In the late 90’s, as the Vice-president of Sales and
Marketing for the North American division of a large international hotel
company, I decided that the only way we were going to be able to improve our
competitiveness against better known and more widely distributed U.S. and
Canadian chains was through finding ways to make significant improvements in
our sales organization. At the time, we had twenty hotels throughout the U.S.
and Canada, in both the mid-scale and upscale categories, generating in excess
of $100,000,000 in annual revenues.
With the help of an outside consultant from Learning
International and the President of our sales training company, we formed a
cross-functional development team to create and implement a customer relationship
process throughout the hotel based sales teams.
It was a tremendous learning experience. We did a lot of
things right and a lot of things wrong – I learned more from the things we did
wrong - but in the end it was worth the effort