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Tourism and Hospitality Support Network (THSN) will apply a process of continuous improvement to effectively market your hotel. The key elements of this process are Review, Plan, Act, Measure and Report.

It is always tempting to just “get out there and sell”. But, a more effective approach is to start by taking a deep breath. Then, develop a really good understanding of the product, the location, the market, existing distribution channels, previous/ongoing marketing initiatives, and how such activities are being measured. From there a planned schedule of marketing activities can be prepared that will assist the hotel to achieve its measurable objectives.

Following this approach will mean that marketing is less chaotic and reactionary, and more targeted, organised and professional. Most importantly, it offers the greatest likelihood of success for the hotel owners.

So what will we actually do for your hotel?


Far from being a navel gazing exercise where nothing actually happens, the Review stage in the process is arguably the most important as it identifies what has worked and the opportunities for improvement. Reviews set the direction and targets to be achieved. Reviews do not happen once every year at a country retreat but rather on a regular weekly, monthly and yearly basis and are supported by reports that focus on the key measures of success.

In the first instance the review process will use such resources as existing business plans, discussions with key stakeholders, financial reports, and marketing statistics to set the strategic and tactical marketing objectives for the coming year. These will likely include key target markets, distribution channels and occupancy/room rate targets.

With the end in mind the review stage will also consider existing data capturing and reporting methods and make recommendations accordingly to ensure that the effectiveness of the marketing initiatives can be readily measured and reported on.

Ongoing reviews on a weekly and monthly basis will focus on what has been achieved in comparison to targets and what changes need to be made to the action plan.


On the basis of the objectives and targets established in the Review stage, and within the constraints of an agreed hotel marketing budget, a comprehensive Sales Action Plan will be established covering the following key areas:

• Calendar of sales activities across the year that take into consideration high/low seasons, events, trade and consumer shows;
• Process for handling leads, data capture, follow up and bookings;
• Marketing material production including brochures, flyers, proposal letters;
• Web site;
• Management of distressed room sites;
• Direct Marketing and Cold Calling;
• Advertising and Promotion;
• Public Relations;
• Distribution Channels;
• Preparation of contracts for existing and future deals;
• Relationships with State and local tourism bodies;
• Relationships with current clients to secure and grow business;
• Tender opportunities across target markets;
• Development/maintenance of Global Distribution System (GDS);


As the name suggests this is all about doing the things that the Sales Action Plan has identified. These duties will be undertaken by your Sales Representative, with support from the Director of Sales.

All of these items cannot be achieved overnight but by recognising the priority for each area and working in an organised and scheduled manner, the hotel will surely benefit from the implementation of the plan.

Measure & Report:

Having established the targets and the means of measuring achievement in the Review stage, measuring and reporting is critical to determining what has been achieved, what has worked and therefore to inform the decisions in the ongoing Review.

Measuring performance is a means of identifying successful achievements that are worthy of acknowledgement, reward and celebration.

Weekly reports will focus on the key hotel performance statistics compared to budget and identify issues for consideration. It will also list the items on the Sales Action Plan that have been achieved during the week and identify the key objectives for the following week.

Monthly reports will cover key hotel performance statistics as well as market statistics. In addition, Monthly reports will include details of the implementation of the Sales Action Plan, the outcomes achieved and what specific activities are planned for the following month.

Annual reports will provide a broader review of Sales Action Plan achievements, performance statistics and industry trends. Annual reviews will also include recommendations with respect to following year’s room rates, budget, Sales Action Plan, and product developments.


How will the marketing services of THSN fit in with the operation of the hotel?

• The Sales Representative will report to the hotel General Manager on a day to day basis.
• The Sales Representative will utilise the resources of the hotel including telephones, stationery, and computers;
• All phone calls & emails related to sales will be diverted directly through to the Sales Representative