Be A Best Hotelier - Part 2.


Time Management Tips


Time Management Tips :Time management is a very important skill for professionals. With time management, they will be able to deal with a certain task with ease and avoid crushing pressures. This skill will also lead to increased productivity which could lead to a better career  But becoming a person with efficient time management skills is a lot easier said than done. You can set a schedule which seems to get things done on time. But one small problem will lead to another and before you know it, nothing has been done.

Consistency in Thinking Small: Time management could be very difficult if you are tackling a very large task. But they can be easily addressed if you create small stages so that each factor
that could contribute to the success of the task will be done on time. Thinking small will also provide you with a check point on how much you have completed so far.But trouble in time management can easily start in large tasks. Because there is a bigger target composed of small tasks, managers would often think ahead and focus on the end result rather than focusing on the task at hand. When the bigger picture overrides the smaller tasks, virtually nothing will be accomplished. Consistency is always the key to proper time management. Since the plan is already laid out, it is important to follow them to the last letter to ensure that the bigger task will be completed.


“It’s Already There so Finish It”:One of the common mistakes for employees and managers is to stop midway through the task. The reason why this would happen varies but among them is when they perceive the end result will not be according to original plan. Although this might sound a good reason, it’s a defeatist way of thinking. Giving up before ending the task will not only curtail productivity but will actually start a very bad habit. Eventually, every task assigned will no longer be ended appropriately since there is a perceived trouble in the end – even though they might not happen.But time management is not just controlling series of tasks until the goal. It is a commitment that should be followed to the end. Of course there could be troubles in the end but as an employee, what is important is that you have done something instead of stopping without doing anything.

Distinguishing Work Time to Free Time
:Another challenge to time management is when work and play overlap each other. Sure, there could be fun while working but playing at work will never help in finishing the assigned tasks. Playing can only distract and could lead to troubling on refocusing on the said tasks. Always distinguish the time that you should be working and you should be playing. By setting a free time, you’ll have a time where you can relax and get the pressure off so that you can go back fully recharged to face another task or to
continue and finish the assigned work.

How to increase Operating Results!!


A different market.., needs different management …..
Business is NOT as usual anymore and when you think it is, then you will have much less results then before. There is no magic to have better results than other Hotels/ Resorts but if you think you don’t have to adept and your staff can work as usual, your business will be by now in trouble!

Hotels/ Resorts, especially in Pakistan and other parts of the world are fighting for survival as declining demand, some areas over-supply and the current law & order and financial crisis has results that many Hotels/ Resorts have problems paying the bills and banks are not supportive to overcome this period.

Hotel owners ask me what should I do, how can I increase my occupation….? Old strategies don’t work anymore, most hotels have adept very slow on the online developments and especially those are hit very hard.
Most hotel owner solutions are, saving on the cost and where do we save?
You save on things that do not hurt immediately ….. as re-finance to long or middle term or new financers/ participants, JV, not replacing staff that leaves, marketing, stock etc.
Most of that helps temporary but you can’t keep doing it, for example; there is a moment you have to spend on marketing again or revenues go down for a long time!!
The best hotels saved and asking themselves… what now, cost down, revenues down and what now??? Revenue enhancement… and how we have to do that is the question!!
Improvements
Is it that many hotel managers became less creative during 1998 and 2007, business was doing well in general with the standard strategies, was management a little spoiled?
We have to increase, on all departments, the services and quality to standout!
  • Friendliness, cost nothing but it will guests forget little things that need improvement on your Resort or Hotel.  
  • Consciousness of the staff, they have to understand we have an alarming situation that we can overcome/beat! Keep the trust level, of staff, high and increase their motivation!
  • Communication is one of the keywords, to improve business, not management who knows it all and decides all… communication is the key. Communication between the owners and management, cards open on the table to receive input from many levels in the organization. Communication with your guests
  • Brand Hotels depend too much on the head office strategies and creativity, which were successful from 1998-2007 but reality shows, managers need to be more creative.
    You need top marketing/ sales management for that, do you have?
     You need flexible creative General Managers with new strategies! Do you have?  
  • Local marketing strategies can be very successful, finding niches in the local market a head office will never know! Alternative strategies and creative game plans are necessary!
  • Diversify your customer groups, hotels that only target elite customers, they really have to change their marketing attitude.
  • Reaching the goals of the company that’s what most brand managers do and that is not enough! Those management forget to go further. I maybe have to say, they were never motivated to go further! (maybe one of the reasons I never worked for brand hotels, they limit my creativity and quick solutions) Those manager are their more to please owners, career, instead of guests!!

Go by the corporate rules, and I am pretty sure those corporate Hotel groups created this mentality. I have to be honest in standard times it worked but now?? Personally as turn-around manager, I saw it coming and I waited for the correction in the market and then only, so to speak, the raisins in the porridge make profits.

  • It’s all about creativity and flexibility and not afraid to do things different, in a different market. To stand out, in quality, services and actions …..!
 Have a creative year!

19 Common Sales Errors and How to Avoid Them


According to management consultants, success is often the result of avoiding errors rather than merely making the smart moves.  That’s certainly true in Sales, where these 19 common errors keep cropping up, even among experienced sales reps.
This post not only describes each error, but also explains why each error is made, how it affects the customer and (most importantly) how to avoid making the error in the first place.
I honestly believe that this may be the most useful post I’ve ever added to this blog, so enjoy.

ERROR #1: Neglecting to Develop Sales Skills.
  • What you did: You never bothered to hone your basic selling skills, like rapport building, cold calling, closing, etc.
  • Why you did it: You were too busy with the day-to-day pressures of making your numbers to spend the time.
  • How it screwed you up: You’ve plateaued at a certain level of selling, and never fulfill your potential as sales professional.
  • What the prospect thought: “Gee, is this guy from the 1990’s or what??”
  • How to avoid a repeat: Ask a respected peer to monitor your sales interactions and provide advice about where you need work. Then schedule a regular time every week to work on those skills.
ERROR #2: Forgetting to Prime Your Pipeline.
  • What you did: You avoided lead generation, getting referrals, and cold calling.
  • Why you did it: When you’ve got plenty of prospects and customers, it seems like a waste of time to generate more opportunities.
  • How it screwed you up: When your current slate of clients ran out of steam, you had to hustle to build your pipeline… and experienced some lean weeks without commission while you do it.
  • What the prospect thought: “Why hasn’t that company gotten in touch with me.  I guess I’ll buy from somebody else.”
  • How to avoid a repeat: Schedule quality time for cold-calling and asking for referrals and other lead generation activities. Then execute those activities until you’re certain that you’ll have customers to work with… no matter what happens in the future
ERROR #3: Failing to Qualify Prospects.
  • What you did: You started a sales opportunity without first confirming that the customer was likely (or able) to buy.
  • Why you did it: You were so excited that the “customer” is willing to talk that you don’t want to burst your bubble by discovering that they’re not really a customer.
  • How it screwed you up: You spent days developing an “opportunity” that generated exactly zero revenue for your firm and zero commission for your wallet.
  • What the prospect thought: “Why is this guy still here?  Oh, well, I guess I’ll get him to do some free consulting for us.”
  • How to avoid a repeat: In the very early stages of the sales cycle, ask questions that will reveal if the prospect really needs what you’ve got to offer and (more importantly) has the money to buy.
ERROR #4: Proposing a Generic Solution.
  • What you did: You took a bunch of boilerplate material and threw together a solution that would probably work with any company in that industry.
  • Why you did it: You didn’t have the time to customize your presentation or solution, so you just proposed what you already had in hand.
  • How it screwed you up: The prospect will be less than enthusiastic (to say the least) when it become clear that the solution is just a cookie-cutter intended for anyone.
  • What the prospect thought: “Does this idiot really think I need a cookie-cutter solution?”
  • How to avoid a repeat: Don’t fool yourself into thinking that your generic solution will fill the bill for everyone. Instead, ask questions that uncover real customer needs, then build and present a solution that matches those needs
ERROR #5: Trying to Negotiate Too Soon.
  • What you did: You entered in discussions of price, delivery, etc. before you’ve secured agreement that a financial transaction is going to take place.
  • Why you did it: You wanted to close the deal as quickly as possible, but more quickly than was practical.
  • How it screwed you up: Rather than negotiating terms, you ended up in a price discussion. As a result, you got a lower price than you otherwise might have commanded.
  • What the prospect thought: “I’m not convinced that I should buy, so let’s see how low I can get him to go on the price!”
  • How to avoid a repeat: Before final negotiation, establish an overwhelming need for your product, and your product alone. Ace out the competition and leave no other option that can satisfy the customer’s requirements. 
ERROR #6. Not Learning Your Own Product.
  • What you did: You didn’t take the time to learn the ins and outs of your product set.
  • Why you did it: You figured that you could always check the specification (or call an engineer) later, once the customer was interested.
  • How it screwed you up: The customer knew more about your products (and your competition) than you, totally destroying your credibility and ability to add value.
  • What the prospect thought: “How dare that firm send a complete novice to sell to us!”
  • How to avoid a repeat: When they have product training at the quarterly sales meeting, actually attend the training course — without a hangover from the previous night’s partying. Before calling on the customer, review the products that might interest him. Have all the spec sheets and information to hand (either online or in your briefcase), just in case.
ERROR #7. Not Learning About the Customer’s Industry.
  • What you did: You didn’t bother to research the basics of the customer’s industry.
  • Why you did it: You probably figured that one industry is pretty much like another, so why bother learning the details.
  • How it screwed you up: The customer realized that your experience wasn’t really applicable to his industry, thereby putting you into the “also-ran” category.
  • What the prospect thought: “Doesn’t this guy realize that we have unique needs?”
  • How to avoid a repeat: Prior to meeting with any customer, dig around on the Internet to find analyst reports and news articles about the industry. Find out the major players, the major firms, and the major concerns. Take notes, so that you don’t have to do it all over again next time you call on a similar customer.
ERROR #8: Not Understanding Basic Business Principles.
  • What you did: You revealed your ignorance of basic business and accounting.
  • Why you did it: Uhhh… Because you are ignorant about basic business and accounting.
  • How it screwed you up: Your lack of knowledge seriously limited your ability to add value. You couldn’t talk intelligently about ROI or how your offerings would impact the customer’s bottom line.
  • What the prospect thought: “Why is this guy in sales?”
  • How to avoid a repeat: Go to your local college or community college and enroll in a basic business course. Find out how to read a financial report, how understand an annual report, and how to calculate ROI. You don’t need an MBA degree to sell, but you do need to know what you’re talking about.

ERROR #9: Letting the Ball Drop.
  • What you did: Like millions of sales pros before you, you simply didn’t do what it takes to close the deal.
  • Why you did it: Probably you were working too many accounts and too many deals.
  • How it screwed you up: While you may have made some sales elsewhere, this lost opportunity means lower revenue for your company, and a loss in your reputation, both with your management and with your erstwhile prospects.
  • What the prospect thought: “What the heck ever happened to that sales guy??”
  • How to avoid a repeat: It’s all a matter of organization. Spend a half hour EVERY MORNING to structure your day. Schedule time so that you’re 100 sure that you can return ALL your calls promptly. If you discover that you’re swamped, hand some of your accounts to somebody else.
ERROR #10: Talking too much.
  • What you did: You nattered on and on about your company and its offerings.
  • Why you did it: You wanted to make the sale so badly that you tried too hard.
  • How it screwed you up: You didn’t find out what you really needed to know in order to close the deal.
  • What the prospect thought: “My Lord, this guy loves the sound of his own voice.”
  • How to avoid a repeat: Get “centered” before your next sales call. During your conversation with the customer, focus your intent on customer: words, gestures, tonality and context. Don’t think about what you’re going to say next. Listen, then respond, then ask another question.
ERROR #11: Asking obvious questions.
  • What you did: You asked lots of questions that you could have easily have answered by searching on the Internet.
  • Why you did it: You figured you could wing it without laying the groundwork.
  • How it screwed you up: You ended up wasting valuable time with the customer.
  • What the prospect thought: “For cryin’ out loud, doesn’t this guy know we have a website?”
  • How to avoid a repeat: Research the customer thoroughly before your first important meeting. Continue to research throughout the cycle, as you learn more about the customer.
ERROR #12: Ignoring the Competition.
  • What you did: You never discovered who else was selling to the account.
  • Why you did it: You were so excited at the opportunity, you didn’t want to look too hard at something that might scuttle it.
  • How it screwed you up: The competitor outmaneuvered you by getting the inside track for his proposal.
  • What the prospect thought: “Why is he still calling me?”
  • How to avoid a repeat: Always ask who else is calling on a prospect. Figure out their sales strategy based upon whom they’re calling upon. Come up with a plan to counter the competitor’s move to keep the playing field level.
ERROR #13: Forgetting to Actually Sell.
  • What you did: You got so into “relationship building” that you never moved the sales forward.
  • Why you did it: You found it easier to make a new friend than to take the risks involved in developing and closing the account.
  • How it screwed you up: You were afraid to put the friendship at risk, so you never got up the gumption to close the deal.
  • What the prospect thought: “Gosh, what a nice guy!”
  • How to avoid a repeat: Remember that the best way to build a long-term SALES relationship is to sell to the customer, early and frequently. Put rapport-building activities into a business context, so that you become business allies rather than bosom buddies.

ERROR #14: Failing to Find Out How The Customer Buys.
  • What you did: You didn’t discover anything about that customer’s unique buying process.
  • Why you did it: You were focused on your sales process — how you thought the sale was supposed to going — rather than on the customer’s buying process.
  • How it screwed you up: You ended up dealing with inexplicable delays as the customer took actions that were outside your understanding. You pushed for decisions when the time wasn’t ripe. Ultimately, you didn’t take the steps you needed to take in order to clinch the deal.
  • What the prospect thought: “This guy is really pushy.”
  • How to avoid a repeat: Gently ask and discover how the customer buys. Then adjust your sales process so that it matches the buying process. Take the steps that help the customer move to the next stage in their buying process.
ERROR #15: Missing a Big Change in a Customer Account
  • What you did: You believed the deal would go through, even though the customer’s environment was changing.
  • Why you did it: You were hoping that the big layoff/restructure/acquisition (or whatever) wouldn’t make a difference.
  • How it screwed you up: Your sponsors and contacts lost power (or even their jobs) in the big shakeup, leaving you without the leverage to move the sale forward.
  • What the prospect thought: “I wonder if I can get a job working in his firm.”
  • How to avoid a repeat: As soon as you discover there are big changes in the works, increase your focus on the account. Offer to help during the transition. Make more calls to your contacts. Find out who’s benefiting from the change (there’s always somebody). Move quickly to shore up your position and build enough connections so that the deal will remain alive, regardless of what happens.
ERROR #16: Delaying Too Long to Close.
  • What you did: You avoided closing the deal, even though the prospect was sending signals that it was time to close.
  • Why you did it: You were afraid the answer will be “no” and wanted to avoid that horrible feeling of losing the deal.
  • How it screwed you up: Because you missed the right point to close, the deal may have slipped away.  Other priorities and roadblocks emerged, making it harder (and perhaps impossible) to close the deal.
  • What the prospect thought: “Maybe there’s something wrong with this deal, because it’s almost like this guy doesn’t want to sell it to me.  Maybe I should look elsewhere…”
  • How to avoid a repeat: Throughout the sales cycle, position for the close by confirming that the discussions are on target. When there are no substantive issues left to address, make a final check for agreement and then ask for the business. Just do it.
ERROR #17: Continuing to Sell After Closing.
  • What you did: You kept talking and selling, even though the customer already say that he was going to buy.
  • Why you did it: You were so certain that the customer would say “NO!” that you didn’t hear the “YES!” when it happened.
  • How it screwed you up: Best case, you ended up offering discounts and perks that will degrade the profitability of the deal. Worst case, you accidentally surfaced objections that scuttled the deal.
  • What the prospect thought: “Man, this guy must really love the sound of his voice… just a second, did he just offer me a 10% discount????”
  • How to avoid a repeat: Remember that selling is mostly about listening, not talking.  When you get a “yes,” stop talking, smile, and take the order. It’s that simple.


ERROR #18: Failing to Follow-up After a Sale.
  • What you did: You never bothered to check on the customer to make certain that they were delighted with the purchase.
  • Why you did it: You had moved on to other opportunities and felt that you shouldn’t be bothered with last week’s news.
  • How it screwed you up: You pretty much screwed up that relationship and at the same time damaged your reputation in that industry. Word gets around.
  • What the prospect thought: “All this jerk cares about is making sale..”
  • How to avoid a repeat: After each sale closes, schedule a series of follow-up phone calls and email to check on the customer’s status.
ERROR #19: Failing to build long-term relationships.
  • What you did: You focused on closing business, regardless of what your customers really needed.
  • Why you did it: You were so focused on yourself that you dehumanized the customer into a way to make your quota.
  • How it screwed you up: Long term, you’re committing career suicide.  The easiest customers are always repeat customers. Because you’re not building relationship, you’ll be constantly be building your pipeline from scratch, which means more work for less money.
  • What the prospect thought: “I never want to see this idiot in my office again.”
  • How to avoid a repeat: Think of selling as a way to help people, and to change the world for the better. Honor your customers and your relationships, just as you honor your friends and family.

Important aspects of a career shift

Many people realize that they have chosen the wrong career in their life and as soon as they are aware of their mistake, they want to change their career. However, altering your entire career path after you have been working in a field for years is not an easy task. You have to consider the problems which might arise when you decide to switch from one career to another. It might turn out to be a bad move as many people do not get settled into a new career so easily.
The problem with starting a new career is that you have to begin from the very first step and work your way to the top. For someone who has been working for years in an organization and has climbed the ladder to a certain extent, doing it all again can be scary. Not only that, since you have to start at the bottom you might also have to report to someone who is considerably younger than you are and that can be difficult for some people to deal with. 
A career change is not only a big change in your professional life; it also requires you to make some changes in your lifestyle to adjust to the new career. There are many people who are too scared to change their career paths and never try but there are also those who change the career but then revert back after a few months.  The main reason is that changing you career can be difficult and scary at the same time. Given below are some tried and tested ways to help you in starting a new career successfully and have a rewarding experience.
Plan Carefully And Meticulously:
The most important aspect of a career change is to make sure that you are taking the right step. Of course there might be some reservations and fears but you need to be sure that you have done all that was possible to make it successful. Before you leap to any job opportunity you need to consider some important things.  Decide whether you want an entire career change or a minor career shift, or maybe you need to change the industry or sector you are currently working in.
When you make specific plans, the change in the career path will be less scary. You must try to find out as much as possible regarding the career option you are leaning towards. For instance you need to know the number of average working hours in that career, any kind of special training that you’ll need to excel  in that field etc.
Discuss Your Plans With Others:
It always helps to talk to someone who has gone through a similar phase in his or her life and by sharing experiences you can learn a lot. Moreover you can learn from the mistakes they made and make sure that you avoid them when you make a career shift. You need to talk to people who have recently made a significant change in their career paths and are happy with their decision.  They can provide you with a lot of relevant information and motivate you to make the right decision. Even if you cannot find someone who has changed his career recently in your circle, you can always go to online forums and discuss your hopes and fears with people who have been through this rough patch.
Know What You Want:
One thing you need to know is that changing your career is not a simple task. You cannot change your entire career path every few years so it is important to make sure that you are choosing a career where your heart lies. Think about what you want from life, what you want to do in life and how you want your professional career to evolve. Finding an answer to all these questions will help you in making the right decision.
Technical Training:
When you have decided on a career change, you need to make sure that you are capable of joining that industry and perform well. If you need educational or technical training to join an industry, make sure that you get it before making the career shift as you need to be ready to take on challenges at the new job with the latest skills you have acquired.
Get In Touch With Your Network:
Networking is one of the most important tools when you are looking for a job and especially when you have made a career shift. Over the years, we make many contacts working at different places and hence the bigger the network gets, the higher are the chances that you will get a job successfully. Moreover, since you are new to the industry, a strong network can help you a lot in getting to know the basics of the industry and how it works.
Look At The Bigger Picture:
When you make a career change it is extremely important to see the long term effects of the move and evaluate how it will affect your professional life. Your career shift should help you in achieving your professional goals and evolve into a much better professional in the long run. Just looking to the short term benefits can hinder your growth as a professional and result in job related frustrations as well.

Restaurant etiquette and manners:


The article gives advice on etiquettes and manners in getting great service in a restaurant, from booking the best table, to handling the maitre d', and even the chef, waiters and waitresses with courtesy and charm

What are the secrets of those restaurant patrons who always seem to jump the queue, and be led straight to the best table in the house? How do they get such great service, while others have to wait an age for their meal, which, when it arrives, is only half-cooked or barely even warm? There are ways to maximize your chances of becoming one of those regular customers whoThink ahead
Even the most obliging maitre d' is needlessly stressed by last-minute bookings. Try and get into the habit of giving your favourite restaurant plenty of notice when calling to book a table. When you make the call, introduce yourself, let them know that you've been to the restaurant several times, and find both the food and the service superb. You'd be surprised at how few people bother to do this. Everyone blossoms in the presence of a little praise - even a hardened maitre d' - so don't be afraid to offer some sincere and credible compliments.
Once you've established a sense of rapport over the phone, briefly explain the nature of the evening which you'd like the restaurant to host. Is it a birthday dinner, a surprise reunion, a meet-the-parents event? Let the maitre d' know something about the personal side of the evening, and how important it is that everything go smoothly.
Having set the scene, elicit his advice on the best place to sit. Too many patrons call and aggressively demand "the best table", only to find when they arrive they've been seated right next to the bathroom or a noisy kitchen. Involve the maitre d' in your situation, and he is much more likely to be willing to accommodate you.
On arrival
It is absolutely essential that you arrive looking like you are accustomed to receiving good service. If you know you're looking your best, you'll be more confident and outgoing. A polished appearance lets the staff know that you're a successful person who demands to be treated with respect. What you wear will, of course, depend on the formality of the restaurant and where you're going afterwards, but a good rule of thumb is to overdress rather than underdress.
Make sure that you greet the maitre d' warmly, introduce yourself, and remind him that you spoke to him on the phone about your requirements for the evening. Tell him again that you deliberately chose his restaurant as the venue for the evening because you've been here before, and were impressed with the quality of the food and the service.
Ask him if he managed to secure that table you talked about, and when he leads you towards the perfect table, be gracious and warm, but don't grovel. Remember that restaurant staff will only give you good service if they respect you, not if they feel sorry for you.
Handling waiters and waitresses
Once you're seated at the table of your choice, you must be ready to deal with the next level of restaurant staff: the waiters and waitresses. Again, by far the most productive approach is to be warm and charming. When the waiter approaches, look him in the eye, smile and ask how he's doing.
Listen to his recommendations, feel free to ask questions about the food or wine, and thank him for his help. Let him know if you had the veal last time and it was out of this world. Thank him every time he brings something to the table. Remember, waiters have a difficult job and deserve your respect and courtesy.
If you're being polite and pleasant to serve, you also have a greater chance of resolving any potential complaints that may arise. Say you've ordered three dishes and there are only two on the table. If you ask your new friend the waiter if he would mind checking on where the third one is, it's highly likely you'll find it steaming on the table within about a minute, accompanied by a polite apology for the delay.
However, if you've spoken dismissively to the waiter and have barely made eye contact, any little mistakes or delays are certain to take much longer to straighten out. In this scenario, the waiter doesn't care about giving you good service, because you've treated him as your inferior.
There's also an etiquette for leaving the restaurant. It goes without saying that a generous tip is essential. But make a point of thanking your waiter for the excellent service too. The phrase "send my compliments to the chef" is NOT a corny cliche, but an urbane way of making sure that everyone involved in your pleasant evening gets the thanks they deserve.
Naturally, you must also let the maitre d' know that you had a wonderful time, and acknowledge the part he played in the success of your evening. Tell him you'll be back soon for more of the wonderful food and service.
If you make such a charming exit, it's highly likely that you'll be seated at the table of your choice and be given excellent service every time you visit this restaurant are welcomed with open arms.

SALES OFFICE?

SUBJECT: THE SALES OFFICE
Purpose
It is very important to have an office, which provides all means for efficient work. The sales office must be:
In a good location, well equipped for the daily office work. Equipped with up-to-date communication facilities, direct telephone lines, if possible. Equipped with Professional tools, such as charts, photographs, visitors corner, if possible.
Filing System
The most important basic instrument for a sales office is a well-organized filing system. For all correspondence, memos, telexes, contracts notes and files have to be kept up-to-date.
A good trace file reminds the sales manger that certain follow-ups must be made on certain dates.
There are several ways of setting up trace files-with separators on the database or with monthly day-by-day separated desk files or desk calendars.
The first thing to do in the morning for a Sales Manager is to check the trace file as accurate timing is of tremendous importance for successful selling.
Centralized filing system must be established in the office.
Database
The backbone of any sales department is a good, accurate and up-to-date database. To effectively contact the potential accounts on time, there must be sufficient information available.
The following basic information must be indicated on the database:
Company Name
Address (P.O.Box, Address, Street, City, District, Province, Country) Location,Telephone Number
Fax
E-mail
Website
Name of the manager, Title
Name of the person taking care of booking, title
Indication of potential
A Excellent
B Good
C Fair
D Poor
Call Frequency
After each visit, the following information must be entered:
Date of visit
Initials of visiting sales person
Name of person contacted
Results of the call
Any account worth being visited at least twice a year, should have a data entry.
Reference Library:
In the sales office, a reference library should be available and contain at least the following items:
Basic information on business houses (Directory of the Chamber of Commerce, lists of industries, association rosters diplomatic corps directory)
A list of travel agencies national and worldwide, Maps of the city
A complete set of rate sheets, brochures, menus, house magazines, etc., of our hotels and of the competition
Subscriptions:
The Sales Department should subscribe to certain publications that contain information about the market. A careful study of these is essential:
The local newspaper, if any, the national newspaper and magazines
Travel trade publications, both national and international Conference trade publications, both national and international.
Memberships:
It is of great value for a Sales Manager to join certain businesses and social organizations that can bring close contact with important people.
Printed Material:
All promotional material which is used in sales should be ordered sent through the General Manager of the respective hotels.

FEW PRINCIPLES FOR MANAGEMENT?

Lets have a look at few principles, if applied for management? 
Few of the principles that if have used successfully, see how they might apply to Management:
Shape. By getting a good read on the edges of things, they can better focus the viewer’s attention. In management, figure and ground can help you separate the real issues from the red herrings. What’s the problem we’re trying to solve?
Where do we draw the edges of our business? How can we separate ourselves from the competition?
 Line. A line is a simple device to connect one thing with another, to lead a viewer’s eye, a listener’s ear, or a reader’s thoughts from point A to point B. It creates a sense of trajectory (Noun) that suggests motion. Where is our company headed? How do our products and services connect?
 What does this year’s performance say about next year’s? If the connections among decisions, products, and events are not clearly delineated, your sense of aesthetics will reveal the problem before the market does.
 Texture. In all forms of art, texture is used to organize complexity and add depth. Texture is a fact of life, for better or worse, in every company. How can we thread together our businesses, processes, brands, products, features, and communications to create a tapestry instead of a train wreck? How can we organize complexity to give it resonance?
 Scale. Every one knows that large scale is the shortcut to shattering power.
But scale can also mean small scale. How big must our business be to beat the competition and serve our customers?
 Where should we upscale? Where should we downscale? What are we doing today that, by increasing our investment in it, would give us a competitive edge or a decisive victory?
 Proportion. The principle of proportion weighs the relationship of one element to another. Artists of all kinds grapple with this issue, but so do business leaders. It’s a question of balance.
 How should the various parts of our business relate to each other? When is it strategically sound to be out of balance? How do we know if we’re investing the right amounts in the right innovations?
 When we make a decision, how should we give weight to conflicting concerns so we don’t throw the baby out with the bath water? By developing a corporate sense of proportion, these judgments get easier.
 Variety. With large scale artworks, it’s variety that holds people’s interest. In time-based experiences, this also implies pacing. Variety in systems performs a different function. It gives the system enough complexity to correct itself and stay healthy.
 How can variety help us create a culture of perpetual innovation? How can we use it to spread our exposure to risk? How can we use pacing to keep our customers on the edge of their seats, wondering what delights we’ll prepare for them next?
 Rhythm. Of course, rhythm is essential in music. But it crosses over into other art forms as well. “Rhythm of innovation” to restore the company to its former glory.
What kind of rhythm is right for our company?
When should we release our new products? How should we change speeds to harness a good economy? A bad economy?
 Depth. Yet the principle of depth can be applied with equal success to businesses and brands. The diagram opposite shows how each part of the business, from the internal vision to the external brand, can operate at multiple levels of understanding. Are we communicating our mission and message to every audience? How about our product stories? Do they resonate across regions, segments, and cultures?
 Harmony. Harmony is based on the principle of synergy, or how the parts work together to do more than they could do separately. In music, it might be how the notes sound together. In cuisine, how the flavours taste together. In business, it’s how people work together. How can we achieve synergy among functions, departments, and divisions?
 How can we remove dissonance and emphasize alignment? How can we get a complex organization to execute a simple idea?
 Contrast. In business, cash is king. In aesthetics, it’s contrast. It’s contrast that makes art both emotional and memorable. When a company creates vivid differentiation between itself and its competitors, it’s using the principle of contrast.
 How can we increase the contrast between our brand and those of our competitors? How can we design our products and services so they stand out in a crowded marketplace? How can we make sure that our communications hook into in people’s minds?
 I could go on, but that’s another manifesto. Suffice it to say that the best management decisions are also aesthetic decisions: They satisfy our deep intuitive sense of what’s right, what’s good, and what’s beautiful.
 Aesthetics serve as a compass to keep you from getting lost as you design the way forward. What is good design? This is the question that has haunted the design community for decades. Whenever the conversation comes up, the “eye of the beholder” argument shuts it down.
 Someone says that good design is design that “works,” and someone else adds that the arbiter of “what works” is the individual user. At this point everyone nods and the conversation ends. But the question is never fully put to rest.
 I believe there’s a more universal answer. It’s this:
 Good design does not depend so much on the eye of the beholder, but on a combination of aesthetics and ethics. Good design is design that exhibits virtues.
 What virtues? You know good old human virtues like generosity, courage, diligence, honesty, substance, clarity, curiosity, thriftiness, helpfulness, and wit. By contrast, bad design exhibits human vices like selfishness, fear, laziness, deceit, pettiness, confusion, apathy, wastefulness, harmfulness, and stupidity.
 In other words, we want the same things from design that we want from our fellow humans. When we combine ethical virtues with aesthetic virtues, we get good design.
 Good design does not depend so much on the eye of the beholder, but on a combination of aesthetics and ethics. Good design is design that exhibits virtues.
 Soul, like beauty, is one of those evanescent qualities that disappear under the microscope, but it’s clearly visible when you meet it on the street,business tradition that overvalues narrow, short-term success, and undervalues broad, long-term success. Spreadsheet management has only led to resentful customers, dispirited employees, and a divided society.

Why would this change? Because it has to. In an era when customers are not only omnipotent but omniscient, when over-production leads to an ecological box canyon, a selfish focus on the bottom line is bad design.
 Good design, in contrast, is a new management model that deliberately includes a moral dimension. It’s a model that not only serves shareholders but employees, customers, partners, and communities.

12 SALES MISTAKES?

THE 12 Sales Mistakes and How to Avoid Them?
1-Not being Obsessed, You must like what you are doing for a living-selling-enough to become obsessed with it.
2-Not Listen to the Prospects, You must let the prospect speak about him or herself the information you will receive is invaluable
3-Not Empathizing with the Prospect put yourself in the prospect’s shoes, you will understand how to sell to the person better.
4-Seeing the Prospect as an Adversary, The Prospect is not an enemy, the Prospect is your Finance.
5-Getting Distracted, by giving the prospect all your attention, you will, in turn, win the prospect’s undivided attention
6-Not Taking Notes, Taking proper notes will help you keep the prospect’s needs in mind and improve your presentation
7-Failing to Follow Up,When was the last time you wrote a thank you letter after your first meeting with a prospect?
8-Not Keeping in Contact with Past,Clients This ties in neatly with 7, of Course, where are talked about keeping in touch with prospects and current Costumers by mail.
9-Not Planning the Day Effectively, Think for a moment about Mistake # 1; it has relevance here. You must be absolutely dedicated to getting the very Most out of your day.
10-Not looking your Best, When it comes to work, stay away from any piece of clothing that doesn’t instantly communicate your status as an Intelligent, organized Professional.
11-Not Keeping Sales Tools Organized Your Professional Image, as we’ve seen, depends to a large degree on your Personal Appearance. However, you should keep in mind that it depends on your tools as well.
12-Not Taking the Prospect’s Point of View Get to know your Product or Service thoroughly, isolating how it helps people.

How to Set Goals That Will Make You Rich

These 7 steps to goal setting will help you achieve anything you put your mind to.
1. Long term goals in all 4 major areas of your life.
The 4 areas are Family, Health, Career and Finance. You need goals in all areas.
Start by setting your long term goals.
To do this, imagine your life as perfect, as if you already had the perfect family situation, were in perfect shape, had your dream career and had accomplished your financial goals.

Write down those long term goals.
2. Short term goals in all 4 major areas of your life.
A short term goal is like a milestone on your way to greatness; generally they are about 1 year down the line and help you follow your progress on your long term goals.
Make sure the short term goals motivate you to work hard on their completion.

Write down your short term goals.
3. Deadlines
Set deadlines for each goal. By what date do you want to have completed your goals.

4. Measurable
It’s important that all your goals can be measured. You need to know when you have succeeded. For example don’t write “I want a lot of money” instead set an exact figure “I want to have 5 million dollars”.

5. Write your goals in the positive, present tense and add your deadline.
Write down your goals as if you had already completed them. In other words “I have 5 million dollars” instead of “I want 5 million dollars” and then add the deadline. “I have 5 million dollars by the 31 of December 2014.”

This activates your subconscious mind to start pulling events and opportunities to you. It also helps you follow your progress and gives you a definite target.
6. Make plans for your goals completion
Write down how you plan on completing each goal.
For example:
“I have 5 million dollars by the 31 of December 2014. I have made this money by selling a company that does this and this and sells that. I will first start the company as a part time job until I have enough customers to move over full time, from there I will ….” and so on until you have a comprehensive plan for its completion..

You will not get your plans right the first time.
You will fail, what is important is that you learn from your failure and use it to succeed.
To succeed you need to fail, there are lessons you need to learn. What is important is that you believe that you will succeed. The only thing that needs to be changed is your plan.

Each time you fail, go back to your plan, use the knowledge you have acquired from your mistakes and make a new plan to take action on.
7. Put the paper somewhere you will see it every day.
Either tape it to your bathroom mirror or put it beside your bed. What is important is that you read it every morning and evening.

Conclusion
By setting goals in this fashion you will start making them a reality.By clearly stating your goals you will be following the same methodology as some of the richest men alive.

Your future is out there, just go and get it.

Energy conservation measures for Hotel Industry - DO’S AND DONT’S

FOOD & BEVERAGE DEPARTMENT

This department consumes approximately 25% of the total energy cost so the opportunities to reduce
energy consumption in this area are excellent. Some helpful guidelines are given below.

A. FOOD PREPARATION - KITCHEN
01. Determine the preheating time for ovens, grills, boilers, fryers & other cooking equipments. Generally speaking 10 to 20 minutes should be sufficient.
02. When preheating ovens, set thermostat at the desired temperature. Ensure thermostat controls are operating the properly.
03. Determine cooking capacity of ovens; use smaller or more energy efficient oven when possible.
04. Use additional fry units, boilers, oven etc. only for peak business hours.
05. Load & unload ovens quickly. If an oven door is kept open for a second, it losses about 1% of its heat.
06. Cover pots & panswitch lids while cooking.
07. Turn off cooking & heating units that are not needed.
08. Oven should not be opened during operation. Food will cook faster and lose less moisture if oven is kept closed.
09. Frozen food should be thawed in refrigerators. It will thaw easily & reduce power demand on the refrigerator.
10. When using gas range for full heat condition, the tip of the flame should just touch the bottom of the pan or kettle. Yellow flame is the indication of inefficient, incomplete combustion and wastage of gas. Clean burners, pilot light regularly. If flames are still yellow, have gas-air mixture adjusted.
11. A blue flame with a distinct inner cone is best. Flame should never flout but should just wipe the surface. Adjust flame until it is entirely blue.
12. Thoroughly clean pot & pans to ensure there is no carbon build up at the bottom.
13. Placing foil under range burners & griddles will improve the operational efficiency.
14. Fryers need to be cleaned & oil filtered at least once a day.
15. Cooking rang burners should always be smaller than the kettle or pot place on it.
16. Have broken door hinges and cracks of oven doors attended to immediately.
17. Turn off Rotary Toaster when not in use. Use pop up toasters on lean timings.
18. Shut off steam Heater on dishwasher when dishwasher in not in use.
19. Use hot water only when necessary.
20 In pot washing area fill sink for washing utensils instead of running water.
21. Cleaning should be done during day hours if possible. Do not use dishwasher till full load of soiled dishes is available.
22. Turn off lights in the walk – in refrigerators and freezers when not required. Lights not only waste energy but add load to the box.
23. Close tightly all walk-in doors after operating them.
24. Allow hot foods to air cool before placing in refrigerators.
25. Do not store items in front of the refrigerant coils or fans in a manner that restricts air circulation.
26. Fully stored refrigerators and walk-ins use energy more efficiently than partially stored ones.
27. Be sure foods requiring refrigeration are promptly placed in storage after delivery.
28. Turn off supply and exhaust fans in kitchens stores etc. when areas are not in use.
29. Report and leakage of gas immediately.
30. Keep records of all break down of equipments to find out accident prone/uneconomical equipment.
31. Turn on equipment only as needed. Make sure they are turn off at night.
32. Carefully follow instructions in the users guide for all equipments.
33. Keep equipment and door seals clean and free of debris to prevent energy waste.
34. Reduce peak loading. Your electrical bill is determined by two factors:-
(a) demand charge (if applicable)
(b) total consumption in kWh

1 You may achieve this by:-
(a) Intensive cooking such as baking and roasting during non-peak demand hours.
(b) Use minimum number of electric appliances at a time. Stager their operation.
(c) Try to use electrical appliances between 6 AM to 10 AM or after mid night if possible.
35. Equipment should be turned on at specific time to a specific temperature and turned off at times hen not needed. A 10-15 minutes preheat period is requires only 7 to 15 minutes for pre-heating.
36. Clean heating elements at least weakly. This may even be done daily if you do high volume frying.
37. Cooking foods in least volume possible for most economic use of energy.
38 If keeping electric burner on for shorter period is inevitable, when they are not in actual use keep the temperature low until you are ready to cook. This will even prolong the life of burner besides conserving energy.
39. Avoid to turn on gas burners until you are ready to cook.
40. If possible, fill cooking vessels according to capacity. Large cooking vessel if used for cooking lesser quantity of food will consume more energy.
41. Use flat bottom pots and pans for maximum heat transfer.
42. Group kettles and pots on close top ranges.
43. Turn down heat as soon as food begins to boil and maintain liquids at simmer.
44. Clear boil overs and spill overs promptly to avoid build up of carbon deposits which will effect the efficiency of equipment adversely.
45. Always try to use roasting and baking oven to full capacity for maximum utilization of heat. If possible wait till oven is loaded upto its optimum capacity prior to switching on.
46. Regular & prompt cleaning of rotary toaster saves energy.
47. Avoid frequent opening of refrigerator doors. Door opening if planned, saves energy.
48. Do not allow frosting on refrigerator coils to save energy.
49. Close & preferably lock ice cuber bins after removing ice for use.
50. Using hot water for cooking consumes less energy as compared to cold water.
51. Switching off heater when cooking is over, not only saves energy it is safer as well.
52. Do not use dishwasher until you have sufficient load

B. BANQUETS
01. While air conditioning is on, try to avoid using candles on the table. They add a tremendous heat load.
02. When renting a space for function try to fit the space to the size of function. Do not rent a 300 person ball room to 50 people even if the room can be divided. Remembers you are spending almost same on air conditioner of the space.
03. When setting up for a function, make certain that heating, cooling and lighting are off until ½ hour to 1 hour before function starts. Turn off systems as soon as the function is over. In fact, air conditioning can be turned off even ½ hours before function finishes. Air conditioning effect will stay for ½ hour.
04. If you have a choice, try to avoid function that requires the addition of many spotlight or other heat producing equipment.
05. Assign an individual responsible for turning lights on and off.
06. Keep the light off whenever any function area is vacant or unoccupied.
07. While Air-conditioning is on ensure that all doors and windows are properly closed.
08. During winter season try to use outside air for cooling.
09. Review lighting levels and prepare new standard lamping plans for meetings rooms to reduce unnecessary wastage of energy.

C. RESTAURANTS

01. Reschedule cleaning of are during day light hours.
02. Avoid using electrical light while setting the table whenever possible.
03. Turn off air-conditioning ½ hour prior to closing the restaurant.
04. Keep wall and ceiling properly cleaned for better light reflection.
05. Turn off lights when not needed.
06. Review lighting level to provide minimum acceptable lighting level in all food service area.

2 FRONT OFFICE AND LOBBY MANAGERS
01. Front office can play an important role in energy conservation. When occupancy in unfortunately not high, front office should rent room by virtue of their location. In summer, rooms on the east or north sides of the building will be cooler. Also, corner rooms with two outside exposures will be warmer. Rooms close to heat source should also be avoided if possible. This would certainly help reduce air conditioning load and result in saving of energy.
02. Front office should make sure that the rooms which are not to be rented out during lean period are not air conditioned or ventilated unnecessarily. If any one of these is to be rented. out, air conditioning or ventilation can be started ½ hour before the guest moves in.
03. Lower all lighting levels during late night and day light hours. Turn off all lights in offices when these are closed.
04. If possible, instruct shopkeepers to reduce the amount of shop and display lighting. Although, in most cases, shopkeepers do pay for their electric consumption, the lighting load still affects hotels cooling systems.
05. Lobby, managers should ensure that Lobby Main Entrance doors are not unduly kept opened. A door opening will result in ingress of heat from outside and adversely effect air conditioning.
06. Lobby Managers, in course of their duty, do take rounds of the property. They on their rounds, should ensure that no unnecessary lights or water tape are left ON by careless staff.
07. During day light hours reduce electric lighting load in Lobby etc. to minimum to make full use of natural light.
08. During low occupancy period try to block complete floor. If this is not practicable, attempt should be made to block as far as possible total wings of individual floor.
09. As soon as guest checks out, Front office should inform Housekeeping so that all lights of the vacant room is switched off at the earliest.
10. Report broken windowpanes to stop ingress of air.
11. Inspect public toilets periodically and report leading W.C. and faucets top stop water unnecessary
illumination.

HOUSE KEEPING DEAPRTMENT
The major space in a hotel is devoted to guest rooms and corridors. Number and variety of ways to conserve energy in these areas are startling. Although the energy conserved in one room or corridor does not seem significant, but when multiplied by 100 or so rooms, it does become significant. Some of the opportunities for Housekeeping Department where they can significantly contribute to energy saving listed below:-
01. Turn off guest room lights when rooms are not physically occupied.
02. Use minimum lighting when making up and cleaning rooms. Use natural light whenever possible.
03. Turn off corridor lights, or reduce it to 50% when natural light is available.
04. Turn off lights in linen rooms, storage room and maids closets when not in use.
05. Check your areas for light level. Reduce number of lights if possible. Use lower wattage bulbs Wherever possible.
06. Have lamp shades cleaned at once. Bulb gives more light with clean lampshades.
07. Keep walls and ceiling walls cleaned for better light reflection.
08. Switch off music & TV Sets when rooms are not physically occupied.
09. Turn off HVAC system when rooms are not physically occupied.
10. Report water leaks immediately
11. Keep windows closed and curtain on. The ingress of hot air in summer and cold air during winter contribute to very large waste or energy. For example 6’ wide window opened just one inch would allow hot air necessitating 1.76 kwh to cool. This in terms of monetary value,
12. Keep room hot water temperature at lowest acceptable limit.
13. Minimize use of lights during night cleaning by switching on only those lights which are actually required to clean a particular area.
14. Bellhops may be advised to leave only such lights on which are actually needed by the guest While leaving the room.

3 LAUNDARY DEPARTMENT
One of the large consumers of water and heat, the hotel laundry is an outlet that can significantly reduce
energy consumption with no effect on guest comfort or satisfaction. Some of the important points to
achieve desired results are listed below:-

01. Have lights turned off when not in use.
02. Periodically clean lamps and lights fixtures.
03. Clean and wash walls, floors and ceiling
04. Operate washing machines at full load, partial loads may require same amount water as full loads.
05. Check and record your water consumption. Compare water consumption daily to find wastages, if any.
06. Do not leave water taps running.
07. Consider using cold water detergents. It will greatly reduce energy consumption.
08. Reduce hot water temperature to 120 o F.
09. Repair or replace all hot water piping insulation.
10. All steam line values should be checked for leaks. That is, you should be able to shut off steam to any machine not in use keeping steam supply main open.
11. If possible use final rinse water for 1st wash.
12. Reduce time between loads to prevent tumblers from cooling down.
13. Air line should be checked for leaks.
14. Periodically clean exhaust duct and blower of lint and dust.
15. Keep steam pressure at lowest possible level.
16. Shut off steam valve whenever machine is not being utilised.
17. Keep radiator coils and fins free from dirt all the times.
18. Ensure all steam traps in perfect working order.
19. Keep an eye on the preventive maintenance schedule of all laundry equipments by Engineering Department to ensure timely compliance.
20. Ensure that Drying tumblers and washing machines are kept clean and free from scale at all times.
21. Switch off laundry exhaust fans when laundry is closed.
22. Ensure that extractors are working properly. Incomplete extraction increased load on dryer and consumes more energy for drying.
23. Reschedule machine operation to reduce peak demand charges.
24. Inform boiler room when steam is not required so that boilers can be shut down to save fuel.

ENGINEERING DEPARTMENT
An analysis of Hotels show that approximately 60% of then energy consumed in a property is in the
equipment and machinery rooms, boiler rooms, air conditioning rooms, water treatment and pump areas
and sewage plants. Engineering Department is responsible for running and maintenance this equipment.
They are also concerned with entire building and complex.

Keeping the above in view, it is imperative that the Engineering Department operates these equipments
at peak efficiency. Engineering Department can help conserve energy in the following Ways:
01. By acting as an advisor to various departments to help them achieve their respective Energy Management goals.
02. By ensuring efficient and economic operation of all equipments.
03. They must maintain history card of each machine so that in-efficient and uneconomical machines can be identified and eliminated to save the wasteful uses of energy. This will also help in deciding the preventive maintenance schedule of each machine.
4 Some guidelines to achieve energy management goals at little or no cost are listed below:-

HVAC SYSTEMS – PLANT ROOM
01. Turn off HVAC machinery in all unoccupied spaces.
02. Eliminate or reduce duct air leakage.
03. While operating chillers ensure following:-
- As far as possible keep leaving chilled water temperature on the higher side.
- Reduce entering condenser water temperature
- Maintain proper refrigerant charge.
- Eliminate refrigerant and charge.
- Maintain proper flow rate of condenser water
- Operate chillers in proper sequence.
- Operate condenser and cooler pumps in proper sequence.
04. Lower hot water temperature for heating when outside temperature rises.
05. When chiller is not operating, make certain that chilled and condenser water pumps are shut down.
06. Use proper water treatment to prevent fouling or sealing of condensers, cooling towers and piping.
07. Repair all hot, chilled and condenser water lines, valves and pumps. A considerable quantity of water is lost through leaky pump glands which can be saved easily.
08. Repair or replace damaged hot or chilled water line insulation.
09. Check cooling water tower bleed off periodically.
10. Check efficiency of chiller against manufacturer’s specifications by checking water temperature and pressure drop in and out of chillers and condensers and motor amperage on compressor.
11. Condenser tubes should be kept clean.
12. Stop all refrigerant leaks.
13. Check daily purge operation on chiller for signs of air leaks
14. Remove algae growth from cooling towers.
15. Check all belt drives. Replace worn out or frayed belts.
16. Clean AHU coils and fans periodically, check chilled water sample to know the internal condition of coil. Do periodic cleaning of coil.
17. AHU filter must be cleaned periodically.
18. Check all thermostat for correct functioning.

BOILERS
01. Check Boilers Room for negative air pressure which can reduce combustion efficiency.
02. Avoid multiple boiler operation. One boiler operating at 80% is more efficient than two at 40%.
03. Operate boilers at as low steam pressure as possible.
04. Avoid excessive boiler blow down.
05. Clean burner nozzle periodically.
06. Pre-heat the fuel to correct temperature before injection.
07. Maintain a good water treatment programme.
08. Repair and replace if necessary boiler and flue insulation that is damaged.
09. Repair and replace all worn or damaged steam and condensate piping insulation.
10. Insulate all condensate and steam pipe line flanges.
11. Check and repair all steam traps.
12. Eliminate all steam leaks.
13. Check fuel lines for leaks.
14. Check combustion control in order to maintain maximum efficiency.
15. Check all safety valves for any leaks.

5  HEATING
01. Check and back wash water filtration plant for higher efficiency and reduction in water system scaling.
02. Check water analysis periodically.
03. Repair at once all leaks, dripping faucets and shower heads.
04. Check toiler flush valves for any water leaks.
05. Lower hot water temperature to 120oF.
06. Check and adjust swimming pool make up water (not to exceed 10%).
07. Shut down pool filtration plant when pool is not in use.
08. Reduce lawn and shrubbery watering to absolute minimum.
09. Check water regulating valves on water coolers, refrigerant units and ice machines.
10. Consider sprint loaded, self closing water valves in Kitchens.

BUILDING AND GROUNDS
01. Seal all exterior windows, doors cracks and openings to reduce outdoor air leaks.
02. Reduce gap under the doors of air conditioned spaces to minimum.
03. Check grounds for leaking pipes underground.
04. Check and repair all door closers.
05. Make certain all electric connections are tight.
06. Keep all ‘contacts’ clean.
07. Check Lighting levels in all Engineering spaces to see if they can be reduced.
08. Replace all incandescent fixtures with fluorescent and energy efficient lamps like PL-9 or SL-25 etc.
09. Keep all light shades clean. Use shades that allow more light to pass or reflect.
10. Do not switch on lights unless necessary.
11. Arrange schedules for turning or reducing lights in guest corridors, lobby area, function spaces, restaurants, bars, shops, kitchens etc.
12. Make a house inspection of all departments to see that energy conservation is being observed.

4 ways to become a better hotel manager

360-degree evaluation
A good first step is to implement a 360-degree evaluation, an exercise that will enable you to see how others perceive you on all levels in the work place.
A 360-degree evaluation seeks input from multiple levels of contact within an organization, so the person in the center of the figurative circle gets a complete picture of how he or she is seen in the workplace. To complete my evaluation, I first conducted a self evaluation and then selected five individuals each from my peer group, my direct reports and my superiors to do the same. The combined feedback provided a report for review.

A 360-degree evaluation is a powerful tool that provides an inside view of how you are being perceived by superiors, peers and subordinates. It gives you a better understanding of how you come across to others in your management style.
Based on that feedback, it enables you to make the needed adjustments to change behavior or leverage what you do well.

If you’d like to try a 360-degree evaluation, simply Google “360 assessments” to find one of the many companies and sources that provide this service.

Strength assessment
Another powerful assessment tool is “StrengthsFinders 2.0” by Tom Rath, one of many evaluations that will help you identify your natural talents and strong tendencies. This particular book has an individual code (one per book) that is used to do the assessment online. It identifies your five top natural strengths based on 30 human themes. The findings reveal we all have different combinations of top strengths, making us all individually unique.

Challenge assessment
Likewise, the challenge assessment revealed the areas of lesser tendencies and areas that could become risk factors—those that make us especially vulnerable when under stress. We used the Hogan Assessment tools for this exercise.

Through these various assessments, our group has learned to recognize and better understand each other’s differences. We have identified individuals who can complement one another’s most powerful strengths, and we can now pair them to create stronger teams.

Affirmations boost morale
We all like to be praised, recognized and acknowledged for what we do well. Such positive reinforcement lifts self esteem and encourages us to do even better. In an effort to involve our entire hotel community, we instituted a week of affirmation.

Every department installed a poster board upon which each team member could post positive comments about another individual, acknowledging their strength and talents. This process created an opportunity to identify talent in each team member that might not have been publicly recognized previously. It also allowed members to be “discovered” for more development and learning. It certainly boosted morale.

Through these exercises, we have all become more cognizant of our own personalities and strengths. We can utilize this insight to form more effective teams and ultimately become a stronger and better work unit.

Negotiate your salary now or suffer later, say experts

Discuss renumeration package before end of recruitment process to ensure a fair salary

Marisa Beid (name changed), got a perfect job last year. “I was so happy when the company said that I’ve been hired. I just agreed to what they offered me, thinking that must be their pay slab for my kind of position,” she told this website.
One year down the line, however, Marisa believes her company has been unfair to her. “I’m the most qualified person in my team and one of the most productive workers, but what I get is the least,” she complains. 
Marisa is just one example of many people in the workforce who feel they haven't been treated fairly or justly rewarded by their firms. “Who is at fault here?” asks a recruitment expert. "She should have done her homework and negotiated better rather than settling for what was on the table," he said.
Accepting the initial offer, especially if it is below your expectations, can be detrimental in the long run, say experts. Negotiating a better pay package before you start work is the best way to go forward. This will not only ensure that you are paid fairly but will also determine all your future hikes and bonuses, say experts. 
According to Professor Horacio Falcao at Insead, who specialises in negotiation, “[negotiating a better pay] is only important if the candidate is not happy with the offer that is given.”
“However, remember that your entry pay will become the basis for your future raises and bonuses since they are mostly percentage increases over your base salary. Thus, it is important to negotiate your salary before the end of the recruitment process or interview to ensure that you are getting a fair salary to the value you expect to deliver to the company. Even if there are no increases, just understand its logic and fairness already results in better satisfaction with the company and with oneself for arriving at a good and fair outcome,” he told Emirates 24|7.
Some experts believe that negotiating the salary at the earlier stages may not be a good idea but vit should certainly be done before the end of hiring process, and not after one has joined work.
“The interview is probably not the time to negotiate salary; at that time, your focus is to make the best impression you can. Ask questions that convey you are going to be a wonderful addition to the team, not that you are only interested in your own compensation. However, once you have the offer, in most situations, it is a good idea to negotiate salary. As my friend and world-respected negotiations researcher Adam Galinsky always says, ‘You can’t get what you don’t ask for!’” Grainne Fitzsimons, Associate Professor of Management, Fuqua School of Business, told this website.
The belief that a job offer will be rescinded if a candidate asks for higher pay is not as prevalent as many believe, say experts.
“It is less prevalent than most candidates imagine. If a company went through a recruiting process and selects a candidate, they are not likely to rescind a job offer just because of a legitimate question or request. However, if the question or request is made as an inflexible or a non-negotiable demand, then the risk of the offer being rescinded increases not because of the content of the request, but because of thw way it was done," said Professor Falcao.
“There will be times when it is inappropriate to ask for a higher salary, and individuals have to use their own best judgement about whether this is a company that is open to negotiation or not. Candidates should ideally wait until they have the job offer in writing before they negotiate any terms. Of course, everyone knows an example or two of job offers that were rescinded once the candidate started asking for more money and other perks, but most employers expect a highly qualified candidate to stick up for his/her own interests when seeking a job,” adds Professor Fitzsimons.
On negotiating salary in the best possible way, the Insead expert has a word of advice. “In short, the best way to negotiate salary is to not think of it only as salary, but rather as your compensation and even more so as your career. An extra $5k/year today may pale if instead you negotiate to set yourself to make an extra $50k within the next three years," he says.
"Thus, look to negotiate broadly, such as to be allocated to a more interesting position or department with more learning opportunities, challenging projects and growth that may have you promoted faster. Negotiate to have the best mentor in the company and thus find your way to success faster. Negotiate to have a particular training that prepares you to perform better and earn a bigger bonus. Or even, negotiate for a better work-life balance, which may result in less burnout and a more sustainable career. Of course, salary is important and an extra $5k/year is always welcome. Still, we need to remember to keep the big picture of all the reasons why we work for and negotiate them all,” he explained.

5 STEPS FOR CONFIDENCE BUILDING?

CONFIDENCE BUILDING:
1. Confidence is acquired.
2. Preparation develops it.
3. Action cures fear. Fear is indecision and postponement.
A. DEALING WITH FEAR:
1. Identify it.
2. Admit it.
3. Accept it.
4. Deal with it accordingly.
(Confront and take action or cure.)
B. RECOGNIZE FEAR AS CONSTRUCTIVE AND POSITIVE:
IT WAS GIVEN FOR YOUR OWN PROTECTION AND YOUR OWN GOOD.
4. Deposit only positive thoughts in your memory.
5. Withdraw only positive thoughts from your memory.

The Six Basic Needs of Customers

1.Friendliness
Friendliness is the most basic of all customers needs, usually associated with being greeted graciously and with warmth. We all want to be acknowledged and welcomed by someone who sincerely is glad to see us. A customer shouldn’t feel they are an intrusion on the service provider’s work day!

2. Understanding and empathy
Customers need to feel that the service person understands and appreciates their circumstances and feelings without criticism or judgment. Customers have simple expectations that we who serve them can put ourselves in their shoes, understanding what it is they came to us for in the first place.

3. Fairness
We all need to feel we are being treated fairly. Customers get very annoyed and defensive when they feel they are subject to any class distinctions. No one wants to be treated as if they fall into a certain category, left wondering if “the grass is greener on the other side” and if they only received second best.

4. Control
Control represents the customers’ need to feel they have an impact on the way things turn out. Our ability to meet this need for them comes from our own willingness to say “yes” much more than we say “no.” Customers don’t care about policies and rules; they want to deal with us in all our reasonableness.

5. Options and alternatives
Customers need to feel that other avenues are available to getting what they want accomplished. They realize that they may be charting virgin territory, and they depend on us to be “in the know” and provide them with the “inside scoop.” They get pretty upset when they feel they have spun their wheels getting something done, and we knew all along a better way, but never made the suggestion.

6. Information
“Tell me, show me – everything!” Customers need to be educated and informed about our products and services, and they don’t want us leaving anything out! They don’t want to waste precious time doing homework on their own – they look to us to be their walking, talking, information central

 And all this leads to....
 

Hotel breakfast: Asset or downfall?


Breakfast is frequently one of the last things your guests experience before they check out, so it is likely to leave a lasting impression. Even if we've got the quality of food and the menu balance right, how much effort goes into getting the service spot on?
If you run a bed and breakfast, chances are what you serve and the way you serve breakfast probably garners a lot of your attention as it’s often the only meal you provide. But do hotels give breakfast the same focus?
For many hotels, breakfast provides a great opportunity for additional profit. But we’ll never capitalise on this if we don’t look after our existing breakfast customers.
You probably serve more breakfast than any other meal, but does it receive the same degree of care and attention as lunch or dinner?
All too often breakfast is used as a training ground for new or inexperienced front of house staff. I frequently experience waiting staff at breakfast who have little more than a basic understanding of what's available, the basics of hygiene when clearing and setting up tables, and dare I say it, of the English language.
How welcoming are your guests made to feel at breakfast? Do they get a surly request for their room number, with absolutely no eye contact as the waiter or host checks their list? Or do they get a nice genuine smile and a welcoming “Good morning”?
Breakfast service can be confusing for those not familiar with your hotel. Simply telling a guest it’s self-service (which is what I heard the other day at breakfast) doesn't really tell us very much, especially when the guest is still standing at the front entryway and can't even see into the restaurant or where the buffet is located. Should they wait to be allocated a table, or can they just sit anywhere they like? Will you be serving fruit juice, tea and toast, or do they go and help themselves? If you have just one type of egg on the buffet, are others being cooked to order?
A smooth and speedy operation is paramount on busy weekdays when everyone appears to descend on the restaurant at once. The necessity for speed of service may differ at weekends from midweek. Few business users during the week are prepared to hang around waiting for their pot of tea and toast, whilst those on a leisure break are more likely to take their time and not feel rushed. Recognising guests’ expectations and being able to adapt to their approach and style of service will be an important factor in how your guests perceive the level of service.
One of the most frustrating things with breakfast buffets or self-help items is the complete lack of logic in the layout. Just a little thought applied to the order in which guests would want to collect their items can avoid bottle necks and prevent frustrated guests who may not be at their best first thing in the morning.
Here are 10 tips for avoiding bottlenecks (and mess and wastage):
1. Encourage your team to take the customer journey, serving their own breakfast and seeing everything the guest sees. Some things to check:

2. Fruit Juice: Are the glasses next to the fruit juice? Are all the various juices labelled so guests can work out what they are without having to taste them? It’s not only frustrating for the guest to discover that what looked like grapefruit juice is in fact pineapple, but does nothing for your wastage levels and food costs either.
3. Cereal: Are your bowls, cereals and milk arranged logically for guests to pick up the bowl, help themselves to cereal, then pour their milk? It sounds obvious, but I so often see guests having to backtrack to get their milk.
4. Milk: Recognise that pouring milk needs two hands—one to hold a cereal bowl, another to pour the milk. Is there anywhere to place fruit juice, tea or anything else guests already have picked up?
5. Pastries: The logical flow goes for toast, breads and pastries, butter/ spreads and conserves. The guests’ sequence is plate first, bread second, then spread followed by jam. It frustrates them to find they’ve sat down and forgotten their butter.
6. Tea: If guests make their own tea, is it easy to make? Where I stayed this week all the pots were already laid up with teabags, which is fine if you wanted normal tea, but there were no other pots for brewing specialist teas. Guests had to empty teabags out of the pots to make their tea. Crazy! … and nowhere to leave the wrappers.
7. Hot drinks: Depending on what you use for hot water or coffee, check how well this dispenses. Is it pre-measured? If so, does it over fill the pot, causing spillages. Or does it short measure, encouraging guests to take a second measure.
8. Utensils: Check to make sure your utensils match the items with which they’re paired. If you serve fruit, is this cut into spoon-sized chunks, or elegant slices? Either of course is fine, but just make sure that the serving utensils and plates or bowls you provide are suitable. Slices can't be eaten (or easily served) with a spoon; they need a knife and fork, so only providing bowls to be served in is illogical. I frequently see ladles used for fruit salad, stewed fruit or bowls of yogurt. Have you ever tried serving from these ladles? A shallow spoon would make life a lot easier for the guest. Why complicate things?
9. Toast: Cold rubbery toast is a big criticism of many a hotel breakfast. But do rotary toasters perform any better? You've just plated up your bacon and eggs and head for the toast, only to find either there’s a queue or the settings on the toaster make it possible to get the toast anything between completely underdone and burnt to a crisp. And of course while you're trying to perfect the colour of your toast, your bacon and eggs have gotten stone cold. I'm not saying rotary toasters are a complete no-no. Just check the settings so the toast only needs to go through once to make it look and feel like toast, and position it so guests can cook their toast before plating up their hot food.
10. Hot dishes: If you use lids on your hot dishes, are the dishes labelled so guest don’t need to open each one to find the bacon? Is there somewhere to safely put the lids without having to do a balancing act. Or move them without dripping condensation on the floor and counter? Check your utensils’ handles don’t get too hot and guests burn themselves. And while on the subject of hot food, hot food put onto cold plates doesn’t stay hot for long. Whatever your style of service, ensure you warm your plates as much as possible within the realms of safety.
Look and learn how well your layout works for your guests. Watch for your bottlenecks, and rearrange accordingly. What are the things that guests constantly ask for when it’s there already? How much to-ing and fro-ing is there from table to buffet?
Make your breakfasts memorable, for the right reasons, and leave your guests relaxed with a positive last impression and an incentive to come back.

The Five Drivers of Successful Sales Leadership

Courtesy of DALE CARNEGIE..

Self-Direction
To be an effective manager of salespeople, begin with yourself. Maintain a positive attitude and a proactive approach to people and situations when leading a successful sales team. Being accountable for the sales of an organization can be a high-stress responsibility. An effective leader is continuously and consciously in the process of becoming a better leader and putting systems in place that create results.

People Skills
As an effective sales leader, you must build trust, respect, and rapport before attempting to influence others, their attitudes, their behavior, or their performance. Effective sales leaders project a concern for others, want to understand what motivates the people they manage, and are skilled at motivating peak performance.

Process Skills
To manage other salespeople effectively, you must recognize the need for processes that will yield repeatable sales results. Many people get into sales because they are good at building relationships. Help the people you manage capitalize on their relationship building skills by developing an effective process to harness those relationships.

Communication
Effective communication successfully connects people and processes. Effective leaders place a high value on creating real understanding. They actively seek suggestions and input. They demonstrate the ability to motivate others and are able to successfully persuade others.

Accountability
Effective sales leaders know how to close the gap between expected performance quotas and actual results. They hold themselves accountable for both personal and team results. The people they manage respect their ability to coach and mentor to achieve organizational goals.

Tips for Sales Managers
1. Reach out to others for ideas, help, and support. Being a sales manager can be lonely. Talk to other sales managers, inside or outside your organization. Find a mentor.
2. Hold your salespeople accountable. Failure is usually a result of lack of accountability.
3. Recognize when a salesperson is not a good fit for a job or customer. Find a different position for that individual if possible, but don't leave people in a position where they are failing. You are not helping anyone. They are probably as unhappy with their performance as you are.
4. Set standards and keep to them. Managing by exception creates chaos. Sometimes salespeople negotiate better with their managers than with their customers; avoid the pitfalls of those types of negotiations. If you maintain your standards, everyone will have clear expectations and be poised for success.
5. Have your sales team members try to resolve their differences before coming to you. Some salespeople will fight harder against their colleagues than they do against your competition. Discourage this behavior; they need to work together as a team and having you resolve every internal issue wastes time and emotional energy.
6. Remember that a big part of your job is to remove roadblocks. Ask your team members what people, policies, and processes are getting in their way. Be responsive when they come to you with problems and try to make an immediate impact on the problem.
7. Establish systems and processes that are clear and that add value. Salespeople, sales managers, and sales support staff often find themselves going in circles trying to figure out our own internal processes, policies, and guidelines.
8. Be engaging and approachable. Make people feel they can come to you with problems. People tend to hide problems to avoid embarrassment or because they hope they will eventually find a way to resolve them. If your team members trust you, they will bring issues to light earlier so you can resolve them quickly.
9. Remember that salespeople will tend to paint a picture that is rosier than reality. Ask probing questions to get a full sense of the real picture.
10. Spend 80% of your individual time helping top performers, and 20% with lower performers. A 10% increase in a top performer will bring your organization a higher return on your time. Most managers do the reverse and spend most of their time with problem people. Instead, focus one-on-one time with top producers, and group time with low producers.

Good luck!!!

4B"S FOR MOTIVATION?

The Four Be’s For Motivating with Trust?
Be Real. Be yourself and let the real you shine through. When you’re real open, honest, approachable, humble, respectful and caring people will respect you, work hard for you and see to it that you are incredibly successful. It’s very important that you not come across as someone who is superior to the people who work for you when you motivate with trust, there is no room for arrogance.
Be Appreciative. People absolutely love to work hard when their efforts are appreciated. The reason is that the need to be appreciated is one of the strongest of all human needs people crave appreciation almost as much as they crave food. So if you, as a team leader, supervisor, manager or executive make it a point to sincerely thank your employees for the things they’ve done on your behalf, they’ll make it point to give you their best efforts. The lesson here is that you can’t say “thank you” too often.
Be Interested. This is all about treating people like they really are your most important resource  after all, it’s their level of effort that determines your success. You do this by getting out of your office and getting involved with your employees. Get to know them and let them get to know you.
Ask their opinion on things and listen to what they have to say. And make sure you give them your undivided attention when you’re listening. Remember, talking is about meeting your needs; listening is about meeting theirs.
Be Nice. Being nice is about being the kind of person that everyone is happy to see come to work. This means smiling and saying or doing something that brightens the day of each person you come into contact with. Being nice is critical because it’s what makes people like you, and they have to like you before they will trust you. Lets found that being nice making those around you feel good about themselves is more important to your success as a manager than how competent you are?

Human Resources Management Tips for Hotels

There are a few human resources management tips for hotels that can eliminate some of the problems that plague most hotel human resources managers.
                  Since one of the biggest problems that a human resources manager in the hotel industry faces is the issue of employee retention, many of the tips address that issue.
The first tip revolves around choosing the right person for each job. Choosing the right person for each job can be one of the hardest tasks of the human resources manager. In many cases only people will low skill levels apply to many of the jobs offered in a hotel. It is the job of the human resources manager to make sure that the person chosen for the job will do it correctly and have staying power. This can be done through the interview process. With the right questions each applicant's answers will reflect how they feel about the job.

Another great tip for the human resources manager is to have a lot of positive reinforcement. If they employees feel they are in a friendly environment, then they will produce better work. Everyone likes to be noticed when they do a good job so catching employees doing their jobs properly is an important part of being a human resources manager. This is also very important in the hotel business because customers can always tell the tone of the staff. If they see happy staff members the customers will be more likely to return to the hotel.
Another aspect to the human resources management tips for hotels is to implement a clear progression plan that employees can use to advance in rank and salary at the hotel. If employees feel they will be stuck in the same job and pay grade throughout their time at the hotel then they will move on to another hotel or business to increase their salaries and duties. If there is a clear advancement program in place at the hotel that they already work in then they will be more likely to stay at the place they already work.
All of these human resources management tips for hotels will provide a basis to use as a springboard to increase the productivity in your hotel. Follow these tips and you will soon see an increase in the mood and service level of your hotel. The human resources position at any hotel is one of the most important jobs in the hotel, so it is very important that it is run professionally and well.

Market Your Property

10 Quick Ideas to Market Your Property Better Now

These pointers can help you attract, and retain, the right guests.

Many GMs think that marketing planning is done once a year, typically in the fall and in advance of the coming fiscal year. Here are a series of quick points you can spring on your director of marketing to see to help keep your marketing program on track.

1. Repeat customers are easier to cultivate than new guests. Make sure you don't forget to capture as much information as you can for each guest. Expand your database to know: why they visited, what they did (spa, golf, meals, room type, etc.) Then, maintain a relationship with your past guests, encouraging them to revisit by appealing to their interests.

2. To everything there is a season. Mark your calendar in advance. Plan every holiday with military precision. Unlike every other promotional program that you create, these no-brainer events deserve your full attention. If you’re not full, shame on you! You have the power and the knowledge. Just do it. No excuses.

3. Everybody eats. Of course you have a spa and you might have a golf course, too. But at best a quarter of people regularly visit spas, with lower numbers for golf. However, with almost perfect certainty, I can guarantee that your guests eat, Make it your business to ensure that they eat with you. Create menus and venues that give your guests what they want. Incentivize them with room and food packages if need be.

4. Remember there are five weekdays and two days in the weekend. Depending upon your property’s location, this typically means that business groups take precedence to leisure travel. Now examine your sales and marketing plan spending. Is this reality accurately reflected?

5. Marketing needs to start the minute your guest interacts with you. Once you have a reservation, start your engines! Remember the importance of initial experiences. A welcome packet on check-in beats a myriad of tent cards.

6. You don’t control price; the market does. Only your owners are interested in comparisons to pre-2008 ADRs. Be realistic in your expectations. It’s a different world out there. If your competitive set is at $250 per night, don't even think that the old days of $400 per night are in the cards. Remember that without occupancy, rate is irrelevant.

7. The minute you wean yourself off the OTAs, the better. Sure, they provide a quick fill. But they drive your rate down and do nothing to generate loyalty in your product. For example, the latest OTA deal is to offer a four-star property at a two-star price. Think about it for a moment: they are commoditizing all the work it took you to get to four stars, relegating you to an equal with others at that level.

8. Invest in your local neighborhood. Hire and train. Promote and motivate. Donate and participate.Give back and tell everyone about it. It pays to be a friend and a community leader. Treat everyone as family and they will return in kind.

9. Socially savvy makes sense. Don’t just pay lip service to Facebook, Twitter and YouTube, Invest in appropriate programs to harness the energy of these programs and fully integrate them into your marketing programs and brand strategy.

10. Your website is your window to the world. Make it sing, and make sure that it works effectively. Don't expect to be No. 1 in Google search if you are an independent in a busy market. Use creative programs to drive links.

And One Bonus Idea
Advertising still works. The best way to find you is through your website. Advertise its presence. Create meaningful advertising campaigns that combine eye-catching imagery with calls to action. And remember to measure the campaign, not just each and every individual ad.

Larry Mogelonsky (larry@lma.net) is the president and founder of LMA Communications Inc., a, full-service communications agency focused on the hospitality industry. Larry is also the developer of Inn at a Glance hospitality software. As a recognized expert in marketing services, his experience encompasses Four Seasons Hotels & Resorts and Preferred Hotels & Resorts, as well as numerous independent properties throughout North America, Europe and Asia. Larry is a registered professional engineer, and received his MBA from McMaster University.

Stephen Covey's Seven Habits of Highly Effective People

habit 1 - be proactive®

This is the ability to control one's environment, rather than have it control you, as is so often the case. Self determination, choice, and the power to decide response to stimulus, conditions and circumstances

habit 2 - begin with the end in mind®

Covey calls this the habit of personal leadership - leading oneself that is, towards what you consider your aims. By developing the habit of concentrating on relevant activities you will build a platform to avoid distractions and become more productive and successful.

habit 3 - put first things first®

Covey calls this the habit of personal management. This is about organising and implementing activities in line with the aims established in habit 2. Covey says that habit 2 is the first, or mental creation; habit 3 is the second, or physical creation. (See the section on time management.)

habit 4 - think win-win®

Covey calls this the habit of interpersonal leadership, necessary because achievements are largely dependent on co-operative efforts with others. He says that win-win is based on the assumption that there is plenty for everyone, and that success follows a co-operative approach more naturally than the confrontation of win-or-lose.

habit 5 - seek first to understand and then to be understood®

One of the great maxims of the modern age. This is Covey's habit of communication, and it's extremely powerful. Covey helps to explain this in his simple analogy 'diagnose before you prescribe'. Simple and effective, and essential for developing and maintaining positive relationships in all aspects of life. (See the associated sections on Empathy, Transactional Analysis, and the Johari Window.)

habit 6 - synergize®

Covey says this is the habit of creative co-operation - the principle that the whole is greater than the sum of its parts, which implicitly lays down the challenge to see the good and potential in the other person's contribution.

habit 7 - sharpen the saw®

This is the habit of self renewal, says Covey, and it necessarily surrounds all the other habits, enabling and encouraging them to happen and grow. Covey interprets the self into four parts: the spiritual, mental, physical and the social/emotional, which all need feeding and developing.

Basic Principles of Marketing 4P

There are a few things you must know when planning your marketing campaign. These factors are the "Principles of Marketing". Learning how to market correctly is the biggest task when starting a new business or selling a new product. Without proper marketing, your endeavors will more than likely not succeed. The following are some basic principles of marketing - 4P (Product, Price, Place & Promotions ).
[Product] When marketing, you must first create a product or service that is clear and easy to comprehend so the potential buyers will have no problems in understanding what your company is offering. This is by far the most important role in marketing. If you are offering a product or service to impending clients and the client cannot fully understand what your product or service is and does, they will pick up and move on. A few of the things you can include in your campaign to make sure the public will understand your product and service is include a warranty, customer service, instructions, company name, visual examples of how your product or service works.
[Price] The next issue to work with when working on your marketing campaign is to create a price that is reasonable and competitive with your other companies in your market. You should do some research on these companies and find out the average prices of your type of product or service and in turn create a price that is lower than the average if it is possible in your budget and profit margin. The public will notice a product or service substantially quicker if the price is in their budget and with the growing economy, the public will appreciate a low cost product or service.
[Place] When marketing your product or service you must also choose a location that will best suit your company in reaching your prospective market. This is a task that few people will really spend the time on but it plays a major role in how well your business does. Think of it like this, would you promote your children's toy inside of a bar? You must choose a location to promote that will reach your future client base. This holds true for new products more than existing companies and products because if people do not know your product exists then how will they know they need it and buy it.
[Promotion] You must always remember that communication with your consumer base is by far the most important aspect in marketing a new product or service. If you can make your client feel safe and feel as though they are making the right choice in choosing your product, you are one step ahead of your competition. Safety with their money is a large part in the decision the potential clients make when choosing a product or service that they are in need of, and if you can make sure they feel safe, you will be 1 huge step closer in closing the deal. Safety is key, and will always be the most important aspect in marketing a new product or service.

FEW PRINCIPLES FOR MANAGEMENT?

Few of the principles that if have used successfully, see how they might apply to Management:
 Shape. By getting a good read on the edges of things, they can better focus the viewer’s attention. In management, figure and ground can help you separate the real issues from the red herrings. What’s the problem we’re trying to solve?
 Where do we draw the edges of our business? How can we separate ourselves from the competition?

Line. A line is a simple device to connect one thing with another, to lead a viewer’s eye, a listener’s ear, or a reader’s thoughts from point A to point B. It creates a sense of trajectory (Noun) that suggests motion. Where is our company headed? How do our products and services connect?
 What does this year’s performance say about next year’s? If the connections among decisions, products, and events are not clearly delineated, your sense of aesthetics will reveal the problem before the market does.
 Texture. In all forms of art, texture is used to organize complexity and add depth. Texture is a fact of life, for better or worse, in every company. How can we thread together our businesses, processes, brands, products, features, and communications to create a tapestry instead of a train wreck? How can we organize complexity to give it resonance?
 Scale. Every one knows that large scale is the shortcut to shattering power.
But scale can also mean small scale. How big must our business be to beat the competition and serve our customers?
 Where should we upscale? Where should we downscale? What are we doing today that, by increasing our investment in it, would give us a competitive edge or a decisive victory?
 Proportion. The principle of proportion weighs the relationship of one element to another. Artists of all kinds grapple with this issue, but so do business leaders. It’s a question of balance.
 How should the various parts of our business relate to each other? When is it strategically sound to be out of balance? How do we know if we’re investing the right amounts in the right innovations?
 When we make a decision, how should we give weight to conflicting concerns so we don’t throw the baby out with the bath water? By developing a corporate sense of proportion, these judgments get easier.
 Variety. With large scale artworks, it’s variety that holds people’s interest. In time-based experiences, this also implies pacing. Variety in systems performs a different function. It gives the system enough complexity to correct itself and stay healthy.
 How can variety help us create a culture of perpetual innovation? How can we use it to spread our exposure to risk? How can we use pacing to keep our customers on the edge of their seats, wondering what delights we’ll prepare for them next?
 Rhythm. Of course, rhythm is essential in music. But it crosses over into other art forms as well. “Rhythm of innovation” to restore the company to its former glory.
What kind of rhythm is right for our company?
When should we release our new products? How should we change speeds to harness a good economy? A bad economy?
 Depth. Yet the principle of depth can be applied with equal success to businesses and brands. The diagram opposite shows how each part of the business, from the internal vision to the external brand, can operate at multiple levels of understanding. Are we communicating our mission and message to every audience? How about our product stories? Do they resonate across regions, segments, and cultures?
 Harmony. Harmony is based on the principle of synergy, or how the parts work together to do more than they could do separately. In music, it might be how the notes sound together. In cuisine, how the flavours taste together. In business, it’s how people work together. How can we achieve synergy among functions, departments, and divisions?
 How can we remove dissonance and emphasize alignment? How can we get a complex organization to execute a simple idea?
 Contrast. In business, cash is king. In aesthetics, it’s contrast. It’s contrast that makes art both emotional and memorable. When a company creates vivid differentiation between itself and its competitors, it’s using the principle of contrast.
 How can we increase the contrast between our brand and those of our competitors? How can we design our products and services so they stand out in a crowded marketplace? How can we make sure that our communications hook into in people’s minds?
 I could go on, but that’s another manifesto. Suffice it to say that the best management decisions are also aesthetic decisions: They satisfy our deep intuitive sense of what’s right, what’s good, and what’s beautiful.
 Aesthetics serve as a compass to keep you from getting lost as you design the way forward. What is good design? This is the question that has haunted the design community for decades. Whenever the conversation comes up, the “eye of the beholder” argument shuts it down.
 Someone says that good design is design that “works,” and someone else adds that the arbiter of “what works” is the individual user. At this point everyone nods and the conversation ends. But the question is never fully put to rest.
 I believe there’s a more universal answer. It’s this:
 Good design does not depend so much on the eye of the beholder, but on a combination of aesthetics and ethics. Good design is design that exhibits virtues.
 What virtues? You know good old human virtues like generosity, courage, diligence, honesty, substance, clarity, curiosity, thriftiness, helpfulness, and wit. By contrast, bad design exhibits human vices like selfishness, fear, laziness, deceit, pettiness, confusion, apathy, wastefulness, harmfulness, and stupidity.
 In other words, we want the same things from design that we want from our fellow humans. When we combine ethical virtues with aesthetic virtues, we get good design.
 Good design does not depend so much on the eye of the beholder, but on a combination of aesthetics and ethics. Good design is design that exhibits virtues.
 Soul, like beauty, is one of those evanescent qualities that disappear under the microscope, but it’s clearly visible when you meet it on the street,business tradition that overvalues narrow, short-term success, and undervalues broad, long-term success. Spreadsheet management has only led to resentful customers, dispirited employees, and a divided society.
 Why would this change? Because it has to. In an era when customers are not only omnipotent but omniscient, when over-production leads to an ecological box canyon, a selfish focus on the bottom line is bad design.
 Good design, in contrast, is a new management model that deliberately includes a moral dimension. It’s a model that not only serves shareholders but employees, customers, partners, and communities.

EFFECTIVE COMMUNICATION SKILLS?

EFFECTIVE COMMUNICATION SKILLS 
Objectives:
 Define and understand communication and the communication process
 List and overcome the filters/barriers in a communication process
 Practice active listening
 Tips to improve verbal and non verbal communication
 What is Communication?
 Communication is the art of transmitting information, ideas and attitudes from one person to another.
Communication is the process of meaningful interaction among human beings.
It’s Essences:
Personal Process occurs between people, involves change in behaviour
Means to influence others
Expression of thoughts and emotions through words & actions.
Tools for controlling and motivating people.
It is a social and emotional process.
 What are the most common ways we communicate?
Spoken words Visual images
Written words Body Language
 Types of Communication
 Downwards Communication: Highly Directive, from Senior to subordinates, to assign duties, give instructions, to inform to offer feedback, approval to highlight problems etc.
 Upwards Communications: It is non directive in nature from down below, to give feedback, to inform about progress/problems, seeking approvals.
 Lateral or Horizontal Communication: Among colleagues, peers at same level for information level for information sharing for coordination, to save time.
 In modern business environment communication extends beyond written or spoken
Words to listened word. Visual dimension added by T.V, a computer has given to new meaning to communication.
 Communication Networks
 Formal Network: Virtually vertical as per chain go command within the hierarchy.         
Informal Network: Free to move in any direction may skip formal chain of command.  Likely to satisfy social and emotional needs and also can facilitate task accomplishment.
 Barriers to communication:
Noise, Inappropriate medium
Assumptions/Misconceptions
Emotions, Language differences
Poor listening skills, Distractions
 Hearing Vs Listening: Hearing, Physical process, natural, passive 
Listening Physical as well as mental process, active, learned process, a skill
 Listening is hard. You must choose to participate in the process of listening.
 VALUE OF LISTENING: Listening to others is an elegant art. Good listening reflects courtesy and good manners. Listening carefully to the instructions of superiors improve competence and performance. The result of poor listening skill could be disastrous in business, employment and social relations. Good listening can eliminate a number of imaginary grievances of employees. 
Good listening skill can improve social relations and conversation.
Listening is a positive activity rather than a passive or negative activity.
 ESSENTIALS OF COMMUNICATION “Dos”
Always think ahead about what you are going to say.
Use simple words and phrases that are understood by every body.
Increase your knowledge on all subjects you are required to speak.
Speak clearly and audibly.
Check twice with the listener whether you have been understood accurately or not
In case of an interruption, always does a little recap of what has been already said.
Always pay undivided attention to the speaker while listening.
While listening, always make notes of important points.
Always ask for clarification if you have failed to grasp other’s point of view.
Repeat what the speaker has said to check whether you have understood accurately.
 ESSENTIALS OF COMMUNICATION Don’ts
Do not instantly react and mutter something in anger.
Do not use technical terms & terminologies not understood by majority of people.
Do not speak too fast or too slow.
Do not speak in inaudible surroundings, as you won’t be heard.
Do not assume that every body understands you.
While listening do not glance here and there as it might distract the speaker.
Do not interrupt the speaker.
Do not jump to the conclusion that you have understood every thing.
 How to Improve Existing Level of COMMUNICATION?
 Improve Language, Improve pronunciation, Work on voice modulation, Work on body language, Read more.
 Listen More:
Avoid reading or watching or listening unwanted literature, gossip, Media presentation etc. Interact with qualitative people.
Improve on you topic of discussion.
Practice meditation & good thoughts.
Think & Speak
Do not speak too fast.
Use simple vocabulary
Not speak only to impress someone.
Look presentable and confident.
 Improving Body Language Tips:
Keep appropriate distance
Touch only when appropriate
Take care of your appearance
Be aware people may give false cues
Maintain eye contact
Smile genuinely
 "Success for YOU in the new global and diverse workplace requires excellent communication skills"

GUESTS NEED?

DETERMINING AND MEETING GUESTS’ NEED
 Nearly everything we do is based on our needs at the particular moment and whether or not they are being met. The most basic needs are for food and shelter. Once these needs have been met we begin to experience more complex needs for security and acceptance.
The need for security is especially strong who are entering a new or unfamiliar environment such as a guest or a new employee. The need for acceptance is equally strong for people in new situations.
 To meet these needs for security and acceptance it is important to show recognition, that is, to show that you value a person as an individual and feel that he or she is important. This can be done through making a special effort for a person.
 If the needs for security or acceptance are frustrated or not met the individual will become anxious, depressed and frequently difficult to handle. Difficult behaviour usually indicates that a need is not being met. Each guest needs to feel that they are important to the hotel’s employees. Please make every effort to make each guest feel that you care about them as an individual person. Consider the possibilities.
 One of the most basic and important human relations skills is the ability to recognize and meet people’s needs. This is frequently more difficult than it would appear. People whose needs are frustrated often behave in ways that cover up what their needs are. People who feel afraid and rejected will frequently appear hostile and angry. What they need is reassurance and acceptance. However, it is not easy to translate hostile and angry behaviours into the need for reassurance and acceptance.

IMPORTANCE OF ANY CUSTOMER IS ACTIVE LISTENING?

ACTIVE LISTENING:
 Effective communication is not the sole responsibility of the message sender, especially in verbal messages. The receiver also plays a vital role in the communication process. The listener must not only hear the words; he or she must also understand and interpret the message.
 The listener can have a substantial impact on increasing the effectiveness of the communication. Indeed, a wise listener who is asking skilful questions will determine both the content and the feeling behind the message. By concentrating and remaining calm and respectful, the listener can both control the amount of emotionalism in the communication and keep the conversation on track.
 1- Asking appropriate questions.
2- Encouraging the speaker to continue clarifying.
3- Stating back to the sender your understanding of the message.
 Asking Questions
 Ask - "What may I do for you?" or "How may I help you?" Don't interrupt the speaker.
Clarify - "When would you like this to be done?" or "Where would you like it to be delivered?"
 Non-verbal Clues
Non-verbal cues play a strong role in determining the nature of a conversation. They can open or close the lines of communication. Such gestures as eye contact and a nodding head can encourage a person to talk. Impatience with a person can effectively terminate the desire to communicate.
 Verifying
 Frequently repeating back in your own words what you understand the sender to say can be used to help you concentrate on the message. It can also be used to help the sender clarify or understand a particular problem. Verifying and paraphrasing allows you to check your own understanding and lets the speaker know what you understand.
 Communications is a two-way process:
 FEEDBACK
 The role of the 'RECEIVER' is to actively 'LISTEN.' ACTIVE LISTENING is more than hearing; it is interpreting what the 'SENDER' means.
 A guest calls down to the Front Desk in the early evening and wants to know where his dry cleaning is.    
What are some questions you might ask of him or her?
When the "sender" is a guest, the responsibility for hearing, under­standing and remembering the message rests squarely with you. We do not require that our guests follow the rules of sending messages. So, we need to listen very actively.

COMMUNICATION?

GIVING MESSAGES TO OTHERS:
To a great extent, the effectiveness of any organization depends on the effectiveness of the communication that takes place within it. Many of the problems that arise in a hotel are due to poor communication practices. Poor communication is not unique to the hospitality industry. In spite of the importance of good communication, some experts estimate that up to 70% of communication breaks down because it is misunderstood, misinterpreted, rejected, ignored or distorted.
 Communication is commonly considered to consist of three parts:
 1-The Sender
2-The Message
3-The Receiver
 In order for communication to be successful, the sender must organize a clear, well thought out message. The message itself must be worded in a language that is easily understood by the receiver and the receiver must focus and interpret the message. Communication may break down in any one of these three parts.
 When the guest or a co-worker is relying on us for information, we have a responsibility to be an effective sender. This is particularly true when the message is verbal.
 Below are some skills that we, as the 'sender', must use effectively to insure that communication takes place.
 Organize the Message
 Too often, we communicate a message without clarifying beforehand exactly what it is we want to communicate. If the message is impor­tant, take time to plan out how to effectively and simply state it.
Speak Clearly, Audibly and Slowly
 A mumbled, inaudible message will not get through, nor will words that fly by a receiver's ear. A message given in a hurry or on the run appears to have little importance. Many times receivers judge the message by the way the sender presents it. And of course, the receiver is evaluating the sender's ability and confidence at the same time. It is difficult to take the person or the message seriously if it is not stated effectively.
 Verify:
 If you are giving directions to a guest, even if the message has been well organized and has been delivered carefully, you cannot be sure that it has been understood until the message has been verified.
 Verifying means to ask the receiver to restate to you how he or she understood the message. Although most people are reluctant to verify feeling that it makes the receiver appear stupid or inattentive this risk is generally worth it, compared to the aggravation created by misunderstood messages.
 Careful phrasing of your request for verification usually avoids conveying rejection or embarrassment.
 Would you care to repeat back the directions so that I am sure that I included everything?
 When giving a complicated directive, you may wish to warn the receiver that it will be complex, and suggest that the receiver take notes. Still, you must verify.
 The task is a bit complicated to me. I want to be sure I have been clear and complete. Would you read back the steps we have to take?

SIX CORE VALUES OF INNOVATION!

What are the six core values of innovation?
 The six key contexts of innovation can assist leaders as they guide the innovation process, and the six core values of innovation help them spark a deeper passion for the work of innovation among potential contributors. The core values should imbue the pursuit of innovation with meaning beyond the goal of creating cool, new products and services. They are a powerful wellspring of purpose for making innovation an organizational priority.
 1. Capability (strategic value)—Innovation is about building stronger and more capable organizations. Building a capacity for innovation requires an intelligent, strategic and disciplined approach.
 2. Inclusivity (technological value)—Innovation is an intrinsically social and collaborative process, i.e., everyone has a role to play. Web technologies enable open and distributed participation on a global scale.
 3. Possibility (cultural value)—Possibilities are the precious fruits of the human imagination. Innovation fully embraces the discovery of what is possible for our organizations, even if it involves risk and failure.
 4. Opportunity (intellectual value)—Through the application of experience and knowledge, the human intellect identifies and shapes innovation opportunities in ways that enable action.
 5. Sustainability (financial value)—Innovation can create a sustainable future for organizations, and the work of innovation itself must be made sustainable through the consistent and well-paced investment of resources.
 6. Responsibility (leadership value)—Innovation is a critical element of responsible stewardship for leaders who must be vigilant for the health and well-being of their organizations.
 There are four questions that must be asked:
What do you need to do more of?
This question helps you identify what you need to continue doing in order to increase your results.
What do you need to do less of?
You must identify the things you do that waste time, or are not effective.
What do you need to start doing?
This question asks you to think of things you are not doing that could be significant and important to getting better results.
What do you need to stop doing?
You must identify low-impact, time-wasting activities to eliminate from your daily habits.
These activities could be minor, such as spending too much time on the telephone with colleagues,helping others out on non-emergency items while pushing aside your more critical tasks, inefficiently preparing for meetings, and generally allowing small things to push you away from your primary objectives.

SIX KEY CONTEXTS OF INNOVATION!!

What are the six key contexts of innovation?
 Organizational leaders can benefit by viewing the dynamics and demands of innovation through the lens of the six contexts that are key to any innovation effort. These six contexts also provide a useful way to think about the wide variety of innovation opportunities on which any organization can capitalize.
 1. Strategic context—The organization’s comprehensive understanding of the forces driving its operating environment, as well as an appreciation of emerging trends and issues. (Opportunities include strategy and business model innovation.)
 2. Technological context—The organization’s use of technology to engage contributors in the work of innovation, as well as the impact of current and new technologies on the organization, its customers and other stakeholders. (Opportunities include innovation in current and new products, tools and other “tangibles.”)
3. Cultural context—The organization’s internal climate and intrinsic support for collaboration, including encouraging risk-taking, supporting experimentation and the importance of genuinely learning from failure. (Opportunities include innovation in the structure and substance of the relationships between and among staff, customers and other stakeholders.)
 4. Intellectual context—The organization’s mindset and approach to identifying and leveraging ideas and knowledge both internally and externally. (Opportunities include service and experience innovation, as well as innovation around other “intangibles.”)
 5. Financial context—The organization’s underlying structures for managing both the uncertainty and financial exposure of innovation in order to minimize risk. (Opportunities include process, practice and delivery methods innovation across different organizational functions.)
 6. Leadership context—The capacity of leaders to fulfill their responsibility for making innovation consistently possible without exerting undue influence or control over it. (Opportunities include innovation in models for organizational stewardship.)
Leaders can achieve a deeper understanding of how to make innovation happen in their organizations by looking carefully at how the balance of freedom and discipline influences the underlying relationships between and among these contexts. For example, when the organization needs to ensure greater discipline within its financial context, how can it increase the degree of cultural freedom to ensure that innovation doesn’t grind to halt?
 Leaders can achieve a deeper understanding of how to make innovation happen in their organizations by looking carefully at...the balance of freedom and discipline.

GOOD CUSTOMER SERVICE, WHY IT IS IMPORTANT?

GOOD CUSTOMER SERVICE
 Categories for good customer service are:
 Tangible, Quality, Reliability, Environment
 GOOD CUSTOMER SERVICE
Good customer service may be defined as Intangible, Sense of caring Courtesy, Willingness to help and Ability to solve problems.
 CUSTOMER CENTERED
Benefits of being customer centred Customer retention and loyalty, new customers, increased market share.
 CUSTOMER CENTERED
Enhanced service development, Image and positive publicity, Staff satisfaction and motivation, increased profitability, Survival.
 SUMMARY
 What is customer service-Meeting the expectation of customers
Main purpose of business -To create and keep customers
Why is customer service important?
Stiff competition, knowledgeable customers
What is your role?
Customer representative (moment of truth)
Factors which influence performance
Behaviour, Skills, knowledge and Support
 Why are customers important
They are the reason we exist
Affects the bottom line of the company
 THE IMPORTANCE OF SATISFIED CUSTOMERS
What is the cost of getting new customers in relation to keeping existing ones?
How many people will an unhappy customer tell?
How many of these customers will be retained if we handle   customers well?
How many people will a satisfied customer tell?
How many unhappy customers complain?
 ANSWERS:
It costs five times more to obtain new customers
Unhappy customers tell ten people
Eighty percent of all complainers stay if handled well.
Happy customers only tell three or four people
Most unhappy customers simply don’t come back

CUSTOMER SERVICE

A MOMENT OF TRUTH
“A moment of truth is an episode in which a customer comes into contact with any aspect of the company, however remote and thereby has an opportunity to form an impression”.
 1-CUSTOMER SERVICE
 KEY LEARNING INTENDED
 What is customer service?
Main purpose of business
Why is customer service important?
What is your role?
Factors which influence your performance
Why are customers important?
 WHAT IS CUSTOMER SERVICE?
 Meeting the Expectations of the Customers, Is the ability of the organization to constantly and consistently give the customer what they want and expect?
 2-WHAT IS CUSTOMER SERVICE?
EXPECTATIONS  Needs and wants of the customers
 CUSTOMERS  Internal customers External customers
 3-WHAT IS THE MAIN PURPOSE OF BUSINESS?
 To create customers, without customers there is no business
 DEFINITION:
PURPOSE :To create a customer, ACCORDING TO THIS Organization's ability to remain in business is a function of its competitiveness and its ability to win customers from the competition.
 QUALITY- CONSCIOUS COMPANY  The customer is the foundation of the organization and keeps it in business
 4-WHY IS CUSTOMER SERVICE IMPORTANT? Stiff competition, Basic philosophy is changing from sales to marketing
 ONE CAN GET AWAY WITH BAD SERVICE IF:  Monopoly, maybe competing on price, everyone gives a similar service, you are a genius
 IF YOU WANT TO BUILD A RELATIONSHIP  
Understand the person, understand the needs, and understand his psychology
 5-WHY ARE CALL CENTERS IMPORTANT?
 Call centres are set up so that they can give better service to the customers
Tell the customer about product features, services etc without actually going to the particular company, Saves time, Prompt service
 ROLES UNDERTAKEN Customer service representative Sales support (back office)
YOUR ROLE IN CUSTOMER SERVICE
First point of contact, Build a customer rapport or break it, YOU PLAY A KEY ROLE
An employee who provides quality service must do three things, Accept responsibility for providing timely customer service, Courteous manner, Learn and apply customer service skills in a positive manner.
SKILLS REQUIRED
Good communication skill, Patience, Adaptability, Persistence
WHAT FACTORS INFLUENCE YOUR PERFORMANCE?
Behaviour, Interpersonal skill
Communication skills– Listening and verbal
Team working, Customer service focus
Vision, Leadership, Skills, knowledge, Technical skills
Product knowledge, Market knowledge, Support, Training
Coaching, Clarity of role
IMPACT OF GOOD SERVICE
Customer loyalty, Repurchase, Referral business, Increase in profitability
IMPACT OF BAD SERVICE
Customer complaints, Negative public relations
Loss of customer business, Increase in cost to replace lost customer
CUSTOMER RELATIONSHIP
Successful organizations of the future will be those who become customer centred and drive their business from a customer perspective
6-WHY ARE CUSTOMERS IMPORTANT?
Customers are the reason that we exist:
A customer is not an interruption- HE IS THE PURPOSE
A customer is not dependent on us – WE ARE
No one ever won an argument with a customer

SALES PROMOTION

SUBJECT:                    SALES PROMOTION
Definition
Sales Promotion consists of different tools used for the direct presentation of the product to its users and distributors.
Personal Selling
Personal selling is the strongest means available for promoting a hotel's facilities. Personal selling involves a salesman, who is the symbol of his organization in front of his/her customer. Therefore, a salesman must familiarize himself with the following four things:
1-His Company; every thing about the hotels facilities.
2-His Competitors; every thing that competitor hotel's are offering, so that a salesman knows how to sell better.
3-His Customers;         Who are they?
                                Where do they do?
                                What do they want? and
                               When do they want it?
4.  How to present:Finally the salesman should know how to make an effective presentation.
The effective presentation must contain;
a-Photographs; to show the product in use and other views of facilities.
b-Brochures; means, tariff sheets, fact sheets, flyer, company profile, floor plans, banquet requirement, menus and etc.
c-Banqueting plans, to show the floor area and the different seating plans.
D-Visiting cards.

Methods of Personal Selling

Subject: METHODS
There are various methods of personal selling:
1. Sales Calls
2. Telephone selling
3. Internal selling
4. Entertaining
1-SALES CALLS
Local sales calls is your day to day work. Set up your target of how many sales calls per week you feel feasible. Follow this programme, as a high rate of calls will definitely produce new business.
Sales trips might be useful to travel outside your local area in order to reach other markets.
Do not rely on your "gut feeling" as to what market segments are significant. Get in touch with your local airline, your national tourist office or with other official institutions. Find Out where the business comes from. Try to combine your sales trips with major travel industry congresses.
a) Visits are made to:
i) Commercial organizations;
ii) Industrial organizations;
iii) Government and semi government organizations;
iv) Traders and merchants;
v) Professionals and educationalists;
vi) The town elite;
vii) Social organizations such as the Rotary and Clubs;
viii) Multinational local representatives;
ix) Embassies and International Organizations
x) Professionals e.g. lawyers, architects consultants etc.
xi) The rest, any other organizations whose needs can be served.
b) For all sales calls, careful planning is required and the following suggestions may help:
i) Have a specific reason to call;
ii) Try to avoid sales calls to pass the time;
iii) Never say; I happened to be in the area and I dropped in to see you;
iv)  Give a good reason for your call;
v) Learn as much as possible about the organization you are visiting before of your visit.
vi) Have your sales ideas and tools ready before you make a call.
vii) Set your target for every personal call. Either it should be a definite promise or it should be for the collection of maximum information.
c) Besides the above-mentioned personal preparations, basic, sales          etiquette should be considered:
a-Be friendly but do not behave in an over familiar manner
Make sure you are punctual.
Introduce yourself clearly.
Your prospect's time is valuable - do not waste it. Make
your point quickly.
Try to get as much information from him as possible and build your sales around his comments.
Make your customer feel important; try to find out his problems, offer your assistance in solving them.
a-Use sales kit tools to better explain your facilities. Have floor plans, menus, photographs, etc., available.
Avoid saying "I don't know" if specific questions on your Properties are asked.
Repeat any promises of follow up in order to clarify your proposed actions with the customer. And always use his name.
Do not oversell. Leave promptly when your business is completed
2. TELEPHONE SELLING
It is important to use the telephone as often as possible in order to contact the customer but disturb him as little as possible.
The two types of telephone selling are:
1-Receiving incoming calls regarding Hotel facilities.
2-Placing outgoing calls to increase business.
The only advantage of outgoing calls is your preparation before calling the customer. If he calls you - you have to be ready to answer him on the spot. Also, during sales calls by telephone, some etiquette must be considered.
a-Analyze your customer's needs as quickly as possible then give him the answer in terms of facts and figures.
b-Try to speak his language! A function room explained to a Lady may be described as "charming", the same room described to a man may be "right atmosphere for functional business meetings".                   
 3. INTERNAL SELLING
The internal selling involves the product mix to existing customers. The customer has already made the first step by coming in, therefore, it is our internal selling to increase their average spending. Whereas external selling/ promotion increases the number of customers or external. The entire staff is involved in one form or the other - the internal selling.
4. ENTERTAINING
The prospect is invited to the establishment which gives him a real opportunity to sample the product over lunch and, later, a grand tour of the hotel, in order to showing him / her the facilities. Although, this type of selling is limited to the fact that it is expensive but in the pre-opening stage, it is very effective and also necessary.

HOW MARKETING BUDGET IS PREPARED

SUBJECT:                    MARKETING BUDGET
Definition:
The Marketing Budget is a document outlining the expenditures required to attain the quantity, marketing objectives determined in the Marketing Plan.
Policy: The Marketing Budget is expected to be a realistic forecast of the required quantum of expenditure. All levels of the unit marketing management are involved in its preparation, but the ultimate responsibility is that of the General Manager and the Director Sales & Marketing.
The Marketing Budget should include the expenses incurred on the following heads of account:
a)      Advertising, printing, production;
b)     Sales promotion, trade shows, special events;
c)      Public relations;
d)     Sales/marketing departmental salaries and benefits, conveyance, sales trips;
e)      Travel and entertainment;
f)       Marketing and reservation fees;
g)      Mailing of promotional materials and mail shots etc.,
It obviously helps to draw up next year's budget if the present year's costs are monitored each month. The more people you involve, during the planning stage, the more realistic the budget will finally be.
For Food Promotion, it is essential to involve the Director F&B; Accounts Department has also to be consulted for the different marketing and reservation fees.
Once the budget is finalized, the total expenditure should be checked against industry guidelines (a certain percentage of total hotel revenue). If this does not correspond exactly, then the budget will have to be revised.

ANNUAL MARKETING PLAN

SUBJECT:                    ANNUAL MARKETING PLAN
Definition:
The Marketing Plan is a document that analysis a Unit's position within its market, commits the management of the Unit and the Company to a set of objectives and outlines the strategies to achieve these objectives within the time framework of the Plan.
Policy:
While the Marketing Plan is ultimately the responsibility of the. General Manager and the Director Sales & Marketing all levels of the Unit management are involved in its preparation and the nature of the commitments are from the bottom upward.
Description:
The Marketing Plan comprises:
a)   Analysis of the Market (National)
-       Analyses economic situation;
-       Assess trends in tourism/travel;
-       Discuss developments;
b) Analysis of the Market (Pectoral):
-         State product proposition (what demands are satisfied by the product? The "Offer");
-         Analyze visitor origins/motivations;
-         Quantify demand;
-         Outline customer profile;
-         Identify sources of business;
-         Describe and assess competition;
-         Analyze strengths and weaknesses;
c)     Identify opportunities, including the establishment of market share objectives.
d)    Describe the product (including development proposals) and state the selling proposition.
e)   Establish the Price Structure and policy.
  f)   Outline the Marketing strategy:
- Discuss product distribution;
- Outline the sales promotion plan;
- Describe any packages to be offered;
- Outline the advertising proposals;
- Outline the public relation proposals;
- Outline any special promotions e.g. F & B;
- Establish the budget;
g)   Set sales targets for the year.
 h) Outline Action Plan.
Standard Operating Procedure:
a)        The Operations Sales & Marketing Team & Reservation Offices and Group Corporate Office input for the Marketing plan shall be obtained by June of each year.
b)       Objectives and targets will be jointly agreed on by the Operations Sales & Marketing Team and the Corporate Office.
c)        The marketing plan shall be prepared by the end of September each year.
d)       The marketing plan shall be approved by the end of October each year.
e)       The marketing plan will be implemented from January of next year.
Applies as Fiscal year in Pakistan starts from July to June, so the months will (April May and June)

PUBLIC RELATIONS:


PUBLIC RELATIONS
 Public Relations is involved with creating attitudes and perceptions to improve overall image of the hotel.
 Various strategies, which will be used by the Public Relations department to achieve its objectives, are:
 MEDIA RELATIONS
 This involves working with press, print or electronic media and Internet. To make people understand about our product and its sub products and to have a favorable image in public, a strong and positive media relations will be built.
 On regular basis press releases / photographs will be sent to print media about happenings at the hotel. Every month at least one event or promotion of the hotel will be projected on electronic media.
 To have a reciprocal relationship with media people special lunches, dinners or tea receptions will be organized for them on monthly or bi monthly basis.
  INTERNAL RELATIONS
 To strengthen both morale and loyalty of fellow associates different trainings and entertainment programs will be organized for them, which will in return result in better customer service and guest satisfaction.  
 To promote different products of the hotel like rooms, restaurants, health club etc, “Brain Storming” sessions will be organized with the concerned departments. This will not only give us an opportunity to gather more and unique ideas but will also help us to know about the expectations and needs of our clients.
 COMMUNITY RELATIONS
 To build goodwill for the hotel and to portray an image of a “Good Corporate Citizen,” hotel will get involved and will support events for special causes that are a concern to the community through fund raising, volunteer work and donations to special community projects.
 To promote the hotel as ‘Environment Friendly” hotel “Environment Day and Tree Plantation” will be held at the hotel in collaboration with WWF and on its own.
 CORPORATE RELATIONS:
 To organize more mega events in collaboration with multinationals and national companies’ strong relations will be built with them through personal visits and through telephone. More emphasis will be on joint promotions and sponsored events to lesser the cost and to maximize the revenue.     

SALES & MARKETING?

MARKETING
It concentrates on finding what people want, and then evolves different strategies to achieve the exchange of goods and services for a monetary consideration in which value needs are satisfied.
The entire range of marketing activities revolves around the six P’s namely a known as the marketing Mix.
  1. 1.    PEOPLE The product users and their needs. The motivation behind their needs.
  1. 2.    PRODUCT The attributes of the product and how this product satisfies the needs of users.
  1. 3.    PACKAGING Packaging is the presentation of the product to its users. In a hotel it is the interior and exterior presentation.
4. PLACE Place is the location of the product, the location of channels of distribution through which the users may avail the services or goods (products).
5. PRICE The quantum of monetary considerations, which are satisfied, for both the purchaser and the producers.
  1. 6.      PROMOTION The activities involved in creating awareness and demand for the product.
SALES It emanates from the product; it concentrates on the goods or the service produced and tries to find a buyer.
Sales identify the market and develop promotional strategies accordingly to sell the product to the identified buyer/ user.

What is Sales and Marketing?

Important Questions of sales and marketing?
Q1: what is the difference between marketing and sales?
Q2: what are the five steps involved in developing a marketing plan?
Q3: what are the five basic five steps of presentation sale call?
Q4: what is difference between internal marketing g and internal sales? Why each in important
Q5: what is the role of general manger in internal sales? What re three ways to develop sales oriented staff?
Q6: what methods do hospitality firms use to monitor the effectiveness of advertising?
Q7: what is difference between advertising, public relation and publicity?
Q8: what are the three distinct groups of frequent business travelers?
Q9: what types of advertising re most likely to attract the attention of business travelers?
Q10: what are some travelers of individual leisure travelers?
Q11:  what is tour broker, tour whole seller? How does property reach each of them?
Q12:  what are some of the ways in which properties can provide good service to travel agents?
Q13:what are some of the challenges and opportunities travel agent will face in future?
Q14: what two segments compose the group meetings market?
Q15: what are the three face to face selling techniques used to reach meeting planner and how those be effective?
Q16: what are different types of reunion groups? how can property reach each group?
Q17: what are some trends affecting the restaurant industry today?
Q18: what are must be researched before positioning a restaurant?
Q19: what methods are used to merchandise food and beverage products?
Q20:  what are two basic responsibilities of most catering departments?

WHAT ARE SALES STRENGTHS?

Sales Strengths: Before we start, let’s get one thing out of the way.
There is no single right way to sell. In fact, we believe there are as many ways to sell as there are sales people.
Who you are is who you should be. You’ll be most successful at sales if you make the most of who you are and by that, we mean using your natural talents the ways of thinking, feeling, and behaving that come naturally to you.
Best sales people in the field, we believe that the best sales people are the ones who focus on building those:
Five talents into unique strength:
 This means combining your talents with skills, knowledge, practice and developing your own approach to sales. Rather than spending time imitating the following “best practices,” the most successful sales professionals learn to sell their way.
 Learning how to maximize your strengths and minimize the time you spend managing weaknesses takes practice, effort, and creativity. Here are seven strategies, along with first-person examples, to help you apply your efforts more effectively and overcome some challenges you might face.

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