Page 98 - Livre Beau Rivage Palace

2,500,000 35

30
2,000,000
25

1,500,000 20

15
1,000,000
10

500,000
5

0
1862 1865 1868 1871 1874 1877 1880 1883 1886 1889 1889 1892 1895 1898 1901 1904 1907 1910 1913
vacuum cleaning apparatus from the German company Siemens the directors demonstrated a remarkable capacity for adaptation, of a more innovative pneumatic traction project being developed
was preferred to that of Sulzer. and were able to mobilise the technical skills and capital necessary by Lake Geneva engineers. Because of their emphasis on safety,
Finally, we can see that the directors of Beau-Rivage to take up the challenge. On the eve of the war, the distribution of the company’s managers avoided taking a risk that would have
developed an awareness of technological risk early on. In 1887, a 30 per cent dividend testified to the booming tourist economy allowed them to stand out and to play a more conspicuous role.
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Ernest Correvon-Mercier spoke of the need for optimal safety that characterised the belle époque, but it was also the result of the Having reached the end of the saga of Beau-Rivage and
guarantees: ‘He called the board’s attention to the dangers of lifts. He establishment’s effective technical modernisation strategy. While technology, it is clear what an important part managing technical
could not conceive of a lift without a manufacturer’s guarantee against all some people, frightened by the slumps of the 1870s and 80s, were progress has played in the Beau-Rivage Palace’s ‘success story’. In
the consequences of the accidents that could occur during the lift’s operation, advocating the hotel’s closure during the winter season, or even this era of it, Internet, and renewable energy sources, it can be
valid for at least ten years. He reminded the board of the accidents that had Beau-Rivage’s downgrading, the hardier spirits preferred the path useful to recall the capacity for adaptation shown by the belle
occurred with the lifts of the Grand Hôtel in Vevey, and the Brenner hotel; of investment and change, and succeeded in maintaining Beau- époque pioneers. Modernise or die: the dilemma faced by luxury
in the first of these accidents, a lady’s thigh was broken.’ Rivage’s first-class status. hotels, now more than ever.
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During the course of the following two decades, the hotel’s The hotel directors’ strategy vis-à-vis technology transfer
mechanisation and electrification increased the risk of accident could not, however, be described as pioneering. Unlike some
for the guests and personnel. In 1919, the hotel was operating establishments on the Lake Geneva Riviera, at the cutting edge of
no fewer than 24 motors in various employments. It controlled progress, taking advantage of the promotional value of innovation,
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this increased risk by keeping to an equipment policy that Beau-Rivage operated within self-imposed limits determined by
prioritised safety. The new technologies installed were therefore an attitude of caution and moderation. Not wanting to expose
inspected regularly. The boilers, in particular, were inspected by an itself to the risk of a too-rapid technology transfer, the hotel was
independent company, while the lift was systematically serviced content to be a ‘follower’, only introducing innovations once they
by the Beau-Rivage mechanic. In 1898, it was decided to take had been tried and tested by other establishments. In the case
on an external technician for the maintenance of the potentially of electric lighting, in fact, they waited for over a decade. This –
dangerous motors. This prevention policy seems to have been sometimes excessive – caution caused a few problems. As soon
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effective, as the only accident mentioned in the minutes concerned as the Palace was completed, the need for new telephone and
the omnibus belonging to Jules Perrin’s transport company, for sanitation facilities was already being felt, occasioning avoidable
which Beau-Rivage was not liable. A number of insurance policies expense. Sometimes lacking in a forward-thinking vision, the
were taken out to cover the consequences of possible accidents. In directors were often confronted with urgent situations and
1898, the board of directors decided, for instance, to participate in were forced to react to the threat of their competitors’ technical
a collective insurance policy concluded between Winterthour and superiority.
the Société Suisse de Hôteliers. 68 Caution governed not only the choice of equipment but
also the allocation of the contracts. By favouring tried-and-tested
BEAU-RIVAGE PALACE AND TECHNICAL devices and companies from outside the region, the managers of
MODERNISATION: CAUTION IS THE BEST POLICY! the sio did very little to stimulate the technical development of
During the period between Beau-Rivage’s opening and the the Lake Geneva region. The contribution of some directors to
First World War, the management body of the sio had to face the transfer of transport technologies should not be ignored, of
rapid technological development and fundamental changes in the course; this applies particularly to the introduction of the funicular
hygiene and comfort standards expected by the clientele. Overall, railway in Switzerland. However, it was achieved at the expense

Table 2
Société Immobilière d’Ouchy’s financial evolution between 1862 and 1913.
Hotel’s gross product / Profit (operating profit before depreciation) in Swiss francs /
Distributed dividend as a percentage of the share value.

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