren und seine Partnerin, eine Juristin, verwandelt die Hotel-

beschreibung in eine klare, sachliche Argumentationskette Diese kurzen

Beispiele zeigen, dass der Beruf der Gesprächspartner/innen im Urlaub

nicht abgelegt wird, sondern bei der Beurteilung des Servicescapes immer

mitschwingt.

Reisemotive

Die Reisemotive im Studienobjekt sind gefärbt von einer passiven Aktivi-

tätseinstellung, die Gäste möchten die Seele baumeln lassen, Ruhe und Ge-

nuss stehen im Vordergrund. Grundsätzlich sind die Reisemotive von „Push

Factors“ (Dann 1977) geprägt, die Interviewpartner/innen möchten dem

Alltag entfl iehen und eine Gegenposition am Urlaubsort fi nden.

Bedeutung des Hotels

Grundsätzlich wird die Bedeutung des Hotels im Urlaub von den Interview-

partner/innen als sehr hoch eingeschätzt. Diese Bedeutung variiert allerdings

nach der Reisezeit, der Aufenthaltsdauer und den Reisemotiven. Der Urlaub

wird als limitierter Zeitraum empfunden, der durch seine Limitation als sehr

wertvoll bewertet wird, die Urlaubsleistungen werden dadurch fi nanziell

berechnet und in Kontext gesetzt. Interessant ist, dass einige Interview-

partner/innen dem Hotel bei einem Wochenendaufenthalt wenig Bedeutung

beimessen, Komfort ist nicht wichtig, es muss vor allem billig sein, wohinge-

gen andere Gäste wiederum die entgegengesetzte Position einnehmen, ein

kurzer Aufenthalt muss eine hohe Nächtigungsqualität bieten. Dieser Aspekt

polarisiert ebenfalls bei längeren Aufenthalten, allerdings werden hier die

Gesamtkosten und die Zimmergröße wichtiger.

Erwartungshaltung

Die Erwartungshaltung und die Erfüllung bzw. Nichterfüllung dieser beein-

fl usst entscheidend die persönliche Wertung des Hotels durch die Gäste. Je

besser die Interviewpartner/innen über das Hotel informiert sind, desto eher

entspricht das Bild vom Hotel den Erwartungen und es gibt weniger negative

Überraschungen.

Entscheidungsgründe

Wie in zahlreichen Studien belegt (Yavas & Babakus (2003), Wong & Lam

(2001) Callan & Bowman (2000), Dubé & Renaghan (2000), Lewis (1985)),

war auch in der empirischen Untersuchung die Lage das Hauptkriterium

für die Hotelauswahl. An dieser Stelle sei jedoch angemerkt, dass die gute


73

Barbara Guger

Lage eine hohe Indexikalität aufweist. Bedeutet für einen Gast die gute

Lage direkten Seezugang, kann dies für den anderen Gast Zentrumsnähe

ausmachen. Weitere Entscheidungskriterien beider Erhebungsjahre sind der

Zimmerpreis, die Hotelkategorie, Empfehlung, Verfügbarkeit, persönliche Be-

ziehung und Attraktivität. Ebenso ist die Hotelgröße in die Entscheidungskri-

terien eingefl ossen. Interviewpartner/innen haben sich dezidiert ein kleines

Hotel gesucht, um in einer heimeligen, familiären Atmosphäre zu wohnen

und/oder unter sich zu sein und/oder der Standardisierung von großen Ho-

tels oder Kettenhotels zu entgehen.

Hotel – subjektives Deutungsmuster im Sinne Preis-Leistung

Wie kann der Zimmerpreis in Relation gesetzt werden? Ein erstes, von vielen

Gästen benutztes Konzept ist die Kategorisierung des Hotels nach Sternen.

Jede/r Interviewpartner/in hat eigene Erfahrungen, vergleicht diese mit be-

reits bewohnten Hotels und hat das Eigenbild eines Spezialisten in Bezug auf

die Kriterien zur Sterneeinstufung. Trotzdem fußen diese Vorstellungen nicht

auf den offi ziellen „objektiven“ Kriterien.

Aufgrund der subjektiven, auf Erfahrung basierenden Vergleichskriterien

(mangelnder Komfort, Komfort wie zuhause, Wertigkeit, Alt & Neu, Größe,

Sauberkeit & Ordnung, Helligkeit und fi nal die Belehrung, was ein Hotel bie-

ten muss), welche im Kontext zur Hotelklassifi zierung gesehen werden, wird

jeder Gast dem Hotel ein individuelles Preis-Leistungs-Verhältnis zuordnen.

Außerdem konnte festgestellt werden, dass Gäste das Hotel mit dem Eigen-

heim vergleichen und damit auch ihre Geldausgabebereitschaft in Relation

setzen. Falls der Standard des Hotels unter den des Heims fällt, sinkt die

Bereitschaft, einen hohen Preis für das Zimmer zu bezahlen.

Die Wertigkeit der eingesetzten Materialien im Aktanten wird von den

befragten Personen deutlich wahrgenommen. Grundsätzlich neigen die Inter-

viewpartner/innen zu hochwertigen Materialien, und nur eine gute Instand-

haltung und Wartung lässt über das Alter der Einrichtung hinwegsehen.

Die Größe des Aktanten birgt viele Facetten, zum Beispiel verweisen Gäste

darauf, in einem großen Hotel lediglich eine Nummer zu sein und in einem

kleinen Hotel als Person wahrgenommen zu werden; so wird das Hotel der

Fallstudie als klein, persönlich und angenehm empfunden. Ebenfalls in Bezug

auf die Hotelgröße steht die Wahrnehmung von Lärm und Ruhe, wobei

dieser Aspekt polarisiert. Ein Teil der Gäste empfi ndet ein kleineres Hotel als

Ruhepol, der andere Teil empfi ndet ein kleines Hotel als Lärmbelastung, da

sich die Unruhe auf wenige Räume konzentriert und sich nicht in der räumli-

chen Großzügigkeit verliert.


74


Relevante Environmental Dimensions

In Tabelle 1 werden die Environmental Dimensions aus der Empirie darge-

stellt. Die Gliederung stützt sich zunächst auf die räumliche Unterteilung des

Hotels (Baukörper, Hotelinterieur und Detailgestaltung), zusätzlich zu den

Vorschlägen in der Literatur werden eine Metaebene (das Hotel im Kontext

seiner Umgebung) und die virtuelle Präsenz des Hotels im Internet ergänzt.

Die Onlinedarstellung des Hotels kann als Weiterentwicklung eines Schau-

fensters (Kotler 1973-1974) gesehen werden, die Gäste haben die Möglich-

keit, das äußere Erscheinungsbild und auch die inneren Werte des Hotels zu

überprüfen. Die Moderationsaspekte (Atmosphäre, durchgängige Gestaltung

und Sauberkeit/Hygiene) stehen mit den vorher genannten fünf Ebenen in

direkten Wechselbeziehungen, wobei deren Intensität unterschiedlich ist.

Tabelle 1 - Einteilung der Environmental Dimensions im Hotel-Servicescape

Interaktion zwischen den Akteuren und Aktant

Die Interaktion gibt Auskunft über die Beurteilung des Hotels von Seiten des

Gastes. Hier werden insbesondere die Rückkehr- und Empfehlungsbereit-

schaft, sowie die Vorschläge zur Verbesserung des Hotels abgehandelt.


75

Barbara Guger

4 Bibliografi e

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BITNER, M. (1992), “Servicescapes: The Impact of Physical Surroundings on Customers and Employees”, Journal of Marketing, Volume 56, Nr. 2, Seite 57-71

CALLAN, R., BOWMAN, L. (2000), “Selecting a Hotel and Determining Salient Quality Attributes: A Preliminary Study of Mature British Travellers”, Interna-tional Journal of Tourism Research, Volume 3, Nr. 3, Seite 97-118

CROMPTON, J., (1979), “Motivations for Pleasure Travel”, Annals of Tourism Research, Volume 6, Nr. 4, Seite 408–424

DANN, G. (1977), “Anomie, Ego-Enhancement and Tourism”, Annals of Tou-rism Research, Volume 4, Nr. 4, Seite 184-194

DUBÉ, L., RENAGHAN, L. (2000), “Creating Visible Customer Value: How Customers View Best-practice Champions”, Cornell Hotel and Restaurant Administration Quarterly, Volume 41, Nr. 1, Seite 62-72

FODNESS, D. (1994), “Measuring tourist motivation”, Annals of Tourism Research, Volume 21, Nr. 3, Seite 555-581

FRESE, M. (1983), „Der Einfl uß der Arbeit auf die Persönlichkeit: Zum Konzept des Handlungsstils in der berufl ichen Sozialisation“, Zeitschrift für Sozialisationsforschung und Erziehungssoziologie, Volume 3, Seite11-28

GRANOVETTER, M. (1985), “Economic Action and Social Structure: The Problem of Embeddedness”, American Journal of Sociology, Volume 91, Nr. 3, Seite 481-510

HECKHAUSEN, H. (1989), „Motivation und Handeln“, 2. Aufl age, Berlin: Springer

HEINZ, W. (1995), „Arbeit, Beruf und Lebenslauf: Eine Einführung in die berufl iche Sozialisation“, München: Juventa Verlag

HEIDE, M., LAERDAL, K., GRONHAUG, K. (2007), “The design and manage-ment of ambient – Implications for hotel architecture and service“, Tourism Management, Volume 28, Nr. 5, Seite 1315-1325

KOTLER, P. (1973-1974), “Atmospherics as a Marketing Tool“, Journal of Retailing, Volume 49, Nr. 4, Seite 48-64

KRUSE, J. (2011), Reader „Einführung in die qualitative Interviewforschung”, Freiburg (Bezug über: http://www.soziologie.uni.freiburg.de/kruse)

LATOUR, B. (2010), “Eine neue Soziologie für eine neue Gesellschaft”, 1. Aufl age, Frankfurt am Main: Suhrkamp Verlag Frankfurt am Main

LEWIS, R. (1985), “Predicting Hotel Choice – The Factor Underlying Percepti-on”, The Cornell H.R.A. Quaterly, February, Seite 82-96

MEHRABIAN, A., RUSSELL, J.A., (1974), “An Approach to Environmental Psychology”, MIT, Cambridge, MA

WONG, K., LAM C-Y. (2001), “Predicting Hotel Choice Decisions and Segmen-ting Hotel Consumers: A Comparative Assessment of a Recent Consumer Based Approach”, Journal of Travel & Tourism Marketing, Volume 11, Nr. 1, Seite 17-33

YAVAS, U., BABAKUS, E. (2003), “What do guests look for in a hotel? A multi-attribute approach”, Services Marketing Quaterly, Volume 25, Nr. 2, Seite 1-9


76


PhD degree at the University of Innsbruck. Mentored by Prof. Dr. Klaus Wei-

ermair her topic was “The infl uence of Environmental Dimensions in Hotel-

Servicescapes”. Putting the focus on the guests perspective she analyzed the

following questions: What do people perceive in hotels and which physical

aspects they like and they dislike? As a hotel enthusiast she enjoys traveling

and blogging about hotels.

Barbara Guger is working as an independent

business consultant in Vienna (fein.gestalten.

at). As an entrepreneur she focuses on new

media, marketing and hotel design. Barbara

Guger was studying at the IMC Krems (Univer-

sity of Applied Sciences) Tourism and Leisure

Management and gained foreign experience

spending a term in Brussels, Belgium and a

term in Kalmar, Sweden. 2012 she received a

The author

Mag. (FH) Dr. Barbara Gugerfein.gestalten.at




79

Jan Chr. van Dalen

This presentation is about the delineation of the concept of facility manage-

ment as a multidiscipline, mainly composed by three founding disciplines in

management:• Resource management• Service Management• Hospitality Management

Facility management is a fi eld of management that is developing fast. From

a situation that FM was experienced, esp. by outsiders, as the craftmanship

of cleaning and catering and the maintenance of buildings, the profession

has developed itself rapidly into an important strategic fi eld, adding value,

contributing directly to the competitive position of organizations and enab-

ling organizations to produce and market their products. Essentially FM, in

its evolutionary development process, is changing from a cost factor to a

value adding factor.

As a consequence FM, to its full extent, is highly relevant to all strategic

movements and approaches of organizations, and not only limited to a sup-

porting role. Esp. in the turbulent times of today, this strategic role becomes

more prominent.

‘The three sisters’, which will be about the subjects Resourcemanagement, Servicemanagement and Hospitality.

Prof. dr. Jan Chr. van DalenIFMEC


80

‘The three sisters’, which will be about the subjects Resourcemanagement, Servicema-nagement and Hospitality.

in The Netherlands, developing industry policy in India, restructuring Health

Care (Egypt, Vietnam) and improving civil aviation logistics in East Africa.

Before serving MsM, prof. van Dalen was professor with the Agricultural Uni-

versity, dean-director with the Open University, professor with the University

Twente (known as the Entrepreneurial University) and with the University

of Amsterdam. The start of his career was in Government and Consultancy

(e.g. restructuring city administrations).

The most recent position occupied is professor of Strategic Facility Manage-

ment at IFMEC and Academic Dean with IFMEC.

Apart from jobs in the the Academic World prof. van Dalen was senior

consultant with TNO (for logistics, infrastructure and regional development),

HRM director in a city organization, and management consultant with one of

the bigger consultancy companies in The Netherlands.

Governance functions were taken up in the role of non-executive director of

some organizations in Health Care, Education and a Court of Audit.

Research interests are concentrated now on the development of improved

models and theories in the fi eld of Management. With special emphasis on

Facility Management and Enabling Leadership.

Prof. van Dalen is associated part time with Maastricht School of Manage-

ment (MsM), educating, researching and consulting in the fi eld of corporate,

business and chain strategies and related topics. Furthermore he is associ-

ated with the Benelux University Centre as a professor. Internationally prof.

van Dalen is engaged in a number of visiting professorships, c.q. professoral

fellowships, worldwide (e.g. China, Indonesia, Malaysia, Egypt, Kazahkstan

and Peru).

Within the scope of his professorships a number of bigger and smaller

projects have been undertaken, like restructuring agro- and food economy

Prof. dr. Jan Chr. van DalenIFMEC

The author




83

Asaël Akkerman

In Holland the connected workplace concept started '91, oddly enough in

the Public Sector. Throughout the last 20 years this concept has evolved

from offi ces with a funpark theme and bagboys to a more balanced concept

in which employees can meet and work together.

Our companies are faced with a whole new issue upon the workplace, how

do we get our employees to connect at work? And how do we keep our busi-

ness culture and core values alive. This is where hospitality management is

needed for in our workplace environment.


Asaël AkkermanSanquin Blood Supply


84


in both Soft and Hard Services.

Currently in the position of Head of Hard & Soft Services at St. Sanquin

Blood supply Netherlands and Director of Panaxae BV, Asaël is a “young and

angry” professional with a drive for business development and a focus in

concept development in co-creation with selected partners in his network.

Direct experience in Corporate Real Estate Management (Gebouwbeheer)

and Facilities Management (Soft Services). Over the years (previously at a.o.

Stork Worksphere) he has gained broad experience in all aspects of afore-

mentioned fi elds and proven to be both manager and business developer,

always on top of the game in creating new Facilities Management solutions

Asaël AkkermanSanquin Blood Supply

The author


Facility Management



87

Reinhard Poglitsch

10 Megatrends der Zukunft und ihre Auswirkung auf FM im Jahr 2020

Ing. Reinhard Poglitsch, MBAIFMA Austria; ISS Austria Holding GmbH


88



89

Reinhard Poglitsch


90



91

Reinhard Poglitsch


92



93

Reinhard Poglitsch


94


lege London, Schwerpunkt Strategisches Management (10/2006)

Universitäres Diplom an der Theologischen Fakultät Graz, Theologie

(06/2011)

Berufl icher Werdegang

1989-1993 Verschiedene Funktionen, ISS Securisystem

1994-1995 Regionalleiter Steiermark/Kärnten, ISS Securisystem

1997-2002 Assistent der Generaldirektion ISS CE. Verantwortlich für:

Sanierungen, Marktentwicklung, Operations (CZ, SK, H, HR,

SLO).

2003-2005 Geschäftsführer ISS-Ungarn

2006-2008 Leiter Integrierte Facility Services – Österreich

Ab 2007 Mitglied der Geschäftsleitung.

2008- 2012 Leiter Business Development / Integrierte Facility Services,

Marketing

2013- Leiter Sales & Business Development / Integrierte Facility

Services, Marketing

Persönliche Informationen

Verheiratet, 2 Kinder (Lukas 23, Lena 16)

Ausbildung

5 Jahre Höhere technische Bundeslehranstalt

für Elektrotechnik(06/1988)

MBA-Abschluss am Henley Management Col-

Präsident IFMA Austria,

COO ISS Austria Holding GmbH

Ing. Reinhard Poglitsch, MBAIFMA Austria; ISS Austria Holding GmbH

The author




97

Juliane Schmidt; Timo Seyfried

High performance! The usability of KPI´s for a hotel-owner and the reality of FM

Juliane Schmidt, BA; Dipl.-Ing. (FH) Timo SeyfriedSiemens Gebäudemanagement und -Services GmbH

You, as Facility Management organization, are still the best in your business.

But you also have to deal with the challenge to offer the best solution to

your customers. Every customer has his own requirements and visions. To

combine these needs with conditions of every object is the reality of Facility

Management. You are the best in your business if you fi nd a solution which

is refl ecting your key performance indicators and which are also including

the service levels due to requirements made by your customer. Design to

budget, design to quality! That is the reality of Facility Management. We

want to show how to fi nd the best solution by having a look on an existing

hotel, how your key performances are helpful for you and as well for the

customer and what kind of questions are useful to perform Facility Manage-

ment on the best way. In case of a hotel we want to show different service

levels which are critical factors for every owner, how to solve these factors

and which key performances are useful to have a look on for both, Facility

Management organization and hotel owner.

In accordance with our presentation and as a result we want you to know

the interaction of key performance indicators, service levels at top level and

level of technical facilities. How can we create a solution on bronze, silver or

gold level by having a close look on real needs and on budget? What kind

of tool is helpful for those fi ndings, implementation and realization? Try to

benefi t from the examples and to undergird your performance for the custo-

mer to make your solution to the best!


98



99



100


Gebäudemanagement & -Services G.m.b.H. Since 2012 she is responsible

for tendering processes and is head of proposal projects for technical Facility

Management.

Juliane Schmidt B.A. completed her professio-

nal training as commercial assistant for infor-

mation processing in economics and manage-

ment in 2006. In 2008 she commenced her

bachelor studies at the University of Applied

Sciences Kufstein Tirol in Facility and Real Es-

tate Management. During her studies she was

part of the research- team of the University in

different projects. After a semester abroad at

the Universiti Sains Malaysia and her successful

graduation she started working for Siemens

Juliane Schmidt, BASiemens Gebäudemanagement und -Services GmbH

The author


101


Mr. Timo Seyfried (graduate engineer on

University of applied science or Dipl.-Ing.

FH) is working for Siemens Gebäude-

management &-Services G.m.b.H. since

2010 in the division Business Develop-

ment. For the service provider for the

entire life cycle he is responsible for the

setting and development of the scope of services in the Cluster Central Eas-

tern Europe, for cross-national tendering processes and global partnerships

in the fi eld of Facility Management.

Mr. Seyfried gained experience before as a Senior Consultant for a leading

supplier of domain specifi c software for public and private owners, as well as

for service providers from the sectors such as Real Estate in Vienna. Previ-

ous to his move from Stuttgart to Vienna he was responsible for the setting

and development of the business division “Strategic Facility Management” as

team leader for Concipio GmbH, a company for real estate and property ma-

nagement. Revitalization, acquisition of properties and project management

of the cost type 400 are completing his scope of functions. The nationwide

portfolio includes 71 commercial properties with around 600.00 m² rentable

area.

Dipl.-Ing. (FH) Timo SeyfriedSiemens Gebäudemanagement und -Services GmbH

The author



103

Peter Kovacs

Die Implementierung des Facility Managements bereits in der Errichtungs-

phase wird von Bauherrn und zukünftigen Betreibern in einem immer stärker

werdenden Ausmaß umgesetzt. Einerseits durch die Zielsetzungen lebenszy-

klusorientierte Gebäude zu planen und zu errichten und andererseits für die

späteren Betreiber und Nutzer die Voraussetzungen für einen optimierten

Gebäudebetrieb zu schaffen.

• Welche Voraussetzungen und Rahmenbedingen müssen geschaffen werden - was kann ein professioneller Bauherr dazu beitragen.

• Was können Betriebs- und FM-Konzepte dazu beitragen und was sollte in derartigen Konzepten beinhaltet sein.

• Wie kann der Übergang von der Errichtungsphase in die Betriebs phase bestmöglich gewährleistet werden.

• Welche fi nanziellen und betrieblichen Vorteile stellen sich dar.•

Eine Sichtweise des Facility Managers zur Schaffung einer WIN/WIN-Situati-

on für Bauherrn, Betreiber und Nutzer.

Implementierung FM in der Errichtungsphase – Grundsatzentscheidungen für die Betriebsphase

Ing. Peter KovacsFacility Management Austria; Magistratsabteilung 34


104

Implementierung FM in der Errichtungsphase – Grundsatzentscheidungen für die Betriebsphase

Berufl icher Werdegang:

1982 bis1983 Fa. Porr - Bautechniker

1983 bis 1997 Stadt Wien MA 26 – Bauinspizient im Bereich Nutzbauten der

Stadt Wien (Projektmanagement und Örtliche Bauaufsicht)

1997 bis 2003 Stadt Wien MA 23 – Teamleiter im Bereich Nutzbauten der

Stadt Wien (Projektmanagement und Örtliche Bauaufsicht)

seit 2003 Stadt Wien MA 34 – Objektmanagement (strategisches FM,

Kundenbetreuung, Projektentwicklung)

seit 2006 Stadt Wien MA 34 – Leiter des Objektmanagements

Sonstige berufl iche Aktivitäten:

2008 bis 2011 Facility Management Austria (FMA) – Vorstand, Leiter der

Interessensgemeinschaft Interne Facility Manager

seit 2012 Facility Management Austria (FMA) – Vorstandsvorsitzender

seit 2008 Mitglied im ÖNORM Komitee 240 – Immobilien- und Facility

Management sowie seit 2012 stellvertretender Vorsitzender.

Persönliches:

Verheiratet, Alexander 15 Jahre

Ing. Peter KovacsFacility Management Austria; Magistratsabteilung 34

1962 geboren in Güssing

Ausbildung:

1969 bis 1973 Volksschule Ollersdorf

1973 bis 1977 Hauptschule in Wien

1977 bis 1982 HTL-Hochbau in Wien,

1982 Reifepüfung

2006 Lehrgang Akademischer Experte für Faci-

lity Management an der Donauuni

The author




107

Leo H.M. Laanen

Short Resume “The contribution of hospitality in the FM value chain. A

general model to solve the confl ict between N=1 and N = ∞

This presentation is based on the European FM model where the relationship

towards customers and suppliers is controlled by FM. This model refl exes the

economic and other scale benefi ts of outsourcing. The position of the client

is simplifi ed by viewing them as a group without individual differences.

The European FM model is focussed on the strategic and tactic level. Adjust-

ments have to be made on an operational level to close the gap between

N=1 and N = ∞. This has a direct impact on facility management organi-

sations by repositioning the facility management skills on a client based

decentralise level.

The contribution of hospitality in the FM value chain. A general model to solve the confl ict between N=1 and N= ∞

Drs. Leo H.M. LaanenIFMEC


108

The contribution of hospitality in the FM value chain. A general model to solve the confl ict between N=1 and N= ∞

Leo fi nished his study Business Administration and Management at the State

University Groningen with a research of the Governmental services on the

Dutch Antilles and published over the political fi eld of force analysis.

He combined his fi rst work as counsellor/trainer at the Institute for Organi-

zation Psychology with a teachership in Management and Marketing at the

Polytechnic University of Groningen.

In 1986 he started his own company that has grown into IFMEC.

Many developments in the Dutch Facility Management Sector are initiated

and monitored by IFMEC. In narrow co-makership with Universities and

Business Schools as MSM he developed educations for the facility service

sector for common practitioners to the highest management on an Academic

level. Also this knowledge becomes in use for many advice- and organisati-

on- development processes, as well within the industry, public services and

healthcare sector.

He published on the fi eld of education, developments in the healthcare sec-

tor (PPS and DBFMO) and facility management in general.

Director IFMEC

Program Manager Executive MBA FM

Leo Laanen is director and founder of IFMEC.

IFMEC stands for International Facility Manage-

ment Expert Centre.

It is an organization advice, research and

education centre and is since 1994 specialized

in Facility Management.

Drs. Leo H.M. LaanenIFMEC

The author




111

John D. Gilleard

The changing nature of business and work

The paper present’s a summary of the CoreNet Global Corporate Real Estate

2020 research report. The research examines a wide range of external and

macro-economic, societal, political and other infl uences,

triangulating these drivers against trends affecting the globally networked

enterprise and CRE itself. Issues covered include:

• Enterprise Leadership• Location Strategy and the Role of Place• Partnering with Key Support Functions• Portfolio Optimization and Asset Management• Service Delivery and Outsourcing• Sustainability• Technology Tools• Workplace

Corporate Real Estate 2020 reports are available at no cost to CoreNet Global

members. Individual reports are available to non-members for a fee.


Prof. Ir. Dr. John D. Gilleard, PhD, MHKIE, IFMA FellowCoreNet Global


112


Senior Director of Learning, APAC & EMEA,

CoreNet Global

Email: [email protected]

Guest Professor, Hochschule Kufstein Tirol

Bildungs GmbH

University of Applied Sciences, Andreas Hofer-

Straße 7, A-6330 Kufstein, Austria

Email: [email protected]

Professor Gilleard is currently Senior Director of Learning, APAC & EMEA, for

CoreNet Global, a US-based Corporate Real Estate professional association.

A former Associate Dean of the Faculty of Construction & Land Use, and

Head, Department of Building Services Engineering at the Hong Kong Poly-

technic University, Professor Gilleard has previously held university positions

in the UK, Singapore and the US. He established Asia’s fi rst Facility Manage-

ment graduate programme in 1996 and he is currently a guest professor at

the Hochschule Kufstein Tirol Bildungs GmbH, University of Applied Sciences,

Kufstein, Austria.

Professor Gilleard is a Fellow of the International Facility Management Asso-

ciation, and a Member of the Hong Kong Institute of Engineering.

Prof. Ir. Dr. John D. Gilleard, PhD, MHKIE, IFMA FellowCoreNet Global

The author




115

Margot Grim


Margot Grime7 Energie Markt Analyse GmbH

With the EPBD recast Europe has adopted an ambitious vision for the energy

performance of its buildings. By 2020 all new buildings shall be nearly zero

energy buildings. In parallel, Member States shall draw up national action

plans for increasing the number of nearly zero-energy buildings (NZEB).

These national action plans shall include policies and measures to stimulate

the refurbishment of existing buildings into nearly zero-energy buildings. In

addition, by 2015 all new buildings and buildings undergoing major renova-

tion must have minimum levels of energy from renewable energy sources.

The implementation of these policy goals requires a major transformation in

the building sector during the next few years.

In this context the building design phase is of particular importance.

Integrated Energy Design (IED) is a valuable assisting approach to

reduce the complexity – which is even higher within NZEB as in common

buildings – of the design process. Within an IED process it is possible to

identify pros and cons of alternative variants of design concepts and to allow

decision makers to decide based on transparent facts. Only if IED is applied

already from the very beginning of the design phase – even better of the

preliminary survey of demand – we can assume that a cost-effi cient so-

lution for NZEB can be identifi ed, because only at the early design phases

changes of the general design concept can be implemented at low cost.

This presentation shows which steps have to be done within an IED pro-

cess – from the fi rst idea of a new or refurbished building until its operation

phase – in contrast to a common design process.


116


manufacturing of thermal solar and biomass heating systems. She started to

work for the Austrian Energy Agency as a student in 2001. After graduation,

she continued to work for the Austrian Energy Agency as scientifi c offi cer

and project manager from January 2003 to June 2007. In July 2007 Margot

Grim founded e7 Energie Markt Analyse GmbH together with some other

people, who were motivated to do research on numerous energy related

topics (energy economics, energy effi ciency buildings, energy politics) and

bring this new researched knowledge into the related markets – e.g. to

change common design processes towards sustainable buildings.

Margot Grim’s main focus is on topics of energy effi ciency and sustainability

in service buildings. In particular she focuses on consulting the awarding au-

thority. There she supports in defi ning sustainability goals and writing client

briefs and further on in the evaluation the building design during the whole

design process (from architectural competition until the detailed design

phase). Within this consulting, topics as sustainability certifi cation, energy

monitoring and life cycle costing are from mayor importance.

Margot Grim studied „Environmental Consul-

ting: Focus on renewable energy engineering

and energy effi ciency in buildings“ within an

individual study programme at the University

of Natural Resources and Applied Life Sciences

Vienna. This included numerous lectures at the

Vienna University of Technology and the Da-

nish Technical University in Lyngby, Denmark.

At the same time she worked in her family’s

company which involved the distribution and

The author

Margot Grime7 Energie Markt Analyse GmbH


Energy & Hotel



119

Harald Dummer

Eco spa with energy effi ciency based on the Spa Resort Aqua Dome Tirol Therme Längenfeld

DI Harald Dummerderenergiearchitekt

The opening of Aqua Dome was on 1 October 2004, the hotel extension and

Spa 3.000 in December 2012.

Some years ago, huge energy consumption costs were the reason that an

energy monitoring system was installed. This measurement is exposing

all consumptions of heating, cooling, electricity and water in detail. Some

structural investments have increased the effi ciency and rentability of the

Aqua Dome´s energy costs. Today is energy saving, in combination with

CO2- neutral energy production by renewable energies and controllable

consumers, an important part of the Eco – Spa Philosophy.

Location: Längenfeld, in the center of the Tirolean Ötztal Valley

Thermal water: The thermal water originates from a deep reservoir

located at a depth of 1865 meters. The sodium chloride sulfate water

comes from a sulfur spring rich in divalent sulfur, with a temperature of

26.7°C. The water is pumped up and reaches a temperature of 40° Celsius

when it comes to the surface.

Management: VAMED is the operating company by order of a group

of associates.

The internationally renowned VAMED health group has been involved

in thermal spa and wellness centers since 1995. In 2006, VAMED

Vitality World was founded as an umbrella brand, running eight of the best-

loved national thermal spa and health resorts. With 2.4 million thermal

spa guests per year in all VAMED Vitality World resorts, VAMED is Austria‘s

leading operator when it comes to thermal spa and health centers.

Size: The entire spa center covers a total size of about 50,000 m²,

comprising a water surface of 2200 m².

Hotel: Four-Star Superior conveniences at their fi nest in both classic and top

modern design, 200 rooms and suites with a minimum size of 35 m².

MICE seminar tourism: Light-fl ooded seminar rooms with state-of-the-art

equipment and seminar technology for up to 800 persons.

Thermal spa: The spa dome Ursprung in the shape of a glass crystal

offers two indoor pools with a water temperature of 34° and 36° Celsius.

The outdoor spa Talfrische contains three seemingly levitating bowl-

shaped pools with a diameter from 12 to 16 meters: one brine pool with


120

Eco spa with energy effi ciency based on the Spa Resort Aqua Dome Tirol Therme Längenfeld

underwater music and light effects, one massage pool with a fountain of

thermal water and one whirl pool. Additionally, a 25-meter swimming

pool for sports, an activity pool with underwater fi tness equipment,

relaxation areas, glazed panorama area for hotel guests only, a separate

indoor and outdoor children’s area with care and animation for free.

Sauna world Gletscherglühen: Measures more than 2.000 m2.

Food and drinks: Spa restaurants with 250 seats.

Fitness center, Beauty and spa:

All-encompassing treatment programme in 17 treatment rooms, facial treat-

ments and body care.

Premium area Spa 3.000:

For hotel guests exclusive wellness pleasure on the roof of the spa complex

on an area of 2.000 m².


121

Harald Dummer

DI Harald Dummerderenergiearchitekt

DI Harald Dummer

Ingenieurbüro Der Energiearchitekt

Sonnendorf 36

A-6334 Schwoich/Kufstein

Mob +43 (0)699 171 203 75

E-Mail: [email protected]

www.derenergiearchitekt.at

Jahrgang: 1966

Ausbildung: Studium Facility Management in München

Erfahrungsbereiche: 25 Jahre im Erneuerbare Energie und Heizungs-Busi-

ness international in leitenden Positionen für Konzerne tätig.

Tätigkeiten: • Ingenieurbüro für Strategien und Konzepte von Energieautonomen

Gebäuden• Allgemein beeideter und gerichtlich zertifi zierter Sachverständiger

Fachgebiete: Wärmepumpen, Wärmemaschinen, Kältemaschinen

Erdwärmesonden und Grundwasserbrunnen für Wärmepumpe

Alternative Energietechnik

• Vertragspartner der Wirtschaftskammer Österreich im Expertenpool für Energieeffi zienz-Beratung

• Mitglied der Arbeitsgruppe Elektromobilität der Standortagentur Tirol

Preisträger des Lebensministeriums:

Arche Neo - Erster Energieautonomer Gewerbepark in Österreich

The author



123

Fred Klammt

Microgrids

Fred KlammtWinSol.org

Decentralized microgrids that derive 100% of their energy from nearby

renewable resources, can be a solution for many hotels + resorts. The-

se microgrids are more resilient and reliable than today’s monolithic and

centralized grid system. They can ensure 100% reliability, thereby allowing

hotels to avoid guest complaints + refunds when main grid power goes out.

The recent hurricane Sandy in the USA NE is one example of why microgrids

will be part of our energy future.

Most hotels have emergency power back-ups that rely on diesel generators

and are costly to maintain and prone to breakdowns just when they are

needed most. These generators are noisy, polluting, and use non-renewable

fuels. A hotel’s local renewable microgrid can operate at higher effi ciencies,

with lower footprints and overall LCA . They also provide more resilience,

while using local integrated renewable resources.

The best microgrid models utilize a co-operative business model with shared

ownership and direct end-user responsibility for operations. Challenges to

these types of microgrids are inertia, start-up costs, regulatory and leader-

ship issues.

There are presently few hotel microgrid systems in the USA, but several

projects are underway. Large resorts with high utility costs and outages (i.e.

extreme weather storms) will likely be the fi rst microgrid developers.

Keywords: Hotel energy systems, community microgrids, decentralized

energy systems, energy islands, integrated renewable energy.


124

Microgrids

his current one being totally off the grid + self-suffi cient, + NO COST.

Mr. Klammt‘s expertise includes• Cradle to Cradle ® evaluations + analysis• Integrated renewable, biomass/solar/wind• Low Cost Energy Systems• Community microgrids• Financial + LCA analysis

Mr. Klammt has a Bachelor of BSEE @ U of Wyoming + Associates in Electro-mechanical from SIU.

• California certifi ed Commercial Energy Auditor - fi rst group 1978• US Senate Productivity Award auditor, NMBQA - Auditor, California

Board of Quality Examiners• IFMA - co-Founder of Silicon Valley Chapter; chair IFMA Program

Committee• CSUS faculty - Sustainable FM instructor + SME• Kufstein, Austria – guest lecturer in SFM

For the past 5 years Fred has devoted himself to lo-cost energy issues.

He teaches sustainability and green building both at CSUS (Sac) and in

Europe.

Previous to this he ran a successful engineering consulting fi rm focusing on

the hi-tech sector.

Fred KlammtWinSol.org

Fred currently teaches at CSUS and in Austria

on Sustainable business + green building. Over

the past 30 years, Mr. Klammt has worked on

Corp. Real Estate + Facility Mgmt. projects for

over 40 Fortune 100 companies likeCisco, HP,

City of San Jose, SCE, USC, Gensler, Paramount

Studios, etc. A hands-on project manager with

over 30 years project mgmt, training + auditing

experience. On a personal note, Fred has desi-

gned + owner built three passive solar homes,

The author


Services & Hotel



127

Heinz Ritzer


Ing. Heinz RitzerHalton Foodservice GmbH

About Halton Group

Halton is a family-owned company specialising in indoor climate and indoor

environment products, services, and solutions. Applications range from pub-

lic and commercial buildings to industry, commercial kitchen, and restaurant

applications. Halton is also one of the most recognised names in indoor

climate solutions for marine and offshore applications. The company’s areas

of expertise and product ranges cover air diffusion, air-fl ow management,

fi re safety, kitchen ventilation, air purifi cation, and indoor environmental

management.

Halton kitchen ventilation solutions

The indoor environment and life-cycle performance targets are set in the

design stage. Working alongside to the design team, Halton helps to fi nd

the right indoor climate solution, one that provides an excellent indoor

environment and safety for customers and staff but also gives fast return on

investment. For hygiene reasons, kitchen ventilation systems must be of the

‘all-fresh air’ type. That is, 100% of the air blown inside the cooking areas

has to be cooled, warmed, or both, on the basis of the outside temperature.

Therefore, kitchens represent one of the biggest components in the energy

footprint of a hotel. It means also, and before everything else, that kitchens

represent also one of the areas with the greatest energy savings potenti-

al. Halton’s High Performance Kitchen solutions Halton’s High Performance

Kitchen concept brings together one of the widest selections of unique and

exclusive solutions, so that you can be confi dent in getting a kitchen that

combines energy effi ciency, safety, and good indoor environment quality

with the least impact on the internal or external spaces of the hotel. Up to

50% energy savings with the latest innovation Halton M.A.R.V.E.L. is the

fi rst truly intelligent, responsive, and fl exible demand-controlled ventilation

system. It has the unique ability to adjust every ventilated ceiling or canopy

in line with the cooking equipment’s status, offering a unique benefi t in the

fi eld of professional kitchens: 64% reduction in exhaust air-fl ow rates, which

corresponds to about 50% lower total energy consumption.


128


Ing. Heinz RitzerHalton Foodservice GmbH

Ing. Heinz Ritzer, geboren 1965, gründet 1993

Ingenieurbüro für Installationstechnik mit dem

Tätigkeitsschwerpunkt – Lüftungssysteme für die

Lebensmitteltechnik sowie Reinraumtechnik.

Von 2003 bis 2008 Prokurist bei der Firma Wim-

böck GmbH.

Seit 2008 Geschäftsführer der Halton Foodservice

GmbH mit Sitz in Reit im Winkl, Deutschland. Das

internationale Unternehmen beschäftigt über 100

Mitarbeiter im Bereich Küchenlüftungstechnik.

The author




131

Jan Waldow

Protection of the Kitchen Exhaust Ventilation and Cooking Appliances against Grease Fires

Jan WaldowTyco Building Services Products Germany GmbH

Working principle of grease fi res

• How to suppress a grease fi re?• Which cooking appliances are involved and what is the hazard

potential?• How often do grease fi res occur?• Testing and approval of restaurant fi re

Kitchen designs

Understanding fi re behaviour in commercial kitchens is key

to designing fi re protection solutions that address this prime

risk in buildings such as hotels, says Chris Prideaux

COMMERCIAL kitchen areas remain the greatest fi re risk to many buildings,

including restaurants, hotels, schools and other places that include café

or canteen facilities. In the UK alone, a signifi cant number of commercial

kitchens are reportedly inadequately protected against fi re, and with one

in fi ve1 US eating and drinking establishments suffering fi re damage and

disruption at some point, it is easy to see why insuffi cient fi re suppression is

of considerable concern for building owners, operators and insurers.

Understanding the risk of kitchen fi re and the best ways to protect against

it is of particular importance in hotels. With multiple occupancy across enc-

losed spaces and often over several levels, hotels have many features which

can make escape in the event of a fi re more diffi cult.

Since the Regulatory Reform (Fire Safety) Order came into force in England

and Wales in 2006, with similar legislation in Scotland and Northern Ireland,

the responsibility for fi re safety falls to the owner of a property, as opposed

to the fi re and rescue service2. This means that not only do hotel owners

need to take reasonable steps to reduce the risk of fi re, but also ensure that

in the event of a fi re all guests can escape safely. Although many hotels


132


have taken this responsibility seriously, the owners of the Penhallow Hotel

in Cornwall – where three people died in a fi re in 2007 – received a hefty

fi ne for failing to meet safety standards, and some fi re experts have warned

that hotel fi re safety in a signifi cant number of premises is being neglected3.

Hoteliers need to understand the behaviour of fi res and the greatest risks

to fi re safety in order to successfully protect their guests, employees and

business.

Consumer infl uence

Some 46% of all fi res within hotels and motels in the USA result from

cooking4. Modern kitchens use more effi cient equipment, which brings with

it the challenge of dealing with higher heating rates and the demands of

commercial kitchen management.

Consumer infl uence has also had an impact on fi re risk, with the trend for

more widespread use of vegetable oil commonplace in the majority of deep

fat fryers used within kitchen areas. Despite providing a healthier alternative

to the animal fats it has replaced, vegetable oil is more dangerous and more

diffi cult to fi ght as it is self-igniting at higher temperatures and has a greater

heat capacity. With one quarter5 of US kitchen fi res caused by hot oil and

fryers, this now represents one of the most signifi cant hazards for the hotel

industry.

Fires caused by cooking oils and hot grease behave in a fundamentally

different way to other combustible materials, such as gas or timber. Once

ignited, fl ames will rise up in a column from the source of the fuel and will

then ‘roll out’ across the ceiling. In turn, this raises the temperature within

the kitchen space, causing the smoke produced by the fi re to heat up to

around 500-600°C. The roll-out of this smoke within the open-plan design of

many commercial kitchens, restaurants and canteens caused by open service

hatches, for example, can spread the hot smoke around the building and it

then seeps into the fabric of the structure.

Ongoing maintenance

Approximately one in four of the 24,000 accidental fi res that occur in com-

mercial properties each year in the UK6 are a result of poorly maintained

cooking and extraction equipment. Ductwork is a dangerous hazard within

commercial kitchens. It is estimated that 80%7 of extraction ducting is not


133

Jan Waldow

cleaned and maintained properly.

In many cases, grease deposits accumulate within the extraction ducting

which, once ignited, cause rapid fi re spread throughout the entire system.

TR/19 HVCA: Guide to Good Practice: Internal Cleanliness of Ventilation

Systems, produced by the Heating and Ventilating Contractors’ Association,

sets out clear guidelines for the cleaning of extraction systems in commercial

kitchens, defi ned as:

• heavy use (12-16 hours per day) – requires cleaning every three months

• medium use (6-12 hours per day) – requires cleaning every six months

• light use (2-6 hours per day) – requires annual cleaning Regular, ongoing cleaning and maintenance of extraction systems and duct work is vital to reduce fi re risk within a commercial kitchen, to pro tect staff and patrons, and to safeguard valuable equipment and assets.

Technological developments

Before the 1960s, kitchen fi res were much more likely to destroy or seriously

damage a building. Open-plan designs, combustible materials used in con-

struction and inadequate fi re protection combined to create circumstances

that aided the spread of fi re. Following the invention of dry chemical sup-

pressants during the 1960s, typically used in hood and extractor systems,

developments within the industry experienced rapid change.

The development of new technologies to tackle fi re risk in commercial kit-

chen and restaurant areas signalled the creation of new codes and perfor-

mance parameters. UL 300: Standard for fi re testing of fi re extinguishing

systems for protection of commercial cooking equipment provided the fi rst

compliance guidelines for the new dry chemical agents in 1970, creating a

test standard for the industry.

Early involvement with a manufacturer during the design stage of a new

build or retrofi t project can help in the selection and planning of the system

layout, taking into account the requirements of the end-user.

Standards & Approvals

The availability of robust test standards such as UL300, ‘Standard for Fire


134


Testing of Fire Extinguishing Systems for Protection of Commercial Coo-

king Equipment’ and Loss Prevention Standard LPS1223, ‘Requirements

and Testing Procedures for the LPCB Certifi cation and Listing of Fixed Fire

Extinguishing Systems for Catering Equipment’, operated by BRE in the UK,

make it easier for an end user or operator to select a system that has been

subjected to a rigorous examination. UL300 (published in the United States)

is widely known around the world and is seen as setting a benchmark in es-

tablishing high standards in testing of Restaurant Fire Suppression Systems.

The UL300 standard considers individual cooking appliance tests; cooking

agent ignition characteristics; hood and duct extinguishment tests and

“worst case” fi re suppression scenarios. A UL300 approved Restaurant Fire

Suppression System has specifi c pipe sizes with maximum number of fi t-

tings. The system includes maximum and minimum pipe lengths, numbers of

fi ttings, temperatures, discharge heights, and number and types of nozzles

needed for each hazard.

It should be recognized however, that UL300 is a product standard and

does not assess the capability of those installing, servicing or maintaining

the systems and associated ducting systems; these are covered in the NFPA

standards 17A (Standard for Wet Chemical Extinguishing Systems) and 96

(Standard for Ventilation Control and Fire Protection of Commercial Cooking

Operations).

Industry infl uence

Insurers play a signifi cant role in the specifi cation of fi re protection systems

within commercial properties, exerting strong infl uence over developers,

building owners and operators. The Fire Safety Order places a legal requi-

rement on nominated individuals within an organisation to identify, manage

and reduce the risk of fi re. By controlling risk, the aim is to reduce the num-

ber of fi re events that cause signifi cant or serious damage through preventi-

on and early suppression.

Manufacturers work closely with the insurance industry and end-users to

provide insight into fi re behaviour, in order to help develop criteria for the

selection of a fi re suppression system. This approach can include providing

specialist training and demonstration events, in cooperation with regional

fi re services, with the aim of interacting with the industry to promote more


135

Jan Waldow

effective fi re suppression criteria.

A recent example was a live fl ashover event held at South Yorkshire Fire and

Rescue Service training headquarters in Sheffi eld, where Tyco Fire Protection

Products’ R-102 system was demonstrated. Under testing for UL 300 com-

pliance, fuels such as cooking oil are required to ‘pre-burn’ for two minutes.

In reality, it is likely that a fi re would have taken control by this point and be

too dangerous to put out manually with fi re blankets or hand-held extingu-

ishers. In this demonstration, the cooking oil had been on a pre-burn for

approximately two minutes and had reached a temperature of about 360°C.

Upon release of the suppressant, the fi re was completely extinguished within

seconds.

Attendees experienced at close quarters the heat and ferocity of a fi re,

helping them understand the consequences of fi re events and the role of

innovative fi re suppression systems in protecting people, equipment and

buildings.

Chris Prideaux is UK business development manager at Ansul Kitchen Fire

Suppression Systems

Further information is available from www.ansul.com/en/Products/kitchen_

sys/kitchen_interactive.asp

References

1. US structure fi res in eating and drinking establishments, NFPA,

February 2007.

2. Regulatory Reform (Fire Safety) Order 2005 – A short guide to

making your premises safe from fi re, DCLG, 2005.

3. Hotel fi re is being neglected, say experts, Helen Gilbert, May 2011,

www.caterersearch.com/Articles/19/05/2011/338314/hotel-fi re-

safety-is-being-neglected-say-experts.htm

4. Topical Fire Report Series: Hotel and Motel Fires, FEMA, Volume 10,

Issue 4, January 2010.

5. US Fire Administration Fire Loss Data, NFPA, June 2003.

6. Heating and Ventilating Contractors’ Association (HVCA).

7. Coming clean, Fire Risk Management, November 2010.

(see box below)


136


Suppression case study

ONE LEADING restaurant and commercial kitchen fi re suppression solution

is provided by Tyco Fire Protection Products, through its ANSUL brand and

R-102 system.

ANSUL introduced automatic fi re suppression for restaurant applications in

1962 with its R-101 dry chemical system. In 1982, the company replaced

this product with the R-102 wet chemical system, which delivered improved

fi re suppression performance and fl ame knock-down. With the additional

benefi t of easier cleaning, dry chemical systems were effectively rendered

obsolete, which was confi rmed with the fi nal phase-out of dry chemical com-

ponents in the late 1990s.

A pre-engineered system, R-102 uses the ANSULEX wet chemical agent

to knock down fl ames and create a saponifi ed blanket to cool appliance

surfaces and prevent refl ash. Tested for fi re extinguishment in a variety of

worst-case scenarios using both minimum and maximum temperatures and

pipe diameters, the R-102 system is certifi ed to meet UL 300 and LPS 1223

approvals.

The system quickly detects and extinguishes grease and cooking oil fi res.

The agent used can usually be washed down from appliances and kitchen

surfaces within two to four hours, ensuring minimum disruption and down-

time for a business.

Recent feedback from a London-based public house and restaurant chain

related that a fi re, which broke out in the kitchen area of one of its restau-

rants at the beginning of evening dinner service, was extinguished quickly

and safely by the system. Despite the initial disruption, the kitchen was able

to reopen within two hours and begin serving customers again before the

end of service.


137

Jan Waldow

The author

Jan WaldowTyco Building Services Products Germany GmbH

Jan Waldow

Product Manager Pre-Engineered Systems

EMEA at Tyco Fire Protection Products

Betriebswirt WAH (Wirtschaftsakademie

Hamburg)

• born 1966 in Hamburg• married since 1999 • 2 boys 11 and 7 years• living in Hamburg, Germany

Specialties

• Commercial Suppression• Kitchen / Restaurant Fire Suppression Systems• Acting between the foodservice industry and fi re protection industry

Experience

Product Manager Pre-Engineered Systems EMEA

Tyco Fire Protection Products

2011 – Present

Business Development Manager Commercial Suppression Region Central

Tyco Fire Protection Products

J2011 – 2011

Senior Business Development Manager

Tyco Fire Suppression & Building Products

2008 – 2010

Business Development Manager Commercial Systems

Tyco Building Service Products

2006 – 2007


138


European Business Development Manager

Tyco Fire Products Manufacturing Ltd.

2004 – 2005

General Manager

Helmut Geissler Glasinstrumente GmbH (a Tyco company)

2005 – 2005 (10 months, on interim basis)

European Sales and Marketing Manager

Cobolt Dämm- und Isolierstoff GmbH (Tyco)

2003 – 2004

1990 – 2001 Different positions product management and sales in construc-

tion material wholesale


PhD Paper Presentations



141

Carolin Egger; Britta Bolzern-Konrad

Hospitality as an organizational value impacting customer satisfaction

Dipl.-Wirt.Ing. (FH) Carolin Egger, MIB; FH Kufstein TirolDipl.-Ing. (FH) Britta Bolzern-Konrad; FH Rosenheim

In today’s business practice, but also in academic research, the aspect of or-

ganizational values has gained remarkable importance for industrial compa-

nies in the last few years. For researchers it is quite clear that shared values

within an organization contribute to different performance aspects. One of

the most important performance aspects is certainly customer satisfaction.

In industrial companies as well as in businesses of the tourism branch, this

gets measured in customer surveys quite frequently. In general, customer

satisfaction seems to be linked quite closely to hospitality in a tourism busi-

ness.

With this paper, the authors argue that in order to gain customer satisfac-

tion, tourism businesses need to make sure that their employees share the

same attitude concerning hospitality – a shared organizational value indeed.

Having explained why organizational values are a precondition for perfor-

mance factors such as customer satisfaction in any company, the paper

points out that it remains diffi cult to defi ne clearly and measure precisely

what values actually are and how they can be controlled and managed. First,

different approaches for measurement and comprehending methods are

shown, and afterwards, these aspects are linked to hospitality. Furthermore,

different instruments for identifi cation and measurement of organizational

values are discussed and evaluated. As a result, the authors conclude with a

rating of the different approaches.

With this, the paper contributes to a deeper understanding of the pheno-

menon of organizational values for business managers and scientists in

facility and real estate management. It was based on a literature review and

focusses on an abstract of variables being relevant in the defi ned scope. The

fi ndings are valuable as in the authors’ point of view; a focus on organizatio-

nal values that contribute to hospitality will pay off for tourism businesses in

the long term. Moreover, the paper provides a platform for further research

and empirical testing.

Keywords – values, organization, culture, measurement methods, perfor-

mance, hospitality, tourism, customer satisfaction


142



143



144



145


Dipl.-Wirt.Ing. (FH) Carolin Egger, MIB; FH Kufstein TirolDipl.-Ing. (FH) Britta Bolzern-Konrad; FH Rosenheim

Dipl.-Wirt.Ing. (FH) Carolin Egger, MIB; Academic title: Dipl.-Wirt.Ing. (FH), MIB (Master

in International Business)

Carolin Egger studied Industrial Engineering at

the University of Applied Sciences in Esslingen,

Germany (2006). She holds a Master’s degree

in International Business that she gained from

the Salzburg Management and Business School,

Austria (2011). Her academic background is

supposed to be completed with a PhD that she is

currently still working on as a student of the University of Latvia, Riga. Her

dissertation topic deals with the impact of organizational values on innovati-

on capacity in industrial companies.

As a professional background, Carolin Egger looks back on several years in

product management for different companies dealing with electric power

tools and small domestic appliances, for example. Besides, she spent some

time in business consultancy for a public organization that was setting up a

product management project for software at the time. Today, Carolin Egger

is a full-time lecturer at the University of Applied Sciences in Kufstein, mainly

being in charge of any marketing management and business management

issues. Her fi elds of research cover organizational culture, innovation ma-

nagement and performance, management values and ethics, and marketing

and market-oriented product development.

Dipl.-Ing. (FH) Britta Bolzern-Konrad;

Academic title: Dipl.-Ing. (FH)

Britta Bolzern-Konrad holds a degree as

textile engineer at the University of Applied

Sciences in Mönchengladbach, Germany

(1993). Her academic background is suppo-

sed to be completed with a PhD that she is

currently still working on as a student of the

University of Latvia, Riga. Her dissertation

topic deals with the theoretical and empirical

The author


146


investigation of the impact of company competencies on employee compe-

tence utilization in industrial companies.

As a professional background, Britta Bolzern-Konrad looks back on 18 years

management and leadership experience in big cooperation and medium

sized companies in the chemical fi bers, automotive and paper industry. She

worked in process & project-management (1993-1996), sales, marketing &

development (1996 – 2001), strategy & market research (2001 – 2008) and

completed her industrial business career as plant manager (2008 -2011).

Today, Britta Bolzern-Konrad is associated lecturer for Strategic Management

at the University of Applied Sciences in Rosenheim, Germany in the faculty

of Management and Economics. Since 2011 she is self-employed with her

own service company ‘Build-Ing. Business Kompetenz’. Her fi elds of research

cover strategy, company competencies, process management, organizational

culture and values.




149

Vanessa Lellek; Anna-Karina Averbeck

Creation of value for guest-measuring of Facility Services in hotels including the customer value

Vanessa Lellek, MSc.; Anna-Karina Averbeck, MSc.FH Münster

MEHRWERT SCHAFFEN FÜR GÄSTE – PRODUKTIVITÄTSMESSUNG

VON FACILITY SERVICES IN HOTELS UNTER EINBEZUG DES CUS-

TOMER VALUES

Vanessa Lellek, Anna-Karina Averbeck, Holger Kaesler, Prof. Dr.

Torben Bernhold

University of Applied Sciences Münster

ABSTRACT

The following paper presents a productivity measurement model for facility

services by examples of hotel services. The developed approach is based on

a service productivity method which can be added by the customer value

of the service delivery. This approach enables a more detailed assessment

of service productivity, because the most important factor „customer“ can

be regarded additionally. The correlation of service productivity and custo-

mer value is analyzed in detail by an empirical study of the German Facility

Management-sector.

1 EINFÜHRUNG Die Produktivität von Dienstleistungen sowie deren Messung stellen ein we-

nig erforschtes Themenfeld dar: es besteht weder eine einheitliche Defi niti-

on noch eine anwendbare Messmethodik (Lasshof 2006; Grönroos, Ojasalo

2004; Johnston, Jones 2004). Auch fi ndet sich in der Praxis von immobili-

enbezogenen Dienstleistungen ein sehr heterogenes Verständnis über die

Produktivität von Facility Management (FM) Services. Vorhandene Produkti-

vitätsmessungen erfolgen überwiegend anhand monetärer Größen, losgelöst

von Qualitätsmessungen oder Kundenzufriedenheitsbefragungen, die für

die Bewertung des Dienstleistungsergebnisses erforderlich sind (Bernhold et

al. 2011). Insbesondere in kundennahen Dienstleistungsbereichen, wie bei

Hotelservices, spielen jedoch optimierte Leistungserbringungen eine zentrale

Keywords

Facilities Management, Productivity Measurement, Service Productivity,

Customer Value


150


Rolle. Dies macht unter anderem das Service Blueprinting-Konzept deutlich:

Dienstleistungsprozesse gehen nicht an Kunden vorbei, sondern tragen

eine entscheidende Position in der Erreichung von Kundenzufriedenheit und

Service Quality (Shostack 1982). Daher ist es insbesondere bei der Erbrin-

gung von kundennahen bzw. bilateral personenbezogenen Dienstleistungen

wichtig, dass Dienstleister ihre Dienstleistungsproduktivität als Trade-off

zwischen Ressourceneinsatz und Dienstleistungsqualität verstehen und

somit ihre Leistungen effektiv gegenüber ihren Kunden positionieren, aber

auch zugleich interne Strukturen effi zient gestalten, um weiterhin am Markt

bestehen zu können.

Das vorliegende Paper knüpft an diese Herausforderung an und präsentiert

ein Modell für die Produktivitätsmessung von Facility Services. Darüber

hinaus werden die Ergebnisse einer empirischen Studie dargestellt, die die

Korrelation des Customer Values als Wertbeitrag für den Kunden (Eggert

2001; Kotler, Bliemel 2001) mit der Produktivität der Leistungserbringung

untersucht. Die Studie dient als erste Untersuchung, um zu spezifi zieren, in-

wiefern ein Produktivitätsmessmodell für Dienstleistungen um den Customer

Values erweitert werden müsste, um somit eine ganzheitliche Bewertung der

Servicekette zu ermöglichen.

2 PRODUKTIVITÄTSMESSUNG VON FACILITY SERVICESIm klassischen Verständnis konzentriert sich die Produktivitätsmessung auf

das Verhältnis zwischen Produktionsergebnis und der an seiner Entstehung

beteiligten Einsatzfaktoren im Sachgüterbereich (Dellmann, Pedell 1994;

Corsten 2000; Corsten 1994). Dienstleistungen weisen jedoch wesentliche

Unterschiede zu Sachgütern auf und erfordern daher ein angepasstes Pro-

duktivitätskonzept (Grönroos, Ojasalo 2004; Lasshof 2006; Johnston, Jones,

2004).

Eine Besonderheit für die Produktivitätsmessung von Facility Services ergibt

sich aus ihren spezifi schen Merkmalen. FM Services weisen in vielen Berei-

chen eine hohe Standardisierbarkeit sowie einen geringen Komplexitätsgrad

auf. Die Leistungen sind in der Regel geringfügig an Kundenspezifi ka anzu-

passen, sodass die Leistungen in der operativen Ausführung nur selten von

vorgegebenen Prozessvorgaben abweichen (Bernhold et al. 2012). Daran an-

gelehnt lässt sich der klassische Produktivitätsbegriff für die Produktivitäts-

messung von Dienstleistungen adaptieren. Bedingt durch die Immaterialität

und Kundenorientierung von Dienstleistungen ist dieser um weitere Kunden-

dimensionen und die Dienstleistungsqualität zu ergänzen.


151


Abbildung 1 Produktivitätskonzept für Facility Services

Wie in Abbildung 1 dargestellt, differenziert sich das Produktivitätskonzept

für immobilienbezogene Dienstleistungen in einen engen, der die Relation

von Output und Input des Leistungsprozesses inklusive der Qualität des

Dienstleistungsergebnisses umfasst und in einen weiten Produktivitätsbegriff,

der durch den Customer Value ergänzt wird.

Das Produktivitätsmessmodell für Facility Services auf Basis des engen

Produktivitätskonzepts lässt sich in drei Dimensionen differenzieren: Potenti-

aldimension, Prozessdimension Ergebnisdimension von Dienstleistungen (vgl.

Abbildung 2).

Abbildung 2 Produktivitätsmodell für Facility Services


152


Für die operationale Umsetzung der Produktivitätsmessung ist es notwen-

dig, weitere Bewertungssurrogate hinzuzuziehen. Das Modell lässt sich am

Beispiel der Zimmerreinigung im Hotelbereich näher erläutern: Die Zim-

merreinigung wird in einem Hotelzimmer durchgeführt (Verursachung von

Primär-Input). Das Ergebnis dieses Dienstleistungsprozesses wird ggf. im

Rahmen einer Zimmerkontrolle von Seiten des Auftraggebers (operativer

Qualitätssicherungsprozess) überprüft. Entspricht das Ergebnis nicht dem

vertraglich Vereinbarten (technische Qualität), wird eine Nachbesserung der

Fehler ausgelöst (Verursachung von Sekundär-Input bei Durchführung des

Sekundärprozesses). Somit wird die technische Qualität durch die Anzahl von

Reklamationen quantifi ziert.

Ein fehlerhafter Reinigungsprozess kann auch durch den Hotelgast angezeigt

werden und auf die technische oder hedonische Qualität rekurrieren. Sur-

rogate der hedonischen Qualität sind dabei Beschwerden, die auf subjek-

tiver Wahrnehmung basieren. Mängelanzeigen eines Hotelgasts werden in

unterschiedlicher Weise in der Produktivitätsmessung von Zimmerreinigungs-

leistungen berücksichtigt: so kann einerseits der angezeigte Mangel nach-

gebessert werden, dem Gast ein neues Zimmer oder eine andere Entschädi-

gungsleistung angeboten werden – alle Alternativen können als sekundärer

Input in die Kalkulation der Dienstleistungsproduktivität integriert werden

und reduzieren somit unmittelbar die entsprechende Leistungsproduktivität.

Während der Dienstleister zur Nachbesserung von Reklamationen gesetz-

lich verpfl ichtet ist, liegt die Nachbesserung auf Basis von Beschwerden in

seinem eigenen Ermessen (Stauss, Seidel 1996). Im Modell ist daher ein

Kundenrating (Faktor a) hinterlegt, das bei Beschwerden wichtiger Kunden

unmittelbar Sekundärprozesse auslöst.

Die Dienstleistungsproduktivität lässt sich somit anhand der nachfolgenden

Formel berechnen und auf monetärer Ebene bewerten. Die Messung sollte

in festen Zyklen erfolgen, um Aussagen über die Produktivitätsentwicklung

treffen zu können.

Formel 1 Dienstleistungsproduktivitätsformel


153


Tabelle 1 Determinanten der Dienstleistungsproduktivität

In kundennahen Dienstleistungen ist es wichtig, den Kunden in die Ermitt-

lung der Dienstleistungsproduktivität einzubeziehen, sodass oftmals Kunden-

zufriedenheitserhebungen durchgeführt werden die dazu dienen, die erzielte

Dienstleistungsqualität aus Kundenperspektive zu bewerten. Im Rahmen

dieser Überlegungen ist es sinnvoll den Customer Value, den Nutzen, der

auf Seiten des Kunden durch die erbrachte Dienstleistung entsteht, in die

Produktivitätsmessung und somit in die Dienstleistungspositionierung einzu-

beziehen. Vor diesem Hintergrund beinhaltet der weite Produktivitätsbegriff

eine Ergänzung um den Customer Value. Dieses verdeutlicht den dahinge-

henden Entwicklungsbedarf.

3 EMPIRISCHE UNTERSUCHUNG DER ROLLE DES CUSTOMER VALUES IN DER PRODUKTIVITÄTSMESSUNG VON FM DIENSTLEISTUNGEN

3.1 Der Begriff Customer Value

Eine trennscharfe Defi nition des Begriffs Customer Value (CV) ist schwer

möglich (o.V. 2012). Die Gründe dafür sind vielschichtig und liegen sowohl in

der Subjektivität, der divergierenden Begriffsverwendung, der differierenden

Blickwinkel (Holt, Payne 2000) bei der Abgrenzung des Begriffs, als auch in

der Dynamik dieser Kenngröße, die dazu führt, dass verschiedene Ansätze

zur Defi nition des CVs aus Kundensicht gesucht wurden (Mairhofer 2009).

Im Rahmen dieser Forschungsarbeit wird der CV mit dem Begriff „Kunden-

nutzen“ übersetzt und impliziert die Auffassung des Wertes „den der Kunde

einer Geschäftsbeziehung beimisst“ (Günter, Helm 2001). Im angelsächsi-

schen Raum wird diese Interpretation des CVs in der Regel als „customer

perceived value“ (CPV), vom Kunden wahrgenommener Wert, bezeichnet

und ergibt sich als Nettonutzen in einem kognitiven Vergleichsprozess des

Kunden, bei dem der Kunde seine subjektive Nutzensumme (in diesem

Modell bestehend aus der Servicequalität und den zwischenmenschlichen

Beziehungen) der subjektiven Aufwandssumme (beinhaltet den Preis und


154


die Bequemlichkeit in Bezug auf eine Dienstleistung) gegenüberstellt (Eggert

2001; Meyer, Schaffer 2001). In der nachfolgenden Untersuchung wird der

Blickwinkel CPV eingenommen und somit der Mehrwert für den Kunden und

damit der wahrgenommene Kundennutzen betrachtet (Holt, Payne 2000).

3.2 Methodische Grundlagen

Zu Beginn der Studie wurde eine deskriptive Literaturanalyse zur Defi nition

des Customer Values mit dem Ziel durchgeführt, wesentliche Bestandteile zu

identifi zieren und diese im Rahmen einer quantitativen Untersuchung den

Produktivitätsfaktoren gegenüberzustellen.

Aufbauend auf der Literaturanalyse und der dabei identifi zierten Dimensio-

nen 1 des wahrgenommenen Kundennutzens wurde das im Folgenden aufge-

führte Strukturmodell entwickelt, welches den Rahmen für die zu testenden

Hypothesen bildet.

Abbildung 3 Strukturmodell

Die Abbildung zeigt im Mittelpunkt die Wechselwirkung zwischen der

Produktivität von Immobiliendienstleistung und dem wahrgenommenen

1 Die Dimensionen Nutzenfaktoren und Aufwandfaktoren


155


Kundennutzen. Letzterer unterteilt sich in eine Vielzahl an Elementen in den

Bereichen Nutzen und Aufwand. Die umfassende Anzahl von Konstrukten

wurde anschließend anhand eines Scoring-Verfahrens auf eine wissenschaft-

lich analysierbare Anzahl beschränkt (Becker, Weber 1984). Nach Reduktion

beschränkt sich das Strukturmodell auf die in der Abbildung grau hervorge-

hobenen Konstrukte.

Für die Erstellung des Hypothesengerüsts wurden die verbliebenen Kons-

trukte in abhängige und unabhängige Variablen unterschieden, wobei die

Produktivität, die Servicequalität und der wahrgenommene Kundennutzen

die abhängigen Variablen2 und die zwischenmenschlichen Beziehungen, der

Preis, und die Bequemlichkeit die unabhängigen Variablen3 darstellen (vgl.

Abbildung 4).

Abbildung 4 HypothesengerüstIm Zentrum des Hypothesengerüsts stehen der wahrgenommene Kunden-

nutzen und dessen Bestandteile als Determinanten der Produktivität von

Immobiliendienstleistungen. Aus diesem Grund wurden die folgenden sechs

Hypothesen ausschließlich mit Wirkrichtung auf die Produktivität und den

wahrgenommenen Kundennutzen formuliert und im Rahmen der quantitati-

ven Studie getestet.

Tabelle 2 Hypothesen

2 Zielgröße, über die in den Hypothesen eine Prognose aufgestellt wird.3Einfl ussgröße, die laut Hypothese die Ausprägung der abhängigen Variablen bestimmt.


156


Die quantitative Studie wurde in Form einer Online-Befragung durchgeführt

und umfasst eine Stichprobe4 von 3.400 Ansprechpartnern in deutschen

FM-Unternehmen, differenziert in Anbieter und Kundenseite. Mit einem

Rücklauf von 4,29% wurden die Antworten anschließend statistisch ausge-

wertet (Görtler, Rosenkranz 2006). Die wesentlichen Ergebnisse werden im

nachfolgenden zusammengefasst dargestellt. 4 ERGEBNISSE DER EMPIRISCHEN UNTERSUCHUNG Die Ergebnisse der empirischen Untersuchung beinhalten im Wesentlichen

Erkenntnisse zu den Bestandteilen des CPVs, der Reliabilität sowie Validität

der Konstrukte und der statistischen Analyse des Hypothesengerüsts.

Deskriptive Statistik

Ziel der Untersuchung war es, neben der Prüfung des Zusammenhangs

zwischen der Produktivität von Dienstleistungen und dem entstandenen

CPV, das Verständnis bezüglich der einzelnen Bestandteile zu evaluieren. Die

Gegenüberstellung der Ergebnisse, dargestellt in der Abbildung 5, mit dem

theoretisch entwickelten Modell zeigt, dass ein unterschiedliches Verständnis

zum CPV-Begriff vorliegt (vgl. Abbildung 5). So sind Parallelen zwischen den

Konstrukten „Servicequalität“6 und „Preis“ erkennbar. Hingegen wurden die

Konstrukte der „persönlichen Aufmerksamkeit der Mitarbeiter des Dienstleis-

ters“ und die „Erfahrung des Dienstleisters“, welche im theoretischen Modell

keine Berücksichtigung fi nden, in der Studie als wesentliche Bestandteile des

CPVs angegeben.

4 Diese Stichprobe wurde mittels der Facility Management Fachverbände „GEFMA e.V.“ und „RealFM e.V.“ sowie mit Hilfe eines internen E-Mail-Verteilers generiert. 6Sowohl in Bezug auf die Servicequalität der Mitarbeiter, als auch der Servicequalität der Firmen.

Abbildung 5

Bestandteile des Customer

Perceived Values


157


Bei der Betrachtung der Verteilung der Bestandteile des CPV unter Berück-

sichtigung der Stichproben (Dienstleister oder beauftragende Firma) sind

ebenfalls Unterschiede zu verzeichnen. So ist der „Preis einer Dienstleistung“

nur nach Ansicht von 46,8% der beauftragenden Firmen Bestandteil des

CPVs. 73,8% der Dienstleister sind hingegen der Meinung, dass dies ein

wesentlicher Bestandteil ist. Ähnlich markante Unterschiede sind zwischen

den Stichproben bei den Bestandteilen zum „Ruf/Ansehen des Dienstleisters“

oder aber dem „Aufwand zum Bezug einer Dienstleistung“ zu erkennen.

Reliabilität

Zur Prüfung der Konstrukte auf eine angemessene Reliabilität wurde eine

Berechnung der Cronbach Alpha Werte vorgenommen (Herr 2007). Die in

der Tabelle 3 dargestellten Werte geben Aufschluss über die interne Konsis-

tenz der im hypothetischen Modell verwendeten Konstrukte. Aufgrund der

Tatsache, dass die Konstrukte des wahrgenommenen Kundennutzens und

der Produktivität jeweils nur mit einem Item abgefragt werden, entfallen

diese in der Übersicht.

Tabelle 3 Übersicht Cronbachs α Auswertung

Die Analyse zeigt, dass beim Konstrukt des Preises weder der berechnete

Alpha-Wert (Alpha = 0,406) noch der “Alpha optimiert”-Wert (Alpha opti-

miert = 0,565) ein ausreichend hohes Maß besitzt.7 Die Konstrukte B (Alpha-

optimiert = 0,622), Sq (Alpha = 0,904) und zB (Alpha = 0,806) verfügen

über eine hohe interne Konsistenz.

Eine Validitätsprüfung der Konstrukte anhand einer Faktorenanalyse wird

Aufschluss geben über eventuelle systematische Fehler. Potentielle Item-

Löschungen oder Item-Verschiebungen erhöhen die Validität und Reliabilität

und ermöglichen somit eine aussagefähige Regressionsanalyse.

7 Ein ausreichend hohes Maß bedeute ein Cronbach Alpha von 0,6 (Johnsen 2008).


158


Validität

Die Faktorenanalyse (gewählte Extraktionsmethode: Hauptkomponen-

tenanalyse) ergab in der Darstellung der rotierten Komponentenmatrix,

dass sich die Items auf die folgenden fünf Konstrukte gliedern lassen: Die

zwischenmenschlichen Beziehungen (zB), bestehend aus den Items IR1 und

IR2 wurden durch die Items C18 und C39 des Konstrukts der Bequemlich-

keit (B) ergänzt. Das Konstrukt der Servicequalität (Sq) bestehend aus den

bereits vorhandenen Items ESQ1-3, FSQ1, FSQ3-6, wird ergänzt durch das

Item PI3. Eine Ergänzung des Konstrukts durch dieses Item ist aufgrund

des Bezugs zur Servicequalität bei der Fragestellung im Fragebogen vertret-

bar. Weiterhin besteht das Konstrukt des Preises (P) aus dem Item PI2 und

das Konstrukt der Produktivität (Pr) aus dem Item PR2 sowie der wahrge-

nommene Kundennutzen (wKn) aus dem Item CPV3. Die Faktorladungen

ergeben klare Abgrenzungen zwischen den Konstrukten und können somit

zur weiteren Auswertung im Rahmen einer Regressionsanalyse verwendet

werden.

8 Inhaltlicher Bezug zum Konstrukt zB gegeben. 9 Inhaltlicher Bezug zum Konstrukt zB gegeben

Tabelle 4 Rotierte Komponentenmatrix


159


Statistische Analyse

Die durchgeführten Berechnungen basieren auf linear multiplen Regressi-

onsanalysen und linear einfachen Analysen. Letztere wurde bei der Untersu-

chung der Kausalbeziehung zwischen der zwischenmenschlichen Beziehung

und der Servicequalität angewendet. Die multiplen Verfahren wurden in

Bezug auf den wahrgenommenen Kundennutzen (mit den unabhängigen

Variablen: Sq, zB und P) und der Produktivität (mit den unabhängigen Varia-

blen: Sq und wKn) verwendet. Für die berechneten Regressionskoeffi zienten

(β-Koeffi zienten) wurden die folgenden drei Signifi kanzniveaus festgelegt:

schwache Signifi kanz bei p-Wert < 0,1, mittlere Signifi kanz bei p-Wert <

0,05 und eine starke Signifi kanz bei einem p-Wert < 0,01 (Bamberg, Baur,

Krapp 2008; Gerke 2012).

Abbildung 6 Ergebnisse der Regressionsanalyse

Drei Hypothesen zeigen signifi kante Kausalbeziehungen zwischen den Kons-

trukten. Dabei handelt es sich um die Hypothese H1 (β = 0,272 bei mittlerer

Signifi kanz), die Hypothese H2(a) (β = 0,444 bei mittlerer Signifi kanz) und

der Hypothese H3(b) (β = 0,669 bei starker Signifi kanz). Nicht statistisch

signifi kant sind hingegen die Hypothesen H2(b), H3(a) und H4.

Bei den geprüften signifi kanten Hypothesen bestehen durchweg positive

Zusammenhänge von den unabhängigen auf die abhängigen Variablen.

Somit wurde nachgewiesen, dass ein höherer wahrgenommener Kunden-

nutzen eine größere Dienstleistungsproduktivität zur Folge hat (β = 0,272).

Außerdem wirkt sich eine höhere Servicequalität positiv auf einen größeren

Kundennutzen aus (β = 0,444) und eine bessere zwischenmenschliche

Beziehung zwischen Kunde respektive Hotelgast und Dienstleister auf eine

größere erbrachte Servicequalität (β = 0,669). Da -letztgenannter- Beta-

Koeffi zient am höchsten und zugleich positiv ist, wird dabei deutlich, dass

ein besonderer Fokus bei der Erbringung von Hoteldienstleistungen auf dem

zwischenmenschlichen Kontakt zwischen dem Gast und dem Servicepersonal


160


gelegt werden sollte. Ein angenehmer und guter Kontakt zwischen Hotelgast

und Servicepersonal spiegelt sich in einem erhöhten CV wieder und somit

auch in einer gesteigerten Produktivität.

5 ZUSAMMENFASSUNGDie Ergebnisse der Studie zeigen, dass kein einheitliches Verständnis über

die Bestandteile der Produktivität sowie des Customer Values vorherrscht.

Bezüglich einiger Aspekte sind Korrelationen zu verzeichnen, allerdings ist

die Studie aufgrund des inhomogenen Verständnisses der Produktivität und

des CVs zu keinem einheitlichen Ergebnis zwischen der deskriptiven Statistik

und dem überprüften Strukturmodell gekommen. Dies zeigt deutlich, dass

die Einbeziehung des CV in die Produktivitätsmessung von Facility Services

zwar grundsätzlich sinnvoll ist, der Fokus jedoch zunächst auf die Implemen-

tierung eines Produktivitätsmessmodells ohne die Berücksichtigung des CV

gelegt werden sollte. Nach weitfl ächiger Anwendung von Produktivitätsmes-

sungen in der FM Praxis und universellem Begriffsverständnis könnte der CV

in der Produktivitätserfassung sukzessive Berücksichtigung fi nden.

DANKSAGUNG

Die Autoren danken dem Bundesinnenministerium für Bildung und For-

schung und dem Projektträger im Deutschen Luft- und Raumfahrtzentrum

e.V. für die Realisierung dieser wissenschaftlichen Arbeit (Förderkennzeichen

01FL10059).

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Vanessa Lellek, MSc.; Anna-Karina Averbeck, M.Sc.FH Münster

Vanessa Lellek (M.Sc.)

* 08.05.1987

University of Applied Sciences Münster

FB 8 – Oecotrophologie - Facility Management

Vanessa Lellek is a research assistant in the

BMBF research project “ProMIse - Measuring

productivity of real estate services” where

measurement concepts, methods and software

for measuring and evaluating the productivity of

real estate services will be jointly developed by

the University of Applied Sciences Münster and the Universities of Frankfurt

and Ulm. Hidden potentials for improvement as so called "hidden productivi-

ties" will be identifi ed by exploiting existing potentials to attain effi cient and

effective provision of services with the support of specifi c software, which is

targeted to the needs of facilities management and developed by the Planon

GmbH.

After completing the bachelor program “Total Facility Management” at the

University of Applied Science in Münster, Mrs. Lellek fi nished her master’s

degree in “International Facility Management” last year at the University of

Applied Sciences Münster as best in class. Now she is doing her PhD at the

University of Ulm where she is developing an indicator-based productivity

measurement model for facility services.

The author



165

Michael Toedt

Big Data – Challenges for hospitality Industry– How the Big Data Phenomenon Infl uences the Quality of

Strategic Decisions and Marketing Communication –

Dipl.-Wirt.Dipl. Betriebswirt Michael ToedtToedt, Dr.Selk & Coll. GmbH

Keywords: Big Data, Decision-Making, Customer Journey, CRM,

Organizational Changes

Table of Content

1. Abstract

2. An Introduction into Big Data

3. Big Data in the Hotel Business

3.1. Data throughout the Customer Journey

3.2. The Reality and the needed Changes on the Organizational

Structure

3.3. At the Heard of Big Data - The Central Data Ware House

3.4. A Re-Thinking of IT-Investments is needed

3.5. Big Data and Customer Relationship Marketing

4. Conclusion and Recommendation

5. Literature

1. AbstractThe phenomenon of Big Data has the potential to signifi cantly infl uence

the structure of organizations and the way companies work and interact

with their customers in the following years. So far an IT structure disregar-

ding the needs of a modern marketing compared with a lack of managerial

knowledge have led to data silos dispersed in the different departments. IT

decision making processes are operational driven not following an overall

marketing oriented strategy.

Marketing Departments should take over the lead of Big Data which would

infl uence signifi cantly the role of marketing managers playing today leading

to an increase of competences and responsibilities. Especially the quality of

marketing can be infl uenced positively by Big Data and push direct distribu-

tion resulting in improved profi t margins for hotels. The faster organizations

focus on Big Data the more competitive advantage they gain. The biggest

hurdle seems to be the lack of knowledge and the necessary organizational

changes.


166


The paper evaluates the distinctive value of Big Data for the hotel business

and reveals the key areas for success. The paper is of interest for both aca-

demic researchers as well as for practitioners.

2. An Introduction into Big DataThe dropping storage costs and the triumphant success of social media have

led to an exponential growth of data over the last years. The volume of data

is expanding by 35%-50% on an annual base. This leads to the fact that

company’s process today about 1000 times more data than a decade ago.1

Accordingly to McKinsey in 15 of the US economy’s 17 sectors, companies

with more than 1,000 employees store, on average, over 235 terabytes of

data.2 One terabyte is about 1,024 gigabyte. This phenomenon of an on-

going growing amount of data is called “Big Data”.

Big Data is a new aspect to the economy which should be in the future a

central part of the modern organizational theories (OT). Taylor, Weber or

Fayol with their classical approach of Organizational Theories with the em-

phasis on bureaucracy and administration, the neoclassical approach where

individual and group behaviors play a central role to the modern theories

with the focus on organizations regarded as systems continuously adapting

to the environmental changes - Big Data is such a change. The social techni-

cal approach based on the premise that an organization consists of people,

technical systems and the environment has now a new element.

McKinsey believes that Big Data may become a new type of corporate asset

that will cut across business units and function much as a powerful brand

does, representing a key basis for competition.3 In a recent study from

IBM 1700 marketing experts agreed that the phenomenon of Big Data will

change signifi cantly their work environment.4 It is assumed that companies

using Big Data effi ciently will be able to increase their profi t margins by up

to 60%. 5

1 C.F. Beath C., Beccerra-Fernandez I., Ross J., Short J. (2012). ‚Finding Value in the Information Explosion‘. MITSlaon Management Review, Vol. 53, No. 4, P. 2 2 C.F. Brown B., Chui M., Manyika J. (2011). ‚Are you ready for the era of ‘big data’ ‘. McKinsey Quarterly, Oct 11, P. 23 C.F. Brown B., Chui M., Manyika J. (2011). ‚Are you ready for the era of ‘big data’ ‘. McKinsey Quarterly, Oct 11, p. 24C.F. IBM (2012). ‚Willkommen in der Ära des Chief-Executive-Kunden‘. Retrieved from http://www.ibm.com/smarterplanet 5 C.F. Gneiting S. (2013). ‚Komplexität beherrschen‘. acquisa, No. 01/2013. Haufe-Lexware, Freiburg, P. 15


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Michael Toedt

In general Big Data is characterized by three aspects: volume (huge amount

of data), velocity (data should be available almost in real-time) and variety

(structured and unstructured data from different sources have to be collec-

ted and linked).6 These three elements of Big Data make clear how complex

the topic is. Especially the way of how to clean and link an ongoing growing

number of data sources, combined with the needed organizational changes

are especially for larger companies topics for confl icts. The structure must be

completely adapted to the new environment.

3. Big Data in the Hotel Business3.1. Data throughout the Customer Journey

Sustainable success of tourism organizations rely signifi cantly on the collec-

tion, storing and processing of relevant data.7 The potential which data can

provide is summarized by the following statement from the inventor of the

Tesco Loyalty Card program who said “Data is the new oil”.8

The increase of systems combined with the fact of dropping storage costs

and the triumphant success of social media have led to an exponential

growth of data over the last years. At least today 44 % of the German com-

panies calculate with an exponential increase of data.9

Especially hotels have access to mind-boggling customer data. Collected

during the customer journey everything from basic personal information

to preferred meals, interests, booking patterns or preferences is stored

somewhere.10 The availability of such a massive amount of customer data

is clearly an asset for the hotel industry especially for decision making and

marketing.

Organizations must understand that the customer experience begins before

the time of sale — and even before the time of search — but also extends

well after purchase and travel.11 For the travel industry the customer journey

6 C.F. Gneiting S. (2013). ‚Komplexität beherrschen‘. acquisa, No. 01/2013. Haufe-Lexware, Freiburg, P. 18 7 C.F. Fuchs M., Mathies C. (2005). ‚Informationstechnologie als Quelle von Innovatio-nen‘. in „Erfolg durch Innovation“. GWV Fachverlag, Wiesbaden, pp. 295-296 8 Eisenbrand R. (2012). ‚Aus dem Weg aus der Ahnungslosigkeit‘. ONEtoOne, No 12. J&S Dialog Medien, Hamburg, P. 119 C.F. von Lieven S. (2011). ‚Raus aus dem Datensumpf‘. in direkt marketing 02-2011. Acquisa, Freiburg, P. 3210 C.F. Carey R., Kang D., Zea M. (2012). ‚The trouble with travel distribution‘. McKinsey Quarterly, February, P. 511 C.F. Carey R., Kang D., Zea M. (2012). ‚The trouble with travel distribution‘. McKinsey Quarterly, February, P. 2


168


of a consumer starts therefore far before the travel itself, contains the actual

travel experience followed by a refl ection period. Processes like planning,

marketing, sales, controlling and customer relationships are intertwined with

the delivered services.12 Instead of this traditional approach Google the

dominant search engine divides travel into fi ve stages: from dreaming, over

planning, booking, experiencing and fi nally to sharing.13 From the point of

view of the author both approaches do not cover the overall complexity of

the customer journey in the hospitality.

12 C.F. Werthner H. (2005). 'Informationstechnologie und touristische Innovationen'. in "Erfolg durch Innovation". GWV Fachverlag, Wiesbaden, P. 50213 C.F. Google (2012). 'The fi ve stages of travel'. Retrieved from http://www.thinkwith-google.com/insights/featured/fi ve-stages-of-travel/

Image 1: The “Hotel Customer Journey” (own image)

The “Hotel Customer Journey” model described in the image above divides

the customer journey into seven phases. The “Hotel Customer Journey”

model shows the different areas were data occurs which should be collected

and transformed into usable information. The journey starts with an inspi-

ration phase in which intrinsic or external processes generate some kind of

need for a new travel which triggers phase 2 in which the consumer starts

the search for information consciously and unconsciously; phase 3 includes

the booking process itself followed by the timespan until the arrival (phase

4) and the actual travel (phase 5); a short period of only several days after

the travel is the phase of refl ection (phase 6). Phase 7 represents marketing

and CRM activities only applicable for qualifi ed customers.


169

Michael Toedt

3.2. The Reality and the needed Changes on the Organizational

Structure

The usage of Big Data respectively the information and knowledge coming

from analysis based on a Big Data approach is manifold. Especially marke-

ting and sales will benefi t signifi cantly even in the short run.

The message below from Steigenberger Hotels shows the current situation

and data handling in the hotel industry. An English message delivering spe-

cial offers to loyal guests. The problem: the recipient is German and has not

stayed in a Steigenberger Hotels for many years.

Image 2: Mass Communication in Direct Marketing14

14 Newsletter Steigenberger Hotels & Resorts, April 2011

The quality of communication in the hospitality in respect of individualization

(time and content) is far below online retailers like Amazon. Almost no com-

pany in the hotel business so far provides individual marketing messages

based on the transaction history and the individual consumer behavior. The

result is a uniform mass communication on direct marketing channels. The

reason for this poor quality is mainly the inability to consolidate different

systems and create a central customer profi le. Although all needed data is

available it is dispersed in different sources and systems.


170


The question to rise is will the importance and therefore the standing of the

marketing department improve through Big Data? It is clear someone has to

take the lead; the responsibilities have to be centralized. New IT investments

in the different departments have to follow a central strategy approved by

the responsible Big Data department. If organizations drive their initiatives

based on consumer needs and market environment it seems to be logic that

the marketing department should be the head of a Big Data initiative. But

this would mean a change of the classical description of the marketing de-

partments not only in the hotel business. The functions would be much more

technical and analytical resulting in the need for a new type of marketing

managers.

The knowledge and the ability to leverage technology generate competitive

advantage; but only a few companies really leverage it effectively.15 It can

be doubt that many companies have the needed managerial excellence at

the moment. The McKinsey Global Institute assumes that by the year 2018

alone on the US market 190.000 data experts are missing and more than

1.5 million managers who are able make decision based on Big Data.16 “Big

Data” is therefore fi rst a management and organizational issue as the crea-

tion of the required knowledge and an adjusted organizational structure can

be regarded as the pre-requisites for success.

3.3. At the Heard of Big Data - The Central Data Ware House

Technology is a central part of Big Data. Many internal and external sour-

ces with structured and unstructured data have to be linked and brought

together to create the fundamental basis, data – as much as possible.

Big Data follows the data warehouse approach. A data warehouse stores

systematically all transactions, reactions and the customer behavior to con-

tinuously optimize client related business processes. It should be a learning

system (closed loop architecture) to adopt products, services and commu-

nication to the need of the customer base. 17 A data-warehouse is a further

stage of a marketing data base. A marketing data base collects a pre-defi ned

set of data; a data warehouse instead collects data from different sources

15 C.F. Maklan S., Knox S, Peppard J. (2011). ‚Why CRM Fails - and How to Fix It‘. MIT Sloan Management Review, Vol. 52, No. 4, P. 8516 C.F. Gneiting S. (2013). ‚Komplexität beherrschen‘. acquisa, No. 01/2013. Haufe-Lexware, Freiburg, P. 1617 C.F. Hippner H., Wilde K. (2006). ‚Grundlagen des CRM‘. Gabler Wissenschaftsverlag, Wiesbaden, P. 49


171

Michael Toedt

without having a pre-defi ned reason. 18

For marketing purposes especially customer data about transactions, beha-

vior, satisfaction, demographic, communication and the consumer reaction

on marketing messages is of interest. A central customer profi le is required

to work effi ciently, to create clean reports for decision making, and to run a

qualitative marketing and controlling. This leads also to the conclusion that a

qualitative CRM implementation starts with a Big Data initiative. Big Data is

the basis for Customer Relationship Marketing.

3.4. A Re-Thinking of IT-Investments is needed

Between 1995 and 2000 the hotel industry spent almost 7.6 billion US$ in

Information Technology (IT). The result: no increase in revenue, no impro-

vement in profi tability.1 IBM came to the conclusion that only 7% of cam-

paign management tools are fi nally successful. 20 Nevertheless over the last

years more and more IT systems have been introduced in almost all areas of

a hotel (operations, sales, marketing).

An investment in IT, respectively Big Data should be regarded as a system

consisting of the elements IT, people, organizational structure and pro-

cesses.21 Finally only about 40% of the success of a project relates to the

technology itself. 22 First decision makers have to shift their focus from an

operational oriented IT strategy to a marketing oriented IT strategy. Ope-

rations has to follow marketing, the opposite is the reality in the majority of

organizations.

In almost all hotel companies a non-marketing focused IT strategy has led to

data silos and an uncontrollable number of independent systems dispersed

in the different hotel departments. The management has to understand at

least the essentials of modern information technology to be able to make

sustainable decisions in respect of a Big Data initiative.

18 C.F. Hoepner G. A., Schminke L. H. (2012). ‚Dialog-Marekting und E-Commerce‘. uni-edition, Berlin, PP. 36-3719 C.F. Piccoli G. (2008). ‚Information Technology in Hotel Management‘. Cornell Hospi-tality Quartlery, August 2008, P. 28320 C.F. M. Badget; S. Ballou; S. LaValle (2004). ‚Doing CRM right: What it takes to be successful with CRM‘. IBM Business Consulting Services, Somers, NY, US, P. 1821 C.F. Piccoli G. (2008). ‚Information Technology in Hotel Management‘. Cornell Hospi-tality Quartlery, August 2008, P. 28322 C.F. Raab G., Werner N. (2009). ‚Customer Relationship Management‘. Verlag Recht und Wirtschaft GmbH, Frankfurt am Main, P. 13


172


The CEO of the HTNG (Hotel Technology Next Generation) where all major

IT and hotel companies are members mentioned at the ITB 2012 the num-

ber of 40 different IT systems a hotel today has in use.

Image 3: Hotel Software Map 23

23 Own Image based on Toedt M. (2013). 'ÖHV Leitfaden Kunden-Bindungs-Manage-ment'. ÖHV Touristik Service GmbH, Wien, P. 2424 C.F. Client Vela (2010). ‚Frischer Wind für Ihren Erfolgskurs‘. Swiss Post, München, P. 11

The “Hotel Software Map” above lists the different departments and areas of

IT systems in the hotel business.

3.5. Big Data and Customer Relationship Marketing

The main barrier to introduce an overall CRM strategy is the lack of an inte-

grated system. 24 Big Data can be called as the basis of a sustainable CRM

strategy. The following image lists the different needed elements.

Image 4: Prerequisites for CRM (own image)


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Michael Toedt

The prerequisites are: One a central system containing at least four years

of history data; two the system must have all campaign relevant data of

online and offl ine marketing actions for at least four years,25 which means

who received what and when through which channel; three the system must

be also connected to the reservation data in order to track the result of the

communication actions and four a complex data cleansing process must

have been implemented to not only collect the high volume of data but also

to make them usable.

In general the complexity of data management is highly underestimated26

although data quality is regarded as the key element of success.27 Adriaans,

Zantinge writes that “without the right data there is little gold to be mined;

here again, we must apply the rule ‘garbage in, garbage out”. 28 A study

from 2010 revealed that only 40% of SAP users trust the data they have in

their system.29

It seems that hotel companies today have no overall control about their data

and their marketing and CRM activities. This situation makes it so diffi cult

respectively almost impossible to fi nd qualifi ed researches about the long-

term effect and the value of Customer Relationship Marketing for the hotel

business.

4. Conclusion and RecommendationThe “Big Data” phenomenon combined with the existence of data stored in

departmental silos30 respectively dispersed in pockets across a dysfunctional

ecosystem,31 yet only a few companies – if any - truly maximize the poten-

tial of the data at their disposal.32 The majority of hotel managers so far are

not aware of the data assets they have.

25 C.F. Toedt M. (2012). ‚THE ROLE OF COMMUNICATION WITHIN CUSTOMER RE-LATIONSHIP MARKETING‘. in „Innovative Approaches of Management Research for Regional and Global Business Development“. FH Kufstein, Kufstein, P. 626 C.F. Schnake A. (2010). ‚Potenzial ausschöpfen‘. Acquisa No.03, P. 2027 C.F. Neckel P., Knobloch B. (2005). ‚Customer Relationship Analytics‘. dpunkt.verlag GmbH, Heidelberg, P. 9728 Adriaans P., Zantinge D. (1996). ‚Data Mining‘. Addison-Wesley, Harlow, P. 929 C.F. Schnake A. (2010). ‚Potenzial ausschöpfen‘. Acquisa No.03, P. 1630C.F. Brown B., Chui M., Manyika J. (2011). ‚Are you ready for the era of ‘big data’ ‘. McKinsey Quarterly, Oct 11, P. 431 C.F. Carey R., Kang D., Zea M. (2012). ‚The trouble with travel distribution‘. McKinsey Quarterly, February, P. 632 C.F. Carey R., Kang D., Zea M. (2012). ‚The trouble with travel distribution‘. McKinsey Quarterly, February, P. 5


174


Hotel companies who are able to deal with Big Data will create a sustai-

nable competitive advantage. With the intelligent usage of customer data

hotel companies should be able to reduce especially the soaring distribution

costs through indirect channels like Expedia or HRS. Between 10 and 30%

commissions are due for each booking and the commission tendency is

ascending. The average commission payment 2011 was 14.85%.33 In 2013

the share of electronically generated bookings are prognosticated by 40%

which would be an increase from 2008 to 2013 of 290%.34 The prognostica-

ted increase of profi tability of up to 60% by McKinsey35 should be a realistic

bench mark for the hotel business.

To reach this goal organizational changes are necessary which will poten-

tially lead to an increased standing of the marketing department within an

organization. The biggest hurdle which can be identifi ed is a lack of ma-

nagerial knowledge and leadership. This is where researchers, educational

institutes and companies should start at to provide the needed theoretical

foundation to generate value coming from Big Data.

33 C.F. Sponsel D. (2011). 'Preispolitik der führenden Buchungsportale wirft neue Fra-gen auf'. in HDV DEPESCHE; Nr 73. HDV, Bad Honnef, PP. 6-734 C.F. Spalteholz B. (2011). ‚Die Wertschöpfungskette aus Sicht des Hoteliers‘. Spalte-holz Hotelkompetenz GmbH & Co. KG, P. 3 35 C.F. Gneiting S. (2013). ‚Komplexität beherrschen‘. acquisa, No. 01/2013. Haufe-Lexware, Freiburg, P. 15


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Michael Toedt

5. LiteratureAdriaans P., Zantinge D. (1996), 'Data Mining', Addison-Wesley, HarlowBeath C., Beccerra-Fernandez I., Ross J., Short J. (2012), 'Finding Value in the Information Explosion', MITSloan Management Review, Vol. 53, No. 4Brown B., Chui M., Manyika J. (2011), 'Are you ready for the era of ‘big data’', McKinsey Quarterly, Oct 11Carey R., Kang D., Zea M. (2012), 'The trouble with travel distribution', McKinsey Quarterly, FebruaryClient Vela (2010), 'Frischer Wind für Ihren Erfolgskurs', Swiss Post, Mün-chenEisenbrand R. (2012), 'Aus dem Weg aus der Ahnungslosigkeit', ONEtoOne, No 12, J&S Dialog Medien, HamburgFuchs M., Mathies C. (2005), 'Informationstechnologie als Quelle von Inno-vationen', in "Erfolg durch Innovation", GWV Fachverlag, WiesbadenGneiting S. (2013), 'Komplexität beherrschen', acquisa, No. 01/2013, Haufe-Lexware, FreiburgGoogle (2012), 'The fi ve stages of travel', Retrieved from http://www.think-withgoogle.com/insights/featured/fi ve-stages-of-travel/Hippner H., Wilde K. (2006), 'Grundlagen des CRM', Gabler Wissenschafts-verlag, WiesbadenHoepner G. A., Schminke L. H. (2012), 'Dialog-Marekting und E-Commerce', uni-edition, BerlinIBM (2012), 'Willkommen in der Äre des Chief-Executive-Kunden', Retrieved from http://www.ibm.com/smarterplanetM. Badget; S. Ballou; S. LaValle (2004), 'Doing CRM right: What it takes to be successful with CRM', IBM Business Consulting Services, Somers, NY, USMaklan S., Knox S, Peppard J. (2011), 'Why CRM Fails - and How to Fix It', MIT Sloan Management Review, Vol. 52, No. 4Neckel P., Knobloch B. (2005), 'Customer Relationship Analytics', dpunkt.verlag GmbH, HeidelbergPiccoli G. (2008), 'Information Technology in Hotel Management', Cornell Hospitality Quartlery, August 2008Raab G., Werner N. (2009), 'Customer Relationship Management', Verlag Recht und Wirtschaft GmbH, Frankfurt am MainSchnake A. (2010), 'Potenzial ausschöpfen', Acquisa No.03Spalteholz B. (2011), 'Die Wertschöpfungskette aus Sicht des Hoteliers', Spalteholz Hotelkompetenz GmbH & Co. KGSponsel D. (2011), 'Preispolitik der führenden Buchungsportale wirft neue Fragen auf', in HDV DEPESCHE; Nr 73, HDV, Bad HonnefToedt M. (2012), 'THE ROLE OF COMMUNICATION WITHIN CUSTOMER RELATIONSHIP MARKETING', in "Innovative Approaches of Management Re-search for Regional and Global Business Development", FH Kufstein, KufsteinToedt M. (2013), 'ÖHV Leitfaden Kunden-Bindungs-Management', ÖHV Tou-ristik Service GmbH, Wienvon Lieven S. (2011), 'Raus aus dem Datensumpf', in 'direkt marketing' 02-2011, Acquisa, FreiburgWerthner H. (2005), 'Informationstechnologie und touristische Innovatio-nen', in "Erfolg durch Innovation", GWV Fachverlag, Wiesbaden


176


In the past, Mr. Toedt was regional vice president of SANSORA INTERNA-

TIONAL, a subsidiary company of the Schoerghuber corporate group and

accompanied many hotel associations during the production of their cen-

tral customer and marketing data base. He was raised in his parents' hotel

and after completing a mercantile apprenticeship he graduated as cook to

be employed in the one-star restaurant Hotel Koenigshof in Munich. 1995

he began his course of studies of business economics at the University of

Applied Sciences in Munich. During this time he visited the Cornell University,

NY.

Besides his activities with Toedt, Dr. Selk & Coll., Michael Toedt is assistant

lecturer at the University Of Applied Sciences Of Munich for the subject

"Customer Relationship Management for Hotels" and guest lecturer at

various universities. He is vice president of the HSMA (Hospitality Sales and

Marketing Association) and responsible for the South-East region of Germa-

ny; he is also member of the Cornell Hotel Society. Since 2009 he is also part

of the doctoral program at the Tirol International Business School. His PHD

topic is about the value of CRM for hotels.

Dipl.-Wirt.Dipl. Betriebswirt Michael ToedtToedt, Dr.Selk & Coll. GmbH

Michael Toedt, diploma of business administra-

tion is CEO and Shareholder of Toedt, Dr. Selk

& Coll, one of the leading CRM software and

consulting companies in the hotel business. The

client list contains big chains like InterContinen-

tal Hotels & Resorts or Maritim Hotels as well as

leading individual hotels like the Austrian Hotels

Jungbrunn and Stock.

The author




179

Manuel Woschank

Logistics Planning: An Organizational Theory Based Approach to Logistics Excellence

Manuel Woschank, MScwoschank.com

Keywords: Logistics Management, Supply Chain Management, Corporate

Planning and Decision Making

Systematic planning is seen as the main instrument of managerial activities

and in fact without professional planning operations major companies could

not be managed. Logistics management evolved itself from the coordination

of basic functions into one of the main possibilities to gain sustainable com-

petitive advantage. Logistics planning is seen as the core element of effi cient

and effective logistics processes. A precise planning system could achieve

a higher system performance but the increased volatility and complexity

of today’s costumer-orientated markets often lead to the assumption that

integrated planning is more a myth than reality. This is supported by recent

surveys which claim a multitude of weak spots in today’s planning systems.

Based on the certainty that there is no independent theory of logistics plan-

ning, not even a fi tting set of theory parts, in management science and both

intensive theoretical research and empirical studies are still very limited this

paper develops a theoretical model based on and a comprehensive literature

study by refl ecting and combing signifi cant organizational theories.

The created model could be used to improve the logistic performance of a

company by developing an accurate planning process. This will help global

managers to achieve a continuous adjustment to the dynamic environment

which will contribute to a long-term protection of the company´s market

position.


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Logistics Planning: An Organizational Theory Based Approach to Logistics Excellence

Mr. Woschank is frequently participating in panel of experts meetings and

scientifi c conferences for logistics management and state of the art logistic

solutions. He is a member in several industrial associations such as WING

(Verband Österreichischer Wirtschafts-ingenieure), IMC (Industrial Manage-

ment Club), VNL (Verein Netzwerk Logistik), BVL (Bundesvereinigung Logis-

tik Österreich), VLW (Verein Lavanttaler Wirtschaft), Logistikclub Leoben.

Fields of Expertise:

Mr. Woschank is a consultant and project leader in the areas of global supply

chain optimization and trans-regional cooperation. He is also working as a

lecturer for supply chain management at several European universities and

he is writing his dissertation in the fi eld of logistics planning.

Education:

Higher Technical College for Industrial Enginee-

ring, Master in Industrial Management, Master

in International Supply Management, ongoing

Ph.D. in Management Sciences University of

Riga – Faculty of Economics and Manage-

ment and University of Leoben – Department

of Industrial Logistics. Advanced trainings in

innovation management, logistics, supply chain

management and lean management.

Manuel Woschank, MScwoschank.com

The author




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Hotel markets in Germany and Austria - Current trendsDipl. Betriebswirt Armin Bruckmeier, MRICSChristie + Co GmbH

Budget Hotels - A business model for tourist regions?Martin KleemannDeloitte GmbH

Hotel Valuation: Location, Market, Concept, Operator and Other Key DriversChristian WalterPKF hotelexperts

3D Visualization As Base For A Perfect StartDiffi culties during the process and trends in presentationMag. (FH) Bernd Mörzcomm.ag

Corporate Architecture of Hotel & Leisure FacilitiesTobias Ossenberg-Engelsoecc-concepts&consulting


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Programm 2013


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Follow up report FM&REM Congress 2013

From the 06th to the 08th of February 2013 the FM & REM Congress took

place for the 15th time.

Host of the event was the facility and real estate management study pro-

gram of the University of Applied Sciences Kufstein under the direction of

Dipl.-Ing. (Univ.) Christian Huber.

High-profi le speakers presented their ideas to a wide range of topics with

the focus on Hotel & Leisure Facilities. For the fi rst branch event of the year,

more than 200 guests are welcomed who listened to a total of more than

thirty presentations. Divided into three parallel talks a wide range of topics

were covered by the 34 speakers. Trends in FM, user requirements in hotels,

asset management through to fi re safety were discussed, which thought-

provoking and interesting discussions took place.

During the breaks and the evening events the opportunity was offered to

socialize and renew old acquaintances and business affairs.

As a kick-off event for the fi rst evening on Wednesday, we went to the Ice

stock sport arena to make some winter sport together - an extraordinary

evening event with a high fun factor.

The highlight of the conference was the gala dinner. On a snowy road, with

buses with snow chains, we have reached the hotel “Feuriger Tatzlwurm”.

With traditional music, a breathtaking snowy landscape, mulled wine and a

grand dinner we spent a "gmiatlichen Abend mit Freunden."

We would like to express our warmest thanks to our spon¬sors for their sup-

port, especially Siemens Gebäudemanage¬ment & -services GmbH because

they accompany us as a premium sponsor for years.

We are looking forward to 2014 and hopefully we get the chance to welcome

you at the 16th FM & REM Congress with the topic “Health Facilities”.


189

Follow up report FM&REM WinterSchool 2013

On Monday the 04th of February 2013 we have started with more than

150 students our 2nd FM & REM WinterSchool at the University of Applied

Sciences Kufstein.

Dipl.-Ing. (Univ.) Christian Huber welcomed in the name of the internatio-

nal coaching team the students from France, Italy, Norway, Germany, the

Netherlands, Austria, Korea and the USA.

The students as well as the coaches were very ambitious to work on the

project task with the topic “Sustainable Project Development – Hotel”. The

students were divided into fourteen groups with 8 to 12 people separated

into bachelor and master degree students. The coaches have given different

presentations for example to the topics hospitality, energy management and

economy related to hotels.

The project task was to revitalize and reorganize an existing hotel building

near Kufstein. The students had the chance to visit the construction area of

the hotel to get a clue about the structural conditions on site. Supported by

the lecturers during the special coaching times, the students had the chance

to ask specifi c questions on their individual projects. Further information

could be gathered during the 15th FM & REM Congress 2013 because the

students had the opportunity to participate at this big branch congress.

After a week with a lot of work load the projects were ready to be shown.

Very different, amazing ideas were presented on Saturday the 9th of Febru-

ary 2013 at the last day of our WinterSchool.

We like to thank all the coaches who have supported the students and of

course the students who did a great job.

Hopefully we will see some of you again next year at the

3rd FM & REM WinterSchool 2014 – Sustainable Project Development –

Health Facilities.


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Siemens Gebäudemanagement und -services GmbH

Sponsors

We would like to thank our sponsors media partners for the great support

and the consistent good cooperation. Without the help of those companies it

wouldn‘t be possible to organize such an event. Special thanks to our Premi-

um sponsor Siemens Gebäudetmanagement & -serviecs Gmbh.

Premium Sponsor


Sponsors

Facility Management Austria (FMA) / International Facility Manage-ment Association Chapter Austria (IFMA Austria)

Media Parter

Der Facility ManagerHotelbau

Sponsor WinterSchool

Sparkasse Kufstein


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Premium Sponsor

Siemens Gebäudemanagement &-services GmbH


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Facility Management Austria (FMA)/ International Facility Management Association Chapter Austria (IFMA Austria)

Zwei Vereine, ein Ziel

Gemeinsam Facility Management entwickeln und fördern

Gemeinsam bieten FMA und IFMA Austria ihren Mitgliedern ein nationales

und internationales Netzwerk und unterstützen kompetent die Interessen all

jener, die dem Konzept Facility Management verpfl ichtet sind.

In themenspezifi schen Arbeitsgruppen und marktorientierten Interessenge-

meinschaften (z. B. Ausbildungsinstitutionen, Studierende, Interne Facility

Manager, FM-Gesamtanbieter, FS-Anbieter, FM-Berater und -Planer) erfor-

schen, entwickeln und fördern unsere Mitglieder die Themen des Facility

Managements.

Das Netzwerk ist Organisator von Veranstaltungen und Exkursionen sowie

Partner der österreichischen FM-Normung. Wir sind ein Kommunikationsfo-

rum für FM-Fachleute und FM-Nutzer im In- und Ausland. Durch die langjäh-

rige Mitgliedschaft in der EuroFM, dem europäischen Netzwerk für Facility

Management, sind FMA und IFMA Austria in einem regen europäischen

Meinungs- und Erfahrungsaustausch eingebunden.

FMA

FMA, die 1995 gegründete Non-Profi t-Organisation, versteht sich als das

österreichische unternehmensbezogene Netzwerk für Facility Management.

Mitglieder sind namhafte national und international tätige Unternehmen und

Organisationen, Verbände und Ausbildungsinstitutionen sowie Personen, die

sich in einer FM-Aus- und –Weiterbildung befi nden.

IFMA Austria

IFMA Austria ist die seit 1998 bestehende österreichische Niederlassung

des weltweiten personenbezogenen FM-Netzwerkes der „International

Facility Management Association“ (IFMA) mit Sitz in Houston (USA). IFMA

International wurde 1980 gegründet und ist in 78 Ländern aktiv tätig.



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Forecast 2014


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16th Facility & Real Estate Management Congress 2014

We like to invite you to the 16th FM&REM Congress 2014 which will take

place from the 29th until the 31st of January 2014. The topic we like to

discover and to discuss with you is “health facilities”!

We would like to approach this issue from different angles of the branches

Facility Management and Real Estate Management. Not only hospitals but

all areas of work and life should be considered. What are the requirements

which come to us? What do health facilities from different perspectives

mean?

We are looking forward to an exciting congress and hope that we get the

possibility to welcome you at the University of Applied Sciences Kufstein,

Tyrol.

Furthermore we provide for the visiting students a special integrative Winter-

School. The 3rd FM & REM WinterSchool 2014 will pick up the subject of the

congress “health facilities” were the students have the opportunity to work

on a case study in international teams delivered as bachelor and master

degree program.


15th Facility & Real Estate Management Congress · 15th Facility & Real Estate Management Congress 06 ... Fachhochschule Kufstein Tirol ... FFMG&REM Congress 2013.indd 4MG&REM Congress

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