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The slow death of the traditional German “Gasthaus” - Pub

Writer: Stephan Busch
Stephan Busch
Mar 2, 2018
8 min read

The Traditional German Pub “Gasthaus” is dying. An institution in every town and village it serves as restaurant- pub and for family functions from weddings to funerals. Some pubs are now only opening for pre booked functions or just once a week. The guests are not coming anymore and the costs are too high. Why?

Since 1995 more then 35.000 of this pubs closed their doors forever. In normal times people had their lunch break there, meet for a coffee and enjoyed a beer with colleagues at the end of the working day. Those days are over as many can’t afford anymore such simple pleasures.

A recent article by Spiegel Newspaper in Germany “Junger Wirt uebernimmt Dorfkneipe” 16.02.2018 describes the downward trend but offers only two reasons for it. Excessive Administration ( which is for sure a problem) and the pricing policies of the breweries. It seems the journalist was just not qualified to write about this topics and didn’t want to research the more obvious reasons behind the decline. The Government doesn’t like to hear it and complaints by Pub owners are not taken serious.

There are multiple reasons but three of those might have the biggest negative impact on private owners. Everbody should make up his own opinion but the facts which are listed might be interesting. Government miss management, EU supported Tax evasion by big cooperation’s and competition by non profit establishments.

Official German Government statistics and facts and numbers by Government and non government organisation answer some of those questions.

After the 2nd World War especially between 1950 and 1990 the number of pubs were increasing and profits could be made. In any country that is a sign of a healthy middle and lower class who can also participate in social life. After that in only went downhill up to the point when more then 35.000 pubs had to close.

The main reasons for the decline

The guests who can’t come anymore

Tax disadvantages by German and EU laws

Unfair competition by companies and Institutions that pay only a fraction of taxes or don’t pay taxes at all.

The guests who can’t come anymore

There are a few Million people who can’ afford a visit to a pub anymore and you can find those numbers in the statistics. The sad part is that most of those people really don’t have the financial means anymore to participate in social life.

One reason is that more and more old people have to life under the poverty level in Germany. Unimaginable a few years ago it is normal today and the situation is getting worse. Pensioners were always frequent good guest in any pub. They paid all their lives into the social system but now can hardly support themselves. Founded in 1994 the “Tafel” is a private organisation that distributes food to people in need. In 1994 Germany had seven of this places today there are more than 900 “Tafel” in Germany. A shame for a country that prides themselves as “World Champion in Export” but can’t take care of its own people.

The number of elderly people in Germany threatened by poverty or exclusion has increased in recent years to almost six million.

(Data of the European statistics office FAZ 8.02.2017)

Also to count are the younger ones who also live below the poverty line. Of these, 860,000 live as homeless without residence.

For the coming years, BAG W is even expecting a further increase in the number of homeless people: from 2017 to 2018, the working group expects an additional 350,000 people; In total there would be about 1.2 million homeless people in Germany.

"But the main causes of housing shortage and homelessness lie in a housing policy that has been missing in Germany for decades, in conjunction with insufficient poverty reduction by the state."

(BAG W Managing Director Specht. 14.11.2017 ZON)

Lt. EU-SILC 2012 and press release No. 361 of 25.10.2013 of the Federal Statistical Office show 13 million people (16.1%) living below the poverty line in Germany

(EU-SILC 2012 Federal Statistical Office Press Release No. 361)

In addition, the people who work in the low-wage sector do not even earn enough to live normally.

In the meantime, every fifth employee in Germany earns less than ten euros an hour. That's 8.4 million people in numbers.

(Figures Ministry of Labour, 11 December 2016, source: ZEIT)

In addition to those people who can’t afford a pub anymore we also have:

18.6 million people with a migrant background are understandably not necessarily attracted by a German pub.

(Figures Source: World Economy Welt am Sonntag - Daniel Eckert 23.10.2017)

According to the Federal Office for Migration, there are 1.5 million people without legal status in Germany and thus can not work and earn.

"As of April 30, 2016, there were --- 1,529,784 resident aliens living in Germany with regard to the asylum procedure, ie current asylum procedure or asylum procedure already completed."

(Federal Office for Migration & Refugees)

According to estimates by migration researcher Dita Vogel from the University of Bremen, between 180,000 and 520,000 "ilegal resident" foreigners were in Germany in 2014. Vogel and her research colleagues from the Clandestino project came to this conclusion through calculations based on police crime statistics. Also the BAMF uses numbers of the researchers.

(Federal Office for Migration and Volunteers / Marcel Leubecher 08.06.2016 World Economy - World on Sunday)

According to German authorities and the statistics these are 40 million people who can not or do not want to afford even a cheap pub visit. With 82 million inhabitants in Germany these are almost 50%. Half of Germany can not come to the pub! This has never happened before. Blaming only the internet for the decline in pub visits sounds like mockery.

Government and EU-sponsored tax evasion of large corporations are pushing pubs further into ruin.

A restaurant and every pub must pay 19% VAT in Germany in addition to all other taxes and fees. That's a lot considering the rising prices of products in recent years and you can not put that completely on the guest's bill if you want to stay attractive. Hardly anyone can or wants to pay 12 euros for a beer.

Thus, the profit for the operator of the restaurant decreases again. With rising prices and stagnating incomes and growing low-wage sector with falling numbers of guests, you quickly get into the negative. The total tax burden for a restaurant / pub amounts to around 30% percent

Is every company paying that much taxes? No! There are state and EU regulated possibilities to pay almost no taxes almost. But only for large corporations that can afford the right lawyers, politicians and lobbies. The pub and restaurant still has to pay up to 30% per cent and is thus exposed to an absolutely unfair competition. A fight they can only lose.

Especially fast food and coffee shops are a cheap competition as they are found in every small town today. They invest millions in advertising, PR and equipment, making them attractive to all age groups, but the particular target group are young people. They can afford the advertising because they have to pay almost no taxes.

Just two examples:

The restaurant/pub pays up to 30% tax.

MacDonald’s pays 2% tax

Starbucks pays 0 - 1% tax

McDonald's is said to have shifted profits in France to Luxembourg. It is about 75 million euros annually. The European Commission also initiated a lawsuit against McDonald's, as the group has "paid virtually no corporation tax on its profits in both Luxembourg and the US".

STARBUCKS - ZERO (0) Euro Taxes? For the US coffeehouse chain Starbucks this is the pleasant reality. According to a report by the Handelsblatt, the Group has never paid income taxes since 2002 in Germany and since 2004 in France.

(Kontrast editorial staff - Published on 2 March 2017)

It should be remembered that in contrast to the classic restaurant and pub fast food chains such as MacDonald’s produce huge amounts of waste - plastic, paper - without end which costs the taxpayer money and - according to official court confirmation - food produced is at the lowest quality level. These state-subsidized companies are also harmful to the labour market, as they only hire for low wages, per hour or offer temporary contracts.

This is just about the pubs and restaurants but this model is normal and funded by the state and the EU. Daimler pays no taxes in Germany, BMW pays taxes only in Belgium - not in Germany - although not a single vehicle is produced there. Apple has not paid 13 billion in taxes and will not have to. The list is long! How should the German innkeeper compete with it?

(Quellen: Johann-Günther König: "Alle Macht den Konzernen" (1999). Hans-Peter Martin und Harald Schumann: "Die Globalisierungsfalle" (1998).

Unfair competition from companies and institutions that do not have to pay any or almost no taxes

Uneven competitive conditions, such. as the tax-free hospitality in many club homes, make a profitable operation for pubs and restaurants, especially in rural areas without tourism, difficult. In addition, there are shopping malls or large corporations like IKEA that offer restaurants at absolutely cheap prices to keep people in shopping centres. They don’t want or need to make profit with their restaurants they make profits with furniture’s and shopping. IKEA pays all taxes? No - IKEA pays almost nothing as they use the same EU rules to avoid tax payments.

In addition, the rural population decline, increasing mobility, changing leisure behaviour and a changing work environment are increasingly affecting the taverns. Round tables and regular meetings in the economy are barely used for a common exchange. Today, communication is increasingly taking place in one's own home and through various social media channels.

(Market & Trend 16.04 2013)

Are restaurants simply not innovative and adaptable?

Do restaurants have to be innovative? Yes - but you do not have to change a good business model from the ground up. You have to adapt it, maintain it and renovate it, but otherwise it is important to preserve it. German pubs make sense for the German population and international guests. But a pub constantly fighting for survival - against bankruptcy and this not from 9am - 5pm but up to 18 hours a day on all holidays and weekends - can not be innovative anymore. Many of the young people who take over the restaurants have great ideas, are full of energy and want to make a difference. But even if they have to fight against unfair competitive advantages such as tax evasion and demographic disadvantages and authorities, the choice remains only to survive or give up. Winning is no longer an option - and that's not the innkeeper's fault. Innovation remains - unfortunately also state and EU hindered - a dream they would like to live.

The pub around the corner needs you!

The slow death of the “Gasthaus” may be difficult to stop and maybe - if we are unlucky – it might only survive for tourists. Not a nice thought that we might have to go to a department store in the future or to MacDonald’s for a hot meal. But it does not help to complain about all the disadvantages. You have to recognize them and mention them publicly. There is always a way to be successful. There are successful pubs open seven days a week, making a profit and bringing life and success to rural areas. Few - but from those few we can - we should - learn. Tax evasion as practiced by large corporations and supported by politics are not an alternative for small pubs and restaurants. What is practiced there without consequences would result in severe punishment for every pub owner. We probably would not feel comfortable anyway if we went to such a low level of social responsibility.

Next time you go out – don’t forget – the pub around the corner needs you!

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© 2017 by Stephan Busch

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Training & Lecture Catalogue

Trainings- und Vortragskatalog

It´s Just Hotel Service  ·  Stephan Busch

Hotels  ·  Restaurants & Catering  ·  Cruise Ships  ·  Clubs  ·  Universities

hotelservicemore.com

About this catalogue / Über diesen Katalog

EN — This catalogue presents practical trainings and lectures for hospitality and cruise companies, as well as universities and schools. The programmes combine field-tested operational know-how (hotel openings, fine-dining service, cruise hotel operations, club management) with the skills the market demands in 2026: guest-experience excellence, emotional intelligence, service recovery, AI and digital fluency, leadership and staff retention. All formats are available as group trainings, workshops, one-on-one coaching, and keynote lectures, and can be tailored to each client.

DE — Dieser Katalog präsentiert praxisnahe Trainings und Vorträge für Hotellerie- und Kreuzfahrtunternehmen sowie Universitäten und Schulen. Die Programme verbinden praxiserprobtes operatives Know-how (Hoteneröffnungen, Fine-Dining-Service, Hotelbetrieb auf Kreuzfahrtschiffen, Clubmanagement) mit den Kompetenzen, die der Markt 2026 verlangt: exzellente Gästeerfahrung, emotionale Intelligenz, Beschwerdemanagement, KI- und Digitalkompetenz, Führung und Mitarbeiterbindung. Alle Formate sind als Gruppentrainings, Workshops, Eins-zu-eins-Coaching und Keynote-Vorträge verfügbar und individuell anpassbar.

I. Service & Guest-Experience Trainings

I. Service- und Gästeerlebnis-Trainings

1.  The Art of Anticipation: Five-Star Service Beyond the Standard

DE:  Die Kunst der Antizipation: Fünf-Sterne-Service jenseits des Standards

Format: Group training / workshop

Audience / Zielgruppe: Front-of-house, F&B and front-desk staff in hotels, fine dining and cruise

Suggested duration / Dauer: 1–2 days

EN — Teaches staff to read guests and anticipate needs before they are voiced — the difference between correct service and memorable hospitality. Covers observation, timing, body language, personalised touches and the discreet luxury of being one step ahead.

DE — Vermittelt dem Personal, Gäste zu lesen und Bedürfnisse vorwegzunehmen, bevor sie geäußert werden — der Unterschied zwischen korrektem Service und unvergesslicher Gastfreundschaft. Behandelt Beobachtung, Timing, Körpersprache, persönliche Aufmerksamkeiten und den diskreten Luxus, einen Schritt voraus zu sein.

 

2.  A Complaint Is a Gift: Service Recovery That Builds Loyalty

DE:  Eine Beschwerde ist ein Geschenk: Beschwerdemanagement, das Loyalität schafft

Format: Group training / workshop

Audience / Zielgruppe: All guest-facing staff and supervisors

Suggested duration / Dauer: 1 day

EN — A practical service-recovery method that turns complaints into loyalty. Participants learn the steps of acknowledging, empowering front-line decisions, recovering gracefully under pressure and following up — with role-plays drawn from real hotel, restaurant and cruise situations.

DE — Eine praxisnahe Service-Recovery-Methode, die Beschwerden in Loyalität verwandelt. Die Teilnehmer lernen die Schritte des Anerkennens, der Entscheidungskompetenz an der Front, des souveränen Reagierens unter Druck und der Nachbetreuung — mit Rollenspielen aus realen Hotel-, Restaurant- und Kreuzfahrtsituationen.

 

3.  Emotional Intelligence at the Front Line

DE:  Emotionale Intelligenz an der Service-Front

Format: Workshop

Audience / Zielgruppe: Front desk, concierge, F&B and guest-relations teams

Suggested duration / Dauer: 1 day

EN — The most in-demand hospitality skill of 2026. Staff develop self-awareness, empathy and emotional self-control to handle demanding guests, cultural differences and high-pressure moments while protecting their own wellbeing and that of the team.

DE — Die gefragteste Hospitality-Kompetenz 2026. Die Mitarbeiter entwickeln Selbstwahrnehmung, Empathie und emotionale Selbststeuerung, um anspruchsvolle Gäste, kulturelle Unterschiede und Drucksituationen zu meistern — und dabei das eigene Wohlbefinden und das des Teams zu schützen.

 

4.  The Cultural Code of the Guest: Serving an International Audience

DE:  Der kulturelle Code des Gastes: Internationale Gäste souverän bedienen

Format: Group training

Audience / Zielgruppe: Hotel, cruise and catering teams serving international guests

Suggested duration / Dauer: 1 day

EN — How guest expectations differ across cultures — greeting, dining, personal space, hierarchy and complaint behaviour — and how to adapt service without stereotyping. Built on the trainer’s experience across Asia, Europe, Canada and Russia.

DE — Wie sich Gästeerwartungen je nach Kultur unterscheiden — Begrüßung, Essen, Distanz, Hierarchie und Beschwerdeverhalten — und wie man den Service anpasst, ohne zu stereotypisieren. Basierend auf der Erfahrung des Trainers in Asien, Europa, Kanada und Russland.

 

5.  The Silent Signals: Body Language & Non-Verbal Service

DE:  Stille Signale: Körpersprache und nonverbaler Service

Format: Workshop

Audience / Zielgruppe: All guest-facing staff

Suggested duration / Dauer: Half day – 1 day

EN — Posture, distance, eye contact, gesture and grooming — the signals staff send before they speak. Participants learn to project warmth, competence and discretion, and to read the unspoken signals of guests.

DE — Haltung, Distanz, Blickkontakt, Gestik und Erscheinungsbild — die Signale, die Mitarbeiter senden, bevor sie sprechen. Die Teilnehmer lernen, Wärme, Kompetenz und Diskretion auszustrahlen und die unausgesprochenen Signale der Gäste zu lesen.

 

II. Management & Leadership Trainings

II. Management- und Führungstrainings

6.  From Colleague to Leader: First-Time Hospitality Supervisors

DE:  Vom Kollegen zur Führungskraft: Erstmalige Vorgesetzte in der Hotellerie

Format: Group training + coaching

Audience / Zielgruppe: Newly promoted supervisors and team leaders

Suggested duration / Dauer: 2 days

EN — Equips newly promoted supervisors with the essentials: delegation, giving feedback, leading former peers, handling conflict and basic financial literacy (cost, labour, upselling). Practical, hands-on and scenario-based.

DE — Rüstet frisch beförderte Vorgesetzte mit dem Wesentlichen aus: Delegation, Feedback geben, ehemalige Kollegen führen, Konflikte lösen und betriebswirtschaftliche Grundlagen (Kosten, Personal, Upselling). Praxisnah und szenariobasiert.

 

7.  Keeping Your Best People: Staff Retention & Engagement

DE:  Die Besten halten: Mitarbeiterbindung und Engagement

Format: Management workshop

Audience / Zielgruppe: Department heads, GMs, HR and owners

Suggested duration / Dauer: 1 day

EN — Addresses the industry’s biggest challenge — turnover and ‘quiet quitting’. Managers learn to spot early disengagement, build motivation beyond pay, design recognition that works and create schedules and cultures that keep good people.

DE — Behandelt die größte Herausforderung der Branche — Fluktuation und „stille Kündigung“. Führungskräfte lernen, frühe Demotivation zu erkennen, Motivation jenseits der Bezahlung aufzubauen, wirksame Anerkennung zu gestalten und eine Kultur zu schaffen, die gute Mitarbeiter hält.

 

8.  Leading Across Generations & Ages in Hospitality

DE:  Führen über Generationen und Altersgruppen hinweg in der Hotellerie

Format: Management workshop

Audience / Zielgruppe: Managers, HR, owners

Suggested duration / Dauer: Half day – 1 day

EN — How to lead teams that span four generations and to value experienced staff over 60 as an asset, not a liability. Covers communication styles, mentoring pairings, knowledge transfer and fair, age-inclusive recruitment.

DE — Wie man Teams führt, die vier Generationen umfassen, und erfahrene Mitarbeiter über 60 als Gewinn statt als Last schätzt. Behandelt Kommunikationsstile, Mentoring-Tandems, Wissenstransfer und faires, altersinklusives Recruiting.

 

9.  Hire for Character, Train for Skill: Recruiting & Onboarding

DE:  Charakter einstellen, Fähigkeiten schulen: Recruiting und Onboarding

Format: Management training

Audience / Zielgruppe: GMs, HR, department heads

Suggested duration / Dauer: 1 day

EN — Why attitude beats experience in service roles, and how to interview for it. Covers structured interviewing, trial shifts, red flags, and an onboarding programme that makes new hires productive and loyal in their first 90 days.

DE — Warum Haltung in Servicerollen wichtiger ist als Erfahrung — und wie man gezielt danach auswählt. Behandelt strukturierte Interviews, Probearbeit, Warnsignale und ein Onboarding-Programm, das neue Mitarbeiter in den ersten 90 Tagen produktiv und loyal macht.

 

III. Specialised & Niche Programmes

III. Spezial- und Nischenprogramme

10.  Pre-Opening Excellence: From Empty Building to Full House

DE:  Pre-Opening-Exzellenz: Vom leeren Gebäude zum vollen Haus

Format: Consulting-led training / coaching

Audience / Zielgruppe: Pre-opening teams of new hotels, resorts and cruise ships

Suggested duration / Dauer: Tailored programme

EN — A rare, field-tested programme for opening teams. Covers the critical-path timeline, SOP development, recruitment and training waves, supplier set-up, mock services and the first guest-ready inspection — drawn from numerous hotel, club and cruise-ship openings.

DE — Ein seltenes, praxiserprobtes Programm für Eröffnungsteams. Behandelt den kritischen Zeitplan, SOP-Entwicklung, Recruiting- und Trainingswellen, Lieferantenaufbau, Probeläufe und die erste gästebereite Abnahme — aus zahlreichen Hotel-, Club- und Kreuzfahrtschiff-Eröffnungen.

 

11.  Hospitality at Sea: Hotel Operations on Cruise & River Ships

DE:  Gastfreundschaft auf See: Hotelbetrieb auf Kreuzfahrt- und Flussschiffen

Format: Group training / career seminar

Audience / Zielgruppe: Crew, hotel departments on ships, and students considering a cruise career

Suggested duration / Dauer: 1–2 days

EN — The booming cruise sector explained from the inside: life and service standards on board, the rhythm of embarkation days, multicultural crews, confined-space teamwork, and why ships are an ideal fast-track career start in hospitality.

DE — Der boomende Kreuzfahrtsektor von innen erklärt: Leben und Servicestandards an Bord, der Rhythmus der Anlegetage, multikulturelle Crews, Teamarbeit auf engem Raum und warum Schiffe ein idealer Karriere-Schnellstart in der Hotellerie sind.

 

12.  Protecting the House: Loss Prevention & Hotel Security Awareness

DE:  Das Haus schützen: Schadenprävention und Sicherheitsbewusstsein im Hotel

Format: Group training

Audience / Zielgruppe: Management, front desk, housekeeping, F&B and security staff

Suggested duration / Dauer: Half day – 1 day

EN — Where losses really happen — guests, staff and weak systems — and how to build controls without creating a climate of distrust. Includes theft and fraud patterns, cash and inventory controls, data and cyber awareness, and the legally required basics of guest-safety vigilance.

DE — Wo Verluste wirklich entstehen — Gäste, Personal und schwache Systeme — und wie man Kontrollen aufbaut, ohne ein Klima des Misstrauens zu schaffen. Beinhaltet Diebstahl- und Betrugsmuster, Bargeld- und Inventarkontrollen, Daten- und Cyber-Bewusstsein sowie die rechtlich erforderlichen Grundlagen der Gästesicherheit.

 

13.  AI & Digital Tools for the Hospitality Floor

DE:  KI und digitale Werkzeuge für den Hospitality-Alltag

Format: Workshop

Audience / Zielgruppe: Staff and managers adopting PMS, POS and AI tools

Suggested duration / Dauer: Half day – 1 day

EN — A practical, non-technical workshop on where automation and AI genuinely help — check-in, personalisation, scheduling, guest messaging — and where the human touch must stay. Hands-on with the everyday digital tools staff now need to master.

DE — Ein praxisnaher, nicht-technischer Workshop darüber, wo Automatisierung und KI wirklich helfen — Check-in, Personalisierung, Dienstplanung, Gästekommunikation — und wo die menschliche Note bleiben muss. Praktische Übungen mit den digitalen Alltagswerkzeugen, die das Personal heute beherrschen muss.

 

IV. Lectures & Keynotes (Universities, Schools, Conferences)

IV. Vorträge & Keynotes (Universitäten, Schulen, Konferenzen)

14.  It´s Just Hotel Service? The Real Economics of Hospitality

DE:  Nur Hotelservice? Die wahre Ökonomie der Gastfreundschaft

Format: Keynote lecture

Audience / Zielgruppe: University and school students, industry conferences

Suggested duration / Dauer: 60–90 min

EN — An engaging keynote on why service is the true product of the hospitality industry and how small human moments translate into loyalty, reviews and revenue. Rich with real stories from hotels, clubs and cruise ships across the world.

DE — Eine fesselnde Keynote darüber, warum Service das eigentliche Produkt der Hotellerie ist und wie kleine menschliche Momente in Loyalität, Bewertungen und Umsatz umschlagen. Reich an echten Geschichten aus Hotels, Clubs und Kreuzfahrtschiffen weltweit.

 

15.  Careers Without Borders: Building an International Hospitality Career

DE:  Karriere ohne Grenzen: Eine internationale Hospitality-Laufbahn aufbauen

Format: Lecture / career talk

Audience / Zielgruppe: Hospitality and tourism students, graduates

Suggested duration / Dauer: 60–90 min

EN — A motivating, practical talk for students: how to build an international career across hotels, resorts and cruise lines, what employers really look for, how to use internships and sponsorships (e.g. the Humboldt Foundation), and how to stand out in a global market.

DE — Ein motivierender, praxisnaher Vortrag für Studierende: wie man eine internationale Karriere über Hotels, Resorts und Kreuzfahrtlinien aufbaut, worauf Arbeitgeber wirklich achten, wie man Praktika und Förderungen (z. B. die Humboldt-Stiftung) nutzt und wie man sich auf einem globalen Markt abhebt.

 

16.  The Future of Service: AI, Robots and the Irreplaceable Human

DE:  Die Zukunft des Service: KI, Roboter und der unersetzliche Mensch

Format: Keynote lecture

Audience / Zielgruppe: Universities, industry conferences, leadership audiences

Suggested duration / Dauer: 60–90 min

EN — A forward-looking keynote on how AI and automation are reshaping hospitality — and why the human element becomes more valuable, not less. Separates hype from reality and shows where future professionals should invest their skills.

DE — Eine zukunftsgerichtete Keynote darüber, wie KI und Automatisierung die Hotellerie verändern — und warum das Menschliche wertvoller wird, nicht weniger wert. Trennt Hype von Realität und zeigt, in welche Kompetenzen künftige Fachkräfte investieren sollten.

 

17.  Educating for Hospitality in Times of Crisis

DE:  Bildung für Tourismus und Hotellerie in Krisenzeiten

Format: Academic lecture / panel

Audience / Zielgruppe: Universities, faculty, tourism & hospitality programmes

Suggested duration / Dauer: 60–90 min

EN — An academic lecture on how hospitality and tourism education must adapt to crises — pandemics, labour shortages, geopolitical shifts — bridging classroom and industry. Suitable as a stand-alone lecture or a conference panel contribution.

DE — Ein akademischer Vortrag darüber, wie sich die Tourismus- und Hospitality-Ausbildung an Krisen anpassen muss — Pandemien, Arbeitskräftemangel, geopolitische Verschiebungen — und Hörsaal und Praxis verbindet. Geeignet als eigenständiger Vortrag oder Konferenz-Panelbeitrag.

 

Formats & next steps / Formate & nächste Schritte

EN — Every programme is available as a tailored group training, workshop, one-on-one coaching or keynote lecture, on-site or online, in English or German. Contact us via hotelservicemore.com for a free evaluation and a proposal matched to your team, property or institution.

DE — Jedes Programm ist als maßgeschneidertes Gruppentraining, Workshop, Eins-zu-eins-Coaching oder Keynote-Vortrag verfügbar — vor Ort oder online, auf Englisch oder Deutsch. Kontaktieren Sie uns über hotelservicemore.com (stephanbusch@hotmail.com)für eine kostenlose Bewertung und ein auf Ihr Team, Ihr Haus oder Ihre Institution zugeschnittenes Angebot.

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