What if some of the revenue your hotel is looking for is already walking through the front door?
Hotels spend considerable time and money attracting guests.
Marketing gets them through the door.
Reservations secures the booking.
Operations delivers the stay.
Reservations secures the booking.
Operations delivers the stay.
But there is another part of the revenue journey that can easily be overlooked.
The conversations your team has with guests every single day.
At reception.
On the telephone.
In the restaurant.
At the bar.
During an event enquiry.
At the spa.
When somebody asks, “What would you recommend?”
These conversations may only last a few minutes, but handled well, they can influence guest experience, spend and loyalty.
That is the thinking behind my new workshop:
THE HOSPITALITY REVENUE SHIFT
Turn Everyday Guest Interactions into Revenue
I have spent more than 35 years in sales, leadership, food and hospitality, and one thing I have learned is that people rarely respond well to feeling that they are being sold to.
They do, however, respond to someone who listens, understands what they want and confidently makes the right recommendation.
That is a very different conversation.
And it is why I believe hospitality teams need to stop thinking about upselling as selling more and start thinking about it as serving better.
Consider the difference.
A guest checks into your hotel after a long journey.
One receptionist simply hands over the key.
Another notices they are celebrating an anniversary, talks naturally about the restaurant, recommends a table for dinner and mentions the possibility of adding breakfast the following morning.
No hard sell.
No script.
Just a confident conversation based on the guest standing in front of them.
The second conversation has potentially improved the guest experience and generated additional revenue.
Multiply that across hundreds or thousands of guest interactions and the commercial impact becomes very interesting.
This is where The Hospitality Revenue Shift begins.
I designed the workshop for guest-facing teams who already understand hospitality.
They know how to welcome people.
They know how to listen.
They know how to look after a guest.
My role is to help them recognise that those very same skills can also help them identify opportunities, make stronger recommendations and contribute to the commercial success of the hotel.
During the workshop we work on:
• Building confidence around revenue conversations
• Recognising natural opportunities to recommend and cross-sell
• Asking better questions and listening for buying signals
• Making recommendations that feel personal rather than scripted
• Moving from simply answering an enquiry to influencing the decision
• Understanding the commercial impact of everyday guest interactions
• Creating greater consistency across guest-facing departments
• Recognising natural opportunities to recommend and cross-sell
• Asking better questions and listening for buying signals
• Making recommendations that feel personal rather than scripted
• Moving from simply answering an enquiry to influencing the decision
• Understanding the commercial impact of everyday guest interactions
• Creating greater consistency across guest-facing departments
And importantly, we practise it.
Because people do not become more confident simply by being told to sell more.
They need the language.
They need examples.
They need to understand why it matters.
And they need the opportunity to try it in a safe environment before using it with a real guest.
The workshop is particularly relevant for:
Front Office and Reservations
Food and Beverage
Spa and Concierge
Meetings and Events
Supervisors and Department Managers
Food and Beverage
Spa and Concierge
Meetings and Events
Supervisors and Department Managers
It is delivered as a practical 3.5 to 4-hour, in-person workshop for up to 15 participants, and the content can be tailored around the individual hotel and its guest journey.
For me, the objective is not to turn hospitality professionals into salespeople.
It is to help good hospitality people become more commercially confident while protecting the warmth and quality of service that brought the guest to the hotel in the first place.
Because there should not be a choice between excellent service and increased revenue.
Done properly, one should create the other.
My philosophy has always been simple:
Selling is having a conversation with a purpose.
If you lead a hotel or hospitality team and would like to explore what a revenue shift could look like within your business, I would be delighted to have that conversation.
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