September 2009 Developments - 26

Anniversary Anniversary Anniversary “We have frequently been called upon to use our proprietary SPM Financial and Accounting Foundations system, as well as our communications know-how, to help lenders deal with distressed properties and to provide exit plans for selling troubled assets and/or notes,” he says. Collins and Collier were each in the banking business before the establishment of SPM. “Being that we were both bankers prior to Terry starting the company,” says Collins, “we each had established good relationships and connections with banks and other lenders. We began to receive properties from banks because they knew and liked our reputation as a reliable ‘cando’ management business.” “We strictly focus on managing resorts,” he says. “We are not in the development business.” Core Philosophies So, how does a 30-year-old company consistently remain at the top of their game? It helps when employees love what they do. Plus, according to Schraibman, over the years, the team has made ﬁve slogans part of their corporate culture. Without blinking an eye, he rattles them off: (1) recognize that SPM must give owners and guests what they expect, (2) always try to get unshakeable facts, (3) no surprises, (4) prompt communication, (5) remember—we work for the owners. “We must always remember that we’re a service provider, above all,” Schraibman says. “Our owners and exchange guests paid a lot of money for their vacation ownership product. They expect an attractively decorated, well-maintained, clean unit. They should feel they are welcome from the moment they are greeted on the phone or at the front desk with a smile until we wave goodbye and say we look forward to seeing them next time. This is what they have every right to expect and, frankly, providing them with ﬁrst-rate management is what makes us get up in the morning.” He goes on to explain what is meant by “unshakeable facts” in the context of the company’s ﬁve mottos. “Whenever you need to make a decision—perhaps it’s a matter of selecting supplies or determining the answer to a dispute—you’ve got to get all of the information from all sources. You’ll continuously hear SPM team members, from housekeepers to front desk staff, using the phrase ‘unshakeable facts.’” “You’ll also hear the phrase, ‘no surprises,’ a lot around here,” Young adds. “Our owners don’t like surprises, nor do our boards, employees, or anyone else. We strongly promote open and frequent communications not only with our Sunshine Laws with the Boards but also in every respect throughout the organization.” 5. Communicate the “sunshine way.” “SPM Resorts has applied what we like to call ‘sunshine laws’ to the business,” says Collins when describing the company’s open-book policy. “In many cases, we found that when we took over as managers, information that should have been disclosed to the Board of Directors and timeshare homeowners had been kept private. We strongly felt that complete transparency was the more ethical route. We leave the ‘back door’ open to let the sunshine in, as it were, and have never regretted it.” The team has made ﬁve slogans part of their corporate culture: (1) recognize that SPM must give owners/guests what they expect, (2) always try to get unshakeable facts, (3) no surprises, (4) prompt communication, (5) remember—we work for owners. “And get back with people promptly,” adds Collier. “Whether we communicate with owners, guests, or employees, we don’t like to leave anyone dangling, waiting for an answer. Even if you must tell them you don’t have an answer yet, you need to acknowledge that they are important and you are attending to them.” It’s of note to see that their ﬁfth motto, that of remembering they work for the owners, seems to summarize the prevalent attitude of service echoed time and again throughout the conversation. Clearly, SPM Resorts’ secret in successful resort management for 30 years is that they recognize this primary responsibility to their customers and pull out the stops to please them. Sharon Drechsler, RRP, is chief executive ofﬁcer of the public relations and marketing ﬁrm DrechslerCommunications.com and contributing editor for Resort Trades. Her e-mail is sharon@drechslercommunications. com. 6. Manage growth. After gaining experience and a positive track record during its early years, SPM Resorts soon recognized its template for managing resorts could be expanded to handle additional projects, if absorbed gradually and properly orchestrated. “We have led by doing a good job, one resort at a time,” says Schraibman. “Each property is unique and SPM strives to match the needs and operating plans of each one. We aren’t trying to be the biggest timeshare management company, but we are trying to be the best by paying attention to small details.” Schraibman explains that allowing tangential ideas to derail a company’s forward progress can be an unproﬁtable distraction. 26 Developments • September 2009 ADVERTORIAL

September 2009 Developments

Table of Contents for the Digital Edition of September 2009 Developments