Hotel Organisational Design for Movenpick Hotels & Resorts


Project Type






Case Study Title

Movenpick Hotels & Resorts Organisational Design

The Client

Movenpick Hotels & Resorts is a company which operates hotels under both leases and management contracts. They are based in Switzerland but operating throughout Europe, Africa, Middle East and Asia. 


Our client has a successful and, in some respects, unique business model, which it wishes to expand in order to compete with the major hotel brands. With a view to this, it has produced a five-year plan which envisages a 50% organic growth by 2020. At the same time, it has undertaken several programmes to improve its PMS, Revenue Management and IT systems, and has planned a movement of HQ. 

Client Needs 

Our Client needed a thorough analysis of its organisation, various systems, resources, and in particular, the balance between corporate, area and country. It also needed recommendations for what re-organisation, new resources and changes in practice are required in order to right-size, both for optimising current business and to prepare for its projected growth. 

Scope of Work 

  • Interviews with relevant executives and senior managers to ascertain functions, methods and concerns. 
  • Examination of the current practices of departments, excluding (by the client’s request) Distribution, IT, F&B and Procurement. 
  • Examination of the company’s projected needs by 2020 and comparison with current resources. 
  • Recommendations for changes needed in the short term in organisation, resources and practices. 
  • Recommendations for changes that will be needed by 2020 to prepare for the projected growth. 

What did Hotel Solutions Partnership achieve for the client?  

A report was delivered, along with substantial supporting analysis, identifying the Client’s current areas of strength and those areas in need of development to achieve right-sizing. Major recommendations covered the following fields: 

  • Strengthening the brand. 
  • Re-organising executive roles and titles. 
  • Increasing centralisation of resources, where appropriate. 
  • Migrating to more appropriate IT solutions, especially to improve business intelligence and performance management. 
  • Improvement of the budgeting process. 
  • Rationalising the process of reporting. 
  • A more integrated system of personnel training and development at all levels of the business. 
  • Development of an executive succession plan. 
  • Making change (especially anticipating targets for 2020) central to the business. 

To help the company prepare for its projected growth, a straw-man organisation was set up for how the business may look in 2020. This can be used by the client as a tool for debate and planning.