EVERYO

NISE
A
SALES PE

Im a Sales
Person

YOUR IMAGE IS THE HOTEL

IN SELLING, WE ARE
ONE

BE NUMBER
ONE

Is only attained through

Absolute Care

COUNTLESS
UNSEEN DETAILS
ARE OFTEN THE
ONLY
DIFFERENCE
BETWEEN

Mediocre
and
Magnificent !!

The cost of retaining a

loyal guest, is only
one fifth that of
attracting a new one !

The majority of an
average Hotels
Business,

comes from its

present satisfied
guests !

REPEAT
GUESTS, SPEND
MORE THAN
FIRST TIME
GUESTS

Todays Economy has forced many of

us to focus on the spreadsheet. The
most expedient solution seems to be
downsizing and cutting costs to make
a hotel more profitable. All this
attention paid to the bottom line has
Blinded Managers to what should be
their main focus; The GUEST!!

It is the Guest who has

the power to change
our Profit & Loss
figures. Only by
listening to Our Guests,
Guests
and implementing
change, can we hope to
make a solid, lasting
and profitable change
in our exciting Hotel.

a favorable juncture of
circumstances.
- (Websters)

Opportunities can
only be achieved
If,
The team is Dedicated,
Educated and Flexible.

The only difference between a

Game and a Business;
is that in a Game you use a Ball
and in Business you use a Dollar
Yet, the TEAMWORK is the
same in reaching your goals !!

TEAMWORK
Work done by several
associates with each doing a
part, but all subordinating
personal prominence to the
efficiency of the whole.
- (Websters)

EMPOWERMENT
Is based on EDUCATION
and TRUST, because it
gives additional power
and authority to our
associates.

BENCH MARKING
Is,
The practice of being HUMBLE
enough to admit that another
team is better at something, and
being WISE enough to try to
learn how to match and even
SURPASS them at it..

EXPECTATIONS
We WILL focus on
improving areas where
guests expectations are
LOW and the value, or
importance, to the guest
is HIGH.

Our Guests
Expectations will
always increase,
So should our ability to
meet and exceed them.

SURPRISE
SURPRISEis one way to
exceed guest expectations,
we will promise what to
expect and deliver this or
MORE !

Associates and
Management often
have different views
of what is important
to the Guest.

Top 12 Guest Service Characteristics

1. Associates positive attitude
2. Receiving an explanation of how a problem happened
3. Being called back when promised
4. Being contacted promptly when a problem is resolved
5. Being allowed to talk to someone in authority
6. Being told how long it will take to solve a problem
7. Being given useful alternatives if a problem cant be solved
8. Providing sufficient information to act on alternative
9. Being told about ways to prevent a future problem
10. Being given progress reports if problem cant be solved immediately
11. Track and measure the incidents
12. ATTACK AND FIX THE INCIDENT FOREVER

GUEST RETENTION FACTS

96 percent of dissatisfied guests do not complain
to the Hotel. For every 10 complaints there are 250
other dissatisfied guests.
Dissatisfied guests tell 8 to 10 other people, twice
as many as a contented customer tells about a
pleasing experience.
At any one time, 25 percent of guests are upset
enough to switch to a competitor if there is a
reasonable alternative.
90 percent of dissatisfied guests whose problems
were not solved will never do business with that
Hotel again.

GUEST RETENTION FACTS

Only 50 percent of those unhappy guests whose
difficulties are resolved, remain loyal to the Hotel.
The average return in investing money to handle a
guest complaint is approximately, 170 percent.
percent

Obviously we should strive to provide

our guests with no reason to
complain in the first place. But when
imperfection strikes, our well-crafted
recovery process can turn a
weakness into Good Business.

TEAM LEADERS
will communicate guests
feedback to associates and
vise versa. Good and Bad
comments, thru our G.S.I.
results, will be addressed
and corrected !

QUITE FRANKLY,
the only reason we encounter problems
within the property are due to either;

1. Faulty equipment
2. Faulty Training
3. Faulty Supervision

Nothing Else !!!

We now have Exciting

Pan Pacific Management System

WORK SMARTER
NOT HARDER

We will not change

for the sake of
change;
We will change with a purpose
and a total team belief in
making that change happen!!

Every single one of our

associates will be ,

A SALES PERSON
From the General Manager
through to our Stewarding
Team !

We will build the property

image and attitude

from the inside out !

This dynamic attitude, will
automatically permeate out
into the Community in
strong basics, for our
GROWTH.

We will develop improved collateral material by;

1. Deciding on our positioning. Orient our hotel a certain
way in the consumers mind
2. Understand the new consumer. Talk to important
segments
3. Agree on a creative strategy. Put in writing what you will
say and how you will say it
4. Set our objective. Identify our target audience. Include a
guest benefit(s) and support the benefit(s) with proof
5. Set ourselves apart. Giving our hotel a distinct
personality
6. Demonstrate how our hotel differs from the competition
7. Keep our collateral consistent with our paid media
advertising; all of our advertising should have the same
feeling

We will develop improved collateral material by;

1. Put the selling message on the cover like a
headline in an add
2. Put our positioning on the cover
3. Put a benefit on the cover
4. Use one striking illustration on the cover
instead of many small ones
5. Avoid cliches, both visual and written
6. Use photographs rather then drawings
7. Show activity not just scenery
8. Show food close up. Truth in menu concept

We will develop improved collateral material by;

13.Caption our photographs
14.Dont be afraid of long copy
15.Highlight the important facts
16.Tell the truth
17.Be helpful, not clever
18.Use maps, which tend to get high readership
for easy location
19.We will not skimp on quality
20.Include several pieces in the mailing

OUR SALES PEOPLE

PASSION FOR SUCCESS CHECK LIST;
There are good days and bad days, but always
the overall feeling of accomplishment.
Everyone makes mistakes. Dont dwell on
them. Use them to help you do better the next
time.
Even the most successful salesperson with
years of experience continues to use the most
basic of proven sales techniques.
The more sales presentations you make, the
more you will sell.

OUR SALES PEOPLE

PASSION FOR SUCCESS CHECK LIST;
The effort you make today will show up a few months
from now. Dont be frustrated because the results arent
immediate.
Know our hotel and SHOW PASSION when selling it.
Obtain complete information from the client regarding
needs.
Know how our hotel fits our clients needs, NOT OURS!
You must believe in your hotel to sell it successfully.
In order to sell our hotel and services, sell ourselves to
the client first. If the client believes in you, its a lot
easier to sell our hotel.

OUR SALES PEOPLE

PASSION FOR SUCCESS CHECK LIST;
Always remember the importance of planning,
product knowledge, persistence and creativity.
DONT PROMISE ANYTHING YOU CANT
DELIVER.
Never try to bluff a client when you dont know
the answer to a question. Dont be afraid to say
you dont know the answer. Offer to get the
answer, and get it !!
Have perseverance.
Show guests that you can be of assistance to
them in doing THEIR jobs better !!

OUR SALES PEOPLE

PASSION FOR SUCCESS CHECK LIST;
Be enthusiastic. Enthusiasm can be the
deciding factor in many selling situations.
Show your sincerity !
BE HONEST !!
Never ridicule the customer, competition,
or our fellow workers.
Try to keep energy level high at all times.
The key is good health habits.

OUR SALES PEOPLE

PASSION FOR SUCCESS CHECK LIST;
Have the strong desire to succeed.
ABC Always Be Closing !!
A guest will pay any amount for a product
if dollar for dollar it is the BEST VALUE.
Do our Homework and follow up !!
DONT GET DISCOURAGED BECAUSE
OF DENIALS OR REJECTIONS !!

OUR MOST COMMON MISTAKE

In our adopted positioning
strategies we sometimes fail to
incorporate one basic marketing
concept into otherwise good
positions. We forget that any
positioning statement must be
directed to the needs and wants of
the guests, NOT OURS!!

TRACK AND MEASURE

If we think carefully about what we would
like to know about our guests, we will be
able to have a research mechanism that
provides much more than simple guest
history. For instance, consider how
invaluable it would be a know that the
guests who purchased our rooms-only
package were or were not high potential
guests for our restaurants or bars.

TRACK AND MEASURE

And wouldnt it be interesting to know, whether
these guests were responding to our newspaper
advertising, or coming to us because travel agents
were informed of our package and our
commission policy, or whether both factors were
involved ? A well-designed internal research
system can tell us the spending habits of our
guests, their average length of stay, and the
channel of distribution most often chosen by our
guests to purchase each type of service we offer in
our beautiful property.

ENVIRONMENTAL THREATS
An environmental threat can be
defined as a challenge posed by an
unfavorable trend or development in
the environment that would lead, in
the absence of purposeful marketing
action, to the erosion of our hotels,
position.

ENVIRONMENTAL THREATS
Seriousness: Our hotels ability to cope with an
environmental threat varies with the severity of
the threat. When the threat is relatively minor, we
can adapt by modifying our marketing plans or
by making relatively minor tactical changes.
When the threat is severe, however, the capacity
of our operation to continue competing effectively
may be seriously threatened. Related to the
seriousness of a threat, is our ability to do
something about it.

ENVIRONMENTAL THREATS
For example, currency fluctuations may seriously
affect our hotels profitability, but the ability of
our team to stabilize or reverse currency
fluctuations may be negligible.. Another factor
influencing a determination of seriousness is
distance in the future; a threat with a high
probability of occurrence ten years from now is
less serious than an imminent threat. We need
to be aware and flexible to attack change, thru
dedication and education.

WE WILL IMPLEMENT TOTAL HOTEL

AND DEPARTMENT STRATEGY
A strategy is an action we decide to take to
initiate activity that will achieve a specific
result. A strategy is not an objective; A strategy
is a tactic by which we propose to achieve an
objective. Some examples of the difference ;
Objective: To increase penetration of payroll to
32% of dollars to sales.
Strategy: Redo staffing guides to effect a 10%
reduction in fixed payroll.

WE WILL IMPLEMENT TOTAL HOTEL

AND DEPARTMENT STRATEGY
Objective: To increase penetration of the corporate meeting
market, resulting in XXX in additional room nights
a year.

Strategy: Redecorate and rehabilitate present meeting facilities

by June 1, 2000. We will not mix up objectives and
strategies. Objectives dont create change.
Strategies do create change; they are actions that
must be tracked and measured. Road maps to results.
Objectives are well thought out; they should be
inflexible. Strategies are flexible, elastic, malleable.
Our problem in the hotel is that we focus more on
objectives and then when things go wrong, assume
that our objectives were wrong.

WE WILL IMPLEMENT TOTAL HOTEL

AND DEPARTMENT STRATEGY

We therefore change objectives that

were right in the first place. Our
failure is not as often in the choice
of incorrect objectives as in the
choice of incorrect strategies or the
failure to change strategies when
strategies fail to get us where we
want to go to win!!

GUESTS PERCEPTIONS OF RISK

One of the most effective strategies our hotel
can adopt to increase guests confidence in
this area, is to cultivate positive word-ofmouth advertising by satisfying the guests we
presently attract. Once our property ensures
consistency in the delivery of our products
and services, guest confidence increases and
positive word-of-mouth advertising spreads
from satisfied guests to potential new guests .

SERVICE INTANGIBILITY
Our teams mind sets must
recognize that we are not simply in
the business of selling tangible
products such as clean beds and
great food. We must recognize
that we are mainly in the business
of providing relatively intangible
services that produce an
"experience of hospitality.

SERVICE INTANGIBILITY
Manufacturing industries produce objects, devices,
things that can be touched and that persist beyond a
consumers purchase. Our hotel on the other hand, is
mainly in the business of providing intangible
services. These services are not so much things as
they are actions, deeds, performances, or efforts. After a
service has been delivered, the guest generally has
nothing tangible to show for it. Money has been spent,
but there is no thing that persists beyond the
purchase. Customers do not leave with objects to place
in their living rooms or to hang in their closets. In most
cases, guests leave only with memories of their
experiences.

SERVICE INTANGIBILITY
The services provided by our hotel are not completely
intangible. For example, food served in our dining room
is certainly a tangible element of a guests experience.
However, the dining room is not just in the food
business, it is in the hospitality business. This involves
providing more than just a good meal, it means
surrounding the meal with a particular ambience of
hospitality which includes not only the decor and
atmosphere but also the geniality of hosts/hostesses,
servers, and even cashiers. These intangible elements
are just as important as the tangible elements that the
guests experience while enjoying a satisfying meal.

INNOVATION

The function of our hotel is therefore

innovation, that is, the provision of better
and more exciting goods and services. It is
not enough for our hotel to provide just any
goods and services; it must provide better
and more economic ones. It is not necessary
for our hotel to grow bigger; but it is
necessary that it constantly grow better.
Innovation goes right through all phases of
our property.

PERCEPTIONS
It is easy for our team to lose a marketing oriented
focus. Just as a fish doesnt know that its wet
because it has been in the water all of its life, so we
often lose track of the environment in which our
businesses exist. The demand of day-to-day
operations frequently locks associates attention onto
short-term concerns and hinders their perceptions of
long-term considerations which may be critical to the
success of our hotel. Indeed, one of the most difficult
tasks that team leaders face today is setting aside
time to take off the hat of the Operating Manager and
put on the hat of the Strategist .

I.W.W.C.W.
In

What

Way
Can

We .

We must strive in our hotel

to eliminate the word

If only we knew,
what we know !
Share Best
Practices and
Knowledge with
each other, for
effective solutions.

Leaders seek flexibility

Managers seek stability

Leaders set a direction and then
empower and enable their
Associates to make their own
decisions and solve their own
problems.

Managers emphasize the

rational and tangible.
Hotel Sari Pan Pacific
Jakarta

Leaders emphasize intangibles

such as vision, values, motivation.

Managers think and act for the

short term.

Leaders think and act for

the long term.
Managers accept
organizational structure,
policies, procedures and
methodology as they exist.

Hotel Sari Pan Pacific

Jakarta

Leaders constantly seek to find a

better way, towards Absolute
Care for our internal and external
guests.

Winning is about
Leadership. Winning
individuals are leaders,
people with ideas and
values, and the energy
and guts, to do what
needs to be done !!!

We must
deliberately and
systematically
produce leaders
and reward them !

We as Leaders,
in all facets of our
hotel, must focus on
the things that matter !
Proactive not Reactive !