Our new client, the hotel’s owner, was waiting for us as we walked into the lobby for the first time. He appeared tired and frustrated. He said, “Please help me get back my successful hotel.”
His 235 unit, full service hotel had had its economic rug pulled out from underneath.
This two story property was built on a site selected for its proximity to a large GM manufacturing plant. As a result, our client had enjoyed two decades of profitable RevPAR.
Each week a small army of suppliers, trainers, dealers, vendors, and corporate managers descended on this hotel. Unfortunately, when General Motors closed the plant and laid off 3500 employees, everything changed.
Occupancy, traditionally in the 80s dove down into the 30s. Function space, traditionally …show more content…
Unfortunately, this created concern in the minds of new prospects: is the hotel safe; is it clean; is it nice? What’s wrong with this hotel that it’s so cheap?
They also became one of their city’s biggest recipients of bookings from Priceline plus other opaque sites. RevPAR just kept sinking
In the first 14 days we undertook numerous, aggressive sales action steps that included:
• Accompanied the Director of Sales on outside sales calls. It was quickly apparent that this individual had neither the experience, desire or training to generate measurable sales in the next 90 days. We immediately worked with the owner to recruit a remarkable hotel sales professional with a strong following of loyal clients, across multiple market segments.
• We introduced a new revenue incentive program for the GM, front desk, F&B and sales.
• We qualified over 115 local corporate accounts that could book or recommend transient visitors.
• We launched a 5 day sales blitz to reintroduce the hotel to local accounts and decision …show more content…
The property 's function space was extensive, but had begun to show its age. The property was adjacent to a very large Korean community. None of the local hotels, clubs or venues understood how to service the unique cultural and ceremonial needs required to host a Korean wedding. Within 45 days we had repositioned the hotel as the local expert in servicing the unique needs of Korean weddings. In short, the property had created a lucrative competitive advantage.
Their metro area was home to several large and diverse international communities. We immediately began to replicate this business model We exclusively focused on this international segment of the weddings market. A segment ignored by the competition. Within six months’ revenue from weddings was up 270% over the same time period one year prior.
• We instituted a plan to leverage LinkedIn, Facebook, Twitter and YouTube to attract new business and monitor the competition’s clients.
Revenue from sales eventuality increased to the point that ownership could begin long delayed renovations. The improvement of the physical plant allowed the ownership to switch their franchised affiliation to a company that generated more demand, was more creative and openly welcomed their new
His 235 unit, full service hotel had had its economic rug pulled out from underneath.
This two story property was built on a site selected for its proximity to a large GM manufacturing plant. As a result, our client had enjoyed two decades of profitable RevPAR.
Each week a small army of suppliers, trainers, dealers, vendors, and corporate managers descended on this hotel. Unfortunately, when General Motors closed the plant and laid off 3500 employees, everything changed.
Occupancy, traditionally in the 80s dove down into the 30s. Function space, traditionally …show more content…
Unfortunately, this created concern in the minds of new prospects: is the hotel safe; is it clean; is it nice? What’s wrong with this hotel that it’s so cheap?
They also became one of their city’s biggest recipients of bookings from Priceline plus other opaque sites. RevPAR just kept sinking
In the first 14 days we undertook numerous, aggressive sales action steps that included:
• Accompanied the Director of Sales on outside sales calls. It was quickly apparent that this individual had neither the experience, desire or training to generate measurable sales in the next 90 days. We immediately worked with the owner to recruit a remarkable hotel sales professional with a strong following of loyal clients, across multiple market segments.
• We introduced a new revenue incentive program for the GM, front desk, F&B and sales.
• We qualified over 115 local corporate accounts that could book or recommend transient visitors.
• We launched a 5 day sales blitz to reintroduce the hotel to local accounts and decision …show more content…
The property 's function space was extensive, but had begun to show its age. The property was adjacent to a very large Korean community. None of the local hotels, clubs or venues understood how to service the unique cultural and ceremonial needs required to host a Korean wedding. Within 45 days we had repositioned the hotel as the local expert in servicing the unique needs of Korean weddings. In short, the property had created a lucrative competitive advantage.
Their metro area was home to several large and diverse international communities. We immediately began to replicate this business model We exclusively focused on this international segment of the weddings market. A segment ignored by the competition. Within six months’ revenue from weddings was up 270% over the same time period one year prior.
• We instituted a plan to leverage LinkedIn, Facebook, Twitter and YouTube to attract new business and monitor the competition’s clients.
Revenue from sales eventuality increased to the point that ownership could begin long delayed renovations. The improvement of the physical plant allowed the ownership to switch their franchised affiliation to a company that generated more demand, was more creative and openly welcomed their new