Op-Ed: How To Get The Most From Hotel Sales Representatives

Being responsible for a large group of sales professionals is fun and challenging; fun because it's dynamic and challenging because two sets of customer needs must always be at the forefront. Those two sets are my salespeople and their customers. If either group's needs are not met, then ultimately the company will not achieve its goals. So after extensive conversations with both sides of this equation, let me share with you some findings that may help clients better manage relationships with their national sales contacts.

Getting the most from your sales representative involves the same steps that are involved in establishing all good relationships: Set goals and expectations in the beginning of the working relationship and make sure you show respect for one another no matter what happens.

If you set parameters and identify a course of action with your sales representative from the start, you will have a basis for all subsequent conversations about whether this person and/or company is meeting the needs of your account. The parameters also will give both of you a basis for fine-tuning the account's activity and services.

It takes time to set up these working guidelines, but it will make the direction, and redirection when needed, of your account easier. Below are some major parameters you should consider:

Your preferred method of communication: Face to face, telephone and electronic communication are options. If face-to-face meetings are your preferred method, consider creating meeting agendas so both sides can manage informational expectations.

Agendas also help ensure meeting time will be used efficiently. If all sales proposals must be shared with several internal groups, a combination of face-to-face and electronic communication may be the most effective way to service your account.

Realistic deadlines for both parties: Everything today is about speed. If one vendor does not get back to you with timely, accurate information, there is always another vendor waiting in the wings. Establish realistic deadlines so your preferred vendors can provide you the product your customers deserve.

Account ownership: A good salesperson is a jack of all trades and accepts responsibility as a one-stop source for all information. Sales people are the voice of the company. Rely on your salesperson to help you with all of your needs—customer service, financial billing and general problem solving.

No one likes to hear, "I would love to help you, but you'll have to call someone else because that's not my area of expertise." A great salesperson automatically will take responsibility for all areas.

Respect in all aspects of the relationship: Always respect each other. As a client, you need to be honest with your sales executive, offering regular feedback and indicating what are your hot buttons. If something is consistently being handled improperly, one of two things will usually occur—you'll stop using this account as frequently, or you'll walk away entirely. A good salesperson values constructive input.

Multiple points of contact: Make sure your salesperson provides you with more than one point of contact in his/her organization. Clearly, these additional contacts can help when you can't reach your primary contact.

Also, should you find your account needs are not being met, you have contact points for escalating a situation.

Establishing parameters at the onset and respecting one another should help develop a strong, lasting relationship. When you still don't get the desired results from a salesperson, escalate the situation and request a new contact. When all is said and done, people do business with people they trust.

Mike Fegley is vice president of global sales at InterContinental Hotels Group.