Closely aligning an event facility's sales and conference planning department leads to improved production levels, an enhanced work environment and satisfied clients who return to the property for future events.  Yet in many hotel and resort facilities, sales and conference planning operate independently from one another, crossing paths only when the meeting is secured. 

Typically, it is the sales manager's responsibility for seeking out and booking meetings and conferences at their respective properties. 

Once the meeting is secured, the client is handed over to the conference planning department and the actual implementation begins.  The conference manager works side-by-side with the client from the initial planning stage through the actual event itself.  So in effect, it is the sales manager that brings the client to the property, but the conference planners are charged with ensuring that the client returns. 

This scenario delegates conference planners into strictly a details role.  The planner sets the room, coordinates the A/V, plans the menu, etc. but is not expected to or thought capable of selling the property.  This is a missed opportunity for generating new business.  It is the conference planner who is on the floor working with the client.  As a result, often the conference planner could possibly be more aware of any future needs, plans and budgets long before the sales manager has uncovered them. 

Opening the lines of communication between sales and conference planning benefits the bottom line, and the fact that the lines are open creates new opportunities for upselling.  A conference planner who has been involved in the sales process from the beginning will have a stronger understanding of the client's goals for the meeting.  For example, if the object of the meeting is teambuilding, then the conference planner could encourage participation in a ropes course, or other teambuilding exercise that the property could provide.

Creating programs that train conference planners in sales principles and involving them in the sales process encourages a closer working relationship between the two departments.  Conference planners need to be taught relationship building skills, which should no longer be strictly sales' domain.  The expectation is that all members of the team are responsible for gaining future business. 

When the conference planners exceed expectations it makes sales goals more attainable.  If the conference planner succeeds in forming lasting relationships, it frees the sales team to go out to cultivate new prospects.  This reason, if for no other, should be the motivator to encourage participation from both sides. 

In order to bridge the gap, the unification message must come from the top town.  Management must have confidence in the planner's ability to sell and contribute to the program.  People will only perform at levels which they are expected to perform. 

Conference planners will rise to the occasion if the expectations about their ability to cultivate and nourish relationships are high and confidence is evident. 

Fostering an attitude of oneness and an expectation that everyone will work together productively takes a great deal of commitment, time and dedication, since salespeople and planners often have differing personality traits.  Sales professionals typically are big picture thinkers and conference planners focus more on the details it will take to accomplish that big picture.  Conference planners live "in the day, for the day," while salespeople are constantly looking ahead, but both focus on what is best for the guest and achieving the client's goals.  A team-oriented approach provides the client with better value. 

All event facilities should implement strategies to ensure that conference managers are empowered to perceive themselves as more than glorified detail people and are promoting unification between the two departments.  To help promote unification, implement internal teambuilding programs and enroll conference planning in sales training courses.  Sales must involve conference planning from the first contact with the client, taking a conference planner along on site visit tours and familiarization trips.  Management must respect the talents and differences within the two departments knowing that it is the blending of the varied personalities that makes everyone ultimately successful. 

Tory Parks is director of sales & marketing for Benchmark Hospitality at Del Lago Resort, a 300-acre self-contained retreat nestled along the shores of Lake Conroe.   For additional information call 1-877-627-241. www.dellago.com