Friday, April 29, 2016

People who ruin it for everybody


People who ruin it for everybody


Whatever business you are in, there is always somebody who wrecks it for the rest of us and gives everybody a bad name.


Yesterday, I got an e-mail from someone who is selling new-business coaching.  He had what he said was a sure-fire way to get a better return on new-business approaches. It was an e-mail. One that went more or less like this:

"Dear _________,

I haven't heard back from you in response to the e-mails I have sent and the voice messages I have left . . . "


Well, that's as far as that has to go, right?

I get those kinds of e-mails a lot and I have to be honest, I hate that I have to take the time to send a "no, thanks" e-mail to someone clearly too stupid to get the message that the fact that I haven't responded to any of their e-mails of voice messages just might mean I don't have any interest in having a conversation. But I just don't have the time to respond to everybody who sends me a note. But now, the only way to get them to stop is to mark it spam or (sigh) reply. 

In a very real sense, I am answering them when I don't answer them. Look, we deal with the same thing in our new-business efforts. People don't respond to our outreach, We get it. We just don't feel the need to keep up an annoying assault.

Sorry for the long lead-in, but talking about that with Karen this morning, she commented that people who run bad e-mail programs ruin the tool for everybody else. Ain't it the truth.

Let's define bad e-mail programs. Choose as many of the following as you like and feel free to add your own. Too many, poorly done and hard to read, of little real value to anybody, keep coming even after you try to unsubscribe, irrelevant . . .  I could go on, and so could you.

Point is, it's really a shame when someone pees in the pool and ruins everybody's afternoon. Here are some other examples:

Agencies that respond to RFPs that ask for spec work . . .  with spec work.

Radio stations that produce radio spots on the cheap.

Television stations that produce television spots on the cheap.

Ad agencies that talk clients into self-indulgent creative that doesn't work.

Social media agencies focused on things like Facebook likes and numbers of Pinterest posts, regardless of whether or not that actually serves any real purpose for the client.

(And speaking of Facebook) companies that who clutter their Facebook page with specials and offers and give readers a whole bunch of no reason at all to stay interested.

I suppose I could go on. But I got it out of my system.

And I feel better now.





Monday, April 25, 2016

ON BUDGETING

Nobody likes budget development.
So let's talk about budget development.

One reason budget development for hotels and resorts is often such a headache is  because of starting at the wrong end. With tactics.

If you start with a list of tactics and assign costs next to each one, you will almost always end up with more than you can afford. Do you start with a list of "things to do" like advertising, PR, SEO, PPC and so on and simply put a cost next to each one? Let's re-think that. Don't just start with last year's tactics.

Start with goals and expectations instead. Be clear in your mind what your goals and expectations are. Build occupancy? Increase rate? A little bit of both? Or just maintain and not lose any ground?

We've put a thought-starter spreadsheet in the Thinking section of our website that can help you determine a budget level – and you'll see how having goals in mind can help you settle on what that budget figure ought to be. This worksheet lets you play around with different revenue goals and budget scenarios.

The point is, have your goals and expectations and a budget figure all lined up. Now you can think about tactics. But this way, you're looking at which tactics will help you reach that goal the most cost-effectively.

You still may find that they don't all fit within your budget. But at least this way, you have some parameters with which to evaluate and prioritize those efforts and determine which will bring you the best return. That's good.

And one reason it is good is that it might force you or whomever you work for to examine exactly how serious you are about your goals. If you have aggressive goals, but aren't willing to apply aggressive resources to them, well then, the whole budgeting exercise can seem a bit pointless.

If you've approached this the right way – setting goals and expectations first, then setting your budget figure, then prioritizing the tools you need to reach those goals and you simply can't get there from here, it's time to go back and re-think your goals or your budget. That spreadsheet makes it pretty easy to do either one.

This is a big topic that could go on forever, so we posted a downloadable paper in the "Thinking" section of our website with more on it. Help yourself.

But if you're like many in the hospitality industry, when budget season comes around you are asked to do more with less. This might be a business-based argument to take to the CFO.