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The Schinderhof
History
The Family Kobjoll opened their 300 year old Schindlerhof in 1984. Schindlerhof is a hotel located in Boxdorf a small village on the outskirts of Nuremberg. At that time it presented a traditional German country inn and restaurant with a number of guestrooms. Exactly 25 years later Hotel Schindlerhof has become a jewel in the private owned hotel scene in Germany. The company started with 37 rooms in 1984 to nowadays 92 individual rooms and 10 congress halls. Its sounds like a normal standard middle sized hotel but the opposite is true. The overall growth rate within 25 years was 300% and the company's gross turnover in 2008 was 6.6 million Euros. This result is achieved by a team of only 50 employees who, due to a unique arrangement are partners of the company. Another 20 more apprentices complete the Schindlerhof team. So, this means a gross productivity rating of 110.000 Euro per employee.
Success
The success of the Schindlerhof hotel is based on a few factors. The major factor consists of the work conditions of the employees. Klaus Kobjoll, CEO of the Schindlerhof sees his employees as actual partners or owners and are paid according to the value they produce, so no standard salaries. Every person is different so are their salaries. The employees, known as co-entrepreneurs are regarded as fully partners in the entire business. They are completely autonomous within the Schindlerhof in their decision making.
Story
Klaus Kobjoll does not see the Schindlerhof as a company, but as an orchestra with ensemble members or as a big playing field. In this playing field there are no policies, but 'playing rules', no work contracts but 'playing contracts', no work culture does exist but a 'playing culture'. No firing takes place but 'ending of the engagement'. In the company no HR department does exist but a casting office. Profits are regarded as a condition, but not as the ultimate reason for being. To make profits is a consequence of the company purpose. The company is completely aligned to market-pull, from internal and external customers to external stakeholders. A famous quote of Kobjoll for the external customer market pull is port of the company's credo: ''the guest determines our opening hours, because we know he pays our salary.'' The first thing new co-entrepreneurs learn at the Schindlerhof is, what the meaning of work is which is outlined by Klaus Kobjoll himself by the following points: *Work enables humans to overcome their egoism and act as a team *Work enables each co-entrepreneur to develop his or hers skills and talents * Work generates products and services required for life From the Business model perspective, the Schindlerhof is positioned within a niche market e.g. like Ikea, and Aldi. When we have a look at their strategy Schindlerhof is positioned as an "Innovation leader". The co-entrepreneurs contribute about 700 improvements and ideas a year. 81% of these ideas are made real. Every employee has to bring up one proposal a month. Planning, discussing, joint thinking and open suggestions from all organized levels of the establishment, carry competence and transparency into long-term concepts as well as short-term concepts. Such Fairness and openness can only be based on trust. Every employee at Schindlerhof knows the contents of an annual balance sheet or the annual plans to meet the turnover which is desired. Even the salary of their boss is known and also the amount of money which is spent on new buildings, facilities and maintenance. By this knowledge the employees gain a voice in the company and create a harmony between their bosses. Due this openness and transparency the co-entrepreneurs know the company goals and every year the company goals are reached!
