|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
In an ideal situation, the buyer/supplier relationship is symbiotic bliss. After all, buyers need goods and services and suppliers need to sell. But of course it doesn’t always work out that way. Like anything in life there are always challenges, missteps and unexpected change.
And talk about change. The last two years has seen a total reset in the hotel industry as demand evaporated and new projects and renovations galore were scotched. It’s left a lot of formerly feasting suppliers scrounging for crumbs. But it doesn’t have to be that way. With the proper positioning and effort suppliers have the power to form rock solid relationships with hospitality purchasing decision makers that will go a long way to minimizing the fallout from the Great Recession.
At this week’s Buyer Interactive Trade Alliance and Conference F&B (BITAC) held at the Bellagio Las Vegas buyers and suppliers shared their secrets on how to create and maintain these critical relationships. BITAC F&B, the industry’s leading matchmaking style event, attracted the top suppliers and buyers in the hotel industry and has been the most successful BITAC F&B event to date.
Incredibly, part of the problem is at the hands of suppliers themselves. According to buyers sitting for a panel discussion yesterday morning suppliers just aren’t cutting it when it comes to follow through to develop a long lasting relationship, key elements in landing business.
The main thing is that relationships don’t just happen…they take time to develop and maintain. With email, the relationship is less effective and inpersonal. [Buyers] want to be communicated with on a personal basis,” said Bernie Otis, Director, Hospitality/Gaming/Resort Division with Kamran and Company.
Said Steve Horrell, VP, Corporate Accounts with Sweet Endings a division of Hope’s Cookies: “You have to anticipate and understand the business of the person you are selling to.”
And it’s critical to follow-up on a regular basis, said Stephen Donaghy, Executive VP with AquaHealth. “Cultivating relationships should be first priority. One of the key things we have learned to ask is “when would you like us to follow up?”
According to Kevin Ball, Corporate VP - Purchasing & Strategic Sourcing with American Casino & Entertainment Properties (owners of the Stratosphere and other casino resorts) said as a buyer he is looking for suppliers he works with to offer alternative suggestions they feel would enhance the businesses he is in charge of buying products for. “I want my suppliers to challenge me. I want them to tell me to ‘try this because this is a better way to do it’. But people don’t want to push too hard because they are afraid to lose the business,” Ball said noting that by offering alternatives actually shows you are more engaged in the success of the buyer’s company, a sure way to create a lasting and trusting relationship.
David Haber, President of D.W. Haber and Son said that’s a strategy he has employed to much success. “I certainly like to think that I can push and create something new for our customers. That’s the best way to get them excited. You can be creative, and especially in times like this. If you can show somebody that you can offer something different, they will respond to you. You can’t expect every person here to buy from you within a year…you have to have a lot of patience,” Haber said of the new relationships he is forming at BITAC F&B.
And once the relationship is formed a supplier needs to be dependable and present said Steve Kilroy, Vice President/Director of F&B with Davidson Hotel Company. “Not only does a product have to be super-reliable, deliver when you say you will deliver, and then follow up. It is irritating when I don’t get a follow-up call after install. I can’t help but wonder what happened to the team?” said Kilroy.
But what happens if a supplier falls out of relationship with a buyer? How do you get back in?
Said Otis: “Whenever I call on a client, I say to myself, ‘what happens if they say they never want to deal with me again?’ Then I can mentally prepare myself. Ask yourself ‘why should people do business with me?’ to develop strategy mentally.”
Aqua Health’s Donaghy said that it’s even more important as a supplier to never compromise to keep your reputation intact, which trumps any short term business loss. “You may lose a customer, but if you keep your reputation intact and don’t burn bridges, you may get them back.”
“Just be patient and do the right thing over and over again,” said Haber.
|
 |
Credit
|
|
Glenn Haussman
Editor in Chief
Hotel Interactive, Inc.
Bio: Glenn Haussman is Hotel Interactive's Editor In Chief, where he manages all editorial content for the hotel industry’s leading online information resource. Here he creates unique and in-depth content that stimulates and educates the publication’s ...
more
|
| |
|
|
