The Extra Mile is the only Mile that Matters

Developing your market IQ -- Are you on a first name basis with the Economic Development person in your market? Do you routinely attend Planning and Zoning meetings not only to stay informed on new developments but also to put in your feedback when something is potentially detrimental to your market position (like a new hotel)? If the first you hear of a new hotel development is the sign on the corner - it's way too late!

Select a Hotel charity or Civic Project - NO - the hotel's current financial status does not qualify you as a 'charity'! Pick an organization that you can work with year round and be e identified with. You get more "bang for the 'buck' this way and you have a convenient out when forty other 'good causes' approach you and nickel and dime your budget to death.

Know the Enemy - your competition - Hire a friend to spend a few days at the competition! Remember, most people still think that another night at a hotel is a treat! Give them a checklist with which to evaluate the other hotels from a guest perspective. Step back and evaluate their department heads' strengths and weaknesses. Evaluate your buddy, the competitor's GM, as though you were considering hiring him or her. Evaluate the effectiveness of their franchise ad campaigns and their guest loyalty programs.

Agonizing Reappraisal - know your product - Remember that friend who evaluated the competition? Hire them to do the same thing for your property and not to 'sugar coat' it! They now have info on the competition - invite them to pare and appraise. Then listen - don't get defensive. How often have I heard GMs loose it when the shopper report comes in? "That was the day two people at the desk called in, the restaurant was slammed, etc., etc." The point is that 's your problem not the guests'.

Positioning rates - The Value Quotient -- What is the rate that your guest walks out the door with a smile on their face because they feel they received good value for the rate they paid last night? Do not counter with they all want a cheap rate - that's not what we are talking about here. The latest consumer research, according to an extensive consumer survey by Cap Gemini Ernst and Young, shows that customers are looking for value in terms of consistency, reliability and customer service rather than low cost. Ask your front desk what your 'value' quotient rate is - they know when rate resistance generally ceases to be an issue with your regular customer demographic

Partnering - developing relationships with your accounts -- Do you know your top accounts? I'm not looking for a list here -- do you know what they do and have a relationship with a key contact there? Aim one level up from the contacts that your sales department has developed. Do you routinely call the sales contact and ask the question, "How well are we serving you?" Do all of your top accounts have your email address and the number of the direct line into your office?

The GM 'Close' - When the sales department has an important site inspection (and they are all important) do you make it a point to stop by and introduce yourself? When sales is having a 'fence sitter' - a contract that is wavering between tentative and definite, would a call from you personally assuring the contact that should they select your hotel you will personally guarantee their satisfaction assist in closing the sale? Do you have the confidence to ask, "What would it take to get your business?"