The document is a presentation on managing sales efforts for results given by Janie Wiltshire of Due West Company. It includes slides on the role of the chief sales officer, listening skills, leading a sales team, managing salespeople, and a sample weekly sales meeting agenda. The presentation provides guidance and templates for hotel sales managers to effectively oversee sales efforts and maximize results.

1. Managing Your
Sales Efforts
for Results
Presented by:
Janie Wiltshire
Due West Company
313 Jungle Road, Edisto Beach, SC 29438
(843) 869-5252
www.janiewiltshire.com
janiewiltshire@aol.com
Hoosier Hospitality
March 11, 2014

2. Who is the Chief Sales Officer?
Why does he/she “have to” be in charge of Sales?
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Managing
Your Sales
Efforts For
Results
My Notes
What are the key duties of the CSO?
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How can you be a Sales expert
if you have no Sales experience?
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“Skillful leaders seize the opportunity to change things for the better.”
– Harry Truman
Presented by:
Janie Wiltshire
Due West Company
(843) 869-5252
www.janiewiltshire.com
janiewiltshire@aol.com
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3. Leading My Sales Team
My property plays “Follow the Leader”.
Managing
Your Sales
Efforts For
Results
My Notes
“If it’s meant to be...it’s up to _______.”
3 Ways to Lead
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“The greatest leader is not the one in the spotlight; he is the one leading the applause.”
– Williams James
Presented by:
Janie Wiltshire
Due West Company
(843) 869-5252
www.janiewiltshire.com
janiewiltshire@aol.com
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4. Listening Awareness Inventory
To see how effective you think you are in practicing good listening techniques, answer these questions
about yourself. Remember: Be ruthlessly honest with yourself! If you’re not, this won’t help.
Almost
1. Do you let people finish what they’re trying to say before you speak?
2. If the person hesitates, do you try to encourage him/her…rather than start your reply?
3. Do you withhold judgment about the person’s idea until he/she has finished?
4. Can you listen fully, even though you think you know what he/she is about to say?
5. Can you listen nonjudgementally, even if you do not like the person who’s talking?
6. Do you stop what you’re doing and give full attention when listening?
7. Do you give the person appropriate eye contact, head nods, and non-verbals to
indicate that you’re listening?
8. Do you listen fully, regardless of the speaker’s manner of speaking
(i.e., grammar, accent, choice of words)?
9. Do you question the person to clarify his/her ideas more fully?
10. Do you restate/paraphrase what’s said and ask if you got it right?
Total Score:
36-40
30-35
26-29
0-25
Usually Seldom Never
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Outstanding Listener
Good Listener, but put more effort into attention and suspending judgment
Needs Work: What pay-off would you get from improving?
Ask if you were really serious about taking this test. What could you gain by improving?
Your
Total
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5. Keys For Managing Salespeople
Managing
Your Sales
Efforts For
Results
My Notes
“Failure is not fatal. Failure to change might be.”
– John Wooden
Presented by:
Janie Wiltshire
Due West Company
(843) 869-5252
www.janiewiltshire.com
janiewiltshire@aol.com
5

6. A Day in the Life of a GM
Upon Arrival:  Check previous day’s revenue (daily report).
 Print in-house guest lists. Review daily functions.
 Do house count.
 Walk property. Look at all heavy traffic public areas.
7–8 am:
9–10 am:
 Work/mingle with breakfast guests.
 Work front desk. Assist with heavy checkouts, if necessary.
Meet guests!
 Observe breakfast presentations and meet guests.
 Housekeeping.
 Identify housekeeping “item of the day”.
 Issue maintenance tasks of the day.
 Inventory management 30 days / 60 days.
 Daily Report/ Deposit/ Accounts Receivables/ Balance
Advance Deposit.
11 am-1 pm:  Miscellaneous time / Do house count.
 Meet with all department heads.
1-2 pm:
 Walk halls / Check two rooms.
2-3 pm:
 Do house count.
 Run mail / Check register.
 Sales Calls / Food & Beverage issues.
 Training Issues.
 Human Resources: Review files & procedures.
3-4 pm:
 Payables (two times a week).
 Account issues (P & L variance, etc.).
 Check with housekeeping and maintenance before their
departure.
4-5 pm:
 Do house count / Debrief Sales Effort.
5-7 pm:
 Mingle / greet guests.
 Assist with Front Desk as needed.
 Drive Frequent Guest Program enrollment.
 Review remaining Arrivals List before leaving property.
GM Daily Sales Questions
? How did I do last night?
? What Sales Calls are being made today?
? Are we going to fill tonight?
? Who is staying with me now?
? What does my forecast look like (14 days,
30 day, 90 days, etc.)?
? Are my rates loaded right?
? What is the Rate of the Day?
? Who is sleeping with the competition that
should be here?
? How can I help the Front Desk sell more
rooms now?
? What are we doing today to maintain and
attain Top Accounts?
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7. Weekly Sales Meeting Agenda
 Review Weekly Sales Activity
• How many bookings are “repeat” versus “new” accounts?
• Of the bookings, what’s the percentage of inquiry bookings versus developed business?
• Good mix of calls? At least 3 site inspections and at least 8-10 appointment outside calls. Avoid calling “left message” a sales call.
It creates “fluff” and makes the sales numbers look higher.
• How many calls were made for accounts that are on the Hit List?
• Discuss use of Prime Time Selling that week. Were there any days where activities did not take advantage of prime time selling time?
Prime time: Mon: 1-4:00; T,W,TH: 9-11:30 and 1-4; F: 9-11:30
• Review Next Week’s Sales Call Plan. Are there 8 to 10 appointments set up?
 Review Top Accounts
• What Top Accounts did we visit this week?
• What are they saying about the hotel?
• Who’s trending down in production from last year? Why? Develop action plans as necessary.
 Review Outstanding Contracts that have not been returned signed
• When is the contract due?
• If past the due date, has the client been contacted?
• At what point will we release blocked rooms for that contract?
 Review weekly performance of hotel
• How are we doing compared to this date last year? Review forecast for the month versus budget.
• Review weekly STAR report and discuss opportunities.
 Review upcoming groups for next week
• Arrival times for group arrivals.
• Special needs that require additional staffing or supplies (luggage assistance, extra hostess due to heavy group breakfast, high attention groups).
 Sales Audit - Review 3 Sales Files Worked That Week
• Sales Call documentation.
• Evidence of saturation.
• Next Step clearly defined with date of next step.
• All sales forms present and used in file.
 Competition Update
• What were the results of the reader board shops this week?
• What follow-up has been done for those accounts?
• Did we identify high-occupancy days at competition that were group-related? What groups were there?
What do we need to do to get them next time?
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Revenue Management Meeting
Discuss high/low demand times and determine strategies.
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8. Monthly Sales Meeting Agenda
In addition to the weekly agenda, the following items should be reviewed as a part of a monthly meeting:
Review Top Accounts Report
• Who is trending down, why?
• Who is trending up, is there a special project or trend that is driving these numbers?
• Any missing accounts from last year? Why?
Review LNR Accounts vs. Production
• Review production versus rates.
• Review day of week trends to identify LNR accounts that are only using you during your peak days.
• Is the account giving you the room night production as agreed upon?
• Which accounts need to be adjusted due to the answers given above?
Review Hit List
• Does our Hit List target the accounts that address our need areas? Corporate accounts, if weak on weekdays;
Weekend or group business accounts for weak weekends?
Business Plan Review
• Are we on target to what we said we would do?
• What promotions worked/didn’t work, update plan for next year?
Update Group Rate Strategies
• Are there high demand dates that we need to adjust group pricing?
• Are there low demand dates that we need to adjust group pricing?
Review Lost Business Reports
• Understand why we’ve lost business. If lack of availability, do we need to adjust rates during that time in the future?
Have we traced that group for future follow up? If due to rate, do we need to adjust rates due to lower demand?
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9. PROGRAM EVALUATION
Managing Your Sales Efforts - Hoosier 3-11-14
Consistent with the idea that you don’t have to be bad to get better, please take a few moments
to complete this evaluation form and return it to us before you leave. Thank you. Janie
1.
How did this program meet your expectations?
 More than I expected.
 About what I expected.
 Less than I expected.
Comments:_____________________________________________________________________
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2.
How would you rate the content and material presented?
 Informative and useful
 Informative, but not very useful for my job
 Not very informative or useful
Comments:_____________________________________________________________________
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3.
How would you rate the speaker?
 Interesting and knowledgeable
 Interesting, but could be more educational
 Knowledgeable, but could be more interesting
 Not very interesting or knowledgeable
Comments:_____________________________________________________________________
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4.
What did you like best about this program?
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5.
What do you think would make the program better?
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Comments:
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Name
__________________________________________ Title _____________________________
Property ________________________________ City/State ___________________________________
Presented by:
Janie Wiltshire
Due West Company
(843) 869-5252
www.janiewiltshire.com
janiewiltshire@aol.com