My name is Elliott Murray and I do have in-person onsite familiarity with a myriad of assets in North America as to their challenges when it comes to the sales and client retention/new business initiatives, and the inconsistent guest service levels.

 

In some cases, in our industry as you well know, the brass is clueless as to what is really the challenge at the ground level because sometimes employees protect people, or themselves.

 

It was also brought to my attention again this year, that senior seasoned field sales leadership help is a much-needed component that has been acknowledged above board and at water fountain conversations.

 

Over the years, I've become a firm believer where there is articulated smoke, there is fire. I am a certified opening sales and guest service trainer by the original brand of Westin and the original brand of Ritz Carlton Hotels. I am speaking of the original brands and not the Marriott acquired version. I am the only active person in the US with this distinction.

 I am also the creator and copyright owner of a unique marketing plan that guarantees a minimum of 1000-2000 room nights per 12 month period that typically grows year to year until operations decide to stop, with an additional watershed benefit to the ownership entity. 

Every asset I have opened, regardless of accommodation type, opened in the black the first 12 consecutive documented months. I am unaware of any individual or any management company in North America that can say that over 3+ decades with confirmed numbers to prove it.

 

If you desire hands-on expertise in quarter to quarter, year to year measurable revenue growth, and market share dominance anywhere as an asset, I encourage you to thoroughly evaluate my website (www.Hospi-Linc.com). I am a consultant, and not interested in an employee relationship which is a coup for you.

 

My unique journey has been representing those that have the most to gain and most to lose by the performance of the asset, 80-85% of the time the ownership. In my specific case, particularly concerning management groups, one can't solicit or advertise for an entity they unaware exists. There is no loss, and only possible gain, to us having a conversation. Keep in mind my entire occupational journey is as an ownership selected consultant except for the Westin Galleria Dallas and Ritz Carlton Laguna Niguel and Pentagon City.

 

While we all know management groups offer a compelling story to the owner, I have found more times than not that an owner/Management group CEO needs a liaison who has THEIR BEST INTEREST IN HAND, with no other loyalties or agenda. Since the pandemic, and the scrambling of personnel, the owner or CEO is often in the dark as to his assets' reality. I've seen it for years and now since the impact of Covid, it's even worse. I strongly believe if you will take the time, you will realize a very compelling conversation.

 

Over the past 18 years, I have been troubleshooting distressed or troubled/underachieving assets. I uncover, evaluate, correct/restructure and motivate the culture, at the property level those hidden portfolio or property hidden/camouflaged truths concerning Sales and Guest service team consistency, growth, and sustainability. Regardless of brand/model or newly introduced technology, the keys to a sustainable successful asset have always been the same.

 

That is my personal secret sauce ingrained in me by the 2 who set the 4–5-star standards of customer experience, expectation, and measurable growth in our industry. That expectation should be the passionate goal for any hotel ownership or leadership team on the planet, regardless of what star the asset is. That is what separates one's asset from their comp set, and new inventory that is bound to invade. The challenge for most entities is the cultural recruitment, training, and motivation at the ground level to achieve, sustain, and sneakily steal measurable market share. I bridge that gap. I offer a viable "Silver Bullet" to you and your clients of influence, that comp sets would never see coming, or know how to combat.

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The creation of a culture is not done on paper or a computer!