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Lessons Learned from Planning Seminar Series Point to Basics.
By Doug Kennedy
Friday, 23rd June 2006
 
As a hospitality industry sales trainer - I've always encouraged participants to imagine trading places with their customers and to think about the perspective from the other side. Recently, however, it was me who had the chance to experience the real-world state of hotel sales today. Based on my experiences, the majority of hotels still aren't using basic sales fundamentals.

Having just launched a new hospitality industry training company, one of our kick-off promotions was to schedule a series of 13 one-day workshops. It was interesting to be simultaneously calling all types of destinations ranging from major cities like New York, Las Vegas and Orlando to smaller markets like Bend, Ore.; Charleston, S.C.; and Aspen, Colo. Since location is a main need for seminars like this, the project involved planning meetings at virtually all segments of the lodging industry. So in the course of planning 13 locations, I had to contact maybe 20 brands representing midscale to upscale segments.

Perhaps it is indicative of real-world meeting planners, but despite being at the top of my to-do list for the day, I found myself starting this task well after lunch, and it took a lot longer than I'd thought just to decide which hotel to call first.

Finally I was ready to place the first call for my first city, which happened to be the Myrtle Beach, S.C., metropolitan area. There was an upper-midscale hotel affiliated with a highly regarded brand that had been recommended to me. Optimistic that this would be made easy by such a great hotel chain, it didn't go unnoticed that the phone was answered after only one ring by an enthusiastic voice who delivered an excellent phone greeting.

"Hello," I announced an upbeat tone, "I need to speak with someone about booking a meeting at your hotel." "Sure," he responded, equally as enthusiastically, "I can transfer you over to sales." So far so good, I thought until he added, "oh, it's almost five o'clock. They are probably already gone. But I'll put you over there anyway, hold on…."

After leaving a clear voice-mail during which I gave my phone number twice, (a voice-mail never returned), I decided to move on to the next property "Just like a real customer," I remember thinking to myself.

I dialed number of the next hotel in the area, also franchised by a top-tier, upper-midscale brand. Once again the phone was answered promptly and enthusiastically. I stated my needs to book a meeting and another young gentleman replied "Let me put you over to the sales voice-mail since there's no one there, I don't think."

Perhaps sensing disappointment in my tepid reply he added "Ah, hum, if you don't want to just leave a voice-mail you can send them an e-mail. Okay? I can give you the sales e-mail?"  Being too aggravated to complain, I agreed and politely let him finish giving me the e-mail, although I assure you I didn't bother to write it down.

I could continue on and recount the incredible hassles I encountered just trying to get this important and time-sensitive task completed. I could tell about how many properties never returned my phone calls, even if just to say they didn't have space for my dates so I could move on. Or I could tell you about the salesperson who did finally return my inquiry – after my third voice-mail - and nine days after I'd originally left a message with my details. I could tell you about how I have traces on my to-do list to make sure that salespeople I spoke with send what they are supposed to send and do what they are supposed to do.

If I did recount the experiences, it wouldn't all be complaining by any means because there were many bright moments. It was also good to see that there are still plenty of sales superstars out there making it happen every day for needy customers like I was that day.

I could tell you about Katie in Orlando who before returning my phone call had visited the Web site for my new company. (It should be noted that Katie succeeded in booking my meeting on the first call, despite that I hadn't yet shopped around there.)

I could report on Marianne in Naples, Fla., who also got a tentative booking from me on the first call and who, when sending her follow-up contract one hour later, remembered to congratulate me on my recent wedding, which I'd casually mentioned during our chat. So there were lots of high points as well.

Overall though, I would have to say that I was surprised by just how badly most of my sales inquiries were fielded. (Granted, it was not a huge piece of business, but I was smart enough to mention in my inquiry that we were very date flexible and could plug into whatever windows they have available.)

Despite all of the training workshops, sales retreats, and "Hotel Brand Sales Universities" that have been scheduled, it's harder than ever to get a hotel salesperson on the phone, and when you do, to get them to deliver.

In the end, it is really not that hard to meet the needs of today's meeting or function planner. Here are some training tips to give meeting planners like me what we really need to be productive in our own companies:

  • Maximize your availability for inbound calls. Announce calls but never screen them. Make sure your administrative and support staff track you down if possible when you are away from your desk.
  • When you are not available, be sure to update your voice-mail greeting and use auto-reply diligently so people know if you need time to respond. 
  • Listen interactively and use ad-hoc probing questions to find out what stage of the buying cycle the caller is at. Take good notes on the fly so you don't have to ask for details already provided.
  • Manage the expectations for follow-up. Not everyone needs a proposal the same day or next; if you need more time, let them know in advance. When it comes to timelines, underpromise and overdeliver. If you use e-mail only, call to make sure they received it! 
  • Personalizing the sales process and connecting with the prospect on some individual level is worth more than ever in today's world of over-automated customer service.
  • If you are sold out or otherwise cannot accommodate, get back with them quickly so they can make other plans, and refer them elsewhere as a gesture of good will.
If my experiences are indicative of the state of our industry, the gap is widening between hotels that truly embrace sales basics such as these and those who just talk about them. Hotels that don't bother themselves training their sales staff on issues such as these will always do well in an up market. Hotels that do will always do well, regardless.

Doug Kennedy is the president of the Kennedy Training Network. He delivers keynote addresses and conference presentations for lodging and tourism organizations, and provides sales and training consulting services. For more information, visit www.kennedytrainingnetwork.com or email douglas@douglaskennedy.com

www.douglaskennedy.com

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