Palestra Bob Gilbert - CEO HSMAI
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Palestra Bob Gilbert - CEO HSMAI
- 1. Emerging Global Trends in Sales, Marketing & Revenue Management 1ª HSMAI STRATEGY CONFERENCE O encontro estratégico da hospitalidade 12 November, 2014
- 4. To grow business for hotels and their partners through sales, marketing and revenue optimization. 8
- 5. Global RevPAR % Change as of YTD September 2014 Europe € YE 13 YTD 14 +4.8% +8.1% Middle East YE 13 YTD 14 +6.8% +5.3% Asia Pacific YE 13 YTD 14 -4.1% -1.6% North America YE 13 YTD 14 +5.3% +7.7% South America YE 13 YTD 14 -1.9% +4.1% Central America YE 13 YTD 14 -2.2% +0.5% No Africa US$ YE 13 YTD 14 -10.3% +8.3%
- 6. Insights In Hotel Sales
- 7. • The nature of sales as we know it has changed • The bulk of transactions have gone online but that makes the higher touch and less transactional relationships more important 8
- 8. • Today customers want experts but they want them much later in the purchase decision making process • They have already consulted customer reviews, product analyses, and price comparison web sites and a myriad of other sources 8
- 9. This shift changes the sellers conversation completely 8
- 10. New facts: 1.We no longer control the sale; we no longer control information 2.Process approach based on past reality…can influence buy can’t form how buyer thinks 3.Buyer is more educated, engaged, knowledgeable, sophisticated, experiences.
- 11. SELLING METHODS Manipulation Control Consultation Collaboration Timeframe 1800 to present 1920’s to present Late 1960’s to present Late 1990’s to present Primary Approach Make the sale through any means even if premise is unethical, illegal or untrue Father knows best -- knowledge controlled by producer. To create needs Identify prospect/buyer needs; connect to benefits of product Solve problems; provide advice; work together Power Seller Seller Seller Buyer Role of Prospect or buyer To believe the impossible was true; to buy on faith To listen and learn; to imagine what could be if they owned/used xxx To seek advice, greater understanding of what the seller had to offer To take a broader perspective, find solutions to benefit organization Relationship Sporadic occurrences; emotional based Standardized interactions utilizing phone, conventions, drop-by, scheduled meetings, ads Salesperson as expert creating win-win situation for individual client Complex exchange of advice, solutions, ideas. Mutual benefit. Long- term. Sales Technique Bait and switch Pressure (peer, status) Product/service is the best way to solve the buyer’s problems. Hunters and gathers. Structured for efficiency. Demonstrate relationship between product benefits and buyer needs Integrated team approach to solving problems. Planning and analysis. Descriptors Snake oil salesman, used car salesman Schmooze, wine and dine, charisma Someone buyer likes to do business with Insight, buyer-oriented
- 12. Sales Professional Must Move Far Beyond Being a: 1.Helper 2.Assistant 3.Satisfier 4.Controller
- 13. Salesperson Insight into client Focus on situations Internal & external Reframe the discussion -Are buyers asking the right questions -What should they be concerned with? -Reveal needs they were unaware of The ART & Science of Selling: The Evolved SellThe Evolved Sell
- 14. Priorities of the modern sales professional 1. To be a strategic collaborator 2. To be a source of reliable analysis 3. To effectively manage demand to create value 4. To utilize a progressive development process
- 15. HSMAI Resources Certified in Hospitality Business Acumen (CHBA)
- 17. How are consumers changing the game in marketing & distribution? © Cindy Estis Green All rights reserved 17
- 20. Booking Brands and Stay Brands
- 21. Percentage of marketing dollars industry projected to spend this year on digital 45% Percentage of roomnights booked that come from the Internet 28% 7.1% Percentage of total room revenue independents spending on marketing Concern #1: Hoteliers Under-spending on Digital Marketing 90% Percentage of travel consumers planning travel online
- 22. Section One: Digital Marketing Impact Section Two: Strategy and Tactics - Hotel Website - SEO - Paid Advertising - Mobile - Email - Social Media - Public Relations - Local and Proximity - OTAs - Blogs - Review Sites - Audio Visual & Rich Media Section Three: Analytical, Productivity and Management Tools Components of Digital Marketing
- 23. Priorities for the modern marketing professional 1. Understand the customer decision matrix and landscape (online and offline) 2. All things digital – master digital marketing competencies 3. Integrated marketing: digital plus traditional advertising, public relations, & loyalty marketing
- 24. HSMAI Resources
- 25. HSMAI Resources
- 26. Insights In Revenue Management
- 27. Priorities for the modern RM professional 1. Find, build & retain talent 2. Enhance communication skills as analytics & insights need to be communicated to various stakeholders 3. Pricing (& channel) optimization across a wide variety of channels 4. Total revenue management
- 28. HSMAI Resources
- 29. So what does the future look like?
- 30. The DOSM (or DORM) of the future?
- 31. Success = Integration of all things on this action matrix
- 32. www.hsmai.org
Hinweis der Redaktion
- Source: Global performance review
- The salesperson inserts earlier in the process. Not reacting. Building a case based on client insight. This means the sales person understands the internal situations (new CEO, new policies) and external situations (new competitor, declining economy) challenging the client. Based on this the sales person is reframing the discussion. Rather than waiting for an RFP that most likely does not address the right questions, this sales person reveals what the client should be concerned with, what they are unaware of. IT is not about the features and benefits of the hotel but about what the reality of the client’s situation.
- Knowing how to read, relate to and act upon opportunity requires business acumen, customer insight, but it takes those abilities into a new realm of thought. Spotting the opportunity is but half of the equation. Acting quickly, decisively, appropriately is the other half. This requires knowledge (breathe and scope) of economic, organizational and strategic trends within industries. It requires that the sales professional have a finely honed perceptive ability to enhance the knowledge. Creating meaningful, value propositions is one of the most demanding challenges a sales professional will encounter. Having the wherewithal, the intellectual stamina and the fearlessness of thought are unusual skills for a sales professional to develop but frankly they are the stuff of success.
- A new class of brands in travel—the booking brands. This bifurcation of brands where booking brands are the “go-to” place for consumers has caused a steep rise in acq&ret costs.
- In 2013, hotels and resorts in the U.S. were projected to spend only 28 percent of their marketing dollars on digital advertising, even though 42% of room nights are coming from online bookings. Hoteliers many times depend on offline advertising and possibly are relying on momentum from the past with a lack of understanding that consumers have truly migrated to the online, mobile and social channels.
- It is a complex ecosystem that supports a hotel. Many actions have to happen and a coordinated plan is needed to achieve results. The guidepost is the set of metrics that drive the program so the disparate team that may be scattered across disciplines and at corp, regional and hotel level all point their efforts to “true north” which is net revenue growth. Once again, the plan generally has to extend well beyond the Price Optimization function of RM to achieve meaningful improvement in net revenue. Who coordinates it all? Who orchestrates all of these actions? It’s the emergence of the Rev Strategist function. (black diamond is directly responsible; hollow diamond is indirectly responsible)