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David Brudney & Associates
Hospitality Marketing Solutions from David Brudney & Associates
"I believe that I can speak for the whole group in saying that the knowledge we gained is priceless."
Christopher Johnson, Sales Manager, Mission Inn, Riverside, CA
"This is a terrific article and so VERY relevant."
Maureen Callahan, V.P. Marketing, Destination Hotels & Resorts


David Brudney & Associates
2938A Luciernaga Street
Carlsbad, CA 92009
Phone: 760-994-9266

Hospitality Marketing Articles :: Hospitality Sales Fundamentals

Weighing-in on a broad range of topics related to hospitality sales fundamentals . . .

David Brudney & Associates- Hospitality Marketing Consultants
David M. Brudney, ISHC, a nationally recognized spokesman for hotels and a veteran with four decades of experience, is the principal of David Brudney & Assoc. of Carlsbad, CA

As a veteran professional consultant for the hospitality industry, David Brudney has advised developers and lenders, hotel owners and operators, chains, independents, mega-resorts, conference centers, limited service and B&Bs alike, throughout the U.S. on issues relating to hospitality sales, hospitality performance evaluation and enhancement, strategy, structure, direction and execution.

Brudneyís area of expertise is sales, marketing and operations and his primary consulting work the past 28 years has focused on producing top line improvement, strategic planning, structure and direction, performance evaluation, result measurement, research and litigation support.

Brudneyís extensive body of work covering four decades includes hands on directing, sales and catering department restructuring and redeployment, strategy and program implementation, production of heavy-actionable marketing plans, marketing overviews, competitive analyses and user analyses along with solid credentials in training and teaching.

Brudney has become a prolific writer, who shares his hospitality sales experience regularly in online forums. The articles provided here represent both current articles as well as "timeless" ones that appeared many years ago.

Hospitality Sales Fundamentals      spacer

JANUARY 2011-The incident reminded me of how easy it is for those of us who sell for a living to become too familiar - - perhaps too comfortable - - with the routine of how, where and when we conduct our business.

DECEMBER 2010-A recent visit to the office of James E. Bates, M.D, reminded me of just how important confidence is when making a decision on any major purchase.

November 2008- One of the great things about selling is that not only are we always learning new stuff, but how easy it is to momentarily forget those sales lessons we thought we had mastered so long ago.

August 2008- The very best hospitality sales professionals I have known over the past four decades have always competed with themselves first. They didn't need monthly or quarterly bonus plans to measure personal performance. Nor did they need corporate or G.M. oversight.

July 2008- Showing up for work is one thing. Bringing a positive attitude with you and maintaining that attitude is something else. Hotel sales professionals have to be positive and enthusiastic about what they are doing almost 24/7.

March 2008- Successful sales pros never engage a caller prospect on the phone or in person without having a plan and typically plans start with asking very good questions.

JUNE 2007- Anyone who has served our country in the military will tell you this about basic training:  "Glad I went through it, but never want to do it again".  I may choose to take another (smaller) cruise in the future but thanks, for now Iíll take my luxury resort any day.

APRIL 2006- While toiling away, doing my 30-second jumping jacks or the simulated bike riding exercise, I began thinking what a good idea it is for all of us who sell products and services for a living to revisit the fundamentals of effective professional selling.

MARCH 2006- Paraphrasing the late Tip OíNeill, all marketing is local and it begins with careful cultivating of merchants in your immediate and surrounding neighborhoods.

DECEMBER 2003- There are three things we can count on for sure:  death, taxes and vacant hotel rooms in late December.  Death and taxes?  Letís not go there, especially at this joyous time of year.  Vacant hotel rooms in late December?  Ah, the Achillesí heel of hoteliers since the dawn of hospitality. 

APRIL 2003- Every day hotel operators must deal in a business world that may have changed forever due to 9/11, terroristsí threats, the Home Security Actís impact on tourism, the war, the Enron scandal, the economy, gas prices and the near disappearance of the business traveler, the "Holy Grail" of our industry.

NOVEMBER 2000- If your guests are not finding that experience at your hotel, you risk becoming yet another shirt in that sea of gray flannel.  Unrecognizable. Forgettable.  Boring.  Itís the experience, stupid!  Work on it. 

AUGUST 2000- What can we learn from these new generation ball parks?  Surely, we canít all build privately financed $330 million Pac Bells and we canít all be located in a city as popular as San Francisco.  But we would all do well - - limited and full-service - - by applying some of the same fundamental elements: giving the customers more of what they want and delivering the right kind of experience.

JUNE 2000- Real world?  Big v. small has become a "reality-check" and cost issue.  Surveys indicate that all hotels spend as much as six times more to capture new guests as they do for repeat guests.  I believe todayís hotel mantra should be "letís optimize every guest experience so guests canít wait to return - - and tell a friend!" 

NOVEMBER 1994- One lesson that must be learned is that a return to success will only come about because weíve changed how we do business. We must look forward and embrace not resist new technology and all the new resources available today. 

JUNE 1985- One out of every three business travelers is a woman and Female travelers account for one out of every five business trips, according to SRI, Intl., a California consulting firm. More than half of "baby boomers" are women (baby boomers represent 70 million Americans, about 30 percent of the population) Furthermore, the U.S. Census Bureau (1980) reports that women now hold 30.5 percent of all U.S. management positions. 


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