Sample Suggestions & Feedback

Sample Suggestions & Feedback

Hospitality Softnet, Inc.

Sixty State Street, Suite 700

Boston, Massachusetts 02109

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This is a resource to use as you are typing shop reports for the various questions on our reports, we provide different examples of how you can give feedback if the sales person did not use the skill. You can use the "search" option to find the question you are interested in. To copy the text, simply click on the large T on the bottom left of the screen, and then select and highlight the desired text to copy it.

Remember to put your own "spin" on the recommendation!

This document is confidential and cannot be shared with anyone outside of Hospitality Softnet. If at any point you stop doing work for Hospitality Softnet, this document needs to be deleted. THANK YOU!

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 learning 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.

OFFERING RECOMMENDATIONS

One of the key points of difference to our competitors is that our reports are designed to be a positive training tool, not just a monitoring tool. To achieve this goal, we make recommendations in many of our report formats.

When writing feedback regarding Strengths , it is factual information about what occurred during the course of the call. The paragraph(s) on Areas of Improvement are suggestions on doing the skill in the future and the reasons why that skill is important.

The following pages will provide you with examples of suggestions and reasons why. Feel free to use these suggestions in your reports . A few points are important to keep in mind:

1. Rotate the use of the below phrases, versus using the same one over and over.

2. Whenever possible, vary these phrases slightly . This way we will not appear repetitive in the reports submitted.

3. Once you become comfortable with writing suggestions, use your own verbiage whenever possible.

4. You will see we have used he/she throughout. Please choose the appropriate word based upon the gender of the sales person being shopped. It is important to shift around the use of “Manager” or “the manager” with “he or she.”

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How Do I Determine How, When and Where to Give a Suggestion?

It is not uncommon for a tester to have challenges in writing suggestions and in determining when a suggestion should be given. The following are tips to keep in mind:

1. Couch the recommendations in soft wording and positive phrasing. If the manager feels attacked or defensive, they are less likely to absorb what is being said. 2. Look at the ratings in the questions on the page of the report you are working on. Any questions rated “No” or “Average” or “Poor” are ideal questions to give recommendations on. 3. You don’t have to give a suggestion for every question rated “No” or “Average”. Areas that we definitely do try to address in either positives or training suggestions include:

Uncovering Buy Factors

Using Benefit Statements

Closing the sale

Selling to Buy Factors

Uncovering the Competition

Selling Against the Competition

Being proactive in Presenting

Identifying Purpose of event or travel

Following up timely

Ways to Begin a Suggestion:

You want to vary how you structure your suggestions . The following are some examples of positive phrasing:

We suggest …



The manager might want to …



We recommend ...



 If the manager (...the suggestion) then the manager will be able to (the benefit of doing the suggested skill)

 In order to further enhance how the (skill) was handled...

 In order to strengthen th e (part of the selling process) phase of the call, the manager might want to…

It is helpful to …



 In the future it would be beneficial for the manager to…

The following pages list the different questions and provide sample ways to give feedback if Rated No

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Qualification – Sample Recommendations

**Asked objective of event or travel

#1 It is helpful to uncover the purpose of the event/travel so the manager has an idea of who it is that is attending and the type of function that is being held. This information can then be used when presenting the hotel and the manager can present features and benefits, which would be pertinent to the caller’s group. #2 If the purpose of the event/travel is determined, the manager can then tailor the presentation and present features and benefits which would be of interested to this type of group. #3 We recommend the manager inquire why the group is coming to the hotel. He may learn the group is planning on visiting the nearby botanical gardens or museums. Knowing this information allows the manager to discuss the pertinent features such as transportation and onsite dining options. #4 The manager may want to take a moment and uncover what is bringing the group to the hotel. Manager can keep this in mind as he decides which features to discuss in detail. #1 Though Manager did well uncovering some of the basic event needs, we encourage him to fully explore the event requirements including the set up style and audio visual needs, allowing him to select an appropriate room for the group's meeting. #2 Manager was adept at uncovering many of the specific meeting room needs. In the future we suggest he ask into the need for guest rooms. This will allow Manager to fully outline the hotel's features as they relate the guest's needs. #3 Manager may find it helpful to ask into the meeting and guest room requirements beyond the dates and number of guests. With a complete understanding of these needs, Manager will be able to present his hotel in the most effective light. #1 It is helpful to determine the history of the event (travel). This way the manager can ensure that the appropriate amount of space and rooms is being held, and that space is not over booked. #2 We suggest that the manager question the caller on the history of (function/travel). This will assist the manager in blocking the appropriate amount of space. It will also give insight if there is any potential for fallout, or even cancellation of the event if it has poor history, or no history. #3 We suggest the manager attempt to learn where the event has been held in the past. Uncovering the history of a booking can shed light on the caliber of hotels used in the past and may suggest an opportunity for upselling. #4 It is a good practice to ask the client for history on the event. This can lead to the manager uncovering details about potential fallout, likes and dislikes of the group, and the type of hotel experience the group is accustomed to. **Asked all necessary questions about specific needs for event or travel **Uncovered history of event/travel

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**Asking about the budget or price expectation - some templates may require this is done before quoting pricing

#1 Manager may want to take a moment and inquire about the caller’s price expectations. Having an understanding of this important information will help the caller as he/she progresses through the sales process. It can help anticipate potential price resistance or opportunities for upselling. If the manager feels the caller is price resistant, Manager may take a little extra time when presenting the hotel before explaining the pricing. This way the caller is sold before they hear the price. #2 It is helpful to ask the caller about their budget requirements. This way the manager has an idea of what the caller is looking for, before they present the hotel. They can then keep this in mind when quoting the hotel’s pricing structure. #3 By asking about price expectations, the manager is positioning himself to better proceed through the sales process. Knowing in advance what the customer is looking for in regards to price can help the manager present his pricing more effectively. If the manager feels the caller might be price resistant, he may take more time to present, before they quote the price structure. #4 Knowing the caller’s budget prepares the manager for his/her presentation of the room rate (and meeting room or menu pricing.) By being prepared, Manager will be able to negotiate more effectively, if the need arises to do so. #1 By determining date flexibility during the initial qualification, the manager will be able to check alternate dates immediately if the preferred ones are unavailable. In addition, this knowledge is useful to have when negotiating as moving dates can be a potential option. #2 If the manager asks the caller if they are flexible with dates while initially qualifying the business, he/she can then be prepared when checking availability and minimize going back and forth with the customer if preferred dates are unavailable. In addition, if the client is flexible, the manager may be able to move the business to dates where the hotel has a need for more business. #3 Before checking for availability, we suggest that the manager ask if the caller is firm on his/her dates. Manager can then research various options and, if need be, offer alternative dates as a negotiating tool later. **Asked if Caller was flexible with their dates before checking availability

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**Probed to learn about the organization or department within the organization or Caller's role in the organization

#1 If the manager uncovers the type of organization the caller works for, it provides an opportunity to build rapport. This knowledge can also assist the manager when presenting the hotel as he/she will have a better idea of the type of people attending the function. #2 Asking the caller about the type of organization they work for gives the manager a means of building rapport with the caller, and helps her/him better understand the type of group coming to the hotel.

#3 The manager might want to take a moment and ask the caller about the type of organization they are with. The manager will then have insight to the type of guests coming to the hotel. He can then present features and benefits which most meet this type of group’s specific needs.

**Uncovered the decision maker

#1 We recommend that the manager determine who will be involved in deciding on a hotel. This way Manager can ensure they follow through with the appropriate people. #2 It is suggested that Manager uncover the individuals who will be making the decision on what facility is used. This will enable him to follow through effectively. #3 By uncovering who will be making the final decision on a hotel, the manager will ensure that he is following up in an appropriate manner to close on the business. #4 To ensure proper and effective follow-up, the manager will want to find out who will ultimately be making the decision on the booking. #1 It is important to determine when a decision will be made in order for the manager to know when and how to follow up with the caller to book the business. #2 It is beneficial for the manager to uncover the decision date. This way he/she can establish an appropriate time to follow up with Caller to confirm the business. #3 We recommend that Manager ask the caller when a decision will be made. The manager can then determine what the best time is to follow up with the caller to finalize the sale. #4 Knowing the decision date enables the manager to follow up at the proper time so that he/she can work toward securing the business. **Uncovered the decision date

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**If no to both decision maker and decision date

#1 It is suggested that the manager determine what the decision making process will take place. This way, the manager is in a better position to effectively follow through on the business. #2 Manager may want to uncover how and when a decision will be made. He/she can then determine how and when to follow up with the caller on the business to ensure the sale. #3 Before ending the call, we recommend that the manager take a moment to discuss the decision making process. She/he then has the necessary information to follow through in an effective manner to successfully book the business. #4 Uncovering the decision date and the decision maker is an important step in the sales process. Manager will then know that he/she is following up with the correct individual at the proper time. #1 It is beneficial to take a moment and uncover what the caller’s buy factors are. This very important information can then be used when presenting the hotel so the manager is tailoring the features and benefits to what is of most interest to the caller. This makes the presentation far more effective. #2 We recommend that the manager determine what is important to the caller when choosing a hotel. This way the manager can be sure to address these issues, when presenting the hotel’s features and benefits. By doing so, the manager's presentation will be more targeted and impactful. #3 If the manager takes time to ask what is important to the caller and what their buy factors are, he/she can then use this information when going on to the presentation portion of the selling process. This provides the manager with insight that can help make the presentation far more effective. #4 We suggest that the manager discover what the caller’s hot buttons are and what is important to her/him when selecting a hotel. Armed with this information, the manager can then tailor a presentation to address these issues by choosing the appropriate features and benefits to use when selling. #1 By determining the caller’s level of familiarity with the hotel, the manager can then better determine what approach to take when presenting the hotel, thus making it more effective. #2 It is helpful to ask the caller if he/she is familiar with the hotel. Then the manager can determine how extensive of a presentation is needed. #3 We suggest the manager uncover if the caller is familiar with the hotel. This knowledge will help the manager when presenting as he will better know what type of presentation to provide. #4 Before presenting the hotel, we suggest the manager ask if the caller has been there before. Based on how the caller responds, the manager will know whether to offer a review, updates or a complete presentation. **Uncovering buy factors, what is most important when choosing a hotel **Asking if Caller was familiar with them

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** Inquired about potential future needs for either their hotel or for sister properties

#1 It is suggested that Manager attempt to learn about other meetings or room blocks that may need to be placed around the country. This information can lead to future bookings for the hotel or its sister hotels. #2 By uncovering the potential for future bookings, Manager continues to show an interest in the caller and her business. He also has an opportunity to increase the hotel chain's revenue. #3 Asking into the potential of future travel for the caller's company is a great way to establish a continuing relationship. It can also potentially increase revenue for the manager's hotel or a sister property.

**Asked how Caller heard of them

#1 The manager may want to inquire into how the caller learned of his hotel. This may give Manager a better understanding of which marketing strategies are working for the caller's market segment.

#2 Learning the path Caller took to find the hotel can assist in shaping future marketing decisions in the hotel.

#3 If the caller was referred by a previous hotel client, the manager could take this opportunity to reach out that person and send a personal note of thanks. This helps enhance that relationship which could lead to additional hotel revenue.

**Used at least 2 open-ended questions

#1 Using a good mix of both open and closed-ended questions will help the manager learn as much as possible from the caller. #2 We suggest the manager use as many open-ended questions as possible when qualifying the inquiry. This will enable her/him to gain a good insight to the customer’s needs, and this knowledge will be of assistance throughout the sales process. #3 We recommend the manager use open-ended questions to encourage the customer to talk and share information on their wants and needs. This will help the manager have a good understanding of the customer and will help lay the groundwork for a successful presentation. #4 Valuable information can be obtained from the caller through the use of open-ended questions. The manager can then use this knowledge as he/she presents the hotel, negotiates and follows up with the caller.

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**Utilized good listening skills

#1 While Manager did well to qualify the call, Caller was asked to repeat many of the answers. Manager may need to reduce distractions to allow himself to give his attention to the caller. #2 Caller was asked to repeat many of her answers. This left the impression that the manager was distracted and not listening. Giving a potential client his full attention will lead to a more positive sales experience and higher likelihood of booking the business.

**Showed a genuine interest in understanding Caller's needs

#1 Manager may want to take time to probe the caller for details about the event and then gear his presentation to those needs. This will relay to Caller that he is interested in making the event a success for the caller. #2 The manager was able to uncover some of the event particulars however the caller perceived he was rushing to get off the phone. We suggest the manager, through tone of voice and a willingness to spend time with the caller, show his interest in learning about the caller's needs.

Presentation – Sample Recommendations

When writing recommendations and suggestions in this area, often a suggestion can incorporate more than one issue that was rated no.

Some examples of this as it relates to a ProPoints template:

To further strengthen the presentation we have a few recommendations. It is beneficial to be proactive in presenting and to offer this presentation prior to quoting the pricing. This way the caller is sold before they hear the price.

Manager is encouraged to discuss hotel features and corresponding benefits. Manager can tailor this discussion to address Caller's buying criteria in an attempt to convince the caller the hotel is the right fit for the group.

Manager did well to uncover the names of his competitors, however we recommend he take a moment to sell against these hotels by making direct comparisons and effectively highlighting his hotel's strengths.

**Sales Person was proactive in presenting rather than just answering Caller’s questions or just quoting pricing and availability

#1 To further strengthen the presentation, we suggest that the manager be proactive in offering a presentation, prior to quoting pricing and availability. This way the caller will be sold before they hear the price. #2 It is suggested that before the manager quotes the hotel’s price structure, he first take time to present the key features and benefits which would be of interest to the caller. #3 It is recommended that after the manager fully qualifies the inquiry, he then takes a moment to present the hotel to the caller, versus just answering the caller’s questions. This helps set the stage for presenting pricing and availability and minimizes the potential for objections.

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#4 After uncovering the caller’s wants and needs, the manager will want to take the initiative in presenting his hotel rather than just responding to Caller's queries. This will allow him to showcase his hotel's many features and "sell" the hotel in a manner that conveys his excitement in and knowledge of the property.

**Was able to knowledgeably describe and discuss the features upon request

#1 When faced with a question regarding the hotel's (parking, guest rooms, meeting space, recent renovation, etc.), the manager seemed unsure of how to respond. To build confidence in the manager's abilities, we suggest he become familiar with the features offered. #2 Manager appeared unsure of how to answer the caller's question on (parking, guest rooms, meeting space, recent renovation, etc.). For the future, he will be more apt to gain the caller's confidence in his ability to create a successful program if he is well versed in the hotel's amenities.

**Sold benefits as well as features

#1 To set the manager’s hotel apart from the competition, the manager will want to incorporate benefit statements throughout the presentation. This helps “sell versus tell” the caller why the hotel would be the best hotel for their (event, function, travel). #2 We recommend that when offering a presentation, the manager utilize benefit statements throughout the presentation. This will make the presentation more effective, and more interesting to the caller. #3 In order to make the presentation as effective as possible, it is suggested that the manager use benefit statements when presenting the hotel’s features. The caller is then “sold” on how the hotel can accommodate their specific wants and needs.

#4 By presenting not only features, but also benefits, the manager will be more successful in convincing the caller to buy.

#5 When the manager presents the hotel’s features to the caller, we recommend that he link the features to how they will benefit the client. When the caller sees how the hotel’s features satisfy their requirements, they may be more easily sold on choosing their property.

**Presented the hotel vs. simply quoting pricing and availability: If a score of Poor, Average or Good

#1 Manager may have only one personal interaction with the caller and it is suggested he use this call to discuss the many features the hotel has to offer. This could include a discussion of the (meeting space, guest room amenities, hotel location, overall ambiance, onsite dining, business center hours, nearby attractions, etc.). When a caller learns about the many hotel features, she is more likely to consider booking her business there. #2 Though Manager mentioned a few of the hotel's features, we encourage him to take time to relay additional features of interest to the caller including (meeting space, guest room amenities, hotel location, overall ambiance, onsite dining, business center hours, nearby attractions, etc.). Doing so gives the caller a well rounded picture of all the hotel has to offer.

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#3 The initial call with a client is the best time to highlight the hotel's many features and benefits. Doing so can lead a caller to choose the hotel over a competitor. #4 Manager offered a limited presentation of the hotel's features and benefits. We do suggest spending more time on this during the call as it is the best way to convey the many reasons Caller should select Manager's hotel.

**Addressed Caller’s buy factors during the presentation

#1 To help make the presentation as effective as possible, we recommend that the manager take a moment and specifically address the caller’s buy factors and how the hotel can meet these needs. #2 The manager might want to take a few moments when presenting to explain how the hotel is able to meet and accommodate the customer’s buy factors. This way the caller is convinced the hotel is the best option for their event. #3 When explaining the hotel’s features and benefits, we recommend that the manager incorporate into the presentation those features which will specifically address the caller’s buy factors. This helps sell the caller on choosing the hotel for their event. #4 In order to convince the caller to buy, the manager may want to ensure the presentation addresses the caller’s buying criteria and what he/she had said would be important when choosing a facility. #5 If the manager takes time to specifically address each of the caller’s buy factors when presenting the hotel, he/she will be more effective in convincing the caller to buy. #1 While the manager offered a nice presentation, it was done after he/she quoted the hotel’s pricing. In the future, the manager will find it beneficial to first offer the presentation, then quote the pricing. This way the caller can be sold, before they hear the pricing. #2 It is recommended that before the manager quotes the pricing structure, he/she first present the hotel. By offering the presentation prior to the price quote, the manager is minimizing the potential for objections. He/she will also be more effective in selling the hotel. #3 It was good that the manager presented the hotel. However, we suggest that this presentation be offered prior to quoting the Room Rate/Room Rental/(whatever was quoted). By doing it in this manner, the caller will be sold before they hear the price. This will also hopefully minimize the potential for price resistance #4 To further improve upon the presentation, it is suggested that before the manager quotes the room rate (or room rental, etc.) he/she first present the hotel’s key features and benefits. This will help sell the caller on the price value offered and convince the caller that the pricing is worth the dollars being spent. **Made presentation first before quoting price

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**Attempted to creatively present the hotel by asking the caller to go to the hotel's web site live

#1 To further improve the presentation portion of the selling process we suggest that the manager take a few moments and invite the caller to view the hotel web site while on the call. Once there, Manager can present those key features and benefits which would be of interest to the customer, helping to paint a visual picture of what the property can offer. #2 While Manager did well discussing the features and benefits of the hotel, he may want to offer a tour of the hotel's web site as an additional way to convey the many amenities the property can offer the travelers. #3 Taking time to navigate the hotel's web page while on the phone with the caller can gain a better perspective of all the hotel has to offer. Connecting a verbal presentation with a visual one can increase Manager's chances of successfully closing on the business. #1 When presenting the features of the hotel, Manager is encouraged to attempt to upsell the caller on a particular service or amenity as this can increase the guests' enjoyment of the hotel as well as boost hotel revenue. #2 Manager may be successful in suggesting additional items for the caller during the course of the sales process. This allows for a more enjoyable time for the travelers and can also result in additional revenue for the hotel. #3 Once Manager uncovers the basic event needs, he may find an opportunity to upsell the caller on a particular item to enhance their stay/meeting. #1 It is helpful for the manager to identify other facilities being considered. Then he can take a moment and sell the caller on why his hotel is the best option for the event. #2 We suggest that the manager take time to find out if any of the competition will be contacted for this event. Then he/she can take time to sell against the competition in a positive manner. This is important to do in order to convince the caller that their hotel can best meet the group’s needs. #3 During the course of handling the inquiry, we recommend that the manager determine what other hotels are being considered. Then he/she can take a moment and in a positive manner, sell the caller on why her/his hotel is the best option for the event. #4 When qualifying the inquiry we recommend that the manager find out what other hotels will be considered. Then the manager can present their hotel’s strengths versus that of the competition and convince the caller that her/his hotel is the best choice. **Attempted to upsell **Asked if other facilities were being considered (identified actual names)

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**Demonstrated knowledge of the competition

#1 Once the manager learns the names of the competitors, it is recommended he illustrate a level of familiarity with those hotels. This shows the manager is knowledgeable of his market. #2 When Manager can show a level of knowledge in regards to the name competitors a caller may be phoning, it is likely that he can increase the caller's trust in Manager's expertise of the surrounding area. #1 Manager is encouraged to take some time to make direct comparisons to the named competition. When done effectively, Manager may find he can dissuade the caller from reaching out to the competitors at all. #2 Manager did well to uncover the names of the competitors. However we encourage him to take it a step further and sell against these hotels in a positive and effective way. By highlighting his hotel's strengths, he is more likely to win the sale. He may even dissuade the caller from pursuing the competitors. #3 Once the names of the competition are learned, Manager may want to take a moment to discuss the differences between his hotel and the others mentioned. This can lead to a more likely close on the business if the caller is persuaded the manager's hotel is a better choice. #4 In order to potentially dissuade a caller from phoning the competition, Manager may want to make direct comparisons between his hotel and the others. **Attempted to sell against the competition in a proactive manner

**Did not speak negatively about competition in general or on the specific competitors identified

#1 Manager may want to make his comparisons to the competition in a more favorable manner, focusing on the positives of his hotel rather than the negatives of the others. This will enhance his level of professionalism.

#2 The manager was proactive in discussing the competition, but we encourage him to do so in a positive manner by highlighting his hotel's strengths and making that the focus of his efforts. This way, the caller will focus on the many ways his hotel outshines the others.

**Sold against the competition effectively (must know competitors names)

#1 Manager made an attempt to sell against the competitors he uncovered, however we suggest he focus on highlighting the many ways his hotel can accommodate the caller's group that the competition can not. In doing so, Caller can better be persuaded to select his hotel. #2 Caller was informed of the differences between the manager's hotel and the competition. To make this an effective effort to sell the caller on the manager's hotel, we encourage him to present his hotel's strengths in an upbeat and enticing manner. #3 To be fully effective in convincing the caller to select Manager's hotel over a competitor, we would recommend the manager make an enticing and energetic presentation of the hotel features as they compare to the other stated competitors.

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**Confirmed within 24 hours if space was available or not

#1 A timely confirmation of space availability will lead to a more timely close on the business.

#2 Manager was able to confirm availability of the space in his proposal, however it arrived over 24 hours after Caller and Manager spoke. We suggest the manager confirm availability as soon as possible to avoid a potential client looking elsewhere. #3 We suggest the manager confirm availability on the initial call whenever possible. If he needs to look into it before confirming or denying the space, he is encouraged to follow up with the caller as discussed in order to avoid the caller booking with a more attentive competitor. #1 Once Manager informed Caller her preferred dates were unavailable, he appeared ready to end the call. We encourage him to uncover any alternate dates Caller may be willing to consider. This will be viewed as an attempt to meet Caller's needs and shows an interest in the sale. #2 Early in the call, the manager learned that the caller could be flexible with her dates if needed. If the manager checks space and learns her preferred dates were not available, he will want to offer the caller alternative dates in an attempt to keep the business with his hotel. #1 Manager may find it beneficial to quote pricing on the initial call whenever possible, or within a 24 hour window to allow the caller to begin budgetary planning. #2 While it is not always possible to quote pricing on the initial phone call, we strongly recommend the manager provide the pricing within 24 hours. If additional time goes by, the manager may find the caller has moved on to competitor. **If requested dates were not available, Sales Person asked for alternative dates **Quoted pricing within 24 hours

#3 Leaving a client waiting for pricing may lead her to look at a competitor. To avoid this, the manager will want to be proactive with supplying pricing within a 24 hour window.

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Handling Objections – Sample Recommendations

**Confirmed their understanding of the objection and clarified what the caller was looking for

#1 When dealing with an objection is it helpful to first try and clarify why the customer is objecting, and what they are exactly looking for. This way the manager can then determine what type of strategy to use when responding. #2 We suggest that when responding to an objection, the manager take a moment to first clarify the concern. This way the manager is in a better position to respond to the objection, as he/she will have a better idea of exactly what the customer is seeking. #3 To better handle the objection, the manager may want to first take time to clarify the objection. This way they will have a good understanding of what the customer is looking for. He/she will then be in a better position to successfully overcome the concern. #4 When responding to an objection we recommend that the manager take a moment and determine exactly why the customer is objecting, and clarify what they are looking for. This way they can better respond to the objection and utilize the most appropriate strategy. #1 Manager may want to show a level of understanding when a client raises a concern. Doing so is important for rapport building and works towards building a good relationship with a client. #2 The manager would benefit from showing a level of empathy when responding to a caller's concern or objection. This can help caller to accept the manager's response and also works towards rapport building. #3 When faced with an objection, it can be helpful for the manager to display a convincing level of empathy to Caller's concern. He can then discuss the options and present his solution more effectively. #1 Once the manager has clarified the concern, it is helpful to reiterate the key features and benefits the hotel offers which the customer had agreed were important. This will help sell the caller on the value the pricing offers and further convince them to buy. #2 It is suggested that before negotiating pricing, the manager first try to convince the caller the original pricing quoted is a good value. This can be done by reiterating the key features and benefits that the hotel offers. #3 To help overcome the objection, the manager would benefit by taking time to reiterate those key features and benefits that the guests will receive should they choose the hotel. If this is done effectively, this can "sell" the caller and either eliminate, or minimize, the need to negotiate. **Acknowledged the objection and appeared interested in the caller's concern, showing empathy **Sold features and benefits in trying to overcome objection

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#4 When responding to an objection, we suggest that the manager first try to sell the caller on the pricing by pointing out key feature and benefits the guests will receive. This helps convince the customer that the pricing quoted is a good value and well worth the dollars being spent.

**If a concession was extended a reason for doing so was provided to maintain integrity

#1 While Manager did well to offer a lower rate in response to Caller's objection, he is encouraged to offer a reason for any discounts. This will help maintain the hotel's pricing structure. #2 The caller was offered a concession when she raised her objection. While Manager gave the caller what she asked for, he will find it beneficial to back up the concession with some type of reason as to why he could offer it. Without a reason being offered, Caller may feel she can always obtain a lower rate (waived rental fee, reduction in meal pricing, etc..) just by asking. #3 When Manager offers his solution to the stated objection, he may find it useful to explain why he is able to reduce the rate (waive the rental fee, waive the bartender fee, etc..). By doing so, it helps maintain the hotel's pricing integrity. #4 The manager did well to remind Caller of the features and benefits associated with the room rate. However he did see the need to lower the rate in order to capture the business. When offering a concession of any kind, Manager will want to offer a reason for the reduction in order to maintain the hotel's pricing structure. #1 To successfully overcome future client objections, we recommend the manager probe to gain an understanding of the nature of the objection and then take a moment to review pertinent features and benefits when addressing the concern. This can help provide a win-win situation for both parties. #2 While the manager was able to uncover the nature of the concern, we suggest that he also take time to highlight important features and benefits as a way to persuade Caller of the value in the initial rate quote. This, along with offering a plausible reason for any reduction in price will help the manager maintain rate integrity moving forward. #3 When confronted with an objection on future calls, Manager is encouraged to clarify the reason for the objection and if a concession is deemed necessary, provide a reason for any such concession. Doing so can assist the manager in providing a solution that works both for the caller as well as the hotel. #4 In this case the manager was unable to overcome Caller's objection in a positive manner. To improve the outcome of any future client objections, Manager may want to uncover the nature of the concern, show an interest in overcoming it and give a plausible reason for any concession offered. Caller will feel her concern has been understood and can better understand why the manager was able to offer the concessions. **Overcame objection successfully

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**Used a trial closing question to determine if the objection was overcome or if there were any other obstacles to address

#1 The use of a trial closing question after the manager addresses the client's concern is a great way to see if she is happy with what was offered. If not, Manager can take additional time to resolve the issue.

#2 By posing a trial closing question in relation to the objection, Manager can uncover if the caller is ready to move forward in the sales process. If there are additional concerns of any kind, the manager would be able to identify them at this time and work to resolve them. #3 We encourage the manager to ask a trial closing question when he is finished addressing Caller's objection. He may ask "Will that rate work better for you?" or "Does waiving the room rental fee help you meet your budget?". Posing a question like this will let the manager know if he can move on in the selling process or if there are additional concerns to address. #4 The manager is encouraged to ask the caller for feedback on his proposed solution to her objection. This will let the manager know if the caller is satisfied and ready to continue moving the process forward. #1 In this case, Caller raised her concern via email. While the manager did well to respond via email, he is encouraged to reach out via phone in order to personally discuss the concern and attempt to overcome it. #2 Though the caller emailed her objection in response to the rate quoted in the proposal, Manager may find he is more successful in overcoming any concerns by phoning and attempting to discuss them verbally with the caller. This can often lead to a better understanding of the issue as well as a swift solution. #3 We suggest that prior to emailing a response to the caller's objection, the manager attempt to speak personally and discuss the concern in more detail. Once the manager has a good understanding of the issue, he may then want to follow up any verbal offers with an email as a way to reinforce it. #4 If a client expresses a concern via email, it is in the manager's best interest to respond to any issues with a phone call first. This allows for an opportunity for a personal exchange and may allow him to uncover any additional objections prior to moving forward with the sales process. **When responding with answer to the objection Manager first attempted to speak with the caller via phone vs. responding via email

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Attempt to Close - Sample Recommendations

**Used trial closing question(s) during the course of the inquiry to lead up to the close

#1 Manager may find it helpful to ask the caller's feedback on any features or pricing he has quoted as the call unfolds. Obtaining positive answers to these types of questions signals the manager that he may confidently move forward and attempt to close on the sale. #2 Posing trial closing questions throughout a call will allow the manager to solicit feedback on what he is offering. Once enough positive responses are received, Manager may move forward and ask for a tentative or definite commitment from the caller. #3 It is a good practice to solicit the caller's feedback to what is being discussed as the call progresses. These trial closing questions can be asked at anytime during a call and should be an attempt to gauge the caller's acceptance of what the manager is offering. #4 Taking time throughout the call to ask for the caller's acceptance of what is being discussed is a good practice for a sales manager. It will allow him to see how the caller is processing his description of hotel features and benefits. When the caller responds positively to these trial close questions, he can take this as a signal that the caller may be ready to make a commitment to his hotel.

You can include a sample of a trial closing question with any of the above recommendations.

"Is the onsite restaurant something that would appeal to your group?" "Would you enjoy knowing that our concierge can help arrange all your transportation needs?" "Do you agree that having a 24 hour business center is an asset for your group?" "Does the free parking sound like something your boss would appreciate?"

**Summarized the features and benefits and/or what was discussed about their needs to help lead up to the close

#1 When wrapping up the call, Manager may find it helpful to remind the caller of a few pertinent features and benefits that were discussed. Having these items of interest listed just before ending the discussion will leave a favorable impression on the caller. #2 Prior to ending a call with a new client, we encourage the manager to take a moment and recap the caller's needs. This will allow the manager to ensure he has the details correct and shows Caller a high level of professionalism. #3 Manager may want to take a moment to remind Caller of the most important features discussed, as well as offer a summary of the caller's program details. Caller will be left with a positive impression of the manager's attention to detail and interest in her business.

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**Attempted to close on a definite or tentative commitment

#1 While Manager did well with the other aspects of the call, he will want to ask for the business on the initial call or subsequent follow up call. Leaving this important step undone may result in the caller booking with a more aggressive competitor. #2 In order to successfully close on the business, we suggest the manager directly offer to hold space or send a contract. Not doing so can lead the caller to place her business with another hotel who ask for the business first. #3 Asking for a commitment from the caller is a key step in gaining the business. This can be done on the initial call if appropriate, or on a follow up call if necessary. Manager may find he can beat out a more aggressive competitor and win the sale for his hotel with a timely request for commitment. #4 Once Manager has gained positive responses to his trial closing questions, he may feel comfortable moving forward and asking for a commitment from the caller. We suggest this be done on the initial call whenever possible to minimize the chance of a more aggressive competitor securing a commitment first. #1 Manager may want to offer to send information, either a proposal or contract if appropriate, to the caller prior to being asked. The written information supplies an opportunity for the caller and other decision makers to review what was discussed on the call. #2 We encourage the manager to make an offer to send a proposal prior to the initial call wrapping up. This will show his interest in following through with the sales process and ultimately in winning the caller's business. #3 Manager did well to offer to email photos of the hotel, however a more complete proposal should also be offered to allow the caller to review the details discussed. #4 In offering to send a proposal or contract if appropriate, Manager is showing a willingness to provide the caller with all she needs to base her decision. **Offered to send a proposal or contract

**Offered to send sales collateral #1

Manager may find it helpful to offer additional information above and beyond the proposal, such as hotel photos or a brochure on nearby activities or transportation options. These additional items may be important for a client unfamiliar with the hotel and the surrounding area. #2 If Manager learns of special needs the caller has, we suggest he offer to include additional collateral to address those items. Flyers, brochures and the like, when available and appropriate, can be sent along with the proposal or contract to ensure the caller has all she needs on which to base a buying decision.

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**Before ending the call, reiterated or confirmed next action to be taken

#1 Manager is encouraged to take a moment and confirm what the caller can expect next in the process. Doing so allows the caller to be prepared and aware of what lays ahead. #2 To show a high level of professionalism, we suggest that the manager take a moment to reiterate what will be occurring once the phone call concludes. This minimizes the need for the caller to wonder what comes next and assist her in her event planning timeline. #3 Prior to ending the initial call or any follow up calls, Manager may want to clearly layout what will happen next. This will minimize and surprises for the caller and show illustrates a high level of professionalism on the part of the manager. #1 Manager may want to set a mutually agreeable time frame in which to follow up with the caller. Showing respect for the caller's time line strengthens the rapport building and lets the caller know when to expect to hear from the manager. #2 Prior to ending the call, Manager could set a time to follow up on the business. Allowing the caller to weigh in on when this call should happen, shows respect for her time. #3 It can be a good idea to let a potential client know when she can expect to receive a follow up call from the manager. When Manager asks for Caller's buy in on when this call should occur, it shows respect for her time as well as secures an agreement that the caller is interested in further contact with the manager. **Agreed upon a specific time frame to follow up

Professionalism and Follow-up – Sample Recommendations

**Displayed good product knowledge when questioned

#1 Manager may want to familiarize himself with the many features of the hotel to allow him to knowledgably answer any questions posed by a caller. #2 Though Manager was able to confirm that the hotel did offer the feature the caller had a question on, we encourage him to speak further about the topic so the caller is fully aware of how the hotel's features can accommodate the group. #3 Answering a caller's questions regarding different hotel features is an excellent way to win the caller's trust and further display the hotel's offerings.

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**Was professional and overall used good telephone etiquette

#1 Manager is encouraged to adopt a professional tone of voice when speaking with a prospective client. Handling a call in a less than professional manner may cause the caller to doubt the hotel's ability to meet her needs. #2 When speaking with a caller on the phone, Manager is encouraged to minimize distractions and noise from the surrounding area so he may focus on the business at hand.

**If a message(s) was left, it was returned promptly and Manager was prepared whenever speaking with customer

#1 We strongly encourage the manager to return all phone messages within a 24 hour window. While this includes the initial call, it also is a good practice for all messages. A quick response can lead to a quicker close on the business. #2 While the manager was prompt in responding to Caller's message, we encourage him to have the caller's details ready. This can increase the caller's perception that the manager is prepared and able to discuss her needs.

**Manager attempted to establish rapport, for example via the use of some causal conversation and friendly interaction with the customer

#1 To increase the chance of successfully winning a piece of business, Manager is encouraged to make small talk to build rapport with the caller. #2 Manager may want to approach the call in an upbeat and friendly manner, and attempt to establish a professional rapport with the caller. This can lead to more successful partnership and a higher likelihood that the caller place her business with the hotel.

**Used Caller's name more than once during the sales process

#1 While speaking with the caller Manager will want to ensure she periodically uses the caller's name. This helps draw the caller into the conversation and works toward building rapport.

#2 During the course of any phone conversations Caller and Manager have, the manager is encouraged to incorporate the caller's name into the call. While this helps build a relationship with the caller, it also helps keep her engaged in the process.

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