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#7
Held firm/ no alternate dates/ no trial close...
When handling objections, the manager may want to offer the caller
an
alternative set of dates
where the hotel may need the business and be willing to be more flexible with pricing.
This will leave the caller with an option of changing dates or staying with the preferred dates at the higher rate. The
manager may also want to consider posing an additional
trial close
question to the caller after the explanation is
offered to ensure the issue has been successfully overcome prior to moving forward with the call.
#8
Held firm/ no review of features/ no trial close...
In overcoming an objection, we recommend the manager
clarify
her understanding of the objection and then
reinforce
why she feels her hotel would work best for Caller. In doing so,
Caller may conclude that she is obtaining the best available rate and Manager may not need to further discount.
Then, to be sure the objection was overcome, the manager can use a
trial-closing
question. The manager will then
know if the objection was indeed overcome.
Attempt to Close Recommendations
#1
Overall poor performance...
In order to have the information necessary to close on the business, it is important that
Manager
qualify
the account and offer a full and
detailed presentation
. Asking
trial close
questions during the
course of the call will enable her to test the caller’s interest in what is being presented. The manager can then move
into the final close by, if company policy permits, asking if she can
book the space
. After doing this, she can offer to
send a contract (or proposal) and establish a
date for future
telephone follow-up
.
#2
Overall poor performance...
To help work toward the close, it is often helpful to periodically ask
trial close
questions, such as, “How does that sound so far?” The manager will then have an idea of where she stands with the
caller, and be able to address any remaining concerns before asking if she could book the space. Manager could
take a moment to
recap the hotel's features
and benefits as a lead in to the close and then ask the caller if she is
ready to place the
space on hold
. By conducting these steps in a timely manner, the manager can prevent a more
aggressive competitor from doing so first.
#3
Overall poor performance...
Prior to offering to send information, we recommend the manager again highlight the
features and benefits
of the hotel and how it will be a good choice for the family gathering. This provides a smooth
lead-in to the close. By using
trial closing
questions during the call, the manager can determine when the customer
is ready to buy. Manager can then offer to place a
tentative hold
on the guest rooms and to send the contract or
proposal and collateral
information.
Before ending the conversation, remind Caller what is to come next. Also, we
suggest the manager
establish a date for following up
with the caller by phone.
#4
No attempt in 1
st
call but followed up on Caller’s decision…
Manager followed up to inquire about Caller's
decision, but we would recommend the
more assertive
approach of offering to place a hold on the space during the
initial call. It is helpful to provide a review of a few of the
features and benefits
before moving into the final close, as
this further sells the caller on the property. Manager could then
establish a date for re-contacting
Caller to work
toward cementing the decision.
#5
No attempt to close/ no follow up time set/ Wedding...
If hotel policy permits, we recommend that the manager
offer to
place a hold
on the space, even if only tentatively. If the hotel does not permit holding the space at this
stage, then we recommend a discussion take place regarding the booking policies and that the manager set forth a
course of action which helps her lead into an ultimate close on the business. Manager did well by expressing, more
than once, her desire to meet personally with the caller, but we suggest she uncover the decision process and when
the caller will be in town, so she can
establish an appropriate action plan for follow-up
.