Some people talk about hospitality in terms of feelings. And then there are people who talk about it in terms of results. Miha Knafelc, who runs sales, bookings, and revenue at Grand Hotel Koper, is firmly the second kind. So when he says people are what matter most, you believe him.
Ask him what clients value most when choosing a hotel for an event or group stay, and he doesn’t hesitate: “I think it’s kind of a mix of three main aspects: location and how the hotel looks, the people working there, and reviews; meaning what people say about you,” he says. “But if I had to pick one thing, it would always come down to people.” He adds: “It’s a cliché, but for ninety percent of the time, it’s true.”
That honesty about the limits of even the best service is characteristic of the way Miha talks about his work. He is under no illusions about how competitive the market is, or how difficult it is to turn a single event into something lasting. Some groups come, everything goes perfectly, and then … nothing. “You always try to stay in touch,” he says. “But it’s super, super tough.”
“They always choose you, no matter the price. Because they know what they will get, and that comfort is everything to them.”
The partnerships that do take hold tend to grow from complexity. The more demanding the event, the more closely a hotel and a client have to work together. “I find the most complex events the most beneficial in terms of getting a true partnership,” he explains. “It’s only possible to do it together, and down the road you become partners.” For returning companies and agencies, that threshold usually arrives after a couple of bookings. The first impression lands well, trust accumulates, and eventually, price stops being the deciding factor. “They trust you with their most important customers. Because they know what they will get, and that comfort is everything to them. And we value that, and give a hundred percent back.”
Behind every event that looks effortless, there is a process most guests never think about. Miha remembers the moment he first understood this; before working in hospitality, attending weddings and events as a guest, everything always seemed so perfectly coordinated. “The truth is a bit different,” he says. “It takes a lot of meetings, planning, and then coordination with other departments, especially when groups need a full service: rooms, F&B, meeting rooms, local partners, extra services.” But logistics, he points out, are only the foundation.
“The one thing that separates an amazing event from a good event is people, and their willingness to go an extra mile. With us, we always go through the agenda to find that extra value.”
If there is one thing that cannot be allowed to fail when managing a larger or more complex group, Miha’s answer comes in capital letters if you ask him to write it down. Communication. Adaptability. “I can’t state enough how important this is,” he says.
What makes a client come back, in a market as competitive as this one? “Quality of service. Now, the question is, what is quality service? That depends on the client, and you have to recognise and adjust. Some value the people working at the hotel. Others value your creativity, or the look of the hotel, or your willingness to actually change it for the event. This is one of the pluses of being a medium-sized hotel with an adjustable interior,” he says.
Looking further ahead, he sees the market moving in a clear direction. Clients want boutique. Out of the ordinary. A beautiful room and a good meal are no longer differentiators; they are the baseline. “Clients want more. Something that will be worth the price.” He is candid about what that price reflects: “We, and by we I mean the hospitality sector in Slovenia, have pretty high prices, but that is because we think our services are worth it. And the numbers are showing that.” The formula for what comes next, in his view, is adaptation and creativity in equal measure.
When a client chooses Grand Hotel Koper, what are they really choosing? “Our ability to accept, create, and deliver,” Miha says. The size of the hotel means that almost every event becomes the main event, with the whole property oriented around it. “From the owner on down.” He flags this as something clients often underestimate: having an operationally present owner changes the pace of everything. Big decisions get made quickly. Ideas move from conversation to execution without delay. For a client planning a complex event, this is not a small thing. The difference between a hotel that can say yes on the spot and one that needs to consult three layers of management is often the difference between a good event and an exceptional one.
The difference between a full hotel and a successful one? “TRevPAR,” he says. But immediately adds: “Kidding. But that is definitely a part of it.” What he actually means is something harder to manufacture than occupancy: long-term value, guest satisfaction, and profitability, each dependent on the other. The real work, he has come to understand, is navigating markets that shift faster than any single strategy can account for. “AI helps a lot, obviously,” he concedes, “but it can’t do it instead of you. It’s a tool to help you navigate through the mountain of data. You still need to recognise and implement.”
In the end, the judgment is still human. In hospitality, it always will be.