Hotel Management Soft-Opening Marketing and Sales plans are written to assist the Marketing and Sales team during the months of the soft- opening periods of the hotel:

This overview has been designed for implementation, with the understanding that certain aspects may have to be altered to accommodate local needs. Thorough implementation of the pre-opening procedures described within the manual will ensure smooth and efficient running of the hotel’s Soft-Opening Sales Department.

The overview describes the activities that must be completed during the soft-opening. Guidelines are given as to whom, ideally, should carry out each task. This may vary from hotel to hotel due to the hiring schedule of the management during the pre-opening period. It is the responsibility of the Soft-Opening Sales & Marketing Executive to assign tasks as necessary.

The Soft-Opening Sales & Marketing Executive should specifically review the overview in relation to the hotel’s size, organisation, market mix and competitive environment to determine appropriate local adaptations, which should be inserted in the copies of the manual.

Eurasia’s Hospitality and Business Institute System describes other disciplines which guide the Marketing and Sales process in concert with the overview.

SALES & MARKETING OVERVIEW

Establishing a smoothly functioning hotel sales office is a challenge which must be met long before the hotel actually opens its doors. There are a number of steps to take to guarantee a successful soft-opening sales effort which can mean a high occupancy for years to come.

Traditionally, the first employee on board in the Pre-Opening Sales Office is the Sales & Marketing Executive. This executive enjoys the distinction of working with the hotel’s pre-opening management team, and eventually greeting the first guests. However, the Pre & Soft-Opening Sales & Marketing Executive may be a “one person show” for a long period of time.

Prior to the actual establishment of a Pre-Opening Sales Office, pre-opening efforts are carried out by Eurasia’s Corporate Office. During pre-opening and beyond, the office will continue to be a great source of assistance and information to the hotel sales office.

Once the Soft-Opening Sales & Marketing Executive is hired, there are a number of activities which he must carry out in order to prepare the hotel for opening:

Establishing a smoothly functioning hotel sales office is a challenge which must be met long before the hotel actually opens its doors.

OVERVIEW MARKETING PLAN

The studies of the hotel, marketplace and competition should be compiled and summarised into the Soft-Opening Marketing Plan which will formalise the new hotel’s philosophy, positioning and anticipated share of the marketplace.

The Marketing Plan should analyse the economic environment and competition as well as identify the hotel’s plans and actions for future sales. Ideally, the plans should be specific, including job responsibility charts and target dates.

The plan should specifically address the target market, opening budget, creative considerations and the most efficient and effective way to deliver the advertising message. A study of rate structure should be included, as well as guidelines on complimentary room procedures, room rentals, release time for catering sales, etc.

In the soft-opening hotel the Sales & Marketing Executive must continually review and refine the Marketing Plan. You may find that new strategies are called for as the profile of your established market mix evolves.

As the new sales people join the hotel, review with them the initial Marketing Plan and assign to them responsibilities for various sections of the plan as it will be prepared in its final form.

Soft-Opening Budget Guidelines

With the Marketing Plan as a basic guideline, the Soft-Opening Sales & Marketing Executive can then fine tune his budget. The budget should include all major expenditures for travel, advertising, public relations, sales promotions, office requirements, salaries and training.

Unfortunately, there are no industry averages to compare for soft-opening budgets, as there are with ongoing marketing budgets. Because pre-opening expenses are generally capitalised along with construction costs, they do not usually show up on operating statements. The best way to budget for the pre & soft-opening period is to use the zero-based budget; do not just arbitrarily allot a fixed amount.

Throughout the budget process, it is imperative for the Soft-Opening Sales & Marketing Executive to understand that neither the budget nor the Marketing Plan is “engraved in stone”. Both must remain flexible, not only during the pre-opening process, but also throughout operations.

The studies of the hotel, marketplace and competition should be compiled and summarised into a Soft-Opening Marketing Plan which will formalise the new hotel’s philosophy, positioning and anticipated share of the marketplace.

The Marketing Plan should analyse the economic environment and competition as well as identify the hotel’s plans and actions for future sales. Ideally, the plans should be specific, including job responsibility charts and target dates.