Supply Chain Management A global Logistics Perspective 10th edition John J. Coyle, C. John Langley, Jr. Robert A. Novack, Brian J. Gibson - Solutions

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Describe the tools salespeople use to locate associations and to find information about the meetings associations hold. (pp. 142-148)
Identify who typically decides where to hold an association meeting and those who may influence that decision. (pp. 138-142)
Identify characteristics of association meetings that are important for selling to the association market. (pp. 130-138)
Describe the different types of association meetings. (pp. 124-129)
Explain the importance of conventions to associations, and identify factors that association meeting planners consider when making a site selection. (pp. 120-124)
How has computer technology changed the sales office? How is automation being used to enhance the sales effort?
Discuss the importance of the function book and guestrooms control book. Why is it important that only one person control these books?
What are the key elements of a sales office filing system? Why is each impor- tant?
What is an independent hotel representative? What considerations are impor- tant in choosing an individual or firm to effectively represent your property?
Sketch job descriptions for the various positions within the sales department. How will these vary between large and small properties?
Identify the three departments that the director of sales and his or her staff must work most closely with. Why is it crucial that sales interfaces with these departments?
How is the sales department perceived within the organizational structure of the hotel? Why is it necessary for the sales department to assume authority over other departments?
Can he or she deliver needed supporting services and advise you on brochures and other printed materials?
How does the representative regard service? Do you want him or her to be an extension of your sales staff? Is he or she willing to be part of your team?
Is the representative's staff knowledgeable about your type of operation? Does his or her staff have a hotel background?
Does the firm have offices in the cities that are your major market areas?
Does the representative specialize in the targeted markets you are seeking? Does he or she have knowledge of the group and convention business? Is the firm doing business with organizations you have targeted?
Does the firm represent competing properties? If so, how will this affect its handling of your account?
How many hotels does the firm represent? Has it extended itself so much that it may not be able to meet your needs?
Explain how hiring an outside sales rep firm provides independent hotels with some of the same benefits of being a "brand," but without having to give up anything that made them independent in the first place.
How is each firm paid?
Compare and contrast the companies. What are the strengths and weaknesses of each? Which firm do you think is best for a hotel targeting the meetings market?
Describe technological applications for a sales office. (pp. 106-115)
Explain the various records and filing systems maintained by a sales office. (pp. 98-106)
Explain how to manage the efforts of the sales team in terms of establishing standard operating procedures, conducting sales meetings, assigning account responsibility, and evaluating the sales effort. (pp. 92-98)
Describe typical sales and marketing staff positions, and outline the roles of regional and national sales offices and independent hotel representatives. (pp. 83-92)
Identify factors to consider when organizing for convention sales. (pp. 76-83)
Choose two lodging properties and assess how each has positioned itself in the marketplace. Include a discussion of the following factors: physical attri- butes, service, personnel, location, and image.
What is meant by zero-based budgeting?
What factors should be considered when selecting target markets?
Research should be conducted in what areas before developing action plans?
List the four steps in developing a marketing plan.
The marketing plan should cover what time frame?
What is the difference between sales and marketing?
Does your property live up to its perceived image?
Do you have a distinctive image that differentiates you from your competition?
What aspect of your location gives you an advantage over the competition?12. Image How is your property perceived by the public-luxury, family, business-traveler friendly?
Is it conveniently located (or, conversely, remote)?
Location Where is your property located beachfront, mountain, mid-city, airport, etc.?
Can they communicate well and respond to guest needs?
Are they courteous and friendly?
Personnel How are your customer-contact people perceived?
Do you offer specialized service needed by guests (computers, FAX service, children's programs, etc.)?
How long is the wait at your restaurant?
Service How efficient is your check-in and check-out service?
How is it different from other properties in your area?
Does it feature unique construction or features formal gardens, waterfalls, etc.?
Physical Attributes-Is your property a "classic" hotel with a colorful history?
What steps can be taken to generate additional revenues in each segment?
What priority should each be given?
What market segments can be reached to increase business?
Would offering family rates help to boost room occupancies?
Does the restaurant do more business during some months?
What revenue centers need more sales effort?
When are the property's peak periods? In what months does business need to be increased?
How much time and money will it take to solicit this segment vis-a-vis its long-term potential?
How much business is the property getting from this segment at present? If it is getting some business from this segment, there is likely to be more out there.
Does this segment meet the property's needs? Look at the list of the property's needs and determine whether the segment will provide the kinds of business that will satisfy those needs.
How does the competition meet the needs of this segment? The number and quality of competitors in the area weighs heavily in determining whether or not to solicit a specific segment.
Does the property meet the needs of this segment?
Compare the action plan in section four of the Riverside Hotel's marketing plan with the action plan of the Rolling Green Resort in the chapter appendix.
Is there a written action plan and budget for each market segment?
Do you feel that the marketing and financial objectives are specific and measurable?
As you read through the marketing plan, do you feel there is redundancy (filler that covers the same topics repeatedly)?
What market segments is the hotel targeting?
What is the Riverview's positioning?
How can the information it provides assist you in preparing a competition analysis?
What services does the company offer?
Describe how marketers select target markets, position their properties, establish objectives and action plans, review and monitor their marketing plans, and put their marketing plans into action. (pp. 56-66)
Explain the importance of a marketing plan, list the four steps of a marketing plan, and describe how marketers conduct market research. (pp. 41-56)
Distinguish sales from marketing and describe the "Four P's" of marketing. (pp. 38-40)
What are CSR activities? How do they benefit attendees and the community?
Describe the elements of a "green meeting."
Name the types of third-party meeting planners. How do these planners impact hotels?
What is strategic meetings management (SMM)? How does it differ from rev- enue management?
Define the term "millennials" and describe two ways in which this group is changing the meetings industry.
List at least three ways that technology is changing the way meetings are sold and serviced.
Describe the different types of meeting planners. What kinds of meetings does each organize?
What three classifications of groups hold meetings and what are the charac- teristics of each?
Why is it important for hotel people to understand the differences between various types of meetings?
How hotels with minimal meeting space are still winning big business
Why Marriott considers digital media and content marketing the new power tools of meeting sales
How hotels like Hyatt are adopting event technology to increase meet- ing sales
What scholarships and awards does this trade association offer to students?
What environmental initiatives are recommended to member conference centers?
What are some of the industry standards and guidelines for conference centers?
What are the differences between conference centers and conventional hotels and resorts in each of the following areas: Focus and market segments Facility design Furnishings and equipment Food and beverage service Personnel
Are you very organized, almost to the point of obsession?
Is your idea of fun organizing a closet for someone?
Do you like to organize your bedroom, car, workplace, and so on?
Do you have a date book or personal digital assistant (PDA) that you update regularly and that includes everything you need to do for weeks or months in the future?
Do you like to plan parties, schedule your day, and so forth?
Describe trends in the meetings industry. (pp. 19-32)
Describe the various types of meeting facilities. (pp. 16-19)
Identify the different types of organizations that hold meetings, and describe types of group customers. (pp. 12-16)
Describe the scope of today's meetings market, including the various types of meetings hosted by the convention and meetings industry. (pp. 10-12)
Describe the convention and meetings industry, and identify organizations involved in the advancement of professionalism within the industry. (pp. 4-10)
Where do we go from here?
Develop a strategic model to depict the scenarios given in Study Questions 5 and 6.
Using the supply chain finance model developed for Study Question 5, calculate the impact on profit margin; ROA; inventory turns; and transportation, warehousing, and inventory costs as a percentage of revenue for the following scenarios:Transportation costs increase = 20%Warehousing costs

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Supply Chain Management A global Logistics Perspective 10th edition John J. Coyle, C. John Langley, Jr. Robert A. Novack, Brian J. Gibson - Solutions

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