Have We All Gone RFP Mad?

Dave Lutz's People & Processes column in the September issue pointed out how important our communication tactics are in eliciting partnership efforts. I believe wholeheartedly that the best negotiations begin with a mutual respect for the businesses involved. That also means a respect for one another's time and business interests. If we can show the property that we think what they have to offer is special, then I believe that respect will be returned and we will get better results.

What we put in as planners we will get out of the process. If we take the time to do our homework and find the properties that seem to be the best fit or "top contenders," then we've shown effort on our end and an interest level that is much greater than when we do a mass mailer or "blanket" the industry. Hoteliers and their national sales managers with whom I have spoken about this echo that they've been part of a massive "cc" e-mail blast for programs that could not possibly fit many (or any) of their properties. Those e-mail blasts have even gone to organizations that don't have properties in the destinations of interest. That says to the hotel that the planner took little time to respect the time of the sales manager getting the lead on the other end. It's no wonder the response is poor or ignored, even when there are potentially good leads that may come from the planner on a future occasion.

I also believe in disclosing the properties in consideration. That was an excellent point made in the article. Selecting no more than five properties and helping the hotel to understand their competition will help them feel that they have a better shot at winning the business if the fit is right.

I suggest reviewing possible properties with a first line of communication - to see if the "big-ticket" items like rates, dates, and space are even available at the best potential properties. From there, the communication moves in more appropriate and pointed directions with a detailed RFP, discussions, and, ultimately, successful negotiations.

I'd like to add that I get the feeling that more often than not, planners and/or the companies they represent have a sense of entitlement and arrogance about their business that does not set the tone for the best negotiating platforms. Although we may be in or moving toward a buyer's market, I think it is especially important that we not present a list of "demands," and that we keep the interests of the hotel in mind. If we have more give and take on both ends, we'll get more rewarding results - in service, support, and concessions or flexibility. This is an ongoing process that does not stop after the program is contracted, and it must be continually nurtured. Plus, if you ever want to go back to that property, it's critical. We need to keep in mind that the hospitality industry is a small world built on referrals and crosstalk. Burn a bridge and prepare to get your own boat!

Lisa Meller
President
Meeting Perspectives Inc.
www.meetingperspectives.com