Sales research and analysis for high-end hotels reveal that they should have cross-industry training along with knowledge. This therefore calls for the need to emphasize self-marketing and individual promotion plans.
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The employee is highly prepared to serve and his key focus is to make the guests happy. Furthermore, he is highly motivated to sell, very enthusiastic and with an animated ability to work well (Abbey, 2008). Secondly, every step he took within the sales interaction was aimed at partnering with the client.
Hence, he focused more so on his purpose during every step within the sales process. His plan was to ask for plain commitments rather than closing, once an expression of a clear desire is made.
With this in place, he was able to bargain incremental commitments, in exchange for more of his time and information. The employee is motivated to sales mainly due to the sense of urgency and pride generated by maintaining the hotel towering monthly standings. Therefore, he is driven to realize objectives, instead of satisfying his ego.
He has sufficient knowledge of the area and property, as he seemed to be acquainted with key installations and settings. He is aware of the property almost akin to the property fact book. Furthermore, he is aware of the community around such as rental rates, special events, promotional packages, and neighboring facilities. The quality of the interaction was more of a positive atmosphere since it was based on special respect, trustworthiness, understanding, and professional manifestation.
This created positive emotions and satisfaction, which then acted as catalyst for sustaining the relationship further. He has been taught to establish eye contact and address guests by name. He was rather agile as he was able to anticipate needs and preferences before being asked, while observing to see whether new or additional prospects surface.
Principally, he introduced and explained himself through the matters he addressed and not just through the services they tender, or diagnostic positioning (Abbey, 2008). Even though he sometimes mispronounced my name, he referred to my name when beginning a conversation. This certainly got the interaction off to a good start, as he appeared to understand my preferences.
Use of sales skills
The employee used sales techniques of suggestive selling and top-down approach. Given that he belongs to the front desk, he applied top-down approach in trying to recommend guestroom with highest rates. For instance, he did not apply crucial sale phrases in explaining the various forms of specialty drinks.
He occasionally applied questions that merited simple yes or no, something not required in suggestive selling (Abbey, 2008). Moreover, he used cross selling in defining the lodging services and catering. However, he did not observe all guidelines involved in suggestive selling, especially when identifying the various forms of off-premises banquets that the hotel group provides.
Aspects Handled Particularly Well
A notable aspect that he handled well was the way he examined the components of their meeting room. Through relationship selling, he was able to articulate well the questions posed regarding different meeting room setups, the value of their meeting-room spaces, and verification of release dates. He was able to explore the catering department; in particular, he described in detail their hospitality suites, in addition to exploring consciousness, the special functions that the catering department can host.
Aspects of the conversation that could have been handled better
One aspect of the conversation that could have been handled better was selling the accommodation requirements of individual business travelers. He did not define nor describe well the value of their lodging, in meeting such visitors’ needs, since he did not apply a great sales packet. Secondly, he did not explain himself clearly on how their service strategy speaks to clients’ perceptions of their value.
Abbey, J. R. (2008). Hospitality Sales and Marketing. New York: SourceBook.