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Objection Recommendations
#1
Overall poor response…
The manager met the caller's request to the objection by saying he could reduce the rate,
however we have a few suggestions to consider when dealing with an objection. First, the manager could ask
questions to
determine the cause for the concern
. He can then better determine how to respond. It would also be
effective to reiterate the value of the pricing and recap the
features and benefits
of the hotel. If done effectively, the
need to lower prices may be eliminated. Once the objection is addressed, a
trial close
question will help the
manager determine whether
he is on the right track and has resolved the concern. He can then move on in the sales
process with confidence.
#2
Overall poor response...
While the manager overcame the objection, she did not provide the caller with reason why
the rate could be lowered ten dollars. To maintain rate integrity, we suggest that when a rate is lowered that the
manager provides the caller with a
plausible explanation
as to why it can be reduced. Before responding to an
objection, it is important that the manager
uncover what rate the group is looking for
. The ten dollar reduction
may be more than what the caller is looking for or she may be looking for a rate that is not available for that time
frame. The manager may also want to consider offering the caller an
alternative set of dates
where the hotel needs
the business and is willing to be more flexible with pricing. This will leave the caller with two options to choose from
while maintaining the initial quote. A
trial close question
could then be posed to the caller to ensure the objection
has been successfully overcome prior to moving forward with the call.
#3
Overall poor response...
Manager tried to satisfy Caller’s needs by lowering the room rate. However, the hotel’s
rate integrity was called into question when Manager gave
no reason
as to why the rate could be lowered, i.e., a drop
in occupancy, seasonality, etc. To better address this objection in the future, it is recommended that Manager first
attempt to justify pricing by
reviewing the features and benefits
included in the rate. For example, Manager may
consider re-stating the layout of the rooms as well as the added amenities (irons, ironing boards, complimentary
airport transportation, etc.) By doing this, Caller will have a better appreciation for why the rate is higher than that
offered by the competition. It is also suggested that after responding to Caller’s concern, Manager
ask a trial-
closing question
to see if the concern has been handled successfully. By doing this, Manager can quickly
determine if the client is satisfied with the response, or if additional discussion is necessary before moving to the
closing step of the sales process.
#4
Overall poor response...
When faced with an objection to rate, it is often helpful to review the hotel’s
features and
benefits
to justify the rate. The manager may find that by doing so he can sell the caller on the higher rate and not
have to offer a reduction. If he finds that the caller still seeks the lower rate, he could maintain the hotel’s rate
integrity by providing the caller with a
reason
for being able to reduce it. Another option the manager may want to try
when handling objections is to
offer space for another time
period in which the hotel can be more flexible on pricing.
#5
Overall poor response...
When faced with an objection, it is often helpful to take a moment to review some of the
features and benefits
associated with the property, as this often serves to “sell” the client on the rate. When the
manager is aware of the caller’s budget or price expectation, she will have a better idea of Caller’s receptivity to
Manager’s response. Manager may suggest
alternate dates
where the hotel could be more flexible as one option to
overcome the concern. The manager could then proceed by asking a
trial close
question, such as, “Based on
(amenities discussed) do you feel our hotel would work for your group?” This would give the manager insight into
where he stands with the caller and if it would be appropriate to move into a final close.
#6
No features reiterated/ no reason for concession...
When faced with an objection to the set-up fee, we
recommend the manager take a moment to
highlight the features and benefits
of having the room fully prepared
prior to Caller’s guests arriving, and the convenience of being able to “walk away” after the event has concluded.
When the benefits are offered in this manner, the caller is provided with a better perspective of the price-value
relationship. In the event Manager does offer to reduce or waive the fee, we suggest he
offer a plausible reason
as
to why they are able to do so. By offering a reason, he will maintain the rate integrity of the hotel.