On a small island in the Wadden Sea, they aim for big ambitions. They are the hoteliers of Badhotel Bruin on Vlieland. Surrounded by sea - and used to fending for himself - General Manager Robert Aukes consciously chose a line to the 'shore'. In 2023, he brought Statler BI on board. Thanks to the insight and steering from the platform, Badhotel Bruin managed to significantly improve its results in two years.

Doing business on Vlieland is challenging in every way. The island receives some 200,000 visitors annually, against a fixed population that fluctuates around 1,200. The summer peak, temporary seasonal workers and a limited housing supply - Vlieland has only one village - require a lot of creativity. If you're also aiming for a high-end hotel experience, everything has to be right. Robert Aukes has the wind in his sails, with an eye for the island character. 'We are part of a small community, which also has its charm.'

Luxury for bon vivants

Together with his wife Caroline, Robert has been the "spiritual owner" of Badhotel Bruin, as he himself characterizes it, since 2022. Vlieland is a place after their hearts, where children almost grow up ón the beach and career opportunities blossom. They get all the leeway from entrepreneur Annelies van der Vorm, who has the island hotel from 1874, in her portfolio. Robert: "We share the same vision: to offer our guests the ultimate experience. The facilities, such as a luxury restaurant and swim spa with wellness are doing well with epicureans. 'We aim for the higher segment, a conscious choice.' In the business market, Badhotel Bruin is on a steady rise. Its meeting facilities attract groups from 10 to 25 people at board level. 'This intimate setting on an island, away from all the daily hustle and bustle, appeals to them,' says Robert. 'In time, I hope to host players like PricewaterhouseCoopers (PwC). They have a firmer wish list - and I want to be able to live up to that in the best possible way.'

Quality as a spearhead

In his operations, Robert connects Vlieland's traditions - tranquility and personal attention - with modern hospitality concepts. 'I have worked in large hotels, such as the Amstel Hotel, where innovation is a must to be competitive. Here we also set the bar high; we want to bring a piece of Amsterdam to Vlieland. And I mean beautiful design or cooking according to the standards of Gault Millau and Lekker. We have also invested in a new audio system with changing music themes, tailored to the time of day. I believe in a nice vibe - and that starts with the right atmosphere.

'No is no option - we go for quality in all its subtleties.'

No shortage of vision, but in day-to-day practice Robert got bogged down in numbers from Exact, MEWS and other tools. 'Absolutely not useful,' he nods soberly. 'The systems don't talk to each other, so you miss the overview. I was used to working with margins and on a daily basis. Actually, I did everything by feel, but I wanted more financial substantiation.' A friendly contact put Robert on the trail of Statler BI - and there was a click immediately. 'Stefan knows the hotel sector inside out and knows how to achieve goals. A fine sparring partner, who also keeps me on my toes. He calls me to order and puts his finger on the sore spot. That's what you want to hear, because that will get you further.

Flexible shell pays off

As with many other hotels, personnel costs weighed heavily on the bottom line. Badhotel Bruin had a (fairly) permanent team with a year-round contract. Robert went for a new approach. 'I wanted motivated people who work with passion. Yes, that sounds like an open door, but it adds so much value!' He made departments work more together and opted for lower staffing levels with a flexible shell. In the high season, seasonal workers are hired so that the basic team gets some air. In winter, housekeeping makes more meters with fewer people. 'Working smarter, that's paying off. We are also working more efficiently in other departments. The kitchen used to be stocked once a year. Now it happens monthly, so you can buy much better.'

Robert energetically set to work with Statler. Setting up budgets better, tinkering with costs; these are focal points for Badhotel Hotel. 'I did know where the pain points were, but thanks to the insights from Statler I can go in-depth - and thus steer more specifically for improvement. A practical example is the earnings on wine. Robert increased the sales percentage 20% by raising the price of quality wine. 'We earn more by putting extra money on a more expensive bottle, than by the margin on a bottle of house wine.'

'Statler's advice helps me move forward. What they say makes sense.'

The monthly conversation with Statler also focuses on the big picture. Robert is happy with this stick. 'Stefan thinks along with us business-wise: What are things that make money? We have a functional 1200 m² first floor, while 600 m² is really used for F&B. The wellness in our garden is a picture, but the numbers don't lie. Guests make too little use of it. Stefan points out opportunities and keeps us on our toes. Guest satisfaction is important, but not at the expense of profitability. Decisions you make now will have an impact later. You have to be able to earn back an investment; that realization was somewhat lost on us.

Hold your horses

Good insight into your numbers also helps you cope with market developments, Robert believes. 'I am happy that we are at this point thanks to Statler. I have a clear overview and know where profits can still be made. And that is necessary, because next year the VAT increase for our hotel sector will become a reality. This is coming at us and as far as I'm concerned, we just have to bite the bullet. I'm not going to make all kinds of complicated arrangements. We go from our strength, and that is high quality. Hold your horses and stay focused, is the message to my team. The personal touch and genuine interest in our guests are what makes the difference.