If you were to poll a sampling of both the general public and frequent travelers and ask them what they thought was the largest car rental company, the answer would likely be the same in 2009 as it was in 1966: Hertz.   The question was not which was the best, but the perceived largest.  Identifying the �best� is often too subjective a question and is very hard to qualify, as many companies rent the same brands of vehicle from similar locations.

In the late 1960s, Robert Townsend was the aggressive, marketing focused CEO of one of Hertz� competitors. Open-minded, he tried a number of strategies but he could not dent the market leadership of Hertz and was little more than a blip on the radar in some markets of other rental competitors.

Over time, however, Townsend and his team did made their impact on the car rental business and on everyone else that has ever tried to overtake #1. The non-traditional way they accomplished their goal of significantly improving market share by �stealing� customers one at a time. 

How did they do it? 

Their advertising slogan laid the foundation of it all: �We�re only #2, so we try harder�. 

Was Avis really #2 at that time?  We will probably never know, because the vital statistics (locations, number of rental units rented versus available, revenue generated, etc.) may not have been as detailed as they are today.  What made Avis so well known was the way they became the underdog � everyone�s favorite to succeed, especially against all those �other� brands.

It was not an advertising campaign that made the difference � it was the evolving organizational perspective and attitudes. There are some business books that have a very short shelf life because they are tied to a particular product, technology or fad. 

UP THE ORGANIZATION is a 30-year-old classic I recently re-read for the third time.  It has logical and pragmatic approaches in bite size messages that remain timely. It is full of no-nonsense, easy to digest suggestions and ideas that have proven to be able to be replicated again and again. 

Avis claimed the role of #2 by their own admission, but they �fought� with both Hertz and all the others to reach and maintain that coveted second spot. 

Number Ones get to be and stay on top because they are regularly improving their service and product offerings. Being part of a #1 brand in your market segment might give your hotel a head start, but it remains up to the hotel sales staff to continue to prospect, research and book customers as if they are as hungry as Avis was back in 1970.  It remains the responsibility of the operations staff to keep the hotel looking fresh, crisp, welcoming and attentive to the details.  In today�s competitive environment with many sub-categories of lodging products, the combination of sales and operations teams must constantly continue that battle of exceeding guest expectations. 

Let the guests� letters and increased profits tell you of your successes.

Let your heart tell you that you need to retain the competitive spirit found in #2.

Feel free to share an idea for a column at [email protected] anytime or contact me regarding consulting, customized workshops, speaking engagements ����. 
And remember � we all need a regular dose of common sense.

Autographed copies of LESSONS FROM THE FIELD � a COMMON SENSE APPROACH TO EFFECTIVE HOTEL SALES can be obtained from THE ROOMS CHRONICLE www.roomschronicle.com and other industry sources. 

All rights reserved by John Hogan and this column may be included in an upcoming book on hotel management.   The opinions expressed in this article are those of the author and do not necessarily reflect the views of this publication

John Hogan, a career hotelier and educator, is frequently invited to participate at franchise meetings, management company and hospitality association industry events.  He is a successful senior executive with a record of accomplishment in leading hospitality industry organizations at multiple levels, with demonstrated competencies as a strong leader, relationship builder, problem solver and mentor. He conducts mystery-shopping reviews of quality in operations and marketing, including repositioning of hotels.

Expertise and Research Interest
� Sales Management and training
� Turn-around and revenue management
� Professional Development & Customer Service 
� Hospitality Leadership and Executive Education
� Making Cultural Diversity Real
� Accreditation & Developing Academic Hospitality programs

He writes weekly columns for a number of global online services and has published more than 400 articles & columns on the hotel industry.  He co-authored (with Howard Feiertag, CHA CMP) LESSONS FROM THE FIELD � a COMMON SENSE APPROACH TO EFFECTIVE HOTEL SALES, which is available from [email protected], ROOMS CHRONICLE www.roomschronicle.com  and other industry sources.  He resides in Phoenix, Arizona and expects to publish in 2009 his 2nd book based on his dissertation � The Top 100 People of All Time Who Most Dramatically Affected the Hotel Industry.

Hogan�s professional experience includes over 35 years in hotel operations, food & beverage, sales & marketing, training, management development and asset management on both a single and multi-property basis, including service as Senior Vice President of Operations in a specialty hotel brand for six years.

He holds a number of industry certifications (CHA, CHE, MHS, ACI) and is a past recipient of the American Hotel & Lodging Association�s Pearson Award for Excellence in Lodging Journalism, as well as operational and marketing awards from international brands.  He has served as President of both city and state hotel associations.

John�s background includes teaching college level courses as an adjunct professor at three different colleges and universities over a 20-year period, while managing with Sheraton, Hilton, Omni and independent hotels.  He was the principal in an independent training & consulting group for more than 12 years serving associations, management groups, convention & visitors� bureaus, academic institutions and as an expert witness.  He joined Best Western International in spring of 2000, where over the next 8 years he created and developed a blended learning system as the Director of Education & Cultural Diversity for the world�s largest hotel chain. 

He has served on several industry boards that deal with education and/or cultural diversity and as brand liaison to the NAACP and the Asian American Hotel Owners� Association with his long-term involvement in the Certified Hotel Owner program.  He has conducted an estimated 3,200 workshops and classes in his career. 

Service to the Industry and Hospitality Education includes working with the Educational Institute Certification Commission of the AH&LA, the Hospitality Industry Diversity Institute, the AH&LA Multicultural Advisory Council, the Accreditation Commission for Programs in Hospitality Administration, the Commission for Accreditation on Hospitality Management Programs, the AH&LA and AAHOA Education and Training Committees, the Council of Hotel, Restaurant and Institutional Educators (CHRIE), the International Hotel Show and the Certified Hotel Owner program for the Asian American Hotel Owners� Association.

Dr. John Hogan, CHA MHS CHE
[email protected]