Chapter 15: Professional Sales

1.

Success or failure within the hospitality industry ultimately rests on the ability
to __________ .

2.

__________ selling is the most expensive contact and communication tool

used by the company.

3.

As companies move toward a stronger market orientation, their sales forces

need to become more __________ focused and __________ oriented.

4.

The newer view is that salespeople should know how to analyze sales
__________ , measure market __________ , gather market __________ ,
develop marketing __________ and plans, and become proficient at the use of
sales __________ .

5.

Objectives ensure that __________ goals are met. Goals may include
revenue, market share, improving corporate image, and many others.

6.

By establishing specific values for business that has already been booked,
hotel managers can encourage salespeople to increase the __________ of
existing resources. If salespeople have clearly established goals and
objectives for a second chance to increase their rewards, they may work
harder to achieve goals.

7.

Structure of a hotel sales department depends on the __________ of the

organization, __________ of the property, __________ of the market, and
__________ of hotel.

8.

Territories are easy to administer, their sales potential is easy to __________ ,

they reduce total travel __________ , and they provide a sufficient and
equitable __________ and sales potential for each sales representative.

9.

Companies often __________ their sales forces along market segment lines.

10. The obvious advantage of market specialization is that each sales force can
become knowledgeable about specific market __________ .
11. The importance of marketing __________ , such as wholesalers, tour
operators, travel agencies and junket reps, to the hospitality industry has
created sales force structures to serve marketing channels.
12. The __________ , __________ , and __________ of hospitality company greatly
affect the relative importance of travel intermediaries. This in turn affects

whether a company designs its sales force structure by travel intermediary.

13. Some hotels and resorts have a sales force structured by product, market
segment or channel and customer. This is often a reaction to __________ and
__________ forces rather than the result of strategic thinking.
14. Size of a sales force is determined by market __________ , __________ ,
corporate __________ and __________ .
15. __________ selling has proved to be an effective and powerful tactic to reach
and retain key customers. Its opportunities and limitations are only
beginning to be realized in the hospitality industry.
16. Hospitality companies traditionally design departments along __________
lines.
17. Todays sales managers may have two types of salespeople within their
departments: an __________ sales force and a __________ sales force.
18. In addition to traditional objectives, like increased occupancy, other nonquantifiable objectives are sometimes established for teams. These generally
deal with enhancing __________ and __________ or using the team as a
human resource training pool.
19. The goal of personal selling was traditionally viewed as a specific __________
with a customer.
20. __________ marketing is based on the premise that important accounts need
focused and continuous attention.
21. At the heart of a successful sales force operation is the selection of effective
sales __________.
22. A study of superachievers found that super sales performers exhibit the
following traits: __________ taking, powerful sense of __________ , problemsolving bent, care for the __________ , and careful __________ .
23. One of the shortest lists concluded that the effective salesperson has two
basic qualities: __________ , the ability to feel as the customer does; and
__________ drive, a strong personal need to make the sale.
24. Sales successes within the hospitality industry depends on development of
excellent long-run relationships with __________ or __________ .

25. The 80/20 rule prevails within the hospitality industry. This concept says that
a __________ of a firms business comes from a __________ of its customers. .
26. Many accounts represent infrequent purchases or low-yield business. These
accounts cannot bear the cost of __________ sales calls or expensive
__________ .
27. The salesperson now tells the product story to the buyer, following the AIDA
formula of gaining __________ , holding __________ , arousing __________ ,
and obtaining __________ .
28. The two parties need to reach agreement on the price and other terms of
sale. Salespersons need to win the order without making deep __________
that will hurt profitability.
29. Sales quotas are often set __________ than the sales forecast in order to
stretch sales managers and salespeople to perform their best level.
30. The __________ -quota school sets quotas higher than most sales
representatives will achieve but are attainable.
31. The __________ -quota school sets quotas that a majority of the sales force
can achieve.
32. The __________ -quota school thinks individual differences among sales
representatives warrant high quotas for some and modest quotas for others.
33. Those who are paid mostly on __________ generally receive less supervision.
Those who are __________ and must cover definite accounts are likely to
receive substantial supervision.