News for the Hospitality Executive
|by Brenda Fields, October 26, 2010
Now more than ever, most hoteliers are searching for demand generators and are relying on direct sales to impact revenues to fill the significant void left by the ailing economy. Depending on the type of property i.e. transient vs. group-based, direct sales could be responsible for as much as 50%-90% of the occupancy. But many times, the sales person or sales leader is at a loss as to find new prospects. The tight security of companies has made it virtually impossible to prospect thru cold calling in person, the previously traditional means of finding leads. And the sales software to maintain account information and history is more often than not, poorly utilized and provides no information for prospecting. Additionally, many of the big companies hire third party meeting planning companies which add an additional layer for the sales person to identify and sell. This article will address some key tactics for uncovering sales prospects and in maintaining consistent systems and procedures to produce quality information for current and future prospecting. Implementing new tactics, combined with a motivated sales department will ensure that the sales organization is fully productive in accomplishing their roles of generating business.
The New Normal:
This one phrase alone captures what is happening in the world now: Business is down; security is tight; and technology is rampant. When it is all put together, the hotel sales function and how business is generated has changed dramatically. For the most part, the new generation of hotel sales people has been raised on technology i.e. text messaging, emailing, and social media. Therefore, conducting business using all the latest technology comes naturally to them. But, they have also, in all likelihood, entered hotel sales several years ago when business was strong and the biggest challenge was finding space to book business that came to them. Therefore, unless there has been exceptional sales management, the tools and skills required now either are not used or haven’t been developed to generate business in a down economy. The combination of art and science for the sales person is critical for identifying and booking business in a highly competitive marketplace.
Now that it is a buyer’s market, most hotel sales people are faced with the challenge of finding customers. The sales department working with a sense of urgency, attention to detail, and expert sales skills will place a property in high rankings against its competitors regardless of its product deficiencies and drawbacks.
According to meeting planner David Ezer, Conference Director, Jewish Funders Network, headquartered in Fairfield, CT, the sales person who takes the time to understand his business and his needs will always get high marks and will certainly get his attention. A generic email or scripted phone call will be ignored. According to David, “I know it's more work for the sales person, but something that recognizes they've spent even five seconds looking at my organization's website will always get a response from me.”
To Danielle Cattani-Post, CMP, Conference & Event Manager at McKinsey & Company in NYC, her ”pet peeve is when a hotel sales person does not really understand what (her) company does“. She states, “When a hotel sales person requests a visit to my office, they should be taking advantage of trying to get as much information beforehand so they are fully prepared. Of course this might be difficult and I understand that they are not always given that opportunity. But when they do come in, I expect them to listen to everything I say. When they follow up, it's nice to hear them reiterate some of the key points I had made. For example, I had a hotel sales person visit my office and I explained how having windows in the meeting space is extremely important to my company. The next time we met, they had created a custom made packet of all of their properties that had windows, listed by city. I was extremely thankful and impressed that they had listened to my needs.”
It’s that combination of art and science that will propel a sales person to excellence. Technology alone will not compensate for a passionate and skilled sales person who is dedicated to meeting or exceeding the expectations of the owner/manager and to simultaneously meeting or exceeding the expectations of the client.
Below are some tips and tools to evaluate for your sales people, ensuring the best ROI in booking business:
This article was reprinted with the permission of the author and
About the author
In her more than 27 years as a marketing and sales pro in the hospitality industry, Brenda Fields has emerged as the “go to” consultant for independent and/or privately owned hotels and resorts seeking real-world solutions for today’s market challenges.
From small boutique hotels to large convention properties, Brenda has created and implemented highly successful marketing and yield management programs that enable owners to achieve target results despite market conditions. Most notably, she helped a 1,400 mid-town Manhattan hotel realize 86% occupancy two years running in a depressed economy, resulting in the achievement of proforma and first place in market share out of 14 competitors. For a small, four-diamond property on Park Avenue in NYÇ, she helped turn-around declining sales resulting from increased competition from nearby chain-affiliated hotels through a restructuring of the sales department and effectively increased distribution channels to reach new markets.
With extensive expertise in pre-openings and repositionings, Brenda was responsible for the successful opening and stabilization of the Paramount Hotel in NYC, one of the first boutique hotels, for which she developed and executed a direct sales and yield management program in addition to a national and international marketing campaign.
With a “who’s who” roster of clients, Brenda has worked with a number of industry leaders and real estate investment companies including Starwood Lodging Corporation, Vornado Realty Trust and Planet Hollywood, John Hancock Mutual Life Insurance Company, Olympus Real Estate Corporation, Gotham Hotels and Dolce Hotels and Resorts, among others. Her consulting practice for independent properties includes clients such as The American Club, Kohler, WI, The Kitano Hotel, New York; Mondrian Hotel, West Hollywood, CA; and as well as in international locations, i.e. Costa Rica and England.
Brenda is a member of International Society of Hospitality Consultants, serves on the Americas Board of Directors for Hospitality Sales & Marketing Association International, is past president of the Greater NY Chapter of HSMAI, was named one of the “Top 25 Most Extraordinary Minds in Sales and Marketing”, by HSMAI, serves on the editorial board of HotelExecutive.com, and writes for numerous industry publications.
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