Marketing Review - Spring 2008 - (Page 45)

cites that when Marriott decided to move into the boutique world they tapped Ian Schrager in a venture that would use the “boutique icon” as the brains and Marriott as the development and management engine. “Because there are so many choices for the customer today, the ability to differentiate yourself is becoming more challenging,” states Perry. “The traditional approach of print advertising is becoming less effective and ROI is diminishing. We are constantly looking for strategic partnerships and alliances which allow us to be right in front of the customer versus hoping they saw our ad.” Boulogne says exclusive partnerships add huge value to guests, citing their “Hot Type” program—a partnership with the top publishing houses to get advanced copies of novels before they hit bookstores, creating the ultimate bragging right for their guests. SHANNON KNAPP Director of Platinum Cardmember Travel Marketing AMERICAN EXPRESS New York, New York ADI SIDHWA Associate Director of Sales GRAND HYATT NEW YORK New York, New York What it Takes for Success “Success is almost always the result of embracing a team focus, surrounding yourself with great people who like to work together, and buy into a common mission,” states Garfield. “It’s knowing which strategic directions to take that will deliver the highest impact to the bottom line as well as deliver a satisfying experience to the customer,” suggests Gaffney. “In the global business environment, the most important tool is now open mindedness,” states Carver. “With every challenge, idea, or concept, we must approach that with a ‘how do I embrace this’ attitude. From managing a new generation, which has a greater sense of entitlement than any previous generation, to marketing in a virtual environment, every decision, position, and tactic must be faced with an open and welcoming attitude.” “Being able to offer our guests one-of-akind experiences that they cannot find anywhere else is what it takes to succeed,” says Boulogne. For Batistatos, it’s the fundamentals: a corporate culture that respects, values, motivates, and listens to its people. “That philosophy will in turn cause our partners and customers to be valued, respected, and listened to as well.” Mohegan Sun’s Perry says we are surrounded by mediocrity, which is why he looks for character and maturity when hiring a sales professional. The ability to sell can be taught, but with those attributes, not only will they work hard but they will have an open mind to the development of being the best they can be, he believes. I GERARDO S. MURRAY CEO CASA GRANDE HOTELS GROUP Chihuahua, Mexico MICHAEL D. TYRE Partner GUEST RELATIONS MARKETING Atlanta, Georgia CHRISTOPHER R. PERRY Vice President, Hotel Sales and Marketing MOHEGAN SUN Uncasville, Connecticut CHERYL WILLIAMS Regional Vice President of Sales & Marketing, Hawaii and French Polynesia STARWOOD HOTELS & RESORTS WORLDWIDE Honolulu, Hawaii LALIA RACH, ED.D. Divisional Dean and HSV International Industry Chair PRESTON ROBERT TISCH CENTER FOR HOSPITALITY, TOURISM & SPORTS MANAGEMENT, NEW YORK UNIVERSITY New York, New York RICHARD WILLIAMS Vice President—The Americas BARBADOS TOURISM AUTHORITY New York, New York SPRING 2008 • HSMAI MARKETING REVIEW 45

Table of Contents Feed for the Digital Edition of Marketing Review - Spring 2008

HSMAI Marketing Review - Spring 2008 Contents COLUMN: The Online Marketer COLUMN: Success Stories COLUMN: Guest Column Ten Trends Now Shaping the Future of Hospitality Turning the 2008 Consumer Tax Rebates into Hospitality and Travel Sales 25 Extraordinary Minds in Hospitality and Travel Sales and Marketing The Lure of Lore: Connecting with Customers Through a Unique Brand Story A Careful Balancing Act A Meaningful Relationship: How Technology Affects the Connection Between Hospitality Marketers and Meeting Planners SPECIAL SECTION: The 2007 HSMAI Adrian Awards Building Five Star Imagery

Marketing Review - Spring 2008

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