Sales Shop Report Writing

Sales Shop Report Writing

Hospitality Softnet, Inc.

Sixty State Street, Suite 700

Boston, Massachusetts 02109

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Welcome to the Hospitality Softnet, Inc. team!

We are excited to have you doing work for us as a Sales and Catering Report Writer. This manual is designed to assist you in learning how to submit EXCELLENT reports. All the information enclosed in this manual should be held in the strictest of confidence and is not to be shared with anyone outside of Hospitality Softnet, Inc. No copies can be made for outside use, other than the use of the Testers themselves. In the event a Report Writer discontinues providing services to Hospitality Softnet, Inc., this manual needs to be returned, along with all templates and forms.

Hospitality Softnet, Inc. Sixty State St. Suite 700 Boston, MA 02109

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MISSION STATEMENT

Hospitality Softnet, Inc. is committed to providing THE BEST quality assurance shopping surveys in the industry. Our goal is to give hotels detailed , accurate feedback that can be used in their training and monitoring efforts. Our program is designed not only to be a monitoring tool, but a positive training tool. We maintain the highest of professional standards by utilizing shoppers that are skilled, experienced, and have proven records of accomplishment in the hospitality sales industry.

Report Writer Expectations

 Report writers will need to meet all deadlines in turning in the reports, as timeliness is one of our important selling points to our customers .

 For "Final" Audios received by 9 am, the written report is due 8 AM Eastern Time the next business morning. For example, if received at 9 am on Monday, report is due to HSI by 8 am Tuesday.  For "Final" Audios received after 9 am, the written report is due 8 AM Eastern Time 1 additional day later. For example, if received at 11 am on Monday, report is due to HSI by 8 am Wed.

REQUIREMENTS:



 Computer with Microsoft Word 2003 or higher

 Email with high speed internet

 Virus Protection Program

 Speakers on the computer

 Be reliable and be able to accommodate the minimum number of shops each month as agreed upon.

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REPORT WRITER TRAINING SCHEDULE

We have learned from experience that as with any new position, each task initially takes three times as long, and sometimes even longer! However, this is a TEMPORARY situation. Once a task is learned, the time to complete it drops significantly. However, it is important to keep in mind that there is a learning curve and that it does take extra time and dedication to learn the new position. However, we are here to assist our new shoppers and make it as easy as possible.

Brief Overview of Training:

1. 3 Webinar Training sessions of about 1 hour each using Gotomeeting.

2. Listening and reading 4 audios w/ reports (1 per day after the first phone training)

3. Complete the 4 online courses and complete the test at the end.

4. Doing 2 test reports

5. $100 Good Faith Fee will be sent to you upon completion and you will then go live!

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Selling Skills

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Steps of the Sales Process

 We evaluate the selling skills of both experienced and inexperienced sales people. As the “evaluator,” it is critical that each Report Writer has a good understanding of the sales process and why each skill should be used . This will allow you to score the reports accurately and make appropriate recommendations. By fully understanding the various steps of the process and why they should be used, you will be able to make suggestions that are appropriate and create an effective and high quality report.  Please review the following pages and if you have any questions on the skills being covered, don’t hesitate to contact Hospitality Softnet discuss them further. These pages are excerpts from Hospitality Softnet’s training programs, modified from a tester’s perspective.

INTRODUCTION:

The first step of the sales process is the Introduction. There are 3 key activities a sales person should complete in this step. They are:

1.

Introduce themselves

2.

Develop Rapport.......start building a relationship!!

3. State the purpose of why they are contacting the customer (when appropriate)

QUALIFYING:

The second step of the Sales Process is the Qualifying Step. This is where the Sales Manager probes to learn about the customer’s needs. There are some key points for the Sales Manager to keep in mind when asking their questions. They are outlined as follows:

Qualify More Than Just Space Requirements:

The questions the manager asks lay the groundwork for the rest of the call. They should ask as many questions as possible to uncover all of their customer’s wants and needs not just the space requirements.

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The Two Types of Questions:

Open Ended Questions:

These are Questions that encourage the customer to speak freely. The answers require more than just a “yes” or “no” answer. A sales person should ask as many open ended questions as possible and avoid using solely close ended questions .

Close-ended Questions:

These are Questions that require a one word response, or a yes or no answer. They limit a customer’s response. While necessary, they should not be the only method of questioning.

When should a manager use Open Ended Questions?

When the manager wants to uncover information from the client and they want them to speak openly and freely about their needs, wants, and concerns.

PRESENTING:

The third step of the Sales Process is the Presentation. This is where the Sales Manager presents the property to the client. There are some key points to this step.

Tailoring the Presentation

It is important to tailor the presentation according to the needs the manager uncovered in the Questioning Step. This makes it more interesting to the customer, thus more effective in selling the customer on choosing the hotel.

The manager may not cover each and every part of the hotel, if the client does not have a need for it.

Utilizing Features and Benefits

What is a Feature? Features are facts about services, amenities and physical aspects offered by your hotel.

What is a Benefit? Benefits are what the features do for your client. How they “Work” for them. Benefits answer the question, “So what?”

For example: We include a complimentary shuttle that goes to the airport, so this will provide a nice cost savings for your group as you won't have to rent cars or use a taxi.

Stating only features does not effectively sell. It is merely telling about the hotel. Incorporating benefit statements helps sell the customer on how the features will benefit them and their guests.

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Utilizing Trial Closes

Definition of a Trial Close:

A question designed to obtain feedback from the client on the information the manager is presenting. It is frequently a close ended question, and assists the manager in preparing for the close.

Samples of a Trial Close Question:

 How does that sound?  Do you think this will work for you?  Is the full service spa something that appeals to you?  Would the onsite restaurant be of interest for your attendees?  The pool is open until 11 PM. Does that sound like it will work for you?  Do you like the idea of a 24 hour business center?

When to use Trial Closes:

The manager should use throughout the call when presenting. It's also a great skill to use to help lead into a Close.

Other Points to Keep in Mind for Presentation Section

 Presentation of the hotel should occur before quoting pricing so the customer is sold and can perceive the hotel's price value. before they hear the price.

 When selling food service, an enticing description of a sample menu item should be provided before quoting the price. The manager should also take time to sell the service levels and quality of food that is offered.

 Presentation should specifically address what is important to the customer.

 The presentation should be detailed and interesting. Features should be presented in an enticing manner, not just “listed”.

 Painting a picture of the hotel using adjectives and descriptive words helps make the presentation more interesting.

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HANDLING OBJECTIONS:

The fourth step involves negotiating and handling any objections. At this point, the manager should have a good understanding of the client’s needs and the client understands what the hotel has to offer. At this point, an objection may be raised or the customer may need to negotiate pricing before the manager can close. The following are some tips regarding this phase of the Sales Process .

Responding to an Objection

STEP #1 The manager should confirm they understand the objection. This way the manager can better understand why the customer is objecting, and can therefore better determine how to respond. The objection could be due to a competitor’s price, perceived price value, budget, or even the customer is “just trying.” Each of these reasons would be responded to in a slightly different manner.

STEP #2: Show empathy with the client.

STEP #3: Reinforce the hotel's features and benefits.

STEP #4:

The manager should respond to the objection

STEP #5:

Use a trial close question to confirm that you have successfully responded to the objection.

Points to Keep in Mind When Negotiating or Handling Objections

Win-Win Solutions:

The manager should try to always negotiate for a win-win solution where both parties will benefit. By doing so they maintain rate or price integrity. Just dropping price or giving in to the customer for no reason will jeopardize integrity.

Why is Maintaining Integrity so Important:

1. If the manager just lowers the rate without getting anything in return, the client will lose trust that the manager is dealing “straight” with them. They may feel the manager was trying to take advantage of them by quoting high.

2. When the customer re-books in the future, the customer will feel they can get the manager to lower the rate/price again.

3. The hotel loses if the solution is the client gets something, but the hotel does not.

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CLOSING:

The final step in the Sales Process is the Close. In this step the manager is closing on some form of a commitment whether it is to confirm a piece of business on a tentative or definite basis, or whether to agree to a site inspection. A close may be on a commitment to utilize the hotel the next time a need arises. The following are some basic tips on the close.

When Should the manager Close?

1. When the manager recognizes a buying signal

2. When the manager has done enough trial closes with positive responses to be sure the client will say yes

Steps of the Close

1. Summarize the key benefits the client agreed was important to use as a lead in to closing.

2. Make a Closing Statement

3. Be quiet and wait for the response

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Report Writer’s Process

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Sequence of Events – Shared Shop – Who does What?

 Caller receives assignment from Cheryl Benjamin by email.

Read through the sections carefully on your own where it pertains to Writer

 Caller prepares for call and conducts all interactions with the hotel.

 Caller will create report in computer and will log entire chronology of interaction. Report chronology reflects the time zone of the identity being used. As the shop progresses, Caller will save all needed items in one folder dedicated to the shop for ease in sending.  Caller will obtain any collateral (proposals, contracts, menus) and written correspondence to be included with the report. The collateral file name should indicate what it is such as proposal or menus, and the emails are to be compiled on an email trail document.  Once the Caller has spoken with a manager, availability and pricing are confirmed Caller will email Cheryl Benjamin with the email Subject Line of “NEEDS A WRITER_Hotel Name". For example; NEEDS A WRITER_ Hyatt Fisherman’s Wharf (only the hotel name is needed).  Caller will receive a reply from Cheryl, letting the caller know who the writer will be. The Writer assigned by Cheryl will be copied on this email as well. Cheryl will indicate who the writer is by saying something like “Please send to Kate”.

 Caller will then send directly to the Writer the audio and page 1 & 2 of the report along with any correspondence received to date. If they do not receive, they need to contact the caller!

The following is sent to the writer: 1. A copy of the assignment sheet 2. The report on the correct template with pages 1 and 2 (including the chronology, NOT including the Financial Section) completed 3. One compressed recording including all calls placed to the hotel to date 4. All correspondence including menus, proposals & contracts; all emails copied and pasted onto the email trail form

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SUBJECT LINES IN EMAILS TO WRITER

Option A (SHOP STILL IN PROCESS):

“FOR WRITER__Hotel Name_hotel code". For example; FOR WRITER_ Hyatt Fisherman’s Wharf _30000 (only the hotel name is needed).

Option B (SHOP IS CLOSED OUT): “FOR WRITER_FINAL AUDIO_Hotel Name_hotel code". For example; FOR WRITER_ FINAL AUDIO_Hyatt Fisherman’s Wharf_3000 (only the hotel name is needed).

IN THE BODY OF THE EMAIL

File Name (Hotel Code_Date_Your Initials)

Caller will put what the next step is and status choosing from options below. This just helps the writer know where things are at.

a. Just waiting follow-up, objection is already done. Latest close-out date will be: X.

b. Going to try and object and waiting for follow-up. Latest close-out date will be: X.

c. Shop is closed out, this is the final audio.

 The Writer will confirm back to the Caller that the file has been received Cheryl does not need to be cc’d on this.

 Writer reviews the assignment sheet in case of any special details as needed. Writer will then review the appropriate Shopper Checklist.

 Writer listens to the audio and scores the call. They also add their initials to the end of the file name(s) of all files, including correspondence, so it’s apparent who did the call and who typed the report: ex. 1406_071215_jkdp  Writer will submit the first draft of the report to a coach for review within 48 hours of receiving the audio. This coaching arrangement is for a fixed period of time. Coach will review the report and return to the Writer to make the edits to the first draft. These edits should be applied at that time not when the shop closes out.  Once the shop call closes out, Caller will email the Writer directly with the final audio, final chronology, and anything else pertinent to the shop. This final email to the Writer is due no later than 8 AM Eastern the day after close out.  This Final Folder should include:  One final, complete and compressed audio with any additional calls added in  The updated chronology page - Writer will cut and paste these additions into her completed report  Additional Correspondence received including an updated email trail document

 Writer listens to the additional audio if applicable, cuts and pastes additional chronology entries into the typed report; completes the scoring and writing of the report.

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 Writer will submit the report and the audio file to HSI (for those managers who have signed a consent) within one full business day of receipt of the final report. Reports received by 9 AM Eastern on Tuesday are due no later than 8 AM Eastern on Wednesday. Reports received after 9 AM are considered being received the following day. For example, a final report received on Monday at 3:30 PM is due to the office by Wednesday at 8 AM. Completed reports/audios should be emailed to the HSI office at

HSISHOPS@hospitalitysoftnet.com . Email Subject Line: Full Hotel Name, Shop ID Code Body of the Email:

File Name (Hotel Code_Date_Initials) Hotel Name Manager Name

 Writer will be responsible for submitting the correspondence to the office with the final report, if collateral is required as a part of the shop.

NOTE: On the occasion Writer has a question on what is received, please communicate directly with Caller.

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Life of an Assignment for Writing a Report

Once you receive the 1st draft report folder labeled TO BE TYPED from the Caller -

 Unzip the folder sent to you and extract each item. Review assignment sheet for anything of special note.

 We recommend creating a paper assignment folder - one folder per assignment to include:  assignment sheet  any other notes you may need that pertain to this assignment  Create a monthly folder in your computer for each month of the year;  Create a subfolder for each assignment using the name of the hotel The report, the audio file and any hotel correspondence will be saved here for each assignment you are working on that month

 Prior to listening to the audio and typing the report, review shopper checklist if applicable; review template.

 Prior to do your work on the report, review the assignment sheet for the template name. The name of the template listed on your assignment sheet should match the report you received. The name of the template can be verified by looking at the bottom left corner of each page. For example, if your assignment sheet states to use the SalExpressPtDavidson3 template, the bottom left corner of the report you received from Cheryl should have the same name. If not, please check with the caller to advise the wrong template was used. DON'T START TYPING!

 Complete the report in computer

 Spell-check

 PROOF THE REPORT ON SCREEN AND ON PAPER

 Within 48 hours of receiving the report from the Caller, send a first draft to your coach. When edits are received, apply them at that time.

 Nothing more needs to be done until your receive the FINAL DRAFT of the report directly from Caller.

 Once received, input additional chronology entries, review additional materials and updated the scoring if needed. Complete the Overview and finalize the section of praise and recommendations.

 Spell-check and Calculate Scores

 Do a final proof of the report

 Email completed report & audio file to your coach, or if you are graduated email to HSISHOPS@hospitalitysoftnet.com by 8 AM on the due date.

 Confirmation Email from HSI will be sent to you; mark received on your Confirmation Form

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Note: It is rare for a shop that is initiated close out in the next day. Most take anywhere from 3 to 7 days. If you receive 3 or 4 shops in one day because you have a volume of 10 for the week, you don't have to type all 3 that day. However, it's critical that you not put off typing the report until the final call comes in. That could cause you to suddenly have multiple shops to type in one day due to turn around time. If you get a lot of reports closing out in one day and need a little extra time, simply contact either your coach to request an additional day to complete. If you are graduated, email Lisa Richards the request.

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Setting up Folders in the Computer

As you begin to organize your computer for the many different documents that you will be receiving, we suggest the following format. Please adjust and tweak as you find what works best for you. You can set these folders up to be accessed through your Desktop or through My Documents.

Create a folder entitled:

Hospitality Softnet or HSI

Subfolders to include:

1. A monthly folder for each month of the year as follows o January o February o March and so on

Subfolders to be set up with each hotel name Westin St. Croix The Ritz-Carlton Miami This is where reports, audios and anything associated with each assignment as you are working on them and when they are completed.

Please save all work (report, audio and correspondence) for 90 days. After 90 days, you may delete the contents of the monthly folder.

2. Forms This is where all forms including the proofing checklist and the log of shops faxed will be filed.

3. Shopper Checklists This is where checklists will be saved.

4. Invoices This is where you will save your invoices that are mailed to HSI.

IMPORTANT: As you type your reports, always create a BACKUP on a memory stick in case your computer fails. We also strongly recommend printing out the pages that are typed! Whenever typing additional information, do a new backup.

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Naming Files and Correspondence

The report will come to you already started and named. You may save it to your monthly folder for the current month and begin your work on it. In most cases, documents and audios for sales and catering the following way:

SHARED SHOPS NAMING FILES:

Review this page carefully

In most cases, documents and audios for sales and catering the following way:

Hotel Code_Date_Shopper Initials

So, for a hotel which has a hotel code of 3000s initiated on May 4, 2012 by Mary Smith, you would name the file as follows:

Example:

3000s_050412_ms

For a “shared shop,” we will add the Report Writer’s initials to the end of the file name:

Hotel Code_Date_CallerInitialsWriterInitials

Example:

3000s_050412_ms dp

SHARED SHOPS NAMING CORRESPONDENCE:

When a Sales or Catering assignment asks that materials be submitted along with the shop, the file name for all correspondence should match the Shop Id Code. For example, if assignment 3000s asks for collateral to be sent, you would save all the emails and proposals received as either a Word or Adobe document and name it as follows

3000s_050412_msdp Menus 3000s_050412_msdp Proposal

If the assignment requires that materials be submitted with the final report, it will be noted on the assignment sheet.

SPECIAL NOTES :

The final report and audio are submitted in the same email. Any correspondence is submitted at the same time but in a separate email.

Please save all work (report, audio and correspondence) for 90 days. After 90 days, you may delete the contents of the monthly folder.

In some cases, the name of the report and audio will not follow this rule. Refer to the Shopper Checklist to ensure the files are named correctly.

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Clarification of Ratings in Report

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HSI creates Shopper Checklists for many of the management companies we work with. They are meant to be working documents for you to use each time you do a report for that management company. When you receive a Shopper Checklist, please print it out and read it . Then, keep it in a 1/2", 3 ring binder or folder on your desk. Prior to starting a shop for this management company, flip to and review the checklist. Then, prior to submitting the report, review the checklist again . By investing the time to read the checklist when it is received, AND review it prior to each shop, this will enable you to learn the intricacies of that particular report and avoid time correcting it on the back end. Anything that is a gray issue, clarify why it is rated as such in your comments. This follows the order of questions on ProPoints templates. Please pay attention to the special notes located in parenthesis after some questions on each template. COVER PAGE 1 This section should be completed by the Caller and filled in when submitted to you to type. The exception to this will be the CAPTURE box. WRITER will fill this in based on the overall score and her impression as a "real client" as to whether or not the manager would have earned her business. FINANCIAL SECTION This section will be completed by the WRITER based on the verbal and written interactions. The final pricing, after any objections, is what is listed. Please be sure to check CHRONOLOGY OF INTERACTION This section should be completed by the Shopper/Caller and filled in when submitted to you to type. However, the WRITER is responsible for double checking the entries for the following items:  If a message was left on the initial call, is the person's name or voicemail included.  Do all entries include a brief synopsis of what occurred during the interaction or what the gist of the message was about. GREETING This section is based on the FIRST CALL TO THE HOTEL. Pay careful attention if the report indicates the option to score BOTH the hotel switchboard AND the Sales office! If it only refers to one area, start scoring when the phone rings in to the Sales or Catering Office. Number of Rings: To get rated “yes” on this question, the hotel must answer the call within the number of rings indicated. If the hotel answers the call after more than the appropriate rings, the score would be “no.” Number of Seconds on Hold/ Caller placed on hold: To be considered “on hold” the same person must ask you to hold and return to the line. If someone else answers, we consider the pause a “transfer” and not a “hold.” If the caller is placed on a true hold, then score as a yes and calculate the number of seconds and enter here. If the caller is not placed on hold, rate as "no" and enter “0” in the number of seconds on hold. Do not leave the number of seconds blank. Greeting was polite and friendly: The call must be answered friendly and professionally. In most instances, this question is answered “yes”. However, if the call is answered in an unfriendly tone, or perhaps the person answering the phone is laughing or talking to someone else while picking up the call, then this would be answered “no”.

Greeting was easily understood: Were you able to clearly hear and understand the speaker? In most cases, this question is answered "yes".

Transferred call promptly and appropriately: If the call was routed to the correct office in a timely manner, this is answered "yes'. However if you are directed to an incorrect office or if the wait time is extreme, mark this as "no".

Sales Person WAS available to assist:

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If the Sales person assists the caller on the first call to the hotel this question is scored a Yes and the questions concerning the assistant taking a message and the return call are rated as n/a.

Sales Person was NOT available to assist: If the Sales Person was not reached on the initial call, rate the WAS available question as N/A and Answer the following questions about the assistant taking a message and the return call. Receptionist obtained pertinent details of inquiry in addition to name and phone number to pass along to the manager: This question is only scored if a message was left for the manager on the initial call with the Assistant. If the caller was connected to voicemail, or requests voicemail, this is rated as N/A. The assistant must ask for information about the event, not only the callback information. Examples of this would be the type of event, number of people, dates, etc. If Sales person was not available, call was returned in 24 hours: The manager must call back in 24 hours (weekends to not apply) to earn this point. Pay special attention to this question because on specific reports, the entire report can fail if the deadline is missed – so be accurate. If the salesperson was available, this is marked N/A. QUALIFICATION OF NEEDS Unless specified on the template, many of these questions can be asked at any time during the process including the initial call or follow up voicemail messages, emails, or conversations. Uncovered the Objective of the event or travel: This question is scored Yes if the manager uncovers the reason for the event or meeting. This needs to be more than finding out it’s a company “having a meeting.” Some examples might be a Budget Strategy Meeting, Sales Training, entertaining clients, New Product Rollout, 60 th Birthday party, Wedding, Seminar. Asked all necessary questions about specific needs for event: Reports note specific criteria the manager must do to earn this point. They may be required to ask for specific details, or a certain number of details. Please refer to your specific report to see what criteria are being utilized to score this question. The manager can obtain this information at any point during the call and they would earn the point, however we recommend they do early. Meeting To get Excellent , they need to all below Good would be all but miss 2. Average all but miss 3. Poor Miss 4 or more.  overnights, (guest room needs)  food and beverage, (any meals or coffee breaks?  times (start and end time of the event)  and dates  set-up style (This means do they want it Classroom style, Theater Style, Rounds. Basically how they want the tables in the room set up)  and A.V (this means LCD projector, screen, flip chart, things like that. So if they just ask "What type of audio visual equipment needs do you have, that would suffice) CATERING To get Excellent , they need to all below. Good would missed 1 of the 4. Average would be missed 2 of the 4. Poor would be miss 3 or more.  food and beverage, (any meals or coffee breaks?  times (start and end time of the event)  and dates  set-up style (This means do they want it Classroom style, Theater Style, Rounds. Basically how they want the tables in the room set up) Asked all necessary questions about specific needs for event or travel (i.e. overnights, food and beverage, times and dates, set-up style and A.V. Will vary depending upon type of group. For BTSM it would be # annual roomnights, arrival/departure patterns, Months travel occurs, # ppl in room, commissionable or non-commissionable rate) Excellent 4 Good 3 Average 2 Poor 1 N/A 0

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Individual Business Travel (no meetings involved) To get Excellent , they need to all below Good would be all but miss 1. Average all but miss 2. Poor miss 3 or more.

 # annual roomnights, 

arrival/departure patterns,

Months travel occurs,

 

# ppl in room,  commissionable or non-commissionable rate

Uncovered history of event or travel: This question scores if the manager asked where your organization has met in the past, or if this meeting has been held in the past and if so, where was it held? It could also be uncovering what types of hotels or hotel brands the company utilizes on a regular basis. Asking if the caller is familiar with this hotel or this brand is not enough to determine history. There needs to be a specific conversation about this event in the past, or the company’s travel preferences previous to this event. Uncovered Budget: The manager must ask the caller if they have a budget expectation for this event. The manager must ask what the budget is. Even if the caller does not provide the information, if the manager asks the specific question, they would earn this point. Asked if dates were flexible: When manager questions the caller about their specific needs, they should also ask if the caller’s dates are flexible. Probed to learn about the caller’s organization or Caller's role: The manager should attempt to find out some specific information about the company or organization planning the meeting. The caller's job title or the type of business the company handles or how long the caller has worked with the company are examples of this. Uncovered the Decision Maker: To earn a “Yes” here, the manager must ask a question such as:  “How will the decision process work?” (must uncover WHO is making the decision)  “Will you be making the final decision?” Uncovered Decision Date: A specific date or timeline to make the decision must be uncovered by the manager in order to be scored Yes for this question.  “Who will be making the final decision in regards to this event?” Manager recapped the details of the event as obtained by the assistant: To receive a Yes here, the manager should repeat back the information collected by the assistant at the beginning of the call to ensure that all of the notes are accurate. This would apply if an assistant were spoken to at any time during the shop call, not just the first call. Uncovered Buy Factors: Buy factors are items that are important to the customer or group when choosing a hotel. They can vary depending on the type of group. The manager must uncover these to earn the point for this question, and they may also use them later in the call when presenting the hotel to the caller. But for this question, the manager only needs to uncover what they are. Please see the following page for examples. If Manager assumes the buy factors without agreement from the caller, this is rated No. Asked if Caller is familiar with hotel: If the manager asks if you have been to his hotel or if you have visited the hotel's website, this would be rated "yes". Uncovered Future event needs: Manager should also try to determine any additional business opportunities with the organization. Offering to place the current business at a sister hotel does not earn a "yes" rating. Manager must do more than tell about the other hotels and needs to ask if the caller has a need for the other hotels.

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Asked how Caller heard about the hotel: The manager will need to uncover how we found out about his hotel or how we came to call them.

BUY FACTORS

These are items that are most important to the customer when choosing a hotel.

Here are some examples of HOW a manager may phrase the question "What are your buy factors?"  Can you tell me your buying criteria?  Is there any one thing that is most important when choosing a hotel?  What can I tell you to have you select my hotel over any others?  Does your client have any hot buttons?  When considering the different hotel options, what is going to be most important when making a selection?

Sample Buy Factor for Corporate Events  24 hour business center  Onsite gym for CEO or President  Meeting rooms without pillars

 Meeting rooms with or without windows  Private bathrooms for your meeting rooms  Guest rooms on high floors  Guest rooms all on the same floor (this is realistic if you have a smaller group of 20 rooms or less)

Buy Factor Examples for Social Events  Dressing/changing room for the bridal party  Onsite pool  Room service  Restaurant in the hotel  Nearby salon  Rooms all on the same floor  Rooms with two beds

Open Ended Questions: These are questions that encourage the customer to speak freely. The answers require more than just a one word answer like "yes" or "no" or "tomorrow" or "once", etc. Check this question to see if there is a certain number required on the call to earn a Yes. Manager utilized “good listening skills”: This could include repeating back what the caller has said, actively participating in the conversation by acknowledging the caller was heard, etc. If the manager is asking a lot of closed ended questions that require yes/no answers, and there is a lot of “dead air” on the call, the manager may give the impression they are not listening. This is a somewhat subjective question. Showed a genuine interest in understanding and meeting the caller’s needs: This is another somewhat subjective question, but the caller should feel the manager is showing a good understanding of what the caller is looking for by asking a variety of open ended questions, which allow the caller to share what is important to them.

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PRESENTATION

Sales Person was proactive in presenting rather than just answering Caller’s questions or just quoting pricing and availability: The manager should offer to describe the hotel or features that would be important to the caller without being prompted to earn a yes. If the manager simply answers the questions the caller asks without taking any initiative, this would be a no. If a manager asks us about buy factors, learns what they are and then addresses them by discussing one or more features, this would earn a Yes rating. This can occur anytime during the sales process including follow up calls. Was able to knowledgeably describe and discuss the features upon request: For a yes here, if the caller asked an open ended question about a feature, the manager should be able to offer a detailed explanation. If the caller asked a closed ended question that could be answered with a yes or no, less detail is required to score a Yes rating. If the caller did not ask a question, this is rated as N/A.

Presented the Hotel:

4. Presented the hotel vs. simply quoting pricing and availability: Must use at least 5 features to get a Excellent, 4 features to get a good, 2 to 3 features to get an Average, and 0 to 1 features to get a Poor Listen for this to see "how" they said it. Don't be harsh, but if clearly it's not a "excellent" or a "good", then don't rate it as that, but do give comments as to why.

Excellent 3

Good 2

Average 1

Poor 0

N/A 0

Examples of what to say if they used enough features, but still didn't sound good.

While the manager did mention a number of features of the hotel, this was done very quickly and did not incorporate any benefits. To help make the presentation more effective, we recommend that the manager slow down a little bit and describe the features in better detail and incorporate benefit statements to help sell the features more effectively.

or

Manager did provide some details on the hotel, however, to make the presentation more effective we suggest the manager slow down a little and describe the features in a more enticing manner. This would help the caller visualize how the hotel could meet their needs.

Example if didn't meet the required # of features:

Manager did provide some information on the hotel. However, to make the presentation more effective we recommend the manager provide more details on the hotel. We also suggest that she incorporate more benefit statements and describe the hotel in a more enticing manner. This would help convince the caller to buy.

Made presentation in an interesting and detailed manner including: Only some reports have this question. Be sure to check the boxes for all the areas covered. If the manager does this skill well, they should not just list the items the hotel offers, but describe in an enticing way to earn this point. The number of items discussed can also impact the score here.

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Sold Features and Benefits of the property, must do X features and X benefits: Features are “things” the hotel offers, and they can be tangible or intangible. Examples of this could be quiet meeting space, spacious rooms with work desks, complimentary internet access, friendly service, business center, etc. A benefit statement is what a feature does or means to the customer. It answers the question, “So what?” Why does the caller care that the hotel offers the items? Below is a list of feature and benefit statements to see how they work together. A good clue is if the word “so” is used after a feature is mentioned. “We have a complimentary breakfast each morning so this is a nice cost savings for your guests.” “We have a complimentary breakfast each morning so you do not have to leave the hotel.” “Our rooms have desks so your guests will have a comfortable place to work.” “Our quiet meeting space ensures your attendees can concentrate, and your meeting will be successful!” Manager addressed the caller’s Buy Factors: To earn this point, the manager must select specific features and benefits to mention that address the buy factors that they should have uncovered earlier in the call. For example, if the caller revealed that it was important and a deciding factor for the group to be able to concentrate due to reviewing a lot of material, and didn’t want to be interrupted, discussing the quiet meeting space would earn the point, a free daily newspaper would not. If buy factors were not uncovered, this is rated No. Manager offered Presentation before quoting price: The manager must describe features prior to quoting a price, versus leading the conversation with the price, and then providing a description. The order in which the call unfolds is important here. Attempted to creatively present the hotel by asking the caller to go to the hotel's web site live while on phone so the site could be used as a tool: It is a Yes or No based on if the manager did or did not do this step. It does not matter when it happens on the call, simply if the manager did the skill. Offering to send a link to you in a proposal or giving you the website address without asking you to view it live while on the call will not earn points. Attempted to Upsell: There are different ways they can upsell, or obtain extra revenue for the hotel. They may offer information on the suites, offer to book a Welcome Reception, offer upgraded coffee breaks or tell you about higher priced food or beverage item. They may also ask if you would like to place special amenities, such as a fruit basket, in your VIP’s rooms. Typically an upsell item is an additional item available for an additional charge OR a choice between two price points (for example a standard room, or ocean view rooms for your group a two different price points). Asked if other facilities were being considered: Manager must learn the names of the competing hotels from the caller. If Manager assumes without confirmation from the caller, this will be rated No. Demonstrated Knowledge of the Competition: The names of the competitors must be uncovered and the manager needs to show familiarity with one or more to earn a Yes rating. Showing knowledge could be by saying "Oh, the Hyatt is located on the same street as we are." or "I previously worked at that Marriott, it is a nice hotel." Attempted to sell against the competition in a proactive manner: The names of the competitors must be uncovered. Then, Manager will need to make comparisons between his hotel and the named competitors to earn a Yes rating. Did not speak negatively about competition in general or on the specific competitors identified: For this question the name(s) of the competitors do not need to be uncovered. Manager may earn a Yes rating by speaking about the hotel's competition in general. For example "We are far above any other hotel in this city when it comes to food quality." They may also earn a Yes rating by speaking about the named competitors. An example of a negative comment which would earn a No rating might be "The Marriott is know to be old and tired and from what our client's tell us, somewhat smelly." For a Yes on this question, the manager must use the correct number of each. This is an all or nothing question. If they mention enough features, but not enough benefits, this is still a no.

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Sold against the competitors effectively: The names of the competitors must be learned. When the manager made comparisons between his hotel and those named competitors, was he effective in persuading you to select his property? If so, this is rated Yes. Confirmed within 24 hours is space was available or not: The manager must either confirm or deny availability on the initial call, or within 24 hours (weekends to not apply) to earn this point. This can be done via phone or email. If requested dates were not available, sales person asked for alternative dates: IF the original set of dates were not available, the manager would need to ask if we could consider other dates to earn a Yes rating. If the caller has to ask the manager to check alternate dates because the manager does not offer to do so, this would be rated No. If the original set of dates were available, this question is rated N/A. Quoted pricing within 24 hours: The manager will quote pricing on the initial call, or must call back in 24 hours (weekends to not apply) and offer pricing to earn this point. Pricing for any one or more of the following would earn a Yes rating; guest rooms, room rental, food and beverage. This can be done via phone or email.

HANDLING OBJECTIONS

First – be sure an objection was raised on the call. If it was, this section applies. If an objection was NOT raised, check the appropriate box to substantiate why.

Second - take note of your template which will indicate if the questions can be done verbally or via email or both.

Basic Skills

Confirmed their understanding of the objection and clarified what the caller was looking for: To be successful and earn a Yes here, the manager should ask the caller additional questions and/or repeat the concerns or requests back to the caller to confirm that they truly are clear as to what the problem is. Examples below:

“So, $199.00 is higher than you expected, is that right?"

"We’d love to work with you. Can you tell me what it is you are looking for?"

“Was there a price range you are trying to stay within?”

“The pricing quoted is a very good value based on our regular pricing. However, can you give me a better feel of what it is that you are looking for so I can see if there is any flexibility on what we can offer?" Acknowledged the objection and appeared interested in the caller’s concern, showing empathy: The manager must make a statement showing that they understand and can “see where the caller is coming from” (show empathy). This does not mean they have to agree with the caller, just acknowledge they understand. Simply answering, “That is our rate,” would earn a no here. Reinforced the features and benefits in trying to overcome the objection: The manager can remind the caller about the features and benefits discussed earlier in the call, or bring up some additional ones to reinforce the value in the pricing already quoted. There must be at least one feature and one benefit statement to earn a Yes rating if the word "and" is on the template you are using.

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Objection Due to… (fill in specifically what the caller objected to) This is typed as a Header with each word starting with a capital letter and no period. Always be sure this

statement is filled in whenever an objection is made. For example: Objection Due to Room Rate of $149.00

Sales Person responded to the objection by... (fill in what the manager did or said here) Always be sure this statement is completed and formed as a full sentence. This recaps how the manager addressed the objection and should include the final outcome which may have occurred during follow up. If a concession was extended, a reason for doing so was provided to maintain integrity: It’s possible this question could be scored as N/A if the manager didn’t offer a concession . A concession can be either a price reduction, or something of value added with the price staying the same in order to overcome the objection (suite upgrade, amenities, breakfast included, etc.).  If they did lower their pricing or give the customer something extra, did they give a good reason to do so in order to maintain a win-win solution and in order to maintain price integrity? (Score Yes) Or did they just drop the price for no reason, thus possibly losing price integrity? (Score No) Overcame Objection Successfully: The manager is considered as having overcome the objection successfully if they lower the rate using one of the strategies OR if they “sold” you on the rate again employing one of the strategies (using features and benefits to reinforce value, offering alternative dates, or offering a concession). Pay attention to any notes on the template with regards to how rate this question based on how you rated the questions above. Used a trial closing question to determine if the objection was overcome or if there were any other obstacles to address: Did manager end the discussion on the objection by asking a question such as, “Do you think that would work for your group?” Or “Do you think your boss would accept that?” Or “How does that sound?” These questions enable the manager to know if the client’s objection has been overcome or if further discussion is necessary. If they don’t ask any questions like this, they would earn a No. These questions must be asked in conjunction with the objection, separate from any other general trial closing questions. Offered alternative dates when they could be more flexible: Sometimes the manager will counter the objection by advising you that if the group arrives in a certain month or day of the week the rate will be lower. This is another strategy they can employ versus lowering the rate or offering a concession. NOTE: For questions on space availability and objections, any where that you see steps may be done verbally or in writing, be sure to review ALL WRITTEN correspondence from the hotel carefully. This includes the body of emails and all attachments. Used trial close question(s) during the course of the inquiry: The manager is to periodically test the caller’s interest in the features being discussed and/or any pricing that has been quoted. They then know when it is appropriate to proceed to a final close. These are to be separate from trial closing questions used when overcoming an objection. Sample trial close questions include:  “Do you think this menu would work for your group?”  “Do you feel this would fit your budget?”  “If I can lower the rate to $XX.XX, would you be able to confirm this on a definite or tentative basis?”  “Do you think this incentive program is of interest to you?”  "Is the 24 hour business center something that sounds appealing for this group?" ATTEMPT TO CLOSE If they held firm to their pricing and/or did not offer a concession of any kind (which can be OK), this question is rated N/A.

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