Building New Strategies

Business Case – Building New Strategies from the 08-09 Downturn

Challenge – The economic downturn beginning in 2008 and 2009 devasted multiple business types.  The President at the time further enhanced the impact for luxury hotels by calling out meetings as being “boon doggles” which translated into luxury buyers being frowned upon for their purchases hence changing buying behavior.

This caused a 50% decline of revenues/profit in 26 business units in the southeast of the US.  Leisure, business, and group travel was negatively impacted due to the over impact of the economic impact the negative press against luxury purchases.  

Objective – grow back revenue and profits to historic highs by showcasing luxury in practical terms as a buying option which satisfied the needs and wants of luxury buyers.

Process – develop a strategy across multiple purchasing segments to create the ‘desire” to travel and reconnect with family, friends, and business colleagues to stimulate in in person meetings.  Enhance the strategy through board based cohesive communications plan including PR, social, direct sales, digital and traditional media targeting C suite executives.

Results – the growth of revenues began Q4 of 2009 continuing through 2011, 2012, 2013 and 2014 until the revenues exceeded the previous best year ever.  A collective communication plan maximized awareness growing overall revenues and positively impacting other business units outside the 26 including international revenues.

Business Case – Realigning A hotel’s Sales Organization & Strategies

Challenge – during a very strong 3-year economic phase a hotel decided to reduce multiple types of customers focusing exclusively on one customer type with high spend potential.  Due to the restrictive nature in year 4 of the economic cycle a downturn occurred, and the hotel lost 35% of revenues and 32% of profits.

Objective – evaluate historical successes evaluating pricing, strategy, marketing, structure, and profitability to create a new approach to business which maximizes revenues and profitability beyond historic norms.

Process – develop a process to evaluate sales and profitability successes by segment for evaluating by the property leadership team and corporate senior leaders.

Create a new plan which focuses on the following:

• Customer Mix
• Strategies to maximize top line revenues.
• Re-alignment of the sales structure
• Develop short and long team goals complete with accountability and milestones.
• Identify key milestones for revenue and profitability.

Results – Revenue and profitability growth improved in year 1 and 2 and in year 3 results exceeded the historical best year ever by 10%.  In addition, the process provided data by month to create a more focused sales and marketing plan.