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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 :: Operations & Investment

Weighing-in on a broad range of topics related to hospitality Operations & Investment . . .

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

Brudney's 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.

Brudney's 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.

Numerous changes can be found in today's hotel sales and marketing operations. David Brudney's consulting practice enables him to interact with sales departments across the country where he finds an ever-increasing reliance on technology based selling. Sadly, he finds a near total disregard and disrespect for most of the relationship based selling skills and experience acquired from pre-Internet days.

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

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FEBRUARY 2008- One of the most valuable lessons I learned in college was that the only thing constant in life is change. Change is good. But with this change, do we need to abandon the lessons we have learned through experience? Letís not throw the baby out with the bath water.

AUGUST 2007- Bill Walsh was an extraordinary visionary, communicator and mentor whose legacy far transcends football and sports in general.  He was a quintessential business model for anyone who manages and motivates athletes or employees - - especially so today for our hospitality industry.

MARCH 2007- Site inspections, for hotels at least, are like making it to "The Final Four" in college basketball.  Much can be at stake.  Expectations are high.  Pressure can be enormous.

FEBRUARY 2007- Although hotel development in China and India dominated the dialogue, speaker after speaker told the record attendance of 2,500 at The Americas Lodging Investment Summit (ALIS) in Los Angeles, that both the U.S. and global economy were good and all agreed that this was a very good time to be in the lodging business.

DECEMBER 2006- Hotel Sales departments across the U.S. continue to allow dollars to be left on the table because incoming inquiring phone calls - - calls made by potential clients planning a group function of some type - - are either not being handled promptly or correctly or are being ignored altogether.

SEPTEMBER 2006- Far too many consulting engagements today fail to meet client expectations because the client did not allow the consultant the necessary freedom to do his/her job successfully.

MAY 2005- Good consultants know other good consultants, which makes them a wonderful resource for clients.  Good consultants make a point of knowing about other good consultants with different yet complementary disciplines.

DECEMBER 2004- In my professional role as a hospitality consultant and advisor, I get to ask lots of questions of the hotel unit level management team while conducting a sales and marketing review of a particular hotel, resort or conference center.

JANUARY 2002- Is the lack of hospitality so many of us have experienced since 911 a new standard for hotels?  Are hotel front desks no different from Burger Kings, department stores or airport security?  Is the problem poor wages, training, too many tasks, absentee owners, management neglect, new customer demands, cost cutting or simply the economic times?  Maybe itís a combination of all of the above?

NOVEMBER 2001- Front desk staffs represent the first, last and possibly only opportunity for limited service hotels, in particular, to connect with guests thereby laying the foundation for invaluable repeat business and referrals.

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