Leadership at the Hamilton

Leadershipat the Hamilton


Leadershipat the Hamilton

Increasein marketing expense and the fall of occupancy levels at the Hamiltonhas brought an uproar between the general manager, Rick Martin andsales director, Thad Johnson. The disagreement between the two led toRick bringing in a Marketing consultant to help raise the hotel’soccupancy levels by 4 percent. Susan Fontenot, the marketingconsultant, had a challenging meeting with Thad, which was the otherside of the story in this decrease in performance. Rick had calledher early and complained about Thad’s performance levels andincrease in expenses in his department. He also suggested that Susanshould come and help Thad. After both the encounters, Susan hascalled a meeting with both Rick and Thad to share her recommendationswith them.

Therecommendations, as outlined by Susan, are:

Toreduce on marketing expenses Thad should carefully analyze the issueof tradeshow. Trade shows are very powerful investments as marketingstrategies but can be very expensive if not carefully looked at. Heshould evaluate expenses that are likely to occur in this endeavor(Jagpradeep, 2008). Expenses like, transport cost to the exhibit,exhibition cost, fees for renting the exhibition space, andinstallation of the exhibit and set up should be carefully evaluatedand cut down. The reduction of these costs should be done withoutaffecting the profitability of the trade show (Rutherford, 2002).

Alsoin reducing the marketing expenses, Thad should cut down the costs ofthe hotels collateral materials. He should cut down on the cost ofprinting the brochures and newsletters by looking for printingagencies that have relatively small cost of printing and embracegreen techniques that are cheaper. He should also consider atwo-color printout rather than the full color, which is moreexpensive.

Thadshould also monitor the promotion expense account. He should ensurethat managers are not misusing their privilege by signing every oftheir expense to this account. Managers can use this account whenthey are doing promotion activities only and not for personalendeavors (Rutherford, 2002).

Tohelp in increasing the hotel’s occupancy, Thad should evaluate hisstaff’s skills. In this, he should set sales goals and targets forthem to achieve, and an action plan to follow. He also needs toembrace the call quotas set by Rick and ensure his sales staff isaccomplishing the targets set. His staff should submit weekly reportson their progress, to their calls and outside visits for him toevaluate (Rutherford, 2002). Finally, he should be accompanying themfrom time to time as they are doing their sales job to ensure thatthey are doing a commendable work.

Thadneeds to endorse a direction to his sales’ staff for them to bemore focused and their actions more targeted. To do this, he ought tohave strategic marketing plan with visionary goals for his staff topropel forward (Jagpradeep, 2008). Having this plan will not be asolution to the problems by itself, its implantation and monitoringshould be key. As it should have clear, measurable, and specificgoals to the sales team. This plan should have coverage on whatindividuals should do and where their efforts need to focus on(Rutherford, 2002). This will ensure that the potential of everyemployee in the sales team is optimized. In addition, in this planthe monitoring miles stones need to be clear for them to show if thedepartment is moving towards the visionary goal set by Thad.

Inconclusion, Thad and Rick need to work together and put aside theirdifferences. In this, they should realize that they are working forthe same organization and their cohesion would influencesignificantly on the hotels success. These recommendations will helpthe hotel save on marketing expenses and help Thad to achieve greatersales. If they implement them then they will attain the desirablehotel numbers (Jagpradeep, 2008).


Rutherford,D. G. (2002). Hotelmanagement and operations.New York: Wiley

Jagpradeep,. (2008). Hotelmanagement.New Delhi: Murari Lal &amp Sons.