Carol Verret Consulting
Carol Verret / January 2003
|Many General Managers and Directors
of Sales tell me that they establish sales goals for their sales teams
that are not being met. They indicate that they cannot seem to get their
sales people to develop new business and close it, despite the resources
that management is making available to them. The sales people are telling
me that they are not sure how to accomplish the things that they are being
asked to do.
There is no doubt that it is tough out there but the strong sales people will not only succeed but regard this as an opportunity to prove something to themselves and their management. Sales people with the ‘right stuff’ want to know how to develop their skills. The others spend their time figuring out why these things won’t and can’t work.
The skill set that made sales people successful during the boom years is not necessarily the skill set that will help them succeed during the tough times. When all that was required was to answer the phone, follow-up and book the business, the expectations were different. As a respected business associate put it so well, “What we had were farmers who harvested the field, what we need now are hunters to locate and close in on new business.”
Not everyone is capable of making the transition from ‘farmer’ to ‘hunter’. Some will pick up the tools of the new skill set and embrace the transition; others will simply not be capable of doing that. The onus is on management to ascertain who in their department will make the cut and how to hire those who have it in them to become hunters. It all goes back to having the right people in the right positions if you want to succeed.
In other words, it all boils down to the point of hire. General Managers who assumed their positions during the mid-nineties often don’t know what to look for in a potential candidate. Experience in the past is not necessarily a predictor of success in this economy.
The interview process can be very subjective. I have worked with sales people who were great people but clearly not suited to conducting an aggressive sales effort and uncomfortable with the process. It is unfortunate but those people are being set up to fail and it is not their fault – it was bad ‘hire’ for which management needs to take responsibility.
Here are a few steps that managers can take and tools that you can use
to make the best possible hiring decisions. They are not infallible but
can be predictors of success for hiring good sales people:
While the above are not the only things to consider, it is a good guideline to use in the interview process. Once you have hired a candidate, treat them well and give them the tools to do their job. Provide training and an orientation program to acquaint them with the property's operation. Have them spend time in each department (yes, include housekeeping and maintenance). The responsibility of hiring well is yours.
Once you have assembled an 'A' sales team, you will be positioned to increase market share and revenue.
Without a dynamic sales force, you are at the mercy of market trends,
not leading the market.
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|Also See:||Contingency Marketing Plan – War In Iraq! / Carol Verret / November 2002|
|Playing the Rate Game - Positioning -- Positioning -- Positioning! / Carol Verret / October 2002|
|The Rate Game - Playing to Win / Carol Verret / October 2002|
|The Challenge of Marketing Independent Boutique Hotels / Carol Verett / August 2002|
|Hotel Sales in a Limited Service Environment - The Rules Have Changed / Carol Verett / August 2002|
|The General Manager’s Role in Sales -Chief Marketing Officer of the Hotel / Carol Verret / April 2002|
|100% Market Share Penetration is Not Good Enough / Carol Verett / January 2002|
|The Key to REVPAR Recovery – New Business Development / Carol Verett / December 2001|
|Trash the 2002 Marketing Plan - And Just Start Over / Carol Verett / September 2001|
|How to Use Consultants Effectively – A View From the Other Side / Carol Verret / August 2001|
|How Soft Is Your Hotel's Economic Landing? / Carol Verret / Aprl 2001|
|The ‘Value Proposition’: Marketing Yourself to Prospective Employees / Carol Verret / January 2001|
|Generation Y: Motivating and Training a New Generation of Employees / Carol Verret / November 2000|
|Why Customer Service Seminars Don't Work / Carol Verret / October 2000|
|Creating a Culture of Customer Service / Carol Verret Consulting and Training / Sept 2000|
|FAT, DUMB AND HAPPY – The Seasonal Boom and Bust Cycle / Carol Verret / August 2000|
|Surf's Up - Ride the Wave or Miss the Boat -The Effective Use of Technology in Hotel Sales / Carol Verret / July 2000|
|Measuring Effectiveness of Hotel Sales Departments / Carol Verret / June 2000|
|Hotel Sales Training - The Need for Immediate Results / Carol Verret/ May 2000|