Strategies to Win in the Corporate Transient Segment

A hotel’s ability to influence and increase market share requires a thoughtful, well-researched strategy. Winning a targeted segment begins months if not years in advance of the annual RFP process. It requires a combination of investment in business intelligence tools and grassroots efforts that are addressed in The Hotel Sales Playbook: Winning Strategies for Success, the study guide for HSMAI Global’s new Certified Hotel Sales Leader (CHSL) certification.  

Here we share excerpts from Chapter 7: Business Transient and Other Contracted Sales Segments, contributed by Kaaren Hamilton, CMP. 

Strategies to Win in the Corporate Transient Segment 

The travel buyer for each organization has unique objectives for each account. A successful hotel sales professional will invest the time to understand what’s important to the account. There is no single priority across the segment. Hotels frequently assume price is the driver. However, that is only one component of the purchase. 

Once a hotel has conducted thorough account research and investigation of their market to understand demand, they should compile a well-thought-out business case that directly speaks to fulfilling the travel program objectives. Frequently, the resources provided at the brand level will assist with this understanding. That information, combined with the local intelligence and, if possible, a local account sponsor, are all the ingredients needed to compile a solid business case. 

Most large accounts buy at the brand level, so building a relationship with the brand account manager, often in the national sales organization, is critical. Clear compelling information based on research, business intelligence, and the account objectives are key to inclusion in the annual solicitation process. 

As the hotel category supplier, we must sell in the way the account purchases. The RFP process can be complex and overwhelming; however, technology supports this effort. Hotel sales professionals must be trained and comfortable with the solicitation process and tools, as speed and response times are a factor in winning inclusion into preferred hotel programs. 

Key components to the solicitation include pricing, distribution health, marketing, relationships, and delivering the brand promise, among other factors. 

1. Pricing: Pricing is driven by the market. It is critical to understand your hotel’s positioning and ability to meet its top-line revenue goals based on market performance.  

Pricing in this segment is no longer limited to a static negotiated rate. The hotel sector, along with air and car rental, has been messaging the benefits of dynamic pricing for a decade. The pandemic helped the hotel sector evolve to a more dynamic model. Be prepared to offer a blended pricing solution with floors and ceilings and ensure your revenue technology supports these models. 

Once your hotel has been accepted to a preferred hotel program, and rates are loaded and bookable, your work begins. It is the hotel’s responsibility to build volume with the account, which is the single most important factor in remaining in the preferred program. Understand the reality that there is NOT any person in the procurement process who will drive this to the degree that the individual hotel needs to. 

 2. Distribution health: Require frequent audits for parity, display, preferencing, and availability. 

 3. Marketing: Consider the options for messaging on the OBT (online booking tool), messaging to the travel counselors, messaging directly to the travelers via the OBT, and utilizing your brand’s loyalty program to run account-specific campaigns. 

 4. Relationships: Working with the national sales contact is key to ensuring your hotel remains a focus. Keep that person well informed on changes in the market, tractions with the account, challenges, etc. Equally important is your local account contact who is a key influencer and often works directly with the travel buyer in the annual RFP solicitation. 

 5. Delivering the brand promise: Review the daily arrivals list and personalize experiences. Win one traveler at a time by building ambassadors within the account. 

HSMAI Global’s Certified Hotel Sales Leader (CHSL) certification is designed to recognize the expertise of hotel sales leaders, emphasizing the most up-to-date sales and commercial principles, practices, and strategies.    

The CHSL certification is tailored for hospitality sales leaders who are proficient in leading high-performing teams, demonstrating overall commercial acumen, applying best practices in hotel sales to drive revenue growth, and more.     

Approved applicants will receive a digital copy of the study guide, The Hotel Sales Playbook: Winning Strategies for Success, and complete an online examination covering essential functions of hospitality sales.  

CASE STUDY:  Optimizing A Hotel’s Digital Presence

Excerpt from the HSMAI & Milestone eBook   

This eBook addresses the most pressing challenges and opportunities presented by advancements in Artificial Intelligence (AI) and the increasing importance of personalization, rich media, and ancillary revenue streams.

Background 

Preferred Hotels & Resorts represents over 650 hotels and unique destinations globally, forming the largest portfolio of luxury, upscale, and upper-upscale independent properties. The project aimed to optimize the brand website, loyalty program, and Beyond Green, Preferred’s sustainability services, with SEO. Strong SEO capabilities are crucial for Preferred’s GTM (go-to-market) plan to drive awareness, consideration, and bookings across their diverse portfolio. Milestone was selected to support Preferred’s digital marketing needs. 

Solution 

Milestone deployed schemas (structured data) on the brand website to enhance organic search visibility. Schemas help search engines better understand website content, resulting in improved organic performance.  

Additionally, Milestone worked with the Preferred executive team to develop dashboards and business intelligence tools to effectively represent individual hotels within the portfolio. These efforts leveraged the content of the hotels to support the Preferred Hotels & Resorts brand, promote cross-selling, and drive guest engagement with Preferred’s loyalty program, I Prefer. 

Outcome 

Preferred chose to outsource to Milestone to access their cutting-edge skills, knowledge, and experience with SEO, which would be challenging to replicate with an in-house team. Milestone’s efforts have allowed Preferred to manage the complexity of over 600 individual hotels with rich content, significantly improving website traffic. The business intelligence solutions provided by Milestone, through sophisticated dashboards, have broadened the team’s knowledge and informed their marketing efforts. In addition to enterprise-level support, Milestone supports over 30 Preferred hotels with their own websites, resulting in increased revenue, leads, and organic traffic performance for these hotels. 

Summary 

Milestone’s sophisticated data dashboards and services, combined with website technology featuring a personalized engine and AI content studio, make them an invaluable partner for Preferred Hotels & Resorts and their members. 

Insights from HSMAI Sales Professional of the Year Honoree, Dayna Zeitlin

HSMAI will recognize Dayna Zeitlin, Director of Sales and Marketing at Sofitel New York, as the Sales Professional of the Year at the HSMAI Sales Leader Forum on November 13th in Washington, DC.   

An award-winning hospitality veteran for over two decades, Zeitlin is a results focused leader with effective sales and negotiation skills. She is known for cultivating her teams into high performers, ensuring continuous development and guiding them to reach new heights.     

A devoted sales and marketing leader, Dayna dedicates her time to HSMAI NY Chapter as Director of Collegiate Relations, where she has mentored many college students, produces an annual Intercollegiate Global Virtual Conference, and volunteers for collegiate leadership programs and talks. She is also actively involved with the French American Chamber of Commerce’s Women in Business Mentorship Program.  

Zeitlin shared her insights with HSMAI staff.  

How did you get involved with HSMAI? What impact has your association with HSMAI had on your professional development?    

For many years while living in San Francisco, I wanted to be more involved and earn my way to a Board Member role, however I was traveling every week for many years and wasn’t ‘rooted’ enough to give the desired level of commitment and meet expectations. When I learned I was relocating back to NYC, I immediately went on the HSMAI NY chapter website and noticed Director, Collegiate Relations Board Member role was available and the exact role I was most interested. It was kismet.  

Over the years, HSMAI has had tremendous impact on my professional development in a variety of areas, including the invaluable quality of content and speakers from our chapter meetings and association conferences. Active participation in the association has presented me with more tools to fine-tune my competitive game with sales and marketing insights, coupled with learning in-depth industry data that we consistently receive.   

As a sales & marketing leader in a new market, networking was key and critical for me in  establishing relationships with peers, while also understanding the NYC market talent and playing field. Building a strong team allowed me to lead and strategize vs handling tactical activity.  

Can you share a bit about your journey and experiences that have shaped your expertise in this area, and how they inform the perspectives and insights you’ll be sharing during your session?  

Like many others, my career took several winding roads, which opened up my mind about the many facets and opportunities in our industry. Learning to sell all segments, understand the nuances and uniqueness of luxury vs midscale, brand vs independent and work in a variety of markets, allowed me to expand my knowledge, fine-tune my skill set and strengthen my ability to pivot quickly when needed. These twists and turns also helped me identify my career passion.  

Who has played a pivotal role in your journey to receiving this award, and are there any individuals you would like to acknowledge? 

Throughout my career, I’ve had several inspiring bosses, mentors and coaches who helped guide me with sharpening my sales and negotiation skills, problem solving and the ability to recalibrate as my career unfolded. I’m incredibly grateful for their encouragement and advice along the way. This varied support network has helped me achieve career objectives and goals. 

What core philosophy has driven your career to date and how has this philosophy developed over time?   

One of the first messages I heard early in my career was to understand what you are up against and find a way to stand out from the competition. This statement has been a key element to my success, driving me to ask meaningful questions, think creatively, prepare solutions and go that extra mile to win.  

Over time, I modified the message to, “What are you doing to make it easy for the client to do business with you”? A question I ask of my team over and over again.  

Another core philosophy that I learned from an early career mentor is to hire people not resumes. When hiring hotel sales people, it is important to look for key innate attributes that are otherwise hard to teach rather than  expect a person to change. This philosophy has been a guiding light, helping me to develop A-player teams.  

Could you share a piece of career advice or habits you think are important for rising leaders?  

I am asked this question a lot from students about to embark on their hospitality careers. Establish a professional network and identify mentors early on. Do not be afraid to ask questions and take risks. Be open-minded, say yes to projects and assignments and get involved as often as you can. Follow up after career conversations and continuously network. 

Always remember that feedback is a gift, so receive with an open heart and action change for continuous development. Being a leader is fun, challenging, and rewarding! 

Could you share any details about upcoming projects or initiatives you’re looking forward to?  

Our hotel is embarking on an extensive refurbishment, which brings immense challenge and opportunity. I’m so excited to navigate this journey with our team as this experience provides a unique opportunity for sellers to level up their negotiation and sales skills, in addition to managing the ebbs and flows of the impact of a renovation. 

I’m also thrilled that we are now planning our 5th Annual HSMAI Intercollegiate Global Virtual Conference! Year after year, I’m amazed at the level of talent we have on the student committee. It’s a 4+ month journey of planning, so it’s a big commitment for the students. The quality of work and level of dedication from the students who help me plan and prepare is extraordinary. Each year, I look forward to collaborating with a new student committee and watching their development throughout the process. 

How do you see the role of technology evolving in the hospitality industry, and what steps are you taking to stay ahead of these changes?   

Technology continues to affect our industry in a variety of ways; most notably, continuous efficiencies and the shifting of buying habits and additions of buying methodologies for both businesses and consumer. Additionally, the use of AI has become an asset in many areas of our marketing efforts.  

At the hotel and in our company, we consistently train and adapt to stay aligned or ahead of the curve where necessary.  

What does receiving the HSMAI Award for Hotel Sales Professional of the Year mean to you?   

Receiving the HSMAI Award means so much to me. Over the years, many industry leaders and trainers have inspired me, and I have garnered countless lessons and nuggets along the way. It is an honor to have the fruits of one’s labor receive recognition in such a meaningful way.  

Curate Preview: Thinking Like an AI Native

Hari Abburi’s talk on ‘Thinking Like An AI Native’ will help you reimagine your business to be AI first – across customers, enterprise and ecosystem. He ask’s the question, what if your business was born in 2030? 

This talk will give you a framework to build specific use cases of technology but importantly will drive your focus on how value is created with AI centric business approach.  

The talk is a combination of a powerful framework, cross-industry examples and will narrow down to your industry’s context. This session will help you with your mindset shift from linear business model thinking to cognitive business model thinking. 

Learn more about the Curate agenda. The day will offer a unique opportunity for attendees to gain valuable knowledge, network with peers, and stay ahead of the curve in leveraging AI technologies to improve efficiency, increase customer satisfaction and drive overall growth. 

 Curate is an exclusive benefit for Organizational Member companies of HSMAI. 

Need more information about Curate or how to secure your spot? Contact Kristin Miodonski @ Kristin.Miodonski@hsmai.org. 

Key Strategies from Brand Chief Revenue Officers

At Commercial Strategy Conference, HSMAI hosted a roundtable for Chief Revenue Officers where industry experts pinpointed five main challenges and discussed ways to tackle them. Below are the identified challenges and their corresponding strategies: 

1. Change Management and Education

Challenge:  Focus on training team members in new systems and predictive analytics to build trust and shift mindsets from tactical to strategic thinking.  

 Strategy: Implement continuous retraining programs and maintain clear communication channels to align team members with strategic objectives. Set clear performance standards to ensure everyone understands their roles and responsibilities. 

2. Talent and Team Building

Challenge: It’s important to build a positive team culture and find the right talent, especially in the post-pandemic era. Retaining talent is also a challenge. 

 Strategy: Focus on building a positive team culture and prioritize hiring individuals who fit the company culture and can be trained. Retain talent by offering non-monetary benefits such as flexible work arrangements and additional days off. 

3. Technology and Automation

Challenge: Integrating technology and leveraging automation enhances productivity. However, selecting the right technology solutions and achieving effective integration can pose challenges. 

 Strategy: Adopt automation to manage repetitive tasks, allowing team members to focus on strategic activities. Integrate technology to streamline operations and enhance productivity, and work through integration challenges with vendors to ensure seamless operations.

4. Asset Management and Strategic Thinking

Challenge: Asset managers’ goals do not always naturally align with the company’s broader strategic objectives.  

 Strategy: Promoting better collaboration and understanding between asset managers and other departments helps avoid conflicts and achieve business goals. Clear communication and expectation setting are also critical. 

5. Consumer-Centric Approach

Challenge: Understanding consumer needs and preferences can be challenging, but it is necessary to tailor offerings. 

 Strategy: Focus on providing real value to consumers beyond traditional incentives. Use customer research to tailor offerings and emphasize flexibility and personalization in service delivery to enhance loyalty. 

The Impact of Compensation Structures on Employee Performance

Scott Dahl, Senior Vice President – Sales, Marketing, & Revenue Management, The Wurzak Hotel Group, HSMAI Sales Advisory Board Member  

In a recent HSMAI Sales Advisory Board meeting, we explored how compensation structures influence employee performance. Below are five insights from our discussion.  

I will be talking about this more during my lightning round presentation at the HSMAI Sales Leader Forum, November 13, in Washington, DC. Hope to see you there!  

5 Key Insights: 

  1. Current Compensation Trends: Although staffing and spending have returned to pre-2019 levels, the quality of talent, especially salespeople, has lagged. This indicates that companies may still be adjusting to shifts in workforce dynamics. 
  2. Team vs. Individual Performance: Balancing team and individual performance metrics is critical. One company is exploring the idea of creating a high-performing tier, where top achievers earn significantly higher bonuses. This strategy aims to reward excellence and motivate others to elevate their performance. 
  3. Thresholds and Payout Frequency: Determining bonus thresholds and payout schedules sparked debate. A ZS study shows how timing can affect motivation—employees begin earning bonuses at specific thresholds, with ceilings to cap maximum payouts. While some firms use quarterly payouts, others are considering monthly payouts, despite potential accounting complications. 
  4. Gatekeepers and Bonus Reductions: The role of gatekeepers in bonus payouts raised concerns. For instance, one company reduces bonuses by 50% if its hotel does not meet quarterly revenue goals. Critics argued this penalizes employees focused on long-term performance, not just immediate results. 
  5. Evolving Workforce and Hybrid Work: Surprisingly, the shift to hybrid work and flexible schedules has not significantly impacted some companies. However, it is essential to keep monitoring these changes as they may reshape workforce productivity eventually. 

To succeed, hotel companies will need to continuously refine compensation strategies to aligning with shifting workforce dynamics.  

Questions for Your Team:  

  1. Team versus individual versus mixed bonus criteria.  What works best?
  2. What are the optimal Minimum Threshold, Maximum Payout, and Payout Frequency?   Why?
  3. Do gatekeepers really work to align the interests of staff and ownership?  Is there a better way?
  4. Are more intangible benefits, like hybrid work schedules, flex-time, and wellness programs having the positive impact that was predicted.  Are there others?

Read More:  

HSMAI Foundation Special Report: The State of Hotel Sales, Marketing, and Revenue Optimization Talent 2023-2024    

Hotel Industry Struggles to Replenish Quality Talent in Sales and Marketing     

HSMAI Special Report: Hotel Management Company Sales Incentive Plans     

 

Unlock the Power of Data Analytics

Communicating data isn’t just about numbers – it’s about storytelling. As highlighted in HSMAI’s course on data analytics HSMAI’s course on data analytics led by experts Dr. Kelly McGuire and Emma Scher, the most important part of telling a story with data isn’t the data itself; it’s the message and insights that data reveals. Your data is a supporting character, while the action or insight takes center stage. 

And with advancements in AI and Machine Learning, understanding how these tools can drive business decisions is essential. While you may not need to code, knowing the strengths, weaknesses, and applications of AI/ML will set you apart as a leader. 

Ready to dive deeper? Join our online class on data analytics to learn more. 

Insights from HSMAI Career Achievement in Sales Honoree, Dan Surette

HSMAI is pleased to honor Dan Surette with the Career Achievement in Sales Award at the Sales Leader Forum on November 13th in Washington, DC.  

Surette joined Omni, where he is the Chief Sales Officer, in August 2017. Prior to joining Omni, he worked at Starwood Hotels & Resorts Worldwide, Inc. for more than 15 years where he served as the vice president of North America sales and field marketing. Surette attended Johnson & Wales University where he earned a degree in hospitality management. Throughout his career, Surette has been a member of several leading professional organizations, including HSMAI.  

HSMAI staff had the pleasure of talking with Surette about his career and HSMAI, read on for the interview.  

1. How did you get involved with HSMAI? What impact has your association with HSMAI had on your professional development?   

When I was just starting my career, I was transferred to the Sheraton Washington Hotel DC where I began my second job in the industry and still learning how to be a Sales Manager. The HSMAI Chapter was strong in DC, so I started attending the monthly meetings. It was a safe place for me to be around peers who were in similar stage in their career. While it was intimidating at times, it was also so helpful to be around others which much more experience.  

2. Can you share a bit about your journey and experiences that have shaped your expertise in this area, and how they inform the perspectives and insights you’ll be sharing during your session?  

I was fortunate to work in different roles across my career that helped shape my knowledge and growth in the industry. I moved from a smaller resort, to a convention hotel, to global sales, to sales leader, area/regional leader to corporate leader. Each of these stretched me and helped me learn and grow. There were so many mentors and coaches along the way to guide me, and I would not be where I am today without them.

3. What core philosophy has driven your career to date and how has this philosophy developed over time?  

I have always had energy and enthusiasm – sometimes too much! Over the years I have felt that positive energy is important with teams, and I try to find the positives and look to build people up whenever I can. Having been in situations where I was not supported or asked to have an opinion or not encouraged, it can eat away at your confidence and in the end happiness in the role. We need to give our teams a voice, allow them to make mistakes and assist them to grow and chart a path forward.  

 4. Could you share a piece of career advice or habits you think are important for rising leaders? 

I try to stay connected with my teams and the business as much as possible. Don’t fly too high, as it is important to understand what is happening, how they are doing, and what they need from you to be more productive and successful. Know your business and know your people.  

5. Could you share any details about upcoming projects or initiatives you’re looking forward to?  

We are working on some new sales performance and visualization tools. I’m very excited to see how we implement the platform and how quickly it will have an impact on seller production and incentives. I’m also interested to see how AI can be used for us as an organization more effectively and curious to see how it grows in our industry over the next 12-36 months.  

6. How do you see the role of technology evolving in the hospitality industry, and what steps are you taking to stay ahead of these changes?  

Technology continues to evolve for our industry. As I said, AI is not going away, and we are staying close to understand how it can help us from a process and efficiency standpoint. At the same time, we need to learn how to make sure our brand and hotels are optimized to be displayed in consumer and event searches, for example.  

7. What does receiving the HSMAI Award for Career Achievement in Sales mean to you?  

I was really taken back when Juli called. I have been to many of these events and watched leader after leader who I looked up to and respected be recognized like this. I’m still not sure I have made the impact that the recipients before me have achieved, but I am truly honored to be receiving this tremendous recognition from HSMAI.  

CASE STUDY: Revitalizing a Luxury Resort’s Online Presence to Boost Revenue and Market Share

Excerpt from the HSMAI & Milestone Whitepaper 

Background  

Terranea, an extraordinary luxury retreat near Los Angeles, sprawls across 102 acres, offering 582 elegant guest rooms with ocean views, a golf course, a spa, exquisite dining, and 135,000 square feet of event space. The goal of the project was to enhance the web and booking experience to match the quality of the guest, meeting, and wedding group experience at the resort itself. Specifically, the challenge was to boost brand recognition, communicate the accommodation distinctions, and drive revenue, traffic, and organic search results. Key to this transformation was updating the website through great design, improved user experience, and mobile-friendliness. 

Solution 

Milestone was selected to support the redesign due to their digital capabilities, proprietary CMS, and robust analytics and business intelligence reports. The redesigned website featured intuitive navigation, high-quality visuals, and Milestone’s proprietary CMS., which provided advanced SEO capabilities to boost online visibility and drive traffic to the site. 

Outcome  

The revitalization of the resort’s online presence successfully tackled its challenges and achieved significant improvements in key performance metrics, including increases in revenue, overall traffic, website impressions, and an expansion of new users. This transformation not only reinvigorated the resort’s digital footprint but also cemented its position as a leading destination in the luxury segment of the digital space, effectively broadening the reach of the Terranea brand’s unique experiences to a wider audience. 

Strategic Decision-Making for Sales Success – Questions to Consider Before Attending, Exhibiting, or Sponsoring Events

Industry events and tradeshows offer unique opportunities for organizations to connect with potential clients, strengthen relationships, and stay updated on market trends. To make the most of these opportunities, it’s essential to approach them strategically. This topic is among the many insights covered in The Hotel Sales Playbook: Winning Strategies for Success, the study guide for HSMAI Global’s new Certified Hotel Sales Leader (CHSL) certification. 

Below, we share excerpts from Chapter 5: Managing the Sales Function, contributed by Bob Anderson and Chris Hardy, CRME. 

1. What is the purpose or theme of the event?  

  • Does this purpose or theme align with your goals and objectives?  
  • How can you connect your organization to this theme in a positive manner?  

  2. Do the math: What is the total investment required and targeted return needed to justify the effort?  

  • Attending: Cost of registration, travel, lodging, meals, and entertainment  
  • Exhibiting: Cost of pre-show marketing, booth rental and space, shipping, labor, and other ancillary expenses  
  • Time away and lost opportunities displaced from the property  
  • Is the risk worth it? Are there practical ways to invest the required time, energy, and capital to develop your team and reach your goals?  

3. Who is attending?  

  • Will you have access to a pre-registration list with demographics, titles, etc.?  
  • Will there be new prospects to connect with?  
  • Will there be current customers to build relationships with?  
  • Will there be beneficial industry insights and educational opportunities?   

4. Who is exhibiting?  

  • Will there be prospects to connect with?  
  • Will there be vendors that have products and services that might benefit you and your team?  
  • Will there be competitors that you should learn more about?  

5. Who are the featured speakers?  

  • Do they have knowledge that will benefit you or your team?  
  • Are there thought leaders with whom you want your team to connect?   
  • Can you present or be on a panel to gain exposure to the audience? This is one of the most essential leadership skills you should develop. Learn to present, tell your story, and build your personal and professional brand.  

6. Who from your team should attend?  

  • Attending: Top producers, team members not reaching their numbers, new team members, or all of them?  
  • Exhibiting: Select sales professionals who will represent you and your organization in a positive light.  

 7. What will the sales and marketing activities of your team be?  

  • Pre-attendance sales and marketing activities (advertising, website listing, and inclusion in show promotions) to drive awareness of your participation.  
  • On-site sales activities, quality lead capture contests, in-booth key account appointments, and other actions can isolate new sales opportunities.  
  • There should be a consistent message of what your property or group of properties do to help customers. Train sellers to be storytellers, not just features and benefits pitchers.  
  • Create a schedule of who will work the show, booth, or attend events so every team member is crystal clear on who is doing what, why they are doing it, and when it needs to be done.  
  • Make sure that there is enough collateral available to provide to new prospects.  
  • Establish post-attendance goals, actions, and activities. Holding the team accountable for lead follow-up is the challenge after any kind of event. Ensure salespeople have a plan, a system, and the tools to follow up with the newly discovered business opportunities appropriately.  
  • Manage the exhibition plan, the process, the follow-up, and ultimately, the ROI for the event. Develop a post-exhibition evaluation report to determine what went well and if you want to participate in the event in the future (and why or why not). Use your CRM to track leads generated at the event and any booked business.  

HSMAI Global’s Certified Hotel Sales Leader(CHSL) certification is designed to recognize the expertise of hotel sales leaders, emphasizing the most up-to-date sales and commercial principles, practices, and strategies. The CHSL certification is tailored for hospitality sales leaders who are proficient in leading high-performing teams, demonstrating overall commercial acumen, applying best practices in hotel sales to drive revenue growth, and more.  

Approved applicants willreceive a digital copy of the study guide,The Hotel Sales Playbook: Winning Strategies for Success,andcomplete an online examination covering essential functions of hospitality sales.