SalesForceImmersionProject

By
TheUltimateSalesForce

Groupmembers:
CarlosCarreno
EsthefaniaDiaz
RameyHatoum
LorenzoPuccini
RyanStamer

DueDate:November17,2015

Thisprojectreporthasbeensubmittedasapartofthecourserequirementsforcompleting
MAR3403:SalesForceManagement,taughtbyProfessorDesirajuduring
Fall2015

TableofContents

1. Background
2. CustomerSegments&ValueProposition
3. GotoMarketStrategy
4. TheSalesProcess
5. SalesForceStructure
6. Recruiting,Training&Coaching
7. MotivationandCompensation
8. EvaluationofSalesForce
9. Recommendations
10. Appendix

1.Background

Oursalesforceimmersionprojectisbasedonthehotel,theWestinLakeMary,OrlandoNorth.The
WestinbrandisownedbyStarwoodResortsandHotelsWorldwideandit'stheirlargestupscaleand
resortsbrand.Itwaspurchasedbackin1994andistheoldestbrandwithinStarwood.Thishotelin
particularisafranchise,butmuststillmeetcorporatestandards.Itsbeeninbusinessforapproximately
sixyearsandhasexperiencedtremendousgrowthduringthattime.Duringitsearlyyearsthehotelhad
troublefillingits252rooms.Fastforwardto2015andtheWestinLakeMaryisoccupiedatnearly100%
onweekdays.Duetothelocationofthehotel,intheheartofLakeMary,itssurroundedbymanynotable
businessessuchasDeloitteandFiserv.ManyemployeesofthesebusinessesstayintheWestinforeasy
accessibilitytotheirwork.Therefore,thehotelisoftenatlessthan50%occupancyontheweekends,
dependingonspecialeventssuchasweddingsandparties.Beingahotelthemostobviousproductthe
WestinLakeMaryoffersisaccommodation.Withsevenfloorsand252rooms,thehotelisconsidered
intermediateintermsofsize.However,accommodationisnottheonlyproducttheyoffer.Theproperty
featurestwolargeballroomsforweddings,balls,partiesandotherevents.aswellasthreeboardrooms
andmeetingspacesforbusinessesstayinginthehotel.Otheramenitiesincludeapoolandspaarea,a24/7
fitnesscenterandaninhouserestaurant,Shulas347Grill,availabletoallguests.

TheclosestcompetitorstotheWestinLakeMaryarethehotelsinthesurroundingareaconsisting
oftheMarriott(rightacrossthestreet),theHamptonInn,ResidenceInn,theHyattPlace,andHomewood
Suites.Intermsofourfocalcompanyscurrentstandinginregardstoitslocalcompetitors,theWestinis
consistentlyatopperformerrightalongsideoftheMarriott.Bothhotelchainsvieforbusinessinthe
LakeMaryareaandregularlybeatoutsurroundingcompetitors.Therefore,wewouldconcludethatthe
Westinisamarketleaderinitslocalcommunity.

InordertounderstandindepththesalesforceoftheWestinLakeMary,weinterviewedRaquel
Sorrentino,thecorporatesalesmanagerforthehotel.Thisinterviewwasconductedinperson,ather
officeattheWestinLakeMaryandlastedapproximately45minutes(Appendix10.1).Mrs.Sorrentino
hasbeenhelpfulinprovidingfeedbackandclarificationaftertheinterview.

2.CustomerSegments&ValueProposition

Knowingwhoyourcustomersareandunderstandingtheirneeds/wantsisthecoreofasuccessful
business.Thisiswhyit'scrucialforacompany,whetherbigorsmall,tobeawareoftheircustomersand
analyzehowsustainablethecustomertheirpursuingistotheirbusiness.Intoday'smarket,acompany
cantargettheircustomersbyeithermarketsegmentationortargetmarketing.Throughmarket
segmentation,theWestinLakeMarysapproach,thecompanydividesthemarketintosmallersegments
thatsharesimilarcharacteristics.Thisallowsthefirmtomeettheneedsofthecustomersmoreefficiently,
sincesomesegmentsholdspecificdemands.TheWestinLakeMaryhasthreemainmarketsegments,
business,specialevents&tourism.

2.1CustomerSegments

a. BusinessSegment

Thebusinesssegmentincludeindividualsthattravelforbusinesspurposesandcorporate
accounts.Thehighvolumecorporateaccountsusuallyhavecontractedrates.Thissegmentusuallyoccupy

roomsduringtheworkingweektocoincidewiththeirworkhours.Intermsofneeds,thissegmentwould
preferahotelthathasagoodproximitytotheirworklocation,functionalandpracticalspaces,conference
rooms,WiFiservice,roomservice,restaurantsandofcoursecomfortableaccommodation.Thebusiness
segmentisgenerallyconstantthroughouttheyearhowever,businessfromthissegmentisknownto
reduceduringtheholidayperiods.

b. SpecialEventsSegment

Thespecialeventssegmentincludessmallprivatefunctions,meetings,conferences,exhibitions,
formaleventssuchasballsandevenweddings.Participantsattendingtheseeventsarelikelyguests
specificallyvisitingfortheevent,buttheymaychoosetocheckintothehotelforconvenience,inwhich
theywillpayfortheirownexpensesduringtheirextendedstay.Ingeneral,theneedsofthissegmentare
functionspaces,amenitiesandconvenience.

c. TourismSegment

Thetourismsegmentincludesindividualsorfamilieswithorwithoutchildrenwhotravelfor
pleasureorleisureactivitiesintheCentralFloridaregion,specificallyinLakeMary.Theytendtobein
theareaforsightseeingorrecreationalpurposes.Thissegmentgenerallyoccupiesroomsoverthe
weekendsinlowseasonorthroughouttheweekduringholidayperiods.Thesetypeofguestslikethe
convenienceofthelocationwithavarietyofthingstoseeanddoandgenerallytravelwithahigh
disposableincome.

2.2CompanyOfferings

a. BusinessSegmentValueProposition

TheWestinLakeMarydifferentiatesitselffromitscompetitorsthroughitsuniqueofferingsand
greatlocation.Totrulyofferatailoredexperiencetotheirbusinessclientele,TheWestinLakeMary
offersroomswithdesks,aninternetconnectionthatiseitherwiredorwirelessandalsohaveaudiovisual
servicesavailableforthosewhorequireit.Thesecanincludethingssuchaseaselsandflipchartsto
projectorsandspeakers.Theyalsooffermeetingspacesfromintimateboardroomstolargeballroomsas
wellisindoor&outdooroptions.Surroundedbyrestaurants,shops&golfcourses,thehotelisonly20
milesfromdowntownOrlandoandsituatedrightintheheartoftheCentralFloridahightechcorridor.
TheWestinLakeMaryisalsopartoftheStarwoodpreferredguestprogram,whereguestshaveaccessto
over12,000propertiesinnearly100countries.ThismakesthestayattheWestinmoreattractiveand
desirabletothosefrequentbusinesstravellerswhocanearnpointsandredeemrewardsduringtheirstay.

b.SpecialEventsValueProposition

TheWestinLakeMarysgeographiclocationoffersavarietyoffunctionalareastosuitthe
customer'sspecificneeds,withup10differentspacesincludinganoutdoorcourtyard.TheWestinhotel
hasaprofessionaleventserviceteamthathelpstheguestplantheireventfromstarttofinish.Guestscan
choosehowtheywanttheroomtobesetanddressed,includingaudio&visualservicesaswellas
selectingabanquetorcateringoptionpreparedonsitefromtheirteamofchefs.SelectingTheWestinas
yourvenuechoicewillearnStarwoodmembersspecialrewards,bonuspointsandtheoptiontoearneven
morepointswhentheireventguestscheckintothehotel.


c.TourismValueProposition

The Westin Lake Mary is in an ideal locationfor visitingtourists.Situatedonly20miles from

downtownOrlando,guests can findmanythings toseeanddo.Thehotelislocatedonly10minutesaway
from the Central FloridaZoo andBotanicalGardens. Even closer tothehotelyoucanfindtheSeminole
Town center mall, offering over one hundred different retailers, a movietheatre andrestaurants.Other
localattractions includelocalgolfcourses,OrlandoMuseumofArt,OrlandoSciencecentre andofcourse
Disney Worldand Universalstudios. TheWestinLakeMaryalso offers things todowithoutleavingthe
hotel. Onsite you canfind aheatedoutdoor swimming pool, afitnessStudio &also for those travelling
withchildren,theWestinKidsClub.TheWestinLakeMaryalsoextendsitsservicetoyourfurryfriends,
allowing one dog per roomduring your visit andwillevenwelcomeyourdogwithadoggiewelcomekit
uponarrival.Otherexpectedservicesincludefreeparking orvaletserviceandinroomdining.Touristcan
alsotakeadvantageoftheStarwoodRewardsProgramandearnpointswhentheystayatthehotel.

3.GotoMarketStrategy:

Agotomarketstrategyiscrucialforabusinesstohavebecauseitdepictsthemainresourcesand
paththecompanywillundertaketosuccessfullyreachtheircustomersegments.TheWestinLakeMary
employsdistinctmethodsforattractingcustomersineachtargetsegment.Thetwomostefficientand
effectivemethodsaretheuseofthesalesforceandtheinternet.

3.1Salesforce

Thesalesforceisresponsibleforcustomersatisfactionandforgrowingthecustomerbaseby
prospectinganddevelopingnewrelationships.Theyareprimarilyfocusonthebusinesssegmentsince
theiraccountsareusuallyhigherinvolume.Thesalesforceengagesinaseriesofactivitiestobringin
corporateaccounts,likenetworkingamongcorporations,prospecting,salescalling,etc.Alongwith
sellingaccommodations,thesalesforcemustalsopromotespaceforspecialeventstocorporationsand
individuals.Withagreatlocationclosetotheairport,theWestinLakeMarypresentsanidealhotelforall
businessmantostayat.

ThesalesforceusestheStarwoodRewardProgramtoincentivizecustomerstostayattheWestin.
Withinthisloyaltyprogram,acustomerearnspointsforeveryaccommodation,resultinginafreestay
afternumerousvisits.ThisformofpromotionreachesallofWestinscustomertargets,especiallythe
businesssegmentsincetheytendtotraveloften.ThismethodisnotuniquetotheWestinortheStarwood
brand.Mosthotelsofferarewardsysteminordertogaincustomerloyalty.

3.2Internet

ThesecondmostimportantstrategicchanneltheWestinLakeMaryusesistheinternet.In
today'sworld,themajorityofmarketingendeavoursaredonethroughtheinternet.Theresan
overwhelmingamountoffreesocialmediasitesthatcanmakeeverytargetsegmentawareofthe
promotionscurrentlyhappening.CustomersareabletobookroomsthroughWestinsofficialwebsite
withoutinteractingwithacustomerrepresentative.Thismethodisgearedtowardthespecialeventsand
touristsegmentsduetoeaseofaccessibilityfromanypartoftheworld.TheWestinLakeMaryalso

partnerswithtravelagenciestobettertargetthesesegments.GuestcanvisitthewebsitesforHotels,
Travelocity,Expediaandamongotherstofindavailablerooms.

4.SalesProcess:

4.1Initiatingrelationships:

Initiatingrelationshipsisthefirststepofthesalesprocessandcanarguablybesaidasthemost
valuablepartofthewholeprocess.Withoutthesuccessofthisdecisivefirststep,thesalesrepswould
havenocustomerstoworkwith.AttheWestinLakemary,asalespersoninitiatesarelationshipprimarily
throughthephone.Theymustprospectandevaluateifthecustomertheyarecallingfitstheircriteria.At
theWestin,eachsalesrepshouldmakeaminimumof100salescallspermonth.Ultimately,inorderto
besuccessful,therepsmustfindvaluablecustomersandsetappointments.
4.2Developingrelationships:

Thesecondstepinthesalesprocessisdevelopingrelationships.Oncearelationshiphas
commenced,thesalesrepwouldfollowuponrequestsorconcernsthroughthephone,emailorinperson.
ThesalesrepattheWestinLakeMaryfocusesonempoweringthecustomerbymeetingandoften
exceedingtheirexpectations.Afteranalyzingthemarket,thesalesrepshouldunderstandwhateachtarget
segmentislookingforandbeabletoprovideaneffectivesolutiontotheirneed.Itsthesalesrepsgoalto
makethecustomersfeelwelcomed,comfortableandvaluedinordertocreateastrongrelationship.This
isthebasisforcreatingtrustandloyaltyforthehotel.

4.3Enhancingrelationships:

Thelaststepofthesalesprocessisenhancingrelationships.Thisvitalstepisperformedwhenthe
salesrepsfollowuponwhatwaspromisedordiscussed.Thisincludessatisfyingtheneedsoftheir
customersduringtheirstay,gainingcustomertrustthroughmutualbenefitingprograms,liketheStarwood
RewardProgramandfindingalternativestosavegueststimeandmoney.TheWestinLakeMary
salesforceisparticularlygoodattreatingeveryguestasaappreciatedindividualandnotasagroup.
Customerloyaltyisthedesiredendresult.

4.4Forecasts:

ForecastsattheWestinLakeMaryaredeterminedbythesalesrepspriorquarterperformance
andmarketpotential.Marketpotentialisprimarilydeterminedbytheseasonalityofthetargetsegments.
Typicallyduringtheholidays,thequotaoftherepsarestretchedasmorepeopletendtotravelandtheres
moredemandforspecialevents.Thisincreaseinquotasdrivesthesalesforcetoconquermorebusiness
forthehotel.

5.SalesForceStructure:

Thesalesforce structureoftheWestinLakeMaryhotelisquitesimple.Thehierarchalstructureis
not vertically deep, but more horizontally focused. Recent studies recommend that the size of the
salesforceshouldbe neitherbigorsmall, alldependingonthesizeofthebusiness.Themainhypothesisis
thatthebigger the sizeof the salesforce, the greaterthespanofcontrol everymanagerateachlevelhas.
Thisformat increasestheoutcome of an effective salesforcebecause theres more supervisionperevery
level. Sincethesalesforce organizationalstructure isnotvertically elaborate, theWestinhasmorepower
totrackandhelptheirsalesforceincreasecustomersatisfaction.
The actual salesforce structure of the Westin is formed by three distinct levels. The top level,
known as top management is formed by the general manager. The general manager has the span of
control ofonemember,the directorof sales. The general manageris inchargeof the overallsellingand
marketing strategyofthesalesforce. This position is inchargeofsettingappropriateexpectationstoboth
the director of sales and the salesforce by taking into consideration customer needs and culture. For
example, cultures have different perceptions, values, and beliefs and the salesforce should act
appropriately. Thedirector of sales, whos inchargeofthesecondlevelreportstothegeneralmanager.
The director of sales is in charge of motivating and tracking the salesforceperformance. This position
controls the fivesalerepresentatives, the salesforce. The salerepresentativesmakeup the lower levelof
thestructure.Thelowerlevel is then divided intodifferentgeographicandcustomersegments.Eachsales
repis givenacustomer segment,business,specialeventsortourismandaspecificgeographiclocationin
whichtheyllselltheproduct.Eachsales repmustcompletelyunderstandthecustomerandlocationgiven
inordertosucceed.Everymemberhastobeanexpertabouthowtoofferthebestqualitytocustomers.
The hierarchical structure of the salesforce at the Westin Lake Mary can be considered
decentralized since every level has a big impact in sales performance. Every member act as a sales
representative.Thedifferentlevelsdepictswhattype ofcustomer(howvaluablethecustomeris)thesales
repwillgoafter,buttheyessentiallydothesamework.

6.Recruiting,TrainingandCoaching:

6.1Recruiting:

Duringrecruitment,interestedindividualswillneedtomeetcertaincriteriainordertofitthe
moldandbeconsideredforasalesreppositionattheWestinLakeMaryhotel.Someofthesecriteria
includepriorsalesexperience,customerknowledge,andmarketexpertise.SincetheWestinLakeMary
hasasmallsalesforce,eachmembercarriesalargeloadofmarketinsightandexpertisethatcantbe
passedoverinafewweeks.ThisiswhytheWestinrecruitsmembersthatareknowledgeableinsales
andthehospitalityindustry.Asalesforceofthissizedoesnthavethetimeorresourcestotrainbrandnew
recruitsrightoutofcollegetherefore,priorexperienceismandatory.Onceanapplicantisselected,they
gothroughstandardinterviewsconductedbytheDirectorofSales.Thelistofcandidatesisthennarrowed
downandonefinalinterviewisconductedbeforearecruitishired.

6.2Training:


AnewhireeisintroducedtotrainingontheirfirstdayattheWestinbyattendingthecompany
orientationseminar.Thisconsistsoflearningtherulesandregulationsoftheproperty,understandingthe
company'soverallmission,andbecomingfamiliarwiththebrand.Sointhiscase,anewsalespersonmust
knowandunderstandtheStarwoodbrandandfamiliarizethemselveswiththesalesprocessandstructure
ofthecompany.Theyalsolearnwheretheystandinthemarket,city,organization,andwhatsexpected
ofthem.Thisintroductionisfollowedupbylearningthesalessystemandschedulingsalestraining
courses.Thisprocessinvolvesasystemorientationcourseinorderforthesalespersontounderstandthe
waythingsaredoneandthetechniquesneededforachievinghighersales.Lastly,anewmemberwill
spend1on1timewitheachsalespersonintheoverallsalesforceandtheirmarket.Thisisdoneinorderto
understandwhateveryoneisworkingonandhowindividualmarketscanmergetogether.Eachsalesteam
membermustknowtheintrinsicsofeachmarketinordertoefficientlycollaboratewhenmarketscollide.
Understandingeachothersindividualmarketwillleadtobettercohesivenessandteamworkinaneffort
toachievehighersales.Currentemployeesareconsistentlyencouragedtoengageinmarketresearchand
attendinterpersonalskillsandsalestrainingprogramstoperfecttheirsellingtechniques.

6.3Coaching:

CoachingattheWestinLakeMaryisprimarilyprovidedbytheDirectorofSalesbutanymember
ofthesalesforcecanmentoranothersalesrepwhentheyhaveahigherknowledgeofacertainclientor
salestechnique.Coachingisparticularlyhelpfulwhendealingwithlargegroupsofclientsandattempting
togaintheirbusiness.Forinstance,whenbookingalargeparty,extensivecomponentsneedtobe
addressedandconfusioncanhappenquicklywhendealingwithanaccountofthissize.Bythistime,the
DirectorofSaleswouldstepinandguidethesalesrepthroughtheprocess.Notonlywouldthisleadtoa
smoothertransactionbetweenthehotelandtheguest,butalsothesalesrepgainsinvaluablelearning
experienceandknowledge.

7.MotivationandCompensation:

7.1Motivation:

Keepingyoursalesforcemotivatedisanessentialandcrucialendeavorforthesuccessofany
company.Asalesforcethatisnotmotivatedtoeitherincreasetheirsalesorimprovetheirinterpersonal
skillsand/orknowledge,willultimatelycausethefirmtobecomestagnanttothepointthatmightcause
thefirmtoshutdown.Thisiswhythemanagementteamshouldsolelyfocusoncreatingmotivational
incentivesfortheirsalesforce,ideallyfromthemomenttheemployeeishired.Undoubtedlysalesforce
motivationisrelateddirectlytocompensation,trainingandotherpersonal/companyorientedincentives.
Fortunately,theWestinLakeMaryhasthiswellcoveredandbelievesthatkeepingyoursalesforcehappy
isfundamentalfortheirsuccess.

TheWestinLakeMarymakessuretheiremployees,especiallynewhiresunderstandcompanys
rules,regulations,expectations,marketstandingandtheirmissionbyprovidingacompanyorientation
seminarduringtheirfirstdayofwork.Generallyspeaking,thislaystheplatformforthesalesrepsand
encouragesthemtoexceedtheirexpectations.Ultimately,motivatingasalesforceisnotaoneapproach
fitsallstrategy.TheWestinLakeMarytakesintoconsiderationtheemployeessaleexperience,
knowledge(bothintheproductandmarket),interpersonalskillsandcompetitioninordertotailor
motivationalofferingstoeachindividualinthesalesforce.Forexample,theWestinLakeMaryhasthree

distinctcustomersegments(saleterritories),business,specialeventsandtourism.Dependingonthesales
personspreference,knowledge(ofthecustomer)andsellingexperience,acustomersegmentwillbe
designatedtohim/her.Onceinasegment,asalespersonistrainedaboutthespecificofferingstheWestin
LakeMarycanoffertothecustomers,whatthecustomersaresearchingfor,strategiesonobtainingthe
saleandetc.TrainingattheWestinLakeMaryisnotjustanoviceundertaking,experiencedsales
personnelareencouragedandsometimescommittedtoattendseminars.Interpersonalskillworkshopsare
alsoprovidedthroughouttheyear.Allthesetoolsprovidesthemeansbywhichthesalesforcecanmeet
andexceedtheirobjectives.Butthemainforceofmotivationforasalesforceandanyoneingeneralis
compensation,whichisdependentonmonthlyandquarterlyquotasattheWestinLakeMary.Sincethe
WestinLakeMarydoesntexperienceextremeseasonality,quotasaresolelybasedonthesalesperson
performanceandsegmentsalepotential.Thefirstquotaisextremelyimportantasitdeterminesthe
salespersonoutcomeinthemarket.Thisperformancewouldbeusedtodeterminequotasthereafter.As
thesalespersongetsacquaintedwiththeirsegment,theirquotaswillbecomemorechallenging,inspiring
thesalespersontomeetitwhilereceivingcompensationaccordingly.

7.2Compensation:

Aspreviouslymentioned,compensationisthemaindecidingfactoronhowmotivationaffectsa
salespersonperformance.AttheWestinLakeMary,thesalesforceiscompensatedbybothsalaryand
commission.Thisrewardformatincentivizesthesalespersontoacquiremoresalessincetheyllbe
compensatedfortheirhardwork.Essentially,theirearningpotentialisnotrestrictedbytheirjobtitleor
circumstance.Duetocompanypolicy,theWestinLakeMarycouldntdisclosetheexactcompensation
structure,butthestartingsalaryofabeginnersalesrepisroughly$48,000.Salaryincreaseswith
experienceandpersonalachievements,henceseniorsalesrepsusuallyhaveahighersalarythannovice
salesreps.CommissionforallthesalesrepsattheWestinLakeMarydependsonthemonetaryvalueof
theirsaleandthenumberofsalescallsandappointmentstheymakewithinthemonthandquarter.
Nonmonetarycompensationisanotherpopularwaytorewardanemployee,buttheWestinLakeMary
onlyusesfinancialmethods.

Inevaluatingtheperformanceoftheirsalesforce,theWestinLakeMaryconsidersthenumber
andvalueofthebookings,thenumberofappointmentsandsalescalls(prospecting).Eachsalespersonhas
aquotaforbookings,appointmentsandsalescallsforthemonthandquarter.Intermsofbookings,the
repsevaluationdependsonthegeographicareaofthevenue,howbigthevenueisandwhichamenities
areincluded.Asalesrepisusuallyevaluatediftheyreabletomakearound100to150salescallsa
month.Ingeneral,theWestinLakeMarydoesnotparticipateinbehavioralbasedevaluation,butifitdid,
thisevaluationformatwouldbebestsuitedwhenthesalesrepsaredemonstratingtheirprospective
customersthevenuesandhowtheydealwithcustomerrelationships

8.EvaluationoftheSalesForce

8.1Positiveaspects

OnemainpositiveaspectofthesalesforcewefoundattheWestinisthewayinwhichtheteamis
managed.TheDirectorofSalesistheleaderofthesalesforceanddoesagreatjobinprovidingavaluable
trainingstructurefornewrecruits.Theybeginwiththecompanyorientation,whicheasesthemintothe
newjob.Thisisfollowedbylearningthesalessystem,whichiscrucialforunderstandinghowtogain
salesfortheirparticularmarket.However,themostimportantpartofthisprocessandthereasonwegave
themapositiveevaluationforit,iswhenthenewrecruitmeetsandtrainswitheachindividualmemberof
thesalesforceinordertolearntheircolleaguesmarketandhowitcancollidewiththeirown.Thispartis
instrumentalingivingthenewrecruitpropertrainingandwethoughtitwasabrilliantideabythesales
forcemanagerstoimplementsuchaprocess.

Anotherpositiveaspectofthesalesforcesmanagementishowtheyreabletoutilizespace
creatively.Sincethesesalesrepsandmanagersworkinahotel,theproducttheyaresellingisspace
whetheritsinaccommodations,ballrooms,orconferencerooms.AfterspeakingtoRaquel,welearned
thatitscommoninthehotelindustrytooverbookandrunoutofspace.Sheinformedusthatasolutionto
thisproblemhasbeentousespacethatwasntoriginallyintendedtobeused.Forinstance,iftwosales
repsbookedtheballroomfortwodifferentpartiesonthesameweekendtheyvefoundasolutionby
admittingtheirmistakeandaskingoneofthepartiesiftheywouldbeokaywithconductingtheireventin
thecourtyardoutsidethehotel.Oftentimesbyadmittingtheirfault,theproblemisinstantlyreducedin
severity.Creativemanagementandtheabilitytothinkontheirfeetaretwoaspectswepraisedthis
salesforcefor.

8.2Challenges:

ThemainchallengethesalesforceattheWestinLakeMaryfacesisthelackofmeeting/functional
spacetoaccommodatetheresidents.Uponarrival,everyguestwantstohavetheirbookedroomreserved
andreadyforthem,butthisisoftennotthecase.Aspreviouslymentioned,theWestinonlyconsistsof
sevenfloorsandjustover250roomsandaspartiesgetlarger,therearesimplynotenoughroomsforthe
repstogiveout.Themaingoalofabusinessistogrowandbemoreprofitablethanbefore,butatthe
Westintheincreaseofcustomerdemandhasbeenanobstaclesincetheydonthavetheamenitiestokeep
upwiththedemand.Withthelackofspace,thesalesrepsarenotabletogivethesamelevelof
hospitalitytoallresidents,makingtheirjobchallenging.Asdiscussed,thesalesforceisinchargeof
creatingandmaintainingcustomerrelationships.Iftheycantaccommodatetheguestatthemostbasic
level,itllbeextremelyhardforthesalesforcetomeetguestexpectations,hencemakingfuturesales
hardertoobtain.Forexample,whentheWestincantaccommodateabigpartyorholdaspecialevent
duetospace,itresultsinthepartyfindingadifferenthoteltostayat,hurtingthebusiness.
ArespectableportionofthecustomersoftheWestinLakeMaryhotelarefromthebusinesssegmentand
thelackofballroomandmeetingspacehasbeendrivingthemawayrecently.Thisalonemakesitnearly
impossibletocatertowardsanysortofbusinessconvention.Typically,hostingconventionsbringsina
largepercentageofanhotelsannualrevenue,whichisanopportunitytheWestinismissingduetolack
ofspace.Usually,theconferenceroomsattheWestinarefilledalongthelobby,whichcandeterioratethe
hotelsimaginetoitsguestsasbeingunprofessional.

AnotherchallengetheWestinLakeMaryhotelfacesistheinabilityforthesalesreptoupsell.
Thesalesforce,inanyindustry,hastobeabletoupselltogeneratemorerevenueforthebusiness.
However,attheWestin,thereareonlytwosuitesthesalesrepcansellupgradesto.Butthelackof

numberofsuitestoupsellisnottheonlychallengetheWestinfacesinthisarea.Thesalesforcehaslittle
tonoleveragewhentryingtoconvinceacustomertoupgradesincethesuitesaresmallercomparedto
competitors.
Alongwiththescarcityofspaceandinabilitytoupsell,thesalesforcehaveadifficulttime
attemptingtogainnewbusiness.Competitionisfierce,especiallyinCentralFloridaregion.Customer
satisfactionfromthetimetheystepintothehoteliskeytodifferentiateamongthecompetitors.Thisis
difficulttodoattheWestinwhentheresnotenoughspacetoaccommodateaparty.Followingupis
crucialinclosingeverysaleandwiththeconstantchaosofasmallsalesforceitsoftenforgottenabout.
The100150mandatorysalescallspermonthdonthelpeithersincemostoftenthannotresultsinnoone
fromtheotherend.

Allofthesechallengesultimatelyhurtthesalesforcemoralebecausetheyareeitherlimitedin
theirearningpotentialorunabletosatisfytheircustomers.Thechallengesnegativelyaffectthesalesreps
whentheyareevaluatedmonthlyandquarterly,diminishingtheirmotivationsincetheoutcomeisnot
undertheircontrol.

9.Recommendations:

WestinLakeMaryhotelisfacingmanychallengesthatneedtobeovercomeforthesustainability
ofthebusiness.Themainchallengesaretheabsenceofsufficientmeeting/functionalspaceandthe
amountofroomsavailable.Werecommendtheorganizationtodoubleupthenumberofroomsavailable,
byeitheracquiringmorelandandconstructingmoreroomsorbypartneringupwithnearbyhotelsto
accommodateguestswhenthereisnospaceavailableattheWestin.Thiswouldsolvetheirproblemof
insufficientrooms.Wealsorecommendforanimprovementinthequalityandsizeoftherooms.Dueto
thefactthatthemaintargetsegmentarethebusinesscustomerswithcorporateaccounts,these
improvementswouldcatertotheneedsoftheseguest,showinganincreaseinsatisfactionandthus
returningguests.
WealsorecommendtheWestintokeepupwiththeircurrenttrendofusingspacemore
creatively.Ifaparticularroomisdoublebooked,theWestinsstaffshouldcreativelylookforwaysto
accepttheirmistakeandmakeitupforthepartiesinvolved.Thiscanbedonebyimprovisinganyunused
spaceandofferingextratimeorfood/refreshments.Thisproblemtendstobegearedtowardthebusiness
segmentthatholdsmultiplecorporatemeetings.Thiscustomersegmentisnotaffectedbyseasonality,so
itsdetrimentalfortheWestinLakeMaryhoteltoaddresstheseissuesaccordingly.
AnincreaseinthesalesforcewouldalsohelptheWestinLakeMaryacquiremoresales.Thiscan
onlybedoneiftheWestinkeepsupwiththeirgreathiringprocess.Qualifiedanddeterminedcandidates
shouldonlybeconsidered.Butthehotelmustbecarefulnottodramaticallyincreasetheirsalesforce
since,aspreviouslystated,abigsalesforcetendstoreducethecontrolspanamongthesales
representatives..
Finally,wewouldimplementsurveysfortheguestsstayingattheWestinwithquestionstailored
totheirexperience,especiallywiththeirsalesrepresentative.Thiswouldhelpthesalesforcedetermine
whichskillstheyhaveorhavenotmastered.Thissortoffeedbackcanestablishtrainingrequirementsand
sessions.Themostefficientandeffectivewaytoimprovetheserviceistoincreasetheamountoftime
putintotraining.Anincreaseintheamountandfrequencyintrainingwouldhelpteachnewskillsand
increasecompetencyinstaff.

Alloftheserecommendationwouldhelpthesalesforceinthelongrunastheyllbemore
motivatedtoachievenewgoalsandwouldnotfeellimitedonwhattheycandoforthecompany.A
motivatedandhappysalesforceleadstoaprosperousfutureforanybusiness.

10.Appendix

10.1InterviewQuestions

1.Whatstheapproximatesizeofthesalesforce?

ASixincludingtheDirectorofSales

2.Whatsyourprimaryorgotomarketstrategy?

ADependsonthemarketyouretargeting.Forinstance,withinthecorporatemarketyouneedtoknoweachdifferentgroups
topsellingaccounts,productionwise,inthearea.Needtoknowtheirfeedercities,wheretheyrecominginfrom.Theyneed
tomeetyourrequirementsaswellforadiscountrate.Forexample,ifagroupcanonlygiveyou25rooms,youcantgetthem
afulldiscountrate.Youcanofferlargeroreventhefulldiscountratesforlargergroups.

Itsalsoimportanttoknowyourmarketcompset.(Otherhotelsintheareausuallyaboutfive).Needtoknowtheirstrengths
andweaknesses,knowwhattheirpropertyhasversusyoursandothersinthearea.Needtoknowcompssalesteamalso.
Youllrelyonthemforoverflowsandtoknowhowtheythinkorhowtheydapproachaclientsoyoucancounter.Always
havethecompetitioninyourbackpocketactstupid,picktheirbrain.

3.Howwouldyoudescribethestructureofyoursalesforce?

SalesmanagersreporttoDirectorofSales

DirectorofsalesreportstoGM

4.Howisitdeployed?

Eachsalesmanagerhasamarkettheyreinchargeorresponsiblefor.

ExamplesCorporate(whichwasRaquelsmarket),

Socialmarket(smerf)sports,military,education,religious,fraternal.

GovernmentandAssociation

5.Whattypesofincentivesareofferedtothesalesforce?

Bonuses.Quarterlybonusesdependingonyourbookinggoals.

6.Howareindividualsalesrepsevaluated?

Bookings,monthlyandquarterly.Appointments,prospectingnewclientssalescalls)100150callsamonth.

ExampleForthemonthofOctoberyoumightneedtobook$100,000ofroomrevenue(dependingonmarketandareaBuena
vistavsLakemary)Ballroomspaceisafactor.Higherrevenueandbookinggoalsforhigher#ofrooms,ballrooms,amenities

7.Whatstheprocessyougothroughwhenrecruitingnewmembers?

Newmemberswillneedtohavecertaincriteriatofitthemold,priorsalesexperience,someonewhoknowsthearea,and
someonefamiliarwiththemarket

Hirevianormalinterviewsofcandidates.

Methodsofhirevaryinthehospitalityindustry,forexampleMarriotthiresthroughintensetests,meetings,phonecalls,then
narrowsdownto2members.

8.Whatstheprocessyougothroughwhentrainingthosenewmembers?

Processbeginswithacompanyorientation.Thisinvolveslearningtherulesandregulationsoftheproperty,understandingthe
company'soverallmission,andbecomingfamiliarwithitsbrand.Sointhiscase,knowingtheStarwoodbrandand
familiarizingthemselveswiththeprocessofthecompany.Knowingwheretheystandinthemarket,city,organization,and
whatsexpectedofthem.

Thisisfollowedbylearningthesalessystemandsettingthemupfortraining.Thisinvolvessystemorientationunderstanding
thewaythingsaredone.Lastly,anewmemberwillspend1on1timewitheachsalespersonandtheirmarket.Thisisdonein
ordertounderstandwhateveryoneisworkingonandhowtheirindividualmarketscanmergetogether.Eachsalesteam
membermustknowtheothersmarketsinordertounderstandhowbesttocollaboratewiththemwhentheirmarketscollide.

9.Whatarepossiblechallengesfacingthissalesforcecurrently?

Notenoughfunctionspace/meetingspacewithininthehotelforlargergroups.Thepropertyconsistsof252roomsover7
floors.Groupstendtogrow(whichisoftenagoodthing,growthleadstomorebusiness)toapointwherewecantgivethem
thesamelevelofhospitalityorevenrunoutofroomstowheretheyleaveandsearchforotherhotelstobettersatisfytheir
needs.

Notenoughamenitiessmallergym,pool,lackofballroom/meetingspace.

Notenoughsuites!!!Only2,andtheyresmallerthanaverage,makesitmoredifficulttobookweddingparties.

TheselasttwochallengesaremoreminorthanthefirstbecausetheWestininprimarilyacorporatehotel,meaningitrelieson
businessduringtheweekdaysfrompeopletraveling.Amenitiesandsuitesarenotaprioritytothesetypesofguests.

10.Howdoyouplantoovercometheseproblems?

Toovercomelackofprogramspace(exweddingspace,meetings,bigparties)creativelyutilizethespaceyouregiven.For
examplewhenoverbookedonballroomspace,youcansetupatentintheoutsidecourtyardandusethatifitsatisfiesthe
partysneeds.

Toovercomethelackofsuites,thesalesteamoftenoffersadjourningroomsforthepriceof1.Guestsbelieve
theyregettingagooddealevenwithoutreceivingasuite.

Lackofamenities,downfallonweekendsbecausethisisacorporatehotel.
Relationshipwithclient=behonestwiththemabouthavingtomoveduetolackofspace.Imessedup,buthereswhatIcan
doGivethemoptions,morepointsordifferentmeetingspace.Bybeinghonestandpresentingdifferentsolutionstotheclient
youinstantlydecreasetheseverityoftheproblemandarehopefullyabletoresolveandkeeptheirbusiness.
Smallersalesforce,makesiteasytomonitorprices(rateintegrity)Sometimesbettertohavelessroomsatahigherrate
becauselesswearandtearonthehotel.Sometimesokaywithnothavingheadsinbeds
Maintainingrateintegrityisimperative,lesswearandtearlesswornoutstaff.Only252rooms=rateintegrity.