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l . The Baymont Inn (formerly the Exel Inn) was consistently the swiftest hotel in quoting <br /> rates and making reservations. Again, the Hilton was the worst. Every time we <br /> or contacted the Hilton Hotel we were put to a voice mail system and kept on hold. The <br /> longest_duration was 13 minutes and the shortest time on hold was 6.5 minutes. We <br /> were transferred, on average to two different people and still placed on hold again. <br /> When we finally did get to speak with someone we were quoted their room rates. We <br /> ill did inquire about the problems surrounding our efforts to book a room there and were <br /> given host of excuses that ranged from the hotel being "very busy" or "mornings are <br /> 111 like this". Our favorite excuse was that "two people had just quit and we would just ' <br /> have to be patient". <br /> rig_. The Extended StayAmerica had an interesting idea of selling. They quoted room <br /> rates for one night but only after telling us about the advantages of staying there with <br /> : ` their weekly rates. We were repeatedly clear that we were only looking for a room for <br /> one night but this did not seem tomatter with their selling strategy. ' <br /> With all of the evidence of poor training, we feel that the Sheraton was the worst. <br /> performer in their rate selling strategies. During the course of our telephone <br /> ,�.. interviews we were,quote no less than 14 different room rates, all for the same room <br /> , types! <br /> . Ouroverall conclusions about the selling effort in the market area is that improvement <br /> is definitely needed. We know that during a conversation, the person who is asking <br /> the questions is controlling the conversation. Rather than simply quoting room rates <br /> , when asked, questions to further qualify that prospect should be asked to aid the <br /> selling effort. <br /> R ,._ . _ - <br /> t <br /> :1'4 <br /> - 36 <br /> a1..114;;;,... - - <br />