Final paper

Submitted By Dynnis8114
Words: 2065
Pages: 9

Business Proposal
Brenda McDonald
BUS 340
Instructor: Ellie Parvin
February 9, 2015

Business Proposal
EXECUTIVE SUMMARY
This business proposal will provide a solution to the current salary restraints for the Director of Sales and Marketing within the organization in a way that will help to increase sales revenue potentials for the property, while providing salary incentives for the director.
The Economical Impact on the Properties
The economical impact of Palmer-Gosnell Management, Inc.’s hotel background has not been at the expected levels since 2008. With the decline in travel from the leisure market (families and vacation type travel), it is important that Palmer-Gosnell Management retain a dedicated sales effort in order to remain competitive in the hotel market. The things to consider are the increasing costs to operate the hotel, the decreasing marketing budget allowances, and the slow travel markets that are over saturated with hotel rooms. Having a dedicated sales director who is responsible for driving revenues in order for the property to continue to operate and provide a return-on-investment to the stockholders is very important to the company.
Provide revenue gains by changing the current salary structure.
The sales director that is responsible would need some motivation to keep the hotel in good standings. Let’s start with; the amount of work load that is expected of the sales manager and the type of goals that must be achieved should be evaluated. When there is a balance between what is expected and what is compensated, there will be opportunity for the sales director to maximize the amount of revenue generated for the properties and allowing the director to increase their earning potential. This provides a successful combination that will really help with positive cash-flows and ROIs that have yet to be provided to the stockholders.
INTRODUCTION
Palmer-Gosnell Management, Inc. owns, manages and operates seven hotels located in the Mid-Atlantic Region. By 2008, the company was managing four properties: the Fairfield Inn & Suites Potomac Mills, the Hampton Inn Woodbridge, the Fairfield Inn & Suites Chantilly and the Comfort Suites. In the past three years, Palmer-Gosnell Management, Inc. has added several new properties to its hotel management. In 2008 they welcomed the Courtyard by Marriott Fredericksburg Historic District; in 2009 the Fairfield Inn & Suites Strasburg opened; and in 2010 the Fairfield Inn & Suites Harrisonburg was added as well.
Palmer-Gosnell Management, Inc. currently employs one Director of Sales to handle seven hotels all within the Mid-Atlantic Region. The salary for this position has remained the same since 2008 when there were only three properties under the company’s management. Recently the Director of Sales has approached the company to discuss compensation for having three added hotels to her workload. Even though the new properties have not reached their goals with revenue, our Director of Sales has met or achieved the budgeted sales goals for these properties each quarter since their openings. Corporate has indicated that the hotels cannot afford to pay a salary for a dedicated sales person until the properties start making and exceeding their overall expenditures and the DOS has stated an unwillingness to continue to work for the properties without compensation.
Current Salary Compensation to the Director of Sales
With each additional hotel added to the company, a General Manager, an Operations Manager, and a Front Office Manager have been hired as the hotel’s primary salaried management staff, and compensated at the industry standards relative to the size and market of the properties. The current plan in place is that each hotel splits the salaried cost of the Director of Sales (currently a base salary of $65,000) by seven properties. This accounts for a base salary of less than $10,000 per hotel. Pay Scale indicates that the average salary for a