Eight Steps to Creating Marketing Partnerships

By Stacy Shaw President & Founder, m-k-t-g | August 09, 2010

At m-k-t-g, we employ an eight-step approach to the development of strategic partnerships and marketing alliances to ensure that all parties involved receive a ROI that is favorable to both their brand image and bottom line.

Step One: Situation Assessment

The situation assessment requires you to dig below the brand surface to determine what you have to offer, review your operational resources and analyze your partnership history.

The first question you have to ask yourself at the beginning of your situation assessment is what makes your brand or individual property a preferred partner. Or more simply stated, why should someone partner with your hotel or brand? In this step you have to be candid about your organization's mission, your core attributes, unique selling points, distribution, demographics and planned growth.

As with any business decision, your marketing partnerships should reflect and support your brand or individual property's mission and objectives. Embarking on a partnership that contradicts your organization's mission will confuse both your internal and external stakeholders, and creates the possibility of damaging your image as well as your bottom line.

Next you need to examine and be able to communicate clearly and concisely the core attributes and unique selling points of your brand or individual property. Instead of taking a broad-stroke approach, you need to be as specific as possible in your description. For instance, a spa company may describe the facility as a 20,000-square-foot, full-service spa with 18 treatment rooms. However, a more descriptive assessment will differentiate from the competition: "Our Relax Spa offers the only XYZ treatment room in Miami and is known for providing the age-defying mud rub that CNN has dubbed "miracle dirt."

Choose a Social Network!

The social network you are looking for is not available.

Close

Hotel Newswire Headlines Feed  

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.