Jiřina Jenčková: “Working with people is the hardest thing, but also the most rewarding.”

Meet Jiřina Jenčková—owner of the consulting firm Profit Hotel Concept s.r.o.

An inspiring, wise woman full of optimism and always with a smile on her face. A true professional. A leading expert in hospitality with a focus on hotel operations. Founder of the successful company Profit Hotel Concept s.r.o., coach, mentor, senior consultant, and revenue management specialist. Meet Ing. Jiřina Jenčková, Ph.D.

In recent years, I’ve held quite a few professional roles, but if I were to list just a few, I’m a mentor, instructor, hospitality coach, a feng shui coach, a senior consultant, an academic, a revenue management specialist, and a tourism professional in the field of hotel management in its entirety for nearly 30 years—but above all, I’m someone who loves life and working with people.

For 20 years, I have specialized in implementing revenue management principles. I am a strong advocate for this field and developed the first revenue management course for independent Czech lodging facilities. The desire to share this know-how was also one of the reasons for founding the consulting firm Profit Hotel Concept s.r.o. (2009, business ID since 2006). I felt that from this position, I would be more useful and beneficial to the industry.

I like a holistic approach; I enjoy seeking out new methods, procedures, and perspectives that help change people’s mindsets and attitudes. I help people become aware of certain connections between their personal and professional lives, the patterns they’ve learned from their families, and the influence of the environment in which we live and work. Lately, though, I’ve also been feeling a bit like a “hotel cheerleader” and a motivator for the revival of the tourism industry.

Let’s start off light. Do you live by a personal motto?

I live by many mottos depending on my current situation: What doesn’t kill you makes you stronger. You’ll find a helping hand at the end of your own arm. If you can’t change something, change your attitude! The only certainty in life is constant change. No one has ever survived life—live in the here and now. And I shouldn’t forget our internal PHC rule for working in hospitality:

“PHC 5N”—don’t assume, don’t think, don’t try, don’t make a problem, and don’t take anything personally.

What are your hobbies?

I know this will sound like a cliché, but my work is also my hobby. I’m a big believer in lifelong learning and personal development. The real learning actually begins after you finish school. I’ve always been more interested in things that weren’t—and aren’t—taught in school. I don’t have much free time, and I’m happy when I can read something unrelated to my field. I enjoy reading, painting, and drawing. I like to come up with ways to rearrange spaces based on the principles of harmonizing space and life—feng shui. I’ve returned to some activities thanks to my kids (biking, skiing, ice skating). Right now, I’m enjoying walks with my dog. I like driving. I love family trips—anytime, anywhere. I’m also learning to relax. And, of course, I love to travel.

Where do you most enjoy traveling?

Traveling is something I consider an integral part of my life. I love to travel; it’s part of my job. Setting aside business trips to visit clients or give lectures abroad, I like to combine business with pleasure. It’s not that I don’t care where or why I travel, but who I travel with is more important to me. Whenever possible, I prefer a more flexible way of traveling—ideally by car. After all, a plane ticket imposes time constraints on me, and I’m not exactly a fan of today’s airport procedures. I love the sea and enjoy visiting places that are special in some way. If I had to choose a destination, it would be hard, but I like the atmosphere of places like Italy and France.

What do you consider when choosing a hotel for your vacation?

You’ve hit the nail on the head. The people around me often don’t understand that, for me, going to a hotel means “going to work.” Sometimes I still can’t quite avoid doing a bit of subconscious “mystery shopping,” but I’m getting better at it. My husband is used to it, and the kids start handing out star ratings right in the lobby—often out loud, unfortunately.

Back to the question. I’d need about two pages to answer this. But in our family, we have to answer four essential questions: 1) are we cooking or not, 2) are we flying or driving ourselves, 3) is it more of a relaxing getaway or a sightseeing trip, and now we’ve added a fourth question: 4) with or without the dog? Only then do we decide on the destination and everything else. To be completely honest, I have the luxury of having my husband take charge of this family activity as his summer project. And it doesn’t matter at all whether we’re looking at a campground or a more luxurious hotel. He knows all the usual factors I’d look at. He thinks everything through, Googles it, plans it out, and finally lets me choose from the top options. And I’m really glad I don’t have to bring work home with me.

You’re the CEO of the successful company Profit Hotel Concept. What exactly does the company do?

Profit Hotel Concept s.r.o. was founded with the goal of helping to improve the hospitality industry not only in the Czech Republic, but primarily in the area of lodging services. I’m a bit disappointed by the image that’s often attributed to us—and, unfortunately, often by very sources that should be supporting our industry more fully, given all the potential it holds.

We provide consulting services, coaching, mentoring, as well as training in various fields and formats. We address various operational issues at different stages of an accommodation facility’s development—from the initial idea, concept, and feasibility study, through pre-opening and opening, to various operational upgrades, system innovations, managing the human factor, optimizing space, and much more. We have the broadest portfolio of services in this field in the Czech Republic, and I’m grateful to have such amazing colleagues—both in-house and external specialists in various fields, but above all, a wonderful team of people. I’d love to name them all.

Today’s generation demands a more “instant” approach. I prefer a conceptual—holistic—approach, which we’ve been successfully implementing step by step alongside the development of Profit Hotel Concept. Thanks to my long tenure at the Department of Tourism at the University of Economics in Prague (2006–2018) and as an external lecturer for AHR ČR, I have a deep connection to education and understand academic needs as well. I realize that if we are truly to help bring about fundamental change in the industry, we need to not only “work” in the field with professionals but also help educate a new, young generation of our future colleagues. This includes doing so abroad or at conferences and similar events. The gap between theory and practice can sometimes be vast. But that would be a topic for an entirely different article.

The truth is that each of our consultants must also prove themselves as a quality instructor. It’s one thing to know how to do something, and quite another to be able to pass on that experience in a useful and understandable way. Some of our colleagues are also certified coaches. This approach to working with clients, combined with mentoring, has proven most effective for us.

So, how do we help? The most common primary goal for any owner is to increase profits and operational efficiency, and there are many—truly many—paths that lead to that. The root of the problem often lies in various areas, but for the entire hotel and operational machinery to function smoothly, it’s necessary to gradually fine-tune every cog. Our flagship service is undoubtedly the implementation of revenue management principles, including financial management, reporting, and pricing. We often address the standardization of all operational processes and, above all, staff mentoring. We work with those who truly want change and are eager to learn. We teach our clients to become independent as quickly as possible. As the saying goes: “We won’t give you a fish, but we’ll teach you how to fish.”

In addition to our consulting and training activities, we often work with family-owned businesses. We address not only the division of roles and responsibilities among family members but also relationships—and not just professional ones. Business is the result of relationships, and it can also fail because of them.

In addition to the coaching and mentoring mentioned above, we also work with the influence of space and time on people—that is, using the Feng Ren Shui learning method. We know that everything is interconnected, and the influence of space and time on people is fundamental. We want our guests to have the opportunity to experience a sense of “hygge” while they’re with us.

We’ve all experienced it. There are places where we naturally feel better, and others where we’re on edge. And just imagine what happens when we infuse a space with, say, a business vision and let that space work for us and support us. After all, we don’t have to “handle” everything on our own. Let’s allow ourselves to be helped.

I’d also like to mention one of the areas we focus on. I can’t list everything here, but if there’s one thing we’re really passionate about, it’s technology. It’s the link between the hotel and its guests—and even more so with the younger generation. By educating people and helping them advance up the career ladder, we’re also helping them, for example, to later decide for themselves which technology is best for their hotel.

We’re big fans of technology, and I’m glad that Profit Hotel Concept has the opportunity—not just as an application provider—to be part of the development in this field. I can’t reveal any more details yet, but keep an eye on www.HotelovySimulator.cz.

How did you come to found the company in the first place?

It was a goal and a long-term plan. The initial idea to start a consulting firm arose sometime after 2000, when I was fully dedicated to yield management and implementing revenue management principles for the Crowne Plaza Prague (now once again known as the International). In the Czech Republic, this was a novelty on the market, and at that time, a colleague from a partner hotel within the same chain and I were the first Czechs to hold revenue manager positions. I was so impressed by the results of revenue management and its techniques that I couldn’t understand why everyone wasn’t managing their revenue this way.

Gradually, within the hotel group, I helped implement revenue management at two other hotels—the Grand Hotel Bohemia and the Grandhotel Brno—where I trained new revenue supervisors. I felt a strong need to pass on my practical experience. Later, I received an offer from the Department of Tourism at the University of Economics in Prague to begin lecturing on this topic. At the same time—in the fall of 2006—I began working as an external lecturer for AHR ČR.

Then things really took off. In the spring of 2007, I realized that I would be much more beneficial to the field from the other side. The first Czech course in revenue management was created. By that time, I already had a clearer vision of what my future company would look like, with colleagues such as Lenka Žlebková and Honza Kameníček helping to get it off the ground. I also wanted to start a family, and it was clear to me that balancing a directorial or managerial role at a hotel with raising children would be very difficult. I ended up postponing the launch by a few months because our twins were born in the summer of 2008.

Profit Hotel Concept was officially founded in the spring of 2009 together with Gabriela Zmeková. Gradually, we both became mothers of multiple children and balanced family life with the company’s growth. The structure and form of Profit Hotel Concept have gradually evolved. This past spring, Profit Hotel Concept entered its 12th year of operation, and we hope that even the forced “COVID hiatus” won’t stop us.

Does the original form of the project differ from the current situation?

The original idea has remained the same; over time, we’ve simply been able to realize it more fully in all its breadth and depth. After all, it really is a conceptual process. The only certainty is change. What has changed are client requirements, and we adapt our approach accordingly. Generations are also changing in hotel management. This fact, too, influences some new contracts—or rather, the reason clients first reach out to Profit Hotel Concept. The younger generation is more willing to embrace modern technologies and is realizing that well-configured automated processes and appropriately selected technologies will significantly help them manage the hotel and its entire operations.

Who is Profit Hotel Concept’s primary client?

Our most frequent clients are primarily independent hotels. This also includes hotel restaurants, spas and wellness centers, conference facilities, and other related operations. We also receive inquiries from guesthouses, hostels, various dining establishments, as well as information centers, developers, architects, and wedding coordinators. Given the comprehensive nature of our services, we also have clients outside the hospitality industry. For example, Revenue Management, personal or executive coaching, and Feng Shui can be applied virtually anywhere. Purely statistically, from a long-term perspective, our client base is usually split evenly between hotels in Prague and regional hotels. In recent years, we’ve seen growing demand from family-owned hotels, but we also receive requests from hotels belonging to hotel chains.

What services do you offer your customers?

As mentioned earlier, we have the broadest portfolio of services on the market, and we strive to approach everything comprehensively and holistically. We offer public courses, private training sessions, mentoring, coaching (including personal coaching), consultations, and Feng Shui consultations. We also outsource some services, such as revenue management. I consider our independence from specific technologies, systems, or companies to be one of our greatest strengths. We assist our clients in implementing changes and guide them toward achieving autonomy and independence from third parties as quickly as possible, so they can have confidence in themselves—managerially, personally, and professionally. We are partners and allies to all “hospitalids,” who are not competitors but sources of mutual inspiration.

You also provide consulting services. How does the consulting process work?

We have our own standard internal procedure based on our experience and code of ethics. Even so, everything is highly individualized and specific. There are situations for which it’s impossible to prepare in advance. It always depends on the current state and urgency of the client’s situation and their initial requests—that is, the reason they reached out to us.

Before the first meeting, we’ve already completed an external analysis and our own mystery shopping. The conversation reveals what the owner or manager is already aware of and which operational areas they haven’t yet noticed. We also take advantage of the fact that we don’t have operational blind spots. We review the entire operation, followed by an initial audit and the development of a corrective action plan, including a timeline of recommended steps that will lead to the successful completion of the project. Throughout our collaboration, owners also discover other areas they may not have had the chance to see initially. We don’t do anything halfway. We like to start with a clean slate. It’s not uncommon for clients to return after a few years when they’re ready for the next step, planning a change, or seeking an internal independent audit.

I’m very pleased that managers build on our collaboration through personal and managerial coaching, developing their skills and leadership. And we value that highly, because there’s nothing better than leading by example for your team. Graduating from school isn’t the end—quite the opposite. We learn and grow throughout our entire professional lives.

Have you noticed a growing interest in Profit Hotel Concept’s consulting services?

Yes, interest is growing, thanks in part to the comprehensive nature of the services we offer. We can help at any stage of a hotel’s development. People have come to understand that it’s not within the power of any single person to handle everything on their own. We, too, have specialists in specific areas, but at the same time, we’ve maintained the ability to cover for one another. It is precisely during a crisis that people realize how their operations are set up and what they may be missing. At the same time, the next generation understands that seeking help from a professional firm is more efficient and, ultimately, cheaper than repeatedly going down the path of trial and error.

We’ve noticed that you’re also involved in employee development.

Our entire industry is built on professional people—it’s a people business. It’s a service to people, and it can only be provided by those who naturally enjoy making others happy. To serve doesn’t mean to be someone’s servant, but to be of service!

Our focus in this regard is truly broad. People can develop professionally, personally—on a human level—as well as in their managerial skills. We work in the same way within our own team. We respect the individuality and ikigai of each person and team, but we also monitor the dynamics of work teams. We also use less traditional methods, such as personal astrotype analysis. This reveals more to us than a standard resume.

Most often, we work with managers, directors, and supervisors at various levels so that they themselves can best pass on what they’ve learned to their colleagues. We leverage this “leverage effect” when we’re not working directly with an entire department or team.

In recent years, we’ve intensified our work with business owners and directors. Sometimes it’s necessary to reset certain ingrained patterns and mindsets and break through the glass ceiling that limits our thinking, vision, and further potential growth. Once we succeed in unraveling an ineffective model, “miracles” can happen. In any case, these steps lead to what I call “conscious management and leadership.” Our work with owners and directors always takes place off-site.

You often organize courses for the general public. What kinds of courses are these?

We typically schedule our “Profit Hotel Academy”—open courses for industry professionals—in the spring and fall. We also offer select courses in collaboration with AHR ČR. Our flagship course is definitely the two-day Revenue Management course for lodging facilities. Our regular offerings include Sales, Housekeeping, Front Desk I and II, Upselling, Budgeting & Forecasting, and Spa & Wellness; however, our F&B courses—which focus not only on operations but also on the financial aspects of the business—are particularly popular. We also offer courses that will teach you how to plan and control costs, as well as how to develop your personal and managerial skills.

We’ve recently added an introductory course on working with space—specifically, Feng Ren Shui. Through customized, closed-enrollment courses, we can provide our clients with virtually anything they need. However, participating in an open course gives potential clients the opportunity to exchange experiences with colleagues in the field, while also providing them with a very good idea of who we are, what we can do, and how we operate. At the same time, they can also see if we’d have good “work chemistry.”

Among other things, you also write your own blog. What can readers learn from it?

Our amazing colleague, marketing and PR specialist Petra Kazdová, is in charge of PHC’s online activities. She oversees the editorial calendar, which covers all our online and offline activities on the blog, Facebook, Instagram, LinkedIn, and our YouTube channel. Posts are published several times a week, and the entire team contributes based on their specific areas of expertise. We’ve also increased the number of videos—offering advice or reflections on specific topics. We want to and will continue to produce videos, but otherwise, when working with clients, we prefer personal contact above all else.

During the “coronavirus” pandemic, thanks to Evička Křížová, we provided up-to-date news to accommodation providers so they could access everything in a comprehensive and organized manner in one place. It was a very challenging time, with changes occurring several times a day.

We thought about how we, too, could help revitalize the industry and prepared a series of articles from individual regions under the “Vacation 2020” project to encourage as many Czechs as possible to spend their main vacation in the Czech Republic. We’ve received great feedback on this.

As for my personal blog/website, I focus primarily on coaching, mentoring, working with space, and personal development.

We were intrigued by another of your activities—you publish the Hotelier’s Calendar every year.

I’d been mulling over the idea of a “hotelier’s calendar” for several years before the right time came to bring it to life. The first edition was even illustrated by our former colleague Jana Bláhová. I like it when everything we create has added value. The goal wasn’t “just” to entertain our colleagues so we could see that we’re all in this together; we also wanted to educate a little and support the industry at the same time.

This led to a wonderful collaboration with the AHR ČR Foundation, which supports children from children’s homes who want to study our field and thus become our future colleagues. I believe that helping others is natural, and that each of us chooses our own way and form of doing so. In addition to the calendar, we’re involved in various pro bono projects to support the industry. After all, we’re committed to the sustainability and development of the industry we love. This year, we’re preparing the fourth edition of the “Year of the Hotelier” calendar.

You support the activities of academic communities. What does this support entail?

This is a broad topic in general that could fill an entire article on its own. In a way, I’ve been indirectly engaged with this topic since the end of high school, when I wrote an essay at Northview High School comparing approaches to vocational high school education in the Czech Republic, Austria, and the U.S.

For 12 years, until 2018, I collaborated with the University of Economics – Faculty of International Business (VŠE – FMV), where in recent years I was responsible, among other things, for the internationalization of the Department of Tourism and also for a professional internship program. Thanks to the Erasmus+ program and others, I had the opportunity to lecture at universities abroad (Madrid, Sheffield, Amsterdam, Pori, Ningbo, Girona).

Since 2018, I have been collaborating with the University of Economics in Prague (PEUNI) and the University of Commerce in Prague 8 (UCP). Profit Hotel Concept, together with the University of Economics in Prague, is involved in grant projects with universities in Zlín, Hradec Králové, Plzeň, and the Czech Technical University in Prague (ČVUT). I have a long-standing collaboration with the University of Girona in Spain, where I regularly teach a Revenue Management course to a select class of international students from 25 countries.

Do your former clients ever contact you just to say hello?

We stay in touch with almost all of our clients on an ongoing basis, and yes, they do come back. After all, a lot has changed for our clients over the more than 11 years that Profit Hotel Concept has been in business. The typical pattern is that during our collaboration, we’re able to help the client reach a certain level, which then “needs to settle in.” This “settling-in” period lasts a different amount of time for each client. In the meantime, the client takes another step forward and is ready to move a little further.

Do you operate “only” in the Czech Republic?

We operate primarily in the Czech Republic, but we also have clients from Slovakia. Other international collaborations have been put on hold due to the “coronavirus crisis.”

What makes PHC unique?

I see our competitive advantage in the fact that Profit Hotel Concept was founded during the 2008–2009 crisis, meaning we entered an uncertain market. In addition to the broadest portfolio of services and a strong academic background, we have, above all, many years of practical and international experience across the industry. We’re passionate, we have a vision, and we’re not afraid of change. We don’t look for reasons why something won’t work, but rather for ways to make things happen.

What do you enjoy most about your work?

What I enjoy most is watching our clients grow. It’s like seeing a self-confident butterfly emerge from its cocoon to show the world just how amazing it is.

Is there anything that hasn’t been mentioned that you’d like to add?

I’d like to thank you for these very interesting questions. Tourism and the hospitality industry are, above all, about working with people—a “people business”—so let’s learn to listen to ourselves first. For me personally, working with people is the hardest, but also the most beautiful. As Tomáš Baťa said: “If you want to build a great company, build yourself first.”