“Winning Strategies” Report Reveals Best Practices for Today's Tough Meetings Market

By Karyl Leigh Barnes Executive Vice President & Partner, Development Counsellors International | October 28, 2012

Competition among destinations to snare meetings and conventions business has never been more challenging. Cities are marketing themselves with new infrastructure and services for greater buyer appeal, but there are fewer hosting opportunities and lower attendance at events.

As demand has diminished from what it was a few years ago there's greater availability. Today's marketplace is demanding that destinations use best marketing practice to even survive.

In a recent study, meetings buyers - meeting planners – revealed what marketing techniques meetings sellers – destination marketing organizations and other hospitality members – should use to influence buying selections.

Car racing, football and politics are blood sports of long standing, and now there's a business activity that requires the same survival skills: meetings and conventions procurement.

It's no news to hoteliers and others in the hospitality and tourism industry that snaring lucrative meetings for their destinations has never been as difficult as it is today. Cities have expanded and enhanced meeting facilities and other infrastructure for greater appeal to buyers, yet fewer events and lower attendance at those events has produced a market that resembles a housing war in which multiple bidders offer competitive contracts.

So what should destination marketing organizations (DMOs) do to not just survive but thrive in their pursuit of meetings business?

Choose a Social Network!

The social network you are looking for is not available.


Hotel Newswire Headlines Feed  

Sherri Merbach
Matt Schwartz
Eugenio Pirri
Stephanie Hilger
Dennis Rizzo
Brandon Billings
Bruce Seigel
Dean Minett
Robert M. O'Halloran
Suzanne McIntosh
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.