Sample Suggestions & Feedback

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.

30 | P a g e