[TOURISM MARKETING]
MODULE 4: Marketing Strategy and Coordinating
Sales Activities
• A sales job is a very demanding one.
• It involves not only just selling but being in touch with
customers regularly, knowing the organization’s
products and services well and searching for more
sales opportunities.
• To be successful in a sales job, the sales staff must
possess a multitude of knowledge, skills and attitudes,
such as;
o Extensive knowledge of the organization’s
product and the business environment it is
operating in.
o Sales technique such as customer service,
upselling, or add-on selling.
o Effective communication skills
o Proper attitude such as being positive and
self-motivated.
SELLING SITUATIONS
1. Face-to-face
a. One-on-one sales situation
b. Group sales situation
i. Family
ii. Couple
iii. Friends
iv. Clubs
v. Or any special interest groups
2. Telephone sales
a. Incoming sales-related calls
b. Customers that seeks advice and information
c. Canvass prospects
d. Follow up a query or call for help
REFERRAL BUSINESS
• When a person you know identifies a prospect who
may be interested in your products and services.
LEGISLATIVE REQUIREMENTS
• Price
o The law does not become involved in setting
prices, but it does require business to
conform a certain ethical practice.
• Tobacco
o It is illegal to supply tobacco or cigarette
products to people under a certain age.
• Liquor
o Prohibition on sale and service of liquor to
people under the age of 18 years.
o No service to anyone who is intoxicated.
• Codes of Practice (COPs)
o It is not a legislation, but they are standards
of performance and actions that your
business should agree to abide by.
• Occupational Safety and Health
o Employers must provide a safe workplace for
staff, customers, and suppliers.
• Commercial Confidentiality
o Also known as ‘Commercial-In-Confidence’
o Piece of information and knowledge that
other people won’t know about.
o Information is not for general or public use
and is intended only for those individual who
are part of the selling processes.
o Do not share the information with your other
customer, the opposition (Competitor),
family, and friends.
o Confidential matters are:
▪ Purchase price
▪ Profit margin
▪ Commercial discount
▪ Sales incentives
▪ Account payment details
▪ Stock levels
▪ Sales figures
▪ Security
IMPORTANCE OF SALES TECHNIQUES
• The ability to build relationship with customers is
instrumental in persuading them to make purchases to
generate repeat business.
• It is important that sales staff have the right attitude.
• A sales job is constantly challenged by rejections
(Customer’s Objection).
• A high level of motivation would be necessary to help
them overcome such discouragements if they do not
have a positive attitude or are not self-motivated.
BASIC SALES TECHNIQUES
• Don’t try encouraging customers to purchase
something they DON’T WANT.
• Encourage customer to purchase something they
MIGHT WANT.
• Staff must be accurately informed about the product
and service and have the ability to match those
products and services according to the customer’s
needs.
• Commonsense SHOULD always be applied when
matching products and services with customers.
1. Identify reason for purchase
a. Why do they want to make this purchase?
2. Working out who will make the actual and final
purchase decision.
a. The person who makes the BUYING
DECISION is not always the person who will
PAY FOR IT.
b. Staff needs to know who to direct their sales
effort at.
3. Provide options and alternatives
a. Most customers appreciate having time spent
with them and having their choices explained
to them.
4. Put the purchase into context
5. Be sure to mention any benefits that apply ‘now’
a. Staff owe it to both the organization and the
customer to identify and highlight these times
and explain how the current deal represents
such excellent value.
6. Promote the value-adding aspects of the sale
a. Most customers do not just buy on price
alone.
b. Explain the totality of the purchase by
highlighting all the factors that add value to
the purchase.
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a. These questions get the customer talking and 2. Talk to other staff to gain their impression about the
are the best way of obtaining information. competence of a certain staff
3. Talk to customers about their experience with certain
UP-SELLING staff
• Also known as ‘Add-On Selling’ 4. Visually check dockets (cash bank) and paperwork to
see whether or not details have been completed as
• It is a way to get your customers to spend more
required.
money on your organization’s products or services.
a. Note: any irregularities, errors or icomplete
• It is a valuable technique for increasing revenue and
documentation must be brought to the staff
profitability.
member’s notice and an offer of training
• It is also a means of increasing customer satisfaction.
made to help them comply with the needs of
• It is only effective when you have established the store.
relationship with your customers who know and trust b. Note: Part of your role as manager is to check
your service level and quality. that the right prices are being charged and
OVERCOMING BUYING OBJECTIONS that staff are entering information into POS
equipment accurately.
• Identify and accept customer objections.
o Cry. Charot hahahah DEFINITION OF A TEAM
• Categorize objections into price, time, product, service • Small work teams
characteristics. • Business team
• Offer solutions • Full-time, Part-time, casual or contract staff
• Apply problem solving • People with varying degrees of language and literacy
• Use the ‘Feel-Felt-Found’ approach • People from a range of cultural, social and ethnic
CLOSING THE SALE backgrounds
• People with a range of responsibilities and job
• Monitor, identify and respond appropriately to descriptions
customer’s buying signal
• Encourage customer to make purchase. MONITORING THE USE OF POS SYSTEMS
• Congratulate the customer on their selection. • Personal observations
• Thank the customer for their business • Checking figures
• Encourage the customer the return to make further • Verifying dockets, register audit rolls, receipts, etc.
purchases.
THE NEED FOR POS ACCURACY
TYPES OF SALES TRANSACTIONS
• Customer service
• It is essential you and all your staff know the types of o It is unprofessional to have financial mistakes.
credit cards that your organization accepts. o Customers do not want to be kept waiting too
• EFTPOS long while staff fix incorrect entries. “Pa-void
o Electronic Funds Transfer at Point Of Sale pleaseee”
• Cheques o Customer also don’t want to be ignored while
• Credit and debit cards staff concentrate on entering data into a POS
• In-store cards unit.
• Smart cards o The focus of the transaction should be the
• Lay-by customer not the POS System.
o Hulugan ang bayad pero walang interest na o The POS area is the last point of contact for
dagdag. customer, so it is important to be positive and
• Returns/refunds memorable.
• Exchanges ▪ Always take time to greet and smile
• Gift vouchers at the customer
▪ Make this contact genuine and not a
• Repair required
plastic, robotic monotone affair.
• Internal accounts
• POS financial accuracy
• Cash
o Administration
PROCEDURE FOR TRANSACTION ▪ Only properly trained and fully
authorized staff use certain POS
1. Ask the customer politely how they would prefer to pay unit.
2. Accept the payment option o Pricing item
3. Respond to a verbal indication o Recording sales
▪ Every item sold must be
MONITORING STAFF ACTIVITY
documented.
1. The best way to monitor staff performance is to watch • Authorized use of equipment
them execute the range of possible transaction types o Only authorized staff should be allowed to
that exist at your store. use any POS units.
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• Confidentiality • Supervisors will need to break down their departmental

o All staff must be aware of the need to treat all targets into smaller subsections that are more useful in
dealings with customers as genuinely tracking departmental performance.
confidential occasions. • It is common for the annual targets for a department to
o Protect their spending details be broken down into monthly targets, weekly targets,
▪ What they buy and even daily targets.
▪ How much they spend
▪ How often they buy BENEFITS OF MONITORING STAFF SALES PERFORMANCE
▪ How they pay
• Remedial action can be taken before a trend becomes
▪ Whether they pay on time or not
a disaster.
o Protect their access details
• When figures exceeded the budget, we will need to
▪ Password
look at what we did for that period and provide
▪ Code
indicators so we will know what we can continue to do
▪ In-store credit limit
into the future.
• Accuracy
• Wen figures are below budget, this will serve as
o Even the most high-tech, expensive,
awareness to take some sort of action to stimulate
complicated, and latest electronic equipment
sales.
will be compromised if the operator keys in
• Units sold
the wrong information.
o Organization will be focused on selling a set
• Product identification
number of units to achieve turnover or profit.
o POS operators must be able to correctly
recognize all items so that correct prices may COMPARING PERFORMANCE AGAINST TARGET
be charged.
• It is the role of management to compare actual
performance to the targets that have been set.
o Whether things are on track
MODULE 5: Monitor Achievement of Sales Targets, o Whether there are problems
Business Goals and Outcomes o Whether you are exceeding expectations
PLANS AND OBJECTIVES • Not all performance that is below expectations is
necessarily indicative of poor staff performance.
• Corporate Plan o The reality may be that unreal targets were
o Identifying what the performance of the entire set in the first place.
organization is expected to be. • Plans, targets, and objectives are, and should be,
• Departmental Plan modified from time-to-time circumstances.
o Detailing the expected contribution from each
SOURCE OF ACTUAL PERFORMANCE INFORMATION
department to the overall performance of the
organization. • POS equipment
• Individual Plan o Sales, unit sold, sales by individual staff.
o Setting out the requirements from individual • Sales by time of day or week
staff members. • Store documentation or other databases.
SOURCE OF TARGETS o List of current customers
o List of new contacts
• Targets that are set will be determined on the basis of o Folios of complaints and compliments
what the organization wants to achieve for the term. • The key when comparing actual sales figures against
• Market share expected figures is you must ensure that the data you
• Return of investment refer to and use does in fact represent a true and
• Consistent growth honest picture of what happened for the period under
• State of economy consideration.
• Levels of competition TYPES OF FEEDBACK
• Expansion or contraction
• Presentations
TYPES OF TARGETS • Reports
• Profit • Informal meeting
• Number of people served • Email
• Customer satisfaction levels • Financial reports
• Product quality issues • Business documents
• Value • Records of sales
• Speed of service SALES REPORTING
• Complaints and compliments
• Sales reporting is necessary because it provides
MAKING USE OF TARGETS important information for us to:
o Determine sales patterns
• Plans set can be for various timeframes.
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o Keep track of progress of sales team

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o Identify flaws in sales approaches
• It is important to ensure that accurate sales reporting
takes places.
• Sales analysis and reporting can reveal important facts
about the progress of your sales team.
• Important facts that a manager typically wants to know
may include performance of individual sales staff and
individual product or service.
CONTENTS OF SALES REPORT
• Outcomes of key performance indicators and sales
objectives
• Sales, bookings, and enquiries by individua; members
of the sales team.
• Specific factors that impeded sales efforts.
• Emerging trends
• Products and services being regularly mentioned by
customers and prospects
• Efforts of the sales team
PROVIDING INFORMATION TO STAFF AND COLLEAGUES
• It is a good idea to have feedback sessions on a
regular basis.
• The idea of having them regularly is not just to keep
team members up to date, but also to get them used
to having these meetings.
o This will help staff not to think that every time
a meeting is called it must mean bad news.
• It is a good idea to:
o Give a general comment
o Focus their thoughts
o Assure staff
o Cover each target, one at a time
o Give specific examples ass opposed to
generalizations
o Interpret the findings and tell staff what it all
means
o Explain what the results mean
o Thank and congratulate everyone
PROVIDING REGULAR FEEDBACK
• Regular feedback is important because we need to
know timely information on successful or failed
achievement of target/goals.
• Sales staff should be informed about the time and
procedure to receive feedback.
o Feedback should not come as a surprise to
any staff.
• Communicate actual performance when giving
feedback, whether it is positive or constructive.
o When negative, focus on how he can improve
and the necessary actions to make
improvements.
o Listen also to his/her view to obtain an
understanding of the issue that could have
prevented him from attaining his sales target.
REVIEWING, ANALYZING AND MONITORING SALES ACTIVITIES
• Reviewing sales performance is important as it helps us
to identify what had happened and to determine how
future performance can be improved.
[TOURISM MARKETING]
• Reviewing sales performance also helps us discover
the strengths and weaknesses of our sales staff, and
opportunity for improvement.
• By analyzing sales performance, we can see clearly the
direction in which our sales are headed.
DETERMINING WHAT DATA TO COLLECT
• Quantitative Data
o Actual sales generated
o Expenses incurred
o Number of contacts or prospects
o Number/Percentage of no-shows
o Number/Percentage of cancellation
o Sales mix
• Qualitative Data
o Feedback from customers or colleagues
o Booking patterns
o Customer satisfaction levels
o Effectiveness of sales staff in prospecting new
clients.
• Quantitative data is often preferred because it is
expressed in numbers and is measurable.
o It allows unbiased evaluation of sales
performance using statistical procedures.
• Qualitative data is being only observable and not
measurable is considered to be subject to biased
interpretation, as it depends on people’s opinions,
knowledge and assumptions.
• Take note that the type of data to collect will depend
on the type of information you want to know and have.
It will also depend on the resources you have for
collecting the desired data.
FACTORS AFFECTING SALES PERFORMANCE
• Customer requirements
• Market share
• Competitor activities
• Quality of products and services
• Presentation or merchandising of the product
• Associated sales
• Associated promotions
• Promotional tie-ins or co-locations
• Merchandise availability
• Logistics
MONITORING AND EVALUATION
• Monitoring is an on-going, regular process of review
• Monitoring is a valuable tool in measuring the progress
of your business which may fluctuate regularly.
• Evaluation is a longer-term process which is all about
looking back to see how well you’ve met the goals you
set for your business, and if not why not.
• Evaluation is when you review the outcome and
effectiveness of all sections of your business plan to
identify successes and problems and if necessary, to
put yourself back on the road to growth.
ADJUSTMENTS
• Where sales and marketing performance is not
performing well compared with desired standards, KPI's
and targets, in most cases some type of adjustment or
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• Reasons for adjustments: o Wholesale Businesses

o Unsatisfactory performance ▪ Businesses who sell only to the retail
o A business opportunity sector.
o Customer feedback o Retail Businesses
o Significant alteration to the marketing or sales ▪ Buys from wholesalers and on-sell to
strategy. members of the public, private
• ‘Recommendation’ individuals and other businesses.
o The preferred way to formally propose o Combined Wholesalers-Retailers
changes. ▪ Provides the goods and provide a
variety of services.
COMMUNICATING CHANGES TO MARKETING AND SALES
PLANS AND INITIATIVES: GUIDELINE STRATEGIC PARTNERS

• Hold a formal meeting • These are other businesses with whom a business has
• Give them hard copy entered into a formal business relationship with for
• Explain the changes mutual benefit.
• Tell the dates of implementation • Reasons:
• Reassure that they are not required to implement o There is a logical flow to the relationship.
tomorrow ▪ Mutual need or benefit.
o There is advantage to be gained from the
• Inform of the training being provided to support
relationship.
implementation
▪ Priority seating or booking.
• Encourage questions
o There can be mutual advertising and
• Make yourself available to discuss concerns. promotion at the one time.
▪ Businesses promotes and
recommends its partner.
MODULE 6: Establish and Conduct Business o There is the potential to save money and
Relationship generate extra sales.

CUSTOMERS FINANCE COMPANIES

• People who deals with or buy from the business. • Banks

• Also referred to as ‘clients’ or ‘pax’ in Travel and o With whom the business deals on a day-to-
Tourism Industry or ‘patrons’ in Hospitality Industry. day basis to:
▪ Process purchases through
•
electronic payment
TYPES OF CUSTOMERS ▪ Obtain change
▪ Provide overdraft facilities
• Corporate Customers and Clients • Financial Institutions
o Government customers o Used by the business for loans, lines of credit
▪ Local and/or national government or leasing facilities to:
agencies or authorities. ▪ Purchase products and services
o Private customers ▪ Refurbish the property
▪ Individuals, couples, or families ▪ Extend and expand the business
o Travel and tourism sectors
▪ Historical tourists, medica tourists, OTHER ENTERPRISES
eco-tourists.
• These can be other business with whom a business
• Loose Classifications of Customers
has ‘arrangements.
o Regular Customer
▪ Who use the business services on a • Types of arrangements:
‘regular’ basis o Service contracts
o New Customer ▪ Other business provides service
▪ Use the business for the first time o Commission-based
o Potential Customer ▪ Business is entitled to receive a
▪ Those to whom the business has a commission from another business
chance to sell something o Association-based
o Prospects ▪ Business belongs to an association.
▪ People or businesses that have EMPLOYEES
shown an interest in doing business
with and buying from the • There is always a business relationship with workers.
organization. • This relationship is imposed by law and embraces
issues like:
SUPPLIERS
o Renumeration
• Businesses or individual who provide products and o Working conditions
services to the organization. o Industrial relations issues
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• o Insurance
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Types:
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o Occupational Health and Safety o Positive things the business does for the
community
INDUSTRY BODIES o The way it conducts itself in terms of its
• Government bodies ethical standard
o Under a range of legislation o Its public statements and actions about issues
• Unions • Trust
o Represent the rights of workers and lobby on o Refers to the ability of your customers (and
their behalf other stakeholders like suppliers, government
authorities) to believe you.
• Peak Industry Bodies
o Trust is a result of actions and not promise.
o Represents the interests of an
o Be careful about what you promise or say.
industry/industry sector to government,
o Under-promise and over-deliver
unions, the media, the public and funding
▪ If you tell customer they will save
bodies.
5%, make sure they receive a 6%+
o Members voluntarily joins and holds regular
savings.
meetings to:
o Trust means your customer can rely on you to
▪ Enable networking
deliver what you have promised.
▪ Generate research data
▪ Share information • Respect
▪ Develop aims and objectives o It is the regard you have for customers and
▪ Seek and source funding stakeholders.
▪ Provide training o It can be demonstrated by displaying:
▪ Consideration for them
LOCAL AUTHORITIES ▪ Politeness and civility
▪ Getting to know their needs, wants
• Local councils and preferences.
o Applies local by-laws and have local ▪ Treating them differently o other
compliance requirements. people.
• Local offices of national government agencies or ▪ Acknowledging for their time.
authorities ▪ Appreciating the money they spend.
o Provides a base of operations for Inspectors ▪ Never taking them for granted.
to work out of, and a nearby office for ▪ Showing due regard for individual
businesses to contact in. differences.
▪ Demonstrate ‘nothing is too much
ESTABLISHING THE RELATIONSHIP
trouble’
• Relationship can be started by: • Both trust and respect must be demonstrated on an
o The business making contact with the other on-going basis.
party o Use the person’s name
o The other party making contact with the o Keep appointment times.
business. o Maintain a professional distance.
▪ In Person / Face-to face contact: o Be alert to their non-verbal communication.
• Where a person walks into o Refrain from being judgmental.
a business o Always dress properly.
• When a person from a
BUILDING TRUST
business calls on or visits a
potential customer • Follow-up on all things as promised.
▪ Telephone contact • Honor promise made
▪ Written contact • Make customer aware of any potentially negative
• Fax. Email. Letter. aspects of a deal, arrangement, contract or booking.
Advertisement. Offer. o Tell them if there is a cancellation
• When the other party responds ‘positively’ to the initial o Avoid over booking
contact, a relationship can be said to exists. o Avoid using terms giving a false sense of
• ‘Positive’ response includes: confidence
o Sale o Tell them about the downside, the negative
o Request for (more) information implications of their booking.
o Showing of interest o Give them what they are entitled to.
THE ENVIRONMENT OF A BUSINESS RELATIONSHIP NEGOTIATION

• Whenever and wherever a relationship exists, it should
be occurred within an environment that promotes
goodwill, trust, and respect.
• Goodwill
o Refers to the positive feelings and sentiments
customers (and others) have towards the
• A process in which two or more parties confront a
problem and arrive at a solution which best meets the
needs of all of them.
• Negotiation may occur in relation to:
o Corporate Accounts: B2B relationship.
o Service Contracts: There are legally binding
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business. documents or arrangements with service

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providers designed to repair and provide

maintenance to equipment.
o Agency Agreements: These are legally binding
documents or arrangements between head
office and individual agencies, or between a
franchise operator and franchise outlets.
o Venue Contracts: contracts for specific
services provided to the venue. Contracts
provided by business to customers
• All negotiations involve resolving ’issues’ or problems.

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