Building Profits – one step at a time | Insights from HospitalityEducators.com

Building Profits – one step at a time

Profit – noun

  • a financial gain, esp. the difference between the amount earned and the amount spent in buying,
  • operating, or producing something : pretax profits | his eyes brightened at the prospect of profit.
  • advantage; benefit

Profitability – adjective

  • (of a business or activity) yielding profit or financial gain.
  • beneficial; useful
  • One of the reasons that people own hotels is for the potential of profitability, both operationally and the
  • longer term increase in the asset value.

Like many industries, the lodging segment of the hospitality industry has its cycles.

The global market place has been adding different dimensions with increasing competition and changing dynamics in both supply additions and demand options.

This resource examines 13 specific strategies that are aimed at improving revenues and monitoring expenses. Examples of international currency are included with each strategy.

1.  Create or participate in a sales blitz campaign with your brand, regional partners, co-op or local Convention and Visitors’ Bureau (CVB)

In this day of global choices and at times illogical discounting, the need to keep your hospitality business name and identity visible and fresh in the minds of existing and potential customers.

Working with others in a collaborative effort will increase your market presence and  will allow you to promote your business in professional and synergistic ways.

Sales blitzes are often supported by online, mail and advertising efforts as well.

The full set of strategies is available at http://www.HospitalityEducators.com with the title

Watch this blog for the remaining BUILDING PROFITS Steps and Suggestions

MAKE YOUR HOTEL MORE PROFITABLE   NOW

Success does not come by accident or chance.

Contact us for assistance.

John.Hogan@HospitalityEducators.com or 602-799-5375

HospitalityEducators.com was created to help hospitality businesses address problems via a training and information resource site to help you increase your Hotel’s revenue, market share and profitability.  With more than 1,000 pages of tips, guides, best practices, strategies, plans, budgets, videos and resources, HospitalityEducators.com is the #1 independent website for hotel owners and managers.  This site can help you solve your problems now!      Read More  

KEYS TO SUCCESS  is the umbrella title for my 2011-2012 programs, hospitality services and columns. This year’s writings focus on a variety of topics for hotel owners, managers and professionals including both my “HOW TO” articles, HOSPITALITY CONVERSATIONS™, Lessons from the Field™, Hotel Common Sense™ , THE P-A-R PRINCIPLE™  and Principles for Success.

Feel free to share an idea for a column at john.hogan@hospitalityeducators.com   anytime or contact me regarding consulting, customized workshops, speaking engagements … And remember – we all need a regular dose of common sense,


 

John Hogan is a successful hospitality executive, educator, author and consultant and is a frequent keynote speaker and seminar leader at many hospitality industry events. He is CEO and Co-Founder of www.HospitalityEducators.com , which delivers focused and affordable counsel in solving specific challenges facing hospitality today.
www.HospitalityEducators.com  is a membership site offering a wide range of information, forms, best practices and ideas designed to help individual hoteliers and hospitality businesses improve their market penetration, deliver service excellence and increase their profitability.

www.HoganHospitality.com
Your Hospitality Resource for the Hotel Owner, Innkeeper, Manager and Hospitality Industry Associations.

Insights from HospitalityEducators.com on Learning, Value and Communication

What we want and need in 2012 in Hospitality : #9-11

It is now May, Month Number 5.

We have blogged the first 8 recommendation of what we need and want earlier in the year, and are pleased to share three additional points for your consideration.

Nine:  A Genuine Commitment to Learning and Professional Development at ALL Levels of the Hospitality Organization. 

This includes opportunities for all associates in the organization who are interested in improving themselves.  This could be language, marketing, certain professional skills, and career development.  If opportunities are only offered to a select few, that organization is likely to be limited.  Look at the example of the staff at any Apple Computer/Technology store and compare that to any competitor you can think of.  Which staff has had the opportunity to learn and develop?  What is happening at your hotel?

 Ten: Boost the value proposition

The peripheral surroundings in the marketplace continue to have a major impact on the hotel and restaurant industries. Being unique (not a cookie cutter) and offering a differentiated product is clearly a major keys for success in these competitive times.

The government issued statistics may try to hint at improvements in performance, productivity and job creation, but the millions of unemployed or underemployed people throughout many developed countries remain staggering.  We must make our business offerings appropriate and relevant with the changing needs and lifestyles of our guests.  We must offer consistently the proper experience at our hotels and restaurants at the prices that our guests can afford to pay and the price they choose to pay.

The online travel agencies are blamed for aggressive discounting, but it is the decision of the individual hotel and restaurant to decide their prices and at what value.  I often write on the danger of our industry becoming a commodity that has no distinction and holds little interest from consumers or others.  Competition will continue to increase in marketing, products and brands.  Some of our clients are business travelers, while others are leisure or social travelers.  Even in good times, many companies will be careful to use hospitality businesses that are fair and pricing inconsistent and experience.

  Eleven: Provide Clearer Communications

We often are frustrated by news bytes of partial information and by politicians’ comments that appear so often to be self-serving.  As business leaders and hoteliers, restaurateurs, and hosts, it is up to us to be clear in our communication to our associates, our suppliers, bankers, our clients and all  we deal with.  This means using the tactics in the first 10 items mentioned above.

Success does not come by accident or chance.

Contact us for assistance.

John.Hogan@HospitalityEducators.com or 602-799-5375

HospitalityEducators.com was created to help hospitality businesses address problems via a training and information resource site to help you increase your Hotel’s revenue, market share and profitability.  With more than 1,000 pages of tips, guides, best practices, strategies, plans, budgets, videos and resources, HospitalityEducators.com is the #1 independent website for hotel owners and managers.  This site can help you solve your problems now!      Read More  

KEYS TO SUCCESS  is the umbrella title for my 2011-2012 programs, hospitality services and columns. This year’s writings focus on a variety of topics for hotel owners, managers and professionals including both my “HOW TO” articles, HOSPITALITY CONVERSATIONS™, Lessons from the Field™, Hotel Common Sense™ , THE P-A-R PRINCIPLE™  and Principles for Success.

Feel free to share an idea for a column at john.hogan@hospitalityeducators.com   anytime or contact me regarding consulting, customized workshops, speaking engagements … And remember – we all need a regular dose of common sense,


 

John Hogan is a successful hospitality executive, educator, author and consultant and is a frequent keynote speaker and seminar leader at many hospitality industry events. He is CEO and Co-Founder of www.HospitalityEducators.com , which delivers focused and affordable counsel in solving specific challenges facing hospitality today.
www.HospitalityEducators.com  is a membership site offering a wide range of information, forms, best practices and ideas designed to help individual hoteliers and hospitality businesses improve their market penetration, deliver service excellence and increase their profitability.

www.HoganHospitality.com
Your Hospitality Resource for the Hotel Owner, Innkeeper, Manager and Hospitality Industry Associations.

Recommended Reading from HospitalityEducators.com |Author Joe Calloway= Indispensable: How To Become The Company That Your Customers Can’t Live Without


  Real world examples of building loyalty     

Joe Calloway
 Indispensable:
How To Become The
Company That Your Customers Can’t Live Without 
Building customer loyalty today requires far more than good service, competitive pricing and attentive sales contacts. In the rapidly changing global market, avoiding the dangers of becoming a commodity is reaching critical stages of reality.

Calloway uses believable case studies and interviews with real people to introduce his drivers of success. These are used as illustrations to encourage readers drastically change their service approaches to become the clients’ first and only choice. _________________________________________________

Feel free to share an idea for a column at info@hoganhospitality.com anytime or contact me regarding consulting, customized workshops, speaking engagements … And remember – we all need a regular dose of common sense.

John Hogan is a successful hospitality executive, educator, author and consultant and is a frequent keynote speaker and seminar leader at many hospitality industry events.  He is Co-Founder of a consortium (www.HospitalityEducators.com) of successful corporate and academic professionals delivering focused and affordable counsel in solving specific challenges facing hospitality today. www.HospitalityEducators.com is a membership site offering a wide range of information, forms, best practices and ideas designed to help individual hoteliers and hospitality businesses improve their market penetration, deliver service excellence and increase their profitability. Individuals wishing to contribute materials may send them Kathleen@HospitalityEducators.com. Special value pricing is in effect for a limited time that also includes a complimentary copy of LESSONS FROM THE FIELD- A COMMON SENSE APPROACH TO EFFECTIVE HOTEL SALES.

Dr. John Hogan, CHE CHA CMHS          United States – Phoenix, Phone: 602-799-5375
www.hoganhospitality.com/ Email: info@hoganhospitality.com.

It’s All in the Details…

Earlier this summer, I shared some “Best Practices on Engaging the “high-touch” Side of Our Business” in my blog. I summarized feedback from attendees in a series of workshops I conducted for a major international hotel company that addressed the danger of becoming a “Commodity.”

This article/blog kicks off a related topic:

Question:  How do we motivate our hospitality staff to care every day, to build and maintain a commitment to delivering quality??

Answer: In surprisingly small ways.

It’s All in the Details…

I am certainly not the first person to have written on the topic, and there have been others who have used the unusual example I am about to offer as an illustration of the most fundamental area of any hotel or restaurant.

Almost every guest uses this essential area of every hospitality business, as well as a good number of first time visitors who “drop by.”  The hospitality business may be an elegant five star hotel, a country inn, a hometown diner or an ethnic restaurant but they all have this space in common.

I am referring of course to the “public restrooms.”  I have included some examples of outstanding ones at the end of this message, but I challenge everyone in any hospitality business to take a moment and think about the first impression made when someone enters a portion of your facility that is open to all visitors.

Think about the human senses

1.       Sight – is your space inviting and clean? This means pleasant lighting, neatly arranged facilities, wall treatment that is pleasant to look at and of course, a very clean floor with no paper on it.  Fresh flowers or live plants can be a positive.

2.       Touch – as in #1 Sight above, the space must be inviting.  There must be well maintained sinks, clean and well lit mirrors, attractive dispensers holding adequate towels and toilet tissue,

3.       Sound – Public rest rooms must be reasonably constructed and designed to block out  external sounds, as well as contain the sounds of plumbing and discussions in the facility. Some properties today include appropriate and pleasing piped in music that create an  additional positive calming effect

4.       Smell – the fragrance discussion in hospitality is not new.  Care must be taken in cleaning products used, and there are packaged scents available that can be subtly present in the public rest rooms.

Some sample “best of” in this category may be found at www.hospitalityeducators.com under America’s Best Public Bathrooms http://www.hospitalityeducators.com/articles/20100930_1

Feel free to share an idea for a column at info@hoganhospitality.com anytime or contact me regarding consulting, customized workshops, speaking engagements … And remember – we all need a regular dose of common sense.

John Hogan is a successful hospitality executive, educator, author and consultant and is a frequent keynote speaker and seminar leader at many hospitality industry events.  He is Co-Founder of a consortium (www.HospitalityEducators.com) of successful corporate and academic professionals delivering focused and affordable counsel in solving specific challenges facing hospitality today.

www.HospitalityEducators.com is a membership site offering a wide range of information, forms, best practices and ideas that are designed to help individual hoteliers and hospitality businesses improve their market penetration, deliver service excellence and increase their profitability.   Special introductory pricing is in effect for a limited time that also includes a complimentary copy of LESSONS FROM THE FIELD- A COMMON SENSE APPROACH TO EFFECTIVE HOTEL SALES.

How does your hotel provide memorable customer service?

Two weeks ago, I wrote a column that highlighted one of the most memorable service codes ever offered in hospitality – the Statler Hotel Service Code.  I included the original wording (penned in 1916) and gave readers the opportunity to receive a training powerpoint I created that is an updated version of the Statler Service Code, using current terms and approaches.

This offer generated close to 100 requests from around the world, in all six continents and from hospitality businesses ranging from a small airline in Scandinavia to tour guide services in South Africa.  Hotels and management companies representing luxury to mid-range brands and independent hotel owners and managers shared their goals and (at times) frustrations with motivating their staff.

Statler created one of the most successful hospitality ventures and it survived his death in 1928 right through the Great Depression, the 2nd World War and into the early 1950s when Conrad Hilton purchased the chain for the largest real estate investment ever made in the world to that time.  While recapping this bit of business background is not meant to be a history lesson, it does illuminate the strength and longevity of Statler’s values as articulated in his Service Code.

I include the historical perspective given above in reaction to comments received from readers of my follow-up column – THERE SHOULD BE NO SUCH THING AS LIMITED SERVICE.  Several people complimented the message, while one retired hospitality executive offered a slightly different viewpoint.  He opined that some travelers were really not interested in “service,” but were looking only for low prices and the minimum.  I disagree with his opinion because service includes such fundamentals as common courtesy and appreciation at every price point.

To illustrate what I mean, let me relate a lunch experience at a national, mid-priced US restaurant chain just last week with these observations:

  1. The hostess sincerely welcomed us
  2. We were offered several options on where we might prefer to sit
  3. We were given the name of our server and were encouraged to ask anyone on     staff for anything needed
  4. Our server asked a number of questions that were likely scripted (were we familiar with their specials, were we on a time constraint, had we ever tried this or that, etc.) but also again reminded us that they operated in serving teams and that several of them would be working to make our meal enjoyable and memorable
  5. The service was attentive, the food was excellent and the check was promptly delivered and handled

A major point of distinction in this experience was at our departure and this remains a major point in Statler’s Service Code.   As we left the restaurant, at least three people on staff who were not part of our service team went out of their way to offer a sincere “thank you, please come again!” Their appreciation of our business had little to do with what we ordered or how much we spent.

I posted a discussion question on several of my Linkedin groups a few days ago and would like to open the topic to readers of this short column:

How does your hotel provide memorable customer service?

How does your hospitality business team provide exceptional and memorable customer service?

Recent blog postings on memorable service standards have prompted high levels of reader interest.  I am reaching out to top hoteliers for examples of how to deliver exceptional service that builds customer loyalty. We all recognize the need to avoid being viewed as a commodity.

Please limit each submission or idea to a paragraph or less and send them no later than September 5, 2010.  I will share your responses with readers in a future column.  Thank you in advance!

Feedback or ideas for future pieces are welcome.  Contact me at info@HoganHospitality.com

Finally,  to additional readers looking for the updated service code, it will be available at no charge until 9/5 in the FREE RESOURCES section of www.HospitalityEducators.com

Blog of Dr. John Hogan CHE CHA MHS 8.30.2010

www.HospitalityEducators.com www.HoganHospitality.com

John Hogan is a successful hospitality executive, educator, author and consultant and is a frequent keynote speaker and seminar leader at many hospitality industry events.  He is Co-Founder of a consortium (www.HospitalityEducators.com) of successful corporate and academic mentors delivering focused and affordable counsel in solving specific challenges facing the hospitality industry. www.HospitalityEducators.com is a membership site offering a wide range of information, forms, best practices and ideas that are designed to help individual hoteliers and hospitality businesses improve their market penetration, deliver service excellence and increase their profitability.   Special introductory pricing is in effect for a limited time that also includes a complimentary copy of LESSONS FROM THE FIELD- A COMMON SENSE APPROACH TO EFFECTIVE HOTEL SALES.  If readers would like to contribute to the site, please submit your material for consideration to Kathleen@hospitalityeducators.com.  We are interested in expanding our global networks and resources as we support our membership.

One of the most comprehensive and meaningful service codes ever introduced in hospitality

This  series on the “high-touch” side of hospitality has prompted positive reader feedback and ideas from hoteliers and managers who have participated in some of my workshops idea

·         Segment 1 underscored the need for hospitality businesses to deliver unique experience to avoid being viewed as a commodity.

·         Segment 2 focused on identifying ways to encourage hotel staffs to think about the “guest experience” , whether you are an independent hotel or brand affiliated  It offered concrete examples ways to avoid being seen as ordinary or a “commodity” in the critical guest service of SLEEP

·         Segment 3 examined the essential topic of significant value to hotel guests everywhere: BREAKFAST.

·         Segment 4 generated the most reader feedback, with general agreement that calming “an angry customer” gives hotels the chance to win loyalty be demonstrating sincere concern.

No one is proposing that we want to annoy guests, but  there is agreement that a “satisfied” guest is probably not thinking a hotel is very special and that  an “adequate” stay does not likely build loyalty or repeat visits.  Hotels of today must anticipate problem areas and respond immediately when one arises.  This means that hotel owners and managers must allow and insist that their staffs do whatever it takes to meet the customers’ needs and a  number of individual properties, brands and chains have worked to refine their staff responsiveness to these guest annoyances.

In the last column, I promised I would share one of the most comprehensive and meaningful service codes ever introduced. An unusual and perhaps unexpected fact about this service code is that it premiered almost a century ago by one of the most successful hoteliers of all time.

Elsworth Statler has been described and considered one of the most innovative and creative of hoteliers of all time.  He is credited with many of the practices and construction methods that became industry standards.

It was in Buffalo in 1908 that Elsworth Statler, (born into poverty in a West Virginia mining center during the American Civil War), began paying real attention to details that would become trademarks of his genius.  In a 300-room hotel, he was the first to provide a bathroom in each room, which had been unheard of that time.  Rather than force guests that were strangers to share common baths down the hall, he modified the construction practice to build rooms “back-to-back”.   This practice was then able to use common electrical conduit and plumbing shafts (later known as the Statler plumbing shaft), making the bathroom a basic part of every Statler hotel and within a decade in many of the hotels in the industry.

The Buffalo Statler introduced other innovations that evolved into standards at many hotels, including circulating ice water in every room, which was important in the pre-air conditioning heat in many cities,  telephones in every room, a full size closet in every room, lights in every closet and a hook by the mirror in each bathroom that encouraged guests to reuse their towel, thereby saving laundry costs.

Statler understood success was a combination of operations and marketing.  He was perceptive in paying attention to building revenues and anticipated the expansion of conventions and meetings business.  Guest rooms were not decorated in a “cookie cutter” style, but were with the proper balance of colors and design so that bedspreads, draperies and rugs could be interchanged from room to room if need be.

In addition to the physical amenities he stressed and introduced, he recognized that guests had to feel appreciated.   To emphasize his commitment, Statler introduced what he called the STATLER SERVICE CODE.

Statler Service Code

  • It is the business of a good hotel to cater to the public. It is the avowed business of the Hotel Statler to please the public better than any other hotel in the world.
  • Have everyone feel that for his money we want to give him more sincere service than he ever before received at any hotel.
  • Never be perky, pungent or fresh. The guest pays your salary as well as mine. He is your immediate benefactor.
  • Hotel service, that is, Hotel Statler service, means the limit of courteous, efficient attention from each particular employee to each particular guest. It is the object of the Hotel Statler to sell its guest the best service in the world.
  • No employee of this hotel is allowed the privilege of arguing any point with a guest. He must adjust the matter at once to the guest’s satisfaction or call his superior to adjust it. Wrangling has no place in Hotel Statler.
  • In all minor discussions between Statler employees and guests the employee is dead wrong, from the guest’s point of view and from ours.
  • Any Statler employee who is wise and discrete enough to merit tips is wise and discrete enough to render like service whether he is tipped or not.
  • Any Statler employee who fails to give service or who fails to thank the guest who gives him something falls short of Statler standards.

I updated this Service Code and have used it successfully in training programs and operations.  If readers would like a copy of this version in PowerPoint, please send a request for it to john.hogan@hospitalityeducators.com . I can also share with you an amusing  example of teamwork in delivering memorable and personalized customer service in a commercial from SN Brussels Airlines  in you tube format .  http://www.hospitalityeducators.com/articles/20100708

“Life is service. The one who progresses is the one who gives his fellow human being a little more, a little better service.” Elsworth Statler

Feedback or ideas for future pieces are welcome -contact me at info@HoganHospitality.com

Blog of Dr. John Hogan CHE CHA MHS 8.11.2010             www.HospitalityEducators.com

www.HoganHospitality.com

John Hogan is a successful hospitality executive, educator, author and consultant and is a frequent keynote speaker and seminar leader at many hospitality industry events.  He is Co-Founder of a consortium (www.HospitalityEducators.com) of successful corporate and academic mentors delivering focused and affordable counsel in solving specific challenges facing the hospitality industry. www.HospitalityEducators.com is a membership site offering a wide range of information, forms, best practices and ideas that are designed to help individual hoteliers and hospitality businesses improve their market penetration, deliver service excellence and increase their profitability.   Special introductory pricing is in effect for a limited time that also includes a complimentary copy of LESSONS FROM THE FIELD- A COMMON SENSE APPROACH TO EFFECTIVE HOTEL SALES.  If readers would like to contribute to the site, please submit your material for consideration to Kathleen@hospitalityeducators.com.  We are interested in expanding our global networks and resources as we support our membership.

Is there anything better than an angry customer?

Is there anything better than an angry customer?

Or Staff Responsiveness Best Practices on Engaging the “high-touch” side of our business #4

Keys to Success Hospitality Tips

Blog of Dr. John Hogan CHE CHA MHS August 8, 2010

It may sound a bit odd, but it has been proven repeatedly in almost every kind of business:  the most loyal customers are ones that experienced a problem and then were overwhelmed with the corrective action that not only addressed their problem of the moment, but continued to impress them with the concern to make them satisfied to the point where they do not even think of competitive services.

Angry is defined as “feeling extremely annoyed, often about an insult or a wrong”.  As travelers, we understand the frustration of traffic or of flights that are delayed for hours with feeble or no excuses. Our hotel guests can also have this sense of annoyance from the wrong kind of room assignment, from inadequate hot water or air conditioning, from a room not properly cleaned, a missed wake-up call, slow food service, meeting room services not delivered as promised and more.

Am I suggesting we should look for angry customers?   An emphatic YES.  I am not suggesting we should intentionally make mistakes to upset a customer, but the literally hundreds of moments of truth that exist in hotels and hospitality businesses daily often create problems that are upsetting to guests.

The first three segments of this series on the “high-touch” side of our business included feedback and suggestions from hoteliers and managers who participated in some of my workshops.

·         Segment 1 underscored the need for hospitality businesses to deliver a memorable and unique experience or face the likely consequence of being viewed as a commodity.

·         Segment 2 focused on identifying ways to encourage hotel general managers and their staffs to think about the “guest experience” , whether you are an independent hotel or brand affiliated  It offered concrete examples ways to avoid being seen as ordinary or a “commodity” in the area every guest experiences, regardless of hotel location,  room rate or level of service:  SLEEPING.

·         Segment 3 examined another essential topic that is of considerable significance to hotel guests everywhere: BREAKFAST.  Specific suggestions from hoteliers and restaurant managers were highlighted.

This segment addresses staff responsiveness and how effective responses convert those angry guests into loyal fans.

Point #1 – the word “service”. There are “FULL SERVICE” hotels, which include all luxury properties and resorts, most casinos and many HOTELS.    There should be no such thing as “limited service” by title or mind-set.  Hospitality is a service business and industry and in every workshop when this topic was discussed, the consensus was always to provide what the guest needed and wanted.

Point #2 – A satisfied guest does not automatically mean a loyal or repeat guest.  This means that hotels of today must anticipate problem areas and respond immediately when one arises.  This means that hotel owners and managers must allow and insist that their staffs do whatever it takes to meet the customers’ needs.

Point #3 – How should staff respond to a guest’s concern or complaint? The answer from every group was IMMEDIATELY and as completely as possible

As consumers, we personally know that our satisfaction and loyalty is earned much more by responsiveness and trust, than by frequent flyer miles or comp room credits.  There are certain airline and auto rental companies I avoid whenever possible and there are others I always check availability first.

Successes shared included:

  • Managers who personally participate in managers’ receptions have consistently better repeat guest statistics
  • Hotels with staff who make certain their managers know of a problem (regardless of responsibility) tend to perform better, have lower turnover and higher guest reviews and reports
  • Active listening programs like the lobby lizard really do work
  • Hotel owners and managers that reward publicly staff who take it upon themselves to solve guest problems have more repeat guests and a lesser need to find replacement guests for those who will no longer stay with that hotel or brand
  • Hotels that log problems for corrective action and follow-up aggressively have better performing properties
  • Companies and hotels that publicize their staffs’ community activities and responsiveness to guest problems again have higher quality assurance scores, lower turnover, and an easier time when occupancy and rate pressures are in the marketplace

A number of individual properties, brands and chains have worked to refine their staff responsiveness to these guest annoyances.  One of the most comprehensive and meaningful service codes ever introduced premiered almost a century ago by one of the most successful hoteliers of all time.  Details and the code will be in the next column.

Feedback or ideas for future pieces are welcome – contact me at info@HoganHospitality.com

Blog of Dr. John Hogan CHE CHA MHS 8.8.2010

HospitalityEducators.com, HoganHospitality.com

John Hogan is a successful hospitality executive, educator, author and consultant and is a frequent keynote speaker and seminar leader at many hospitality industry events.  He is Co-Founder of a consortium (www.HospitalityEducators.com) of successful corporate and academic mentors delivering focused and affordable counsel in solving specific challenges facing the hospitality industry.

www.HospitalityEducators.com is a membership site offering a wide range of information, forms, best practices and ideas that are designed to help individual hoteliers and hospitality businesses improve their market penetration, deliver service excellence and increase their profitability.   Special introductory pricing is in effect for a limited time that also includes a complimentary copy of LESSONS FROM THE FIELD- A COMMON SENSE APPROACH TO EFFECTIVE HOTEL SALES.