Drowning in RFPs: Smart Lead Strategies to Help Hotels Succeed

By Dan Berger Founder and CEO, Social Tables | September 02, 2018

Back in October, I moderated a panel at IMEX America, where I had the pleasure of sitting in with four leaders from the groups and meetings industry: Betsy Bondurant (Bondurant Consulting), Steve Enselein (Hyatt), Doreen Burse (Marriott), and Greg Oates (Skift). The conversation that day covered a lot of bases, but a handful of topics seemed to be top of mind across the board - one of which was the exponential increase in RFPs that hotels have seen in recent years.

The consensus in a nutshell? While technology has made the lives of hoteliers easier, it's also created somewhat of a conundrum when it comes to RFPs. Today, with the advent of new meetings marketplaces, submitting multiple RFPs can happen in just a couple of clicks. It's like Bondurant mentioned in our session, "Now once we know what a meeting wants to achieve, we can easily send it to 10 or 20 hotels."

Couple that with seemingly ever-growing group demand across markets, and we now find ourselves in a situation where hotels are floating in a sea of RFPs, with sales teams rushing to qualify and respond to leads as quickly as possible. After all, over 75% of proposals are won by the first five properties to respond.

For hotels that want to swim, the goals are threefold:

1. Respond to RFPs faster

2. Prioritize the right RFPs

Choose a Social Network!

The social network you are looking for is not available.


Hotel Newswire Headlines Feed  

Court Williams
Gio Palatucci
Dennis Rizzo
Matt Schwartz
Terence Ronson
Sridhar Laveti
Stephanie Hilger
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.