Here are some key items to ensure you’re prepared:

•  Update all RFP sites with hotel profile information:
  • Ensure your property is listed on ALL key sites used by your chain and customers
  • Ensure information is consistent on all sites.  Don’t ignore questions about green initiatives and safety.
    
• Complete “shop calls” of all competitors for specific accounts. 
  • Don’t just shop for rates; in 2010, value adds were big!  Hotels were adding parking, breakfast, internet, transportation, upgrades and even cocktail hour to help show value in the rate and entice buyers. 
  • It is important to note that in many markets seasonal rates are popular, so shop calls should be done throughout the year, and not just right before rate negotiations begin.
  • Try to make shop calls consistent by asking for specific rates and length of stay at all competitors.  Have a strategy going in and know what you will be asking before the calls are made.
    
• Be aware of changes in your competitive set.
  • Has a new hotel moved into the market? 
  • Has anyone completed a major renovation?
  • Have they changed pricing of parking, internet or upgrades, etc? 
  • Have they changed their strategy with a specific key account or corporate travel in general?
  • When was the last time you toured your competitive set? 
    
• Review the year-to-date Hotelligence Report and complete a thorough analysis of the accounts.
  •   Prioritze the information from the report, as the information is vast and can become overwhelming to some managers.  Do not get caught up in “analysis paralysis”.  It’s important to DO SOMETHING with the information.  Take Action!
  • Review any new accounts from the report.  Shop the competitive set for those accounts, research their local offices and why they travel to the market, uncover their feeder market office locations and touch base with any influencers locally or in those feeder markets. 
  • Review accounts you currently work with that you are not receiving fair share.  Connect with travelers and influencers to understand where they are staying and why. 
  • Put a plan in place for your top target and key accounts, and stay focused on that plan.  Too many sales professionals get caught up in the data and research and never get to the point of the sale or actions necessary to close the business on these accounts. 
  • Write a business case for any key global or national accounts that educates your company’s account manager on your hotel’s specific needs and strategy for the client.  Remember that your key account manager probably has several hotels approaching them for help.  Keep the business case concise and factual, and clearly state what you need from them.

Additional questions you must answer:

Is production up or down vs. last year?  Do you know why?  What are the peak seasons for your key accounts?  Knowing this information will assist with setting a rate strategy for the new year. 

Have a conversation with your clients to understand their expectations for 2011.  RFP season should not be the only time of year you speak with your clients. 

Preparation is key to a successful RFP season.  Regardless of how much corporate transient business your hotel does in a year, you must have your homework complete before you receive your first RFP.  This saves time, and ensures a smooth process.  It will ultimately give you an edge versus the competition.  

Plan B had the pleasure of working with a company this year that walked the walk, and took their sales force back to the basics by conducting local market sales blitzes and conducting training prior to those sales calls.  We were fortunate to be chosen as the company to assist them with this grand task of organizing the logistics of these “basic” blitzes in over 30 markets across the country in just a few short months.  It was a daunting task, but one I look back on with pride, as we did what some said couldn’t be done. 

In any case, this true devotion to going “back to the basics” is paying off for the company.  By canvassing these markets in a short amount of time, and delivering key messages to potential clients in those markets, they were able to uncover opportunities, steal business from competitors and forge new and lasting relationships. 

It wasn’t easy for this company to devote time, energy and resources to this task.  They certainly went after it on a grand scale, but it doesn’t have to be done that way.  Your individual hotels can certainly devote a short amount of time each week to focusing on the basics and it will pay off. 

1.       Review “basic” sales practices in each weekly sales meeting

2.       Have a “back to the basics” email reminder with key tips sent to your sales team each morning

3.       Assign a “back to the basics ambassador” on your sales team to conduct a 5-10 minute presentation once a week for the sales team.  Keep it fun, light and upbeat

4.       Organize a ½ day or full day refresher course for your team

5.       In your daily or weekly business review, ask the sales team to explain how they used the basics in their approach to winning the business, or discuss basic sales approaches that can be used for business the team is trying to obtain

6.  Schedule quarterly sales blitzes in your local market.  Implement creative messages and commit to a schedule.  Review key sales tactics with the team prior to their sales calls, and join them to provide on-the-spot training

These are just a few tips, but the more creative and fresh you keep it, the more it will sink in with the sales team and be used on a daily basis to win business.  Remember, even seasoned sales professionals need reminders.  Make sure to keep bad habits at bay by making “the basics” a daily ritual for your team.   

It can be difficult to work up the courage to place a phone call to a prospective client, or walk into an office for a cold call.  Sometimes hotel sales professionals become timid (yes, even ones with many years experience).  It is OK.  We all have insecurities.  Even the clients we are calling on have their insecurities.  However, as sales people it is our job to uncover new business opportunities, and in this economy we can’t wait for those opportunities to knock on our door.  We have to knock on a lot of doors, and invite ourselves in.  How do we work up the courage, and make the best of a “cold” call? 

1.       Have a purpose to your call and a compelling reason for the client to listen.  Make a list of a few things you want to uncover from the call.  Don’t expect to close the business on the first call.  If you capture a little more knowledge about the customer needs, you have had a successful call.  Even if it is finding out that they don’t have needs!

2.      Practice your opening line.   Many sales professionals think it will just come to them when they are in front of the customer.  Practice in front of a mirror, in your car on the way to work, or in front of someone with whom you feel comfortable. 

3.      Research the company prior to the call.  This gains credibility, and allows you to understand what possible objections or challenges you can assist to overcome.  I’ve always found that doing research helps me to gain confidence before the call.   

4.      Believe in your purpose.  If you don’t believe that you can assist the client with a need…it will reflect in your tone and in the outcome of the call.  Clients do pick up on a lack of confidence (even over the phone).

5.      Hold yourself accountable.  Don’t wait for leadership to give  prospecting goals, or ask for weekly call reports.  If you wait for someone else to hold you accountable…you’ve waited too long, and chances are your replacement is waiting in the wings.   

Many markets have seen dramatic downturns this year, and those sales managers that have been order-takers have had to change their mind-set and become more actively involved in the sales process.  Prospecting is a skill that can be taught, but it’s the attitude that cannot.  Managers that embrace the new environment and see it as an opportunity to improve their prospecting skills will be the ones that out-last this downturn.  My advice:  be fearless in your prospecting, don’t dwell on the past, and turn adversity into an opportunity to grow as a sales professional.    

1.  Revenue Generation Services – Need I say more?  This is our consistent focus.  If we can’t prove that there will be results driven from our efforts…we don’t suggest them.

One of the largest growing segments for Plan B today is providing market sales blitz organization and implementation for our clients.  We have done 6 large-scale blitzes with 14-30 hotels per market over the past 5 months, and are currently slated for 6 more in the coming months.  Do clients want to see these hotels?  Yes!  Are we offering compelling reasons and incentives to take some time to meet and get reacquainted? Absolutely!  Our mission is to provide the high quality execution, unsurpassed organization, and the biggest return on investment of any market sales blitz these hotels have ever participated…and it’s working!  In the end, no one can argue with the ability to uncover over millions of dollars worth of potential business in just a couple days in each city.    

2.  Training…training…and more training!  In the past, this has been one of the first expenses cut in organizations during difficult economic times.  Because of our history of providing results-oriented training that immediately cuts down on the learning curve and helps managers quickly gain traction on their market segment…we are seeing an actual upswing in requests today. 

We’ve been fortunate to have incredible word-of-mouth/grass-roots marketing for these services from past customers and supporters.  I recently completed a business travel sales training week with a resort property that is shifting focus to this segment.  At the end of the week, the DOSM and DORM were literally dancing on the furniture!  Now that’s the best kind of testimonial in my mind, and one I’ll never forget for the rest of my career.  I wish I would’ve had my camera. 

3. Task force sales is STILL needed.  Even with a much larger pool of talented work-force seeking jobs, there is still a need for task force sales.  It’s just a little bit different today than it was a year ago.

The calls are coming in for areas where the workforce was slim to begin with.  Secluded and tertiary markets, and yes…there are still markets where unemployment is low.  The task force efforts have shortened from months to weeks, but we’re able to provide “shot in the arm” solutions that help teams uncover priorities quickly and implement solutions that bring results.  We can do this, because we come from the outside looking in and approach with a clean slate and 100% time and focus.    

We’ve even added additional services by bringing on a talented consultant that has incredible back-ground as a General Manager and a Director of Sales & Marketing.  She is highly sought-after for her ability to wear both hats and wear them well.  Karen Sikora-Berard can step in as a task force operations manager in almost any capacity.  She has a passion for leading teams to success, and knows how to get quick results for owners with cost-saving measures and streamlining business practices. 

So, yes business is great!  Plan B Consultants continues to broaden our network of clients that need our services and grow our core group of talented consultants that will exceed expectations. 

Over the past 6 months, I’ve been involved in a project working with a major hotel company implementing sales blitzes in large markets across the country.  We’ve uncovered over $40million in potential revenue in just 5 markets, and have 8 more to go.  It’s amazing how much interest the company has seen from potential customers, and how wide-eyed and surprised some have gotten over the discovery that businesses are still traveling and spending money.  Like I said, it’s easy to get carried away in the thought that all is doom and gloom in today’s economy.  What I’ve witnessed and tried to carry into my own business practices is the idea that fortunes can and will be built in times like these.  Companies that implement efforts to steal share today will survive, and those that bury their heads and wait out the storm will not.  Companies that present themselves as the shining star in their industry will attract attention.  People want to do business with winners.  It seems simplistic, and some may call me a “Polly Anna”, but I do believe in the power of positive thinking, and have seen it work first hand.     

HIRING A TASK FORCE

Uncertain and challenging market conditions; open sales positions exposing markets and clients to competitors; or over stretching current talent to train and orient new sales associates can often debilitate even the most stable and focused sales teams. Pragmatic, creative and effective performance is suddenly replaced with impulsive and under-developed decisions, leading to further erosion of market share.

One very practical and effective alternative to this sort of chaos and instability may be to procure the infusion of temporary assistance from an experienced task force.

What exactly is a task force?  Think of it as a surgical strike team…

A task force should provide a “shot in the arm” that administers high-level talent in tandem with proven resources to jump-start sales efforts and regain focus in critical areas, while leaving in place a direction for the future. A professional, effective company should:

1. Understand the reputation and image of your property is at the core of everything they do

2. Know your customer is always first priority

3. Engage and motivate the property sales team

4. Work directly with senior leadership to develop key objectives with measurable benchmarks prior to and throughout the engagement

5. Operate with complete transparency – reporting findings and resolutions on a consistent and timely basis

6. Require minimal time and energy from property associates- after all they are the specialists

7. Be intensely focused – providing value with every task 

Should you consider the assistance of a task force?

An important first step is to objectively review where things are right now and where they’re headed. Be honest as you evaluate your level of success and accomplishment. If you determine your current circumstances could benefit from hiring a task force, consider these points: 

1. In order to turn things around you’ll need to honestly evaluate what’s working and what’s not

2. Identify where and why you need help in particular areas

3. Quantify in measurable terms what results you want to accomplish and by when

4. Be prepared to share information honestly and openly to allow the task force staff to quickly get up-to-speed with your business

5. Welcome candid conversation

6. Expect to collaborate in developing realistic measurable goals for the term of the engagement

 Keep in mind, the best task force management companies will offer to review these points with you before lending support. As well, they will fully understand the needs of each customer and will propose a realistic, timely and cost-effective plan to meet those needs.

 A Few Final Thoughts

Do your research to hire a task force management company with proven experience. Conduct a formal interview process and ask behavioral questions to ensure the staff fits into your property culture.

 A reputable company will immediately impart a heightened level of professionalism, work performance and output.  You’re hiring a specialist not a temporary employee. This specialist is charged with providing you recommendations for tactical and strategic improvements.

 Hire a company that is sought-after and busy with experience in multiple settings that can provide and instill best practices. 

 It may seem like a lot of work, but the right task force management company will make the process seamless and the choice simple, and you quickly gain the resources and talent you need to uncover and gain new business opportunities.