Inflation and a stagnating economy are posing challenges for German companies from all sectors. The hospitality industry has been hit particularly hard. Reason for this are - in addition to the fatal increase of operating costs - changed expectations of the visitors:inside. In this situation, the Gibson Club Frankfurt has turned the crisis into an opportunity. Founder Bastian Bernhagen shares his recipe for success for the first time and shows how long-term growth is possible in times of crisis with the right business mindset. The club has asserted itself through innovation, flexibility and quality-oriented decisions and shows how personnel management as well as adaptability are crucial in the hospitality industry.
The German economy is stagnating. Companies, already weakened by the effects of the pandemic and economic crises, are already facing the next challenges: Supply bottlenecks, inflation, energy crisis. A survey by the Institute of German Business shows that companies in this country are skeptical about the future. SMEs are particularly hard hit. While other sectors such as pharmaceuticals and e-commerce are growing, the catering and events industries are the losers: they are struggling with steadily rising costs, while at the same time consumers are able and willing to spend less. In this challenging situation, the Gibson Club Frankfurt has managed to turn the crisis into an opportunity. The founder, Bastian Bernhagen, shares his secret recipe for his more than a decade of success in the hospitality and events industry: "It is important to stick to the three most crucial economic success factors in the hospitality and club scene," the businessman knows. Especially in times of crisis, he says, continuous development is crucial for long-term existence. The club owner also places particular emphasis on quality in every business decision and invests significantly in customer loyalty.
Factor 1: Ongoing change as the only constant
Twelve years ago, Bastian Bernhagen opened his table club: anyone who has been cavorting in Frankfurt's nightlife since then knows the Gibson. With the opening of the club also a strategy had to come, which would survive crises, because they were not long in coming: After the Corona pandemic, the energy crisis and ongoing inflation are most noticeable today. "Especially in electricity, our expenses have almost doubled. We have seen a 50 percent price increase in fruit and 30 percent in drinks," says owner Bastian Bernhagen. But the Gibson Club has survived the financial bottlenecks as well as the changing expectations of visitors:inside. Today, business is booming. Customer levels have returned to 2019 levels and sales per capita are significantly higher than the industry average. "You can only overcome a crisis with strategic further development. For any company, standing still is fatal, and a club in particular must continue to develop," the managing director continues. For Bernhagen, it is important to always come up with a new concept and still meet the needs of all visitors. Accordingly, he said, he opened Gibson Beach on Frankfurt's Opernplatz in 2021: "Uniting different generations in a nightclub can prove challenging, but here, too, you have to think strategically." The table club's original target group has gotten older over the years, he said, and younger people want to turn day into night with electronic music. The Gibson Beach united that. "Mutability is important. We will not be afraid to experiment in the future," emphasizes the entrepreneur. How significant a change-affine management is straight for the catering trade, makes the success example thus clear.
Factor 2: Quality and exclusivity in all areas
If you want to stand out from the crowd, you have to focus on quality - and get creative. Here, too, Bernhagen has learned from his many years of experience and explains, "From our equipment to the Performer:innen and DJs, to the staff, we rely on high quality in every single decision." The Gibson Club has just renewed its lease for another ten years and is now planning a new sound system. The room equipment, such as an LED wall or air conditioning, is also regularly updated to the latest technical standards. "Even before the pandemic, we were a club that tried to bring a certain world class to Frankfurt. Now we intensify the entertainment factor additionally by booking international live performers via our network or friendly clubs: there it happens more often that we welcome stars from Mykonos today, from Paris tomorrow and from Marbella next week in Frankfurt," the founder continues. A club visit as exclusive experience, which already begins at the door. Only a select audience is granted entry, people who fit together in terms of mentality. Guests of the club know that a high standard awaits them in the location. This contributes to customer loyalty and makes the company a brand. "Who wants to bring a company successfully forward, must make long-term investments in high quality standards, guests and customer:inside will appreciate it," says Bastian Bernhagen.
Factor 3: Regular staff and guests become family
To ensure long-term success in the event industry, another factor plays a decisive role: personnel management. This process begins with the careful selection of employees who can identify with the company. Some of them have been part of the team since the opening twelve years ago. Even during the pandemic, Bernhagen as an employer supported its employees financially, fostering a strong sense of cohesion. The employees know most of the regulars personally, fulfill requests intuitively and maintain discretion. This personalized customer experience is usually reserved for luxury goods. In this way, all regular customers feel they are an indispensable part of a community. Bastian Bernhagen emphasizes, "The Gibson is like a big family, you see the kids grow up and meet again and again at celebrations." The team is a constant on whom the visitors can rely and with whom they feel comfortable. To be able to cope with any kind of crisis, the hospitality industry must be able to build on solid customer loyalty. One thing above all is essential for this: a thorough knowledge of one's own clientele.
