What the Hotel Sales Team Needs Now

  1. More time devoted to revenue-generating activities. Less time on tasks that less-qualified people could handle. Is it time to consider increasing sales support?
  2. More time available to find more clients who will pay more. Less time in meetings.
  3. More clarity on the hotel’s priorities and direction. Less time developing business that doesn’t support where the hotel is going.
  4. More tools that help them do their job, like up-to-date professional hotel photography, lifestyle videos, and giveaway gifts. Less homemade photos and living in the 90d’s with no videos to help clients dream of being in the hotel.
  5. More help closing business with a killer site-inspection process. Less ‘going it alone’ and lackluster tours. Read more about great site sections here.
  6. More flexibility as to where a salesperson works. Less need for the salesperson to be visible to the boss.
  7. More love and support from the hotel leadership team, including the hotel general manager championing sales efforts with shout-outs at meetings. Salespeople may not work as long hours or as many irregular shifts as staff in other departments, but their job takes skill and on-your-feet responsiveness to win business from the competition.

Leisure sales remain strong. Group lead volume is back to 2019 levels (sometimes even higher). To ensure your hotel gets the right business and exceeds budget expectations, the sales team needs to be freed from distracting activities and given all the latest tools to win more business.

Are distractions impacting your sales team’s ability to find and book high-rated customers, especially during times of lower occupancy?


"It is not enough to be busy...The question is: what are we busy about." – Henry David Thoreau

Take the Next Step Now

Want to make sure the hotel sales team is spending their time on activities that generate optimum revenue? Contact Jo-Anne at
[email protected].

About Jo-Anne Hill

Jo-Anne is an industry expert who founded JH Hospitality Consulting to help hotels around the world dramatically improve revenue and profitability in creative ways. Her strategic thinking, skill, and practical approach to problem-solving come from hands-on experience at companies such as The Ritz-Carlton Hotel Company, Four Seasons Hotels & Resorts, the Mandarin-Oriental Hotel Group, the Dorchester Collection, and Shangri-La Hotels & Resorts.

Jo-Anne’s recently published book ‘Cultivating Leadership: How great leaders make a difference, one hotel at a time” dives deeper into the equation: happy staff = happy guests = more revenue.

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