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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 :: Today's Sales Department

Weighing-in on a broad range of topics related to today's hospitality sales department . . .

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.

Brudney's practice takes him into sales offices all over the country affording him the opportunity to not only observe and evaluate the new generation of sales professionals, but also to interact and, more importantly, listen to what they have to say.

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

Today's Sales Department      spacer

May 2012 - With the demand for meetings growing and with owners and operators itching for a return to those pre-recession days, once again weíre seeing pressure put on hotel sales associates to push for higher room rates and greater total spend.

October 2011 - Weíve been inundated with so much media economic gloom and doom of lateóexacerbated by recent extensive coverage of the citizen demonstrations in Washington, D.C., and on Wall Streetóitís no wonder hotel sales professionals might be guilty of a self-imposed "business solicitation paralysis."

April 2011 - The recent passing of hospitality coach, consultant and author Neil L. Salerno did not receive the attention one might expect for such a consummate professional who served our industry for more than 35 years.

February 2011 - One of the many great pleasures I have had in this life is having watched the second and now third generation of family having spent time working in the hospitality industry.

September 2009- Recently, a competent and client-revered hotel sales director was fired. No surprise there. As hotel operators continue to cut costs to satisfy owner and lender fiduciary responsibility demands.

August 2009- Selling hotel rooms as a profession can be somewhat overwhelming for this newest generation. Those of us who made a career out of it might forget the uneasiness when first seeking commitments involving thousands and thousands of dollars, facing formidable competition, building instant credibility, and having to work so hard to be taken seriously.

February 2009- Hotel sales and marketing should be the very last area for cuts and downsizing. Operators that choose to do so risk facing even greater challenges when the market turns - - and we all know that day will come.

October 2008- Hospitality owners and asset managers everywhere are more worried about 2009 than at any time in my four decades of experience within our industry. I've been through six or maybe even seven downward business cycles before, but nothing compares with now.

July 2008- Showing up for work is one thing. Bringing a positive attitude with you and maintaining that attitude is something else. With some jobs I guess you can fake enthusiasm and a positive attitude, but selling hotel rooms is not one of them.

April 2008- Anyone who has read my articles over the past few years knows full well the genuine concern I have over the future of hospitality sales professionals.

NOVEMBER 2007- The new generation of hospitality Sales professionals can become so focused on their "Sales pitch", e.g., FABs (features, advantages and benefits), that they overlook all too often the importance of pausing in order to seek the prospectsí reactions and buy-in.

JANUARY 2007- So, hereís the message:  know your competition well and you will be better prepared to compete successfully for the best business available.  Your competitors are your enemy, but also your neighbors.  Do whatís necessary to cultivate established relationships. 

NOVEMBER 2006- Hospitality Sales professionals need to learn quickly that in order to be successful - - and, more importantly, to sustain that success over years and years - - they need to find a balance in Selling time.  Balancing time spent on the computer against time spent on the telephone and out on personal Sales calls.

OCTOBER 2006- If you are considering, planning or already started a career in hospitality Sales and Marketing, with every intention to be successful, be prepared to pack your own ‘chute before you start.  You’re going to have to show up with some talent and traits that can’t be taught.

AUGUST 2006- You canít microwave experience.  Just like baseballís Colletti, owners, operators and asset managers want and need Sales professionals who have "lived it".  How can we expect this new generation of Sales pros to "live it" if they are, in fact, not putting in the time and merely passing through?

JULY 2006- A concern to those of us who have made the hospitality Sales profession our lifeís work and to all who care about its future, is that an entire new generation of hotel Sales associates will miss an opportunity to learn and master their craft.

JUNE 2006- I donít know if you can teach curiosity, but I do know this: if I were building a successful Sales team today, I would be looking for candidates that are curious.  Curious about our business, curious about our customers and curious about learning more on how to become successful Sales professionals.

JULY 2005- I conducted a Sales-oriented workshop recently for a group of G.M.s from a medium sized hotel management company on the West Coast.In an effort to create a program whereby all the participants might have a stake in the exercise, I polled each G.M. asking what questions, issues, challenges they would like to see addressed.

JANUARY 2004- Remember the 1970s movie "Love Story" when Ryan OíNealís character tells his father, "Love means never having to say youíre sorry"?  Well, to paraphrase here, "Sales means never having to apologize for making the call."  Or, more appropriately, "making the call again."  Thatís our job.  We make calls.

SEPTEMBER 2001- When is the best time for hotel owners, operators and lenders to contract for an independent, comprehensive sales and marketing audit?  The answer?  Anytime is the time.  A good sales audit is appropriate especially when hotels and resorts everywhere begin to experience the full impact of a soft economy - - a sharp decline in business travel, a reduction in attendance, rescheduling or cancellation of corporate meetings.  Along with the traditional "belt tightening," operators need to make certain nothing is being overlooked in sales and marketing.

FEBRUARY 1984- Most of my clients are owners and operators of small, independent hotels, resort, motels, restaurants, private clubs and catering facilities. They believe that the major hotel chains have a monopoly on all the really good sales people and that they, being small and independent, will never be able to compete for the good ones.

DECEMBER 1983- How do we, as hotel operators and owners, accurately measure our sales departmentís performance and the result produced? Do we merely sit back, examine the occupancy, average rate and the bottom line and if the hotel has reached or surpassed the goals in each category, do we determine that sales has done its job? Have I just described you? If I have, donít feel badly, youíve got lots of company.

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