Mr. Christoph Schleissing is the General Manager of Lagos Continental Hotel, a hospitality maestro with decades of experience. His unwavering commitment to excellence has propelled the hotel to new heights, embodying warm hospitality while balancing exceptional service and innovative leadership. Christoph believes in teamwork that empowers his staff to create outstanding guest experiences. In this interview with WALE OLAPADE, he shares insights on his success, the hotel’s achievements, and his vision for the future of hospitality in Nigeria.
What changes did you implement when you came onboard?
We brought in additional flavors to fuse with the contemporary and Nigeria cullinary delight in the kitchen to lift the quality of the hospitality experiences we offer to our homogeneous customers with varieties of menu to choose from irrespective of nationalities,.
Also, we strategically mobilised the extensive human and material resources within our system to drive a consistent enhancement of our services, impressing our esteemed guests. My team is deeply appreciative of the exceptional support from the hotel owners, which has propelled our establishment to remarkable new heights. We take great pride in setting the benchmark for Nigeria’s hospitality industry—a significant achievement that gives us immense satisfaction.
Can you describe the dining experience at your hotel’s restaurant?
Our restaurant offers a diverse menu with options ranging from Asian to barbecue, including sushi, Arabic mezze, Nigerian dishes, and vegetarian options. We also have themed evenings with live music around the pool on Fridays, Saturdays, and Sundays.
What is your definition of attitude in the context of your business?
Attitude is about liking people, loving to engage with them, and having a genuine welcome. It’s about being committed to delivering excellent service with a smile.
How do you prioritise skills versus attitude in your team members?
Skills can be taught, but attitude is key. We can train team members on skills, but they need to have the right attitude to provide excellent service.
How have these attitudes contributed to the hotel’s growth?
Our team members are the key to success. By involving them in decision-making and explaining the importance of numbers and brand standards, we’ve created a sense of ownership and motivation. This has helped drive growth and success.
How do you motivate your team members?
We explain the impact of our success on their personal lives and involve them in decision-making. We also provide training on brand standards and numbers to help them understand the bigger picture.
What were your expectations of the hospitality industry in Nigeria before you arrived?
I had fairly low expectations due to common challenges like electricity cuts and water supply issues. However, I was positively surprised by the team’s warmth and hospitality.
What is the biggest advantage of hospitality in Nigeria?
The biggest advantage is the genial and warm nature of the people. This is something that sets Nigeria apart from other countries.
Where is your business coming from?
About 90 per cent of our business is corporate-related, with a focus on meetings, conferences, and product launches. Leisure business is mostly local, and we’re working on developing international leisure business.
What is the competitive landscape for the hotel, particularly for large groups?
For groups above 100 rooms, there are only a couple of hotels that can really compete. However, for transient business or individual travellers, the hotel has a strong position.
What factors do travelers prioritize when choosing a hotel?
Travelers prioritise security, strong internet connection, location, and comfort of the room and facilities.
What is more important to travellers, cost or value for money?
Value for money is more important to travellers than the actual cost.
What is the hotel’s revenue strategy?
The hotel’s goal is to drive revenue per available room, not just occupancy. This means finding a balance between occupancy and average room rate.
Why is achieving revenue with 70% occupancy preferred over 100% occupancy?
Achieving revenue with 70 per cent occupancy allows for better service delivery, more space, and more attention for guests.
What is the ultimate goal for the hotel in terms of guest experience?
The hotel aims to create loyalty beyond reasoning among its guests, making them feel part of something bigger and creating memories that drive feelings and experiences rather than just rational decisions.
What does the hotel want its guests to become?
The hotel wants its guests to become ambassadors for the brand, driven by feelings and experiences rather than just rational decisions.
What sets your hotel apart in terms of food and beverage?
We use authentic recipes and ingredients, and our team has the knowledge and know-how to produce high-quality dishes. For example, our gâteau opera is made with real ingredients like in Paris.
What is your approach to service?
We prioritise genuine smiles and a warm welcome. We train our team to be guest-oriented and to make sure to remember guests’ names.
What are the unique selling points of the property?
The team, location, variety of outlets and facilities, including Iqabo for breakfast, Sugar 52 for fine dining, and a fitness center with a panoramic view of the city.
Can you tell us more about the meeting facilities?
We have an extensive ballroom with 1,400 square meters of pillarless space, accommodating up to 1,000 people in theater style or 500-550 people in dinner style.
What about the rooms and suites?
We have different room categories, including superior, deluxe, and club rooms, as well as suites with panoramic views of Lagos. The presidential suite has three separate bedrooms.
What is the concept of Sugar 52?
Sugar 52 is a fine dining restaurant with a new menu that showcases our skill set, featuring dishes from Asian sushi to barbecue and South African dry-aged meat, as well as pastries from our Lebanese and French pastry.
Do you have competition in the hotel industry?
Of course, there’s competition. For groups of 100 rooms or more, we’re one of only two hotels that can accommodate them. However, for transient business, we have a strong position due to our focus on security, Wi-Fi, location, and comfort.
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What drives your guests’ choices?
Security, strong internet connection, location, and comfort of the room and facilities are key. It’s not just about money; it’s about value for money.
How do you approach revenue management?
Our goal is to drive revenue per available room, not just occupancy. We aim to balance occupancy and average room rate like an artist plays a piano.
Would you prefer to achieve revenue with lower occupancy?
Exactly. With 70 per cent occupancy, I can deliver better service, more space, and more attention to guests. It’s about finding the right balance.
What do you want guests to experience?
I want our guests to become ambassadors for our brand, driven by loyalty beyond reasoning. We aim to create memorable experiences that make them feel good, different, and part of a bigger picture.
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