Editorial Board   

Mr. Dauner

Bob Dauner

Vice President, Sales & Business Development, BeDynamic, Inc

Bob Dauner is a highly skilled and broadly experienced sales and marketing strategist, team leader and relationship sales tactician with over 30 years experience in the hospitality, travel and enterprise software industries. Mr. Dauner specializes in strategic sales system/organization design, resource deployment modeling and compensation, recognition, reward systems design and implementation. He assists companies in designing, building-out, assessing, and or/realigning their sales organizations to improve results from field sales, channel sales, regional/national sales, and telemarketing/telesales. With a sharp focus upon target account solution selling and measurable accountabilities, Mr. Dauner builds high performing sales organizations and mentors senior sales executives to maximize top-line revenues and drive profitability. Mr. Dauner began his career as a professional educator, but left the profession to pursue his passion for travel. He embarked on his 20 year career in hotel industry sales and marketing with a position with Hyatt in Hawaii. Mr. Dauner's hospitality industry career has spanned a broad range of progressively responsible sales and marketing leadership positions from on-property assignments to regional, national and global responsibilities with Hyatt and Westin/Starwood Hotels & Resorts. In addition, he has served in a destination sales and marketing executive leadership role with the San Jose (California) Convention & Visitors Bureau. Leveraging his hospitality industry insights and experience integrating people, process and technology to maximize organizational results, Mr. Dauner also provided thought leadership, practice direction and key account sales management in the Customer Relationship Management consulting practice of a $700mm strategic applications consultancy, Cambridge Technology Partners. As an independent consultant, Bob has also provided sales and marketing expertise to early stage companies in the fields of travel services, content management and integrated real estate facility management software solutions. Mr. Dauner graduated with a Bachelor of Arts degree in English Literature and a Master of Arts in Teaching (secondary education) degree from Beloit College in Beloit, Wisconsin. He has received training certification in numerous hospitality and consulting industry sales and marketing program curricula and earned his professional "stripes" in the field.

Mr. Dauner can be contacted at 408-358-8603 or bobd@bedynamic.com

Coming up in April 2019...

Guest Service: A Culture of YES

In a recent global consumers report, 97% of the participants said that customer service is a major factor in their loyalty to a brand, and 76% said they view customer service as the true test of how much a company values them. And since there is no industry more reliant on customer satisfaction than the hotel industry, managers must be unrelenting in their determination to hire, train and empower the very best people, and to create a culture of exceptional customer service within their organization. Of course, this begins with hiring the right people. There are people who are naturally service-oriented; people who are warm, empathetic, enthusiastic, pleasant, thoughtful and optimistic; people who take pride in their ability to solve problems for the hotel guests they are serving. Then, those same employees must be empowered to solve problems using their own judgment, without having to track down a manager to do it. This is how seamless problem solving and conflict resolution are achieved in guest service. This willingness to empower employees is part of creating a Culture of Yes within an organization.  The goal is to create an environment in which everyone is striving to say “Yes”, rather than figuring out ways to say, “No”. It is essential that this attitude be instilled in all frontline, customer-facing, employees. Finally, in order to ensure that the hotel can generate a consistent level of performance across a wide variety of situations, management must also put in place well-defined systems and standards, and then educate their employees about them. Every employee must be aware of and responsible for every standard that applies in their department. The April issue of the Hotel Business Review will document what some leading hotels are doing to cultivate and manage guest satisfaction in their operations.