1. Wyndham Vacation Resorts
New Orleans 2012
Marketing Overview

2. Assignment Goals 2012
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1. Performance of personnel
2. Conduct morning and afternoon meetings
3. Analysis of current locations
4. New Hire Training
5. Spend time in Manifest
6. Recommendations and Tools for Leadership Team
7. Ideas for increased production
8. Goals for 2013

3. Performance of Personnel
• Spent time at all locations observing and coaching CMA’s
• Completed CMA Reviews on all staff
• Rated individual CMA strengths and weaknesses in all aspects of the
presentation, location and personal appearance, and product
knowledge.
• Shared feedback with CMA’s and solicited feedback from CMA’s on
their perspective on their careers and ideas.
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4. Conduct morning and afternoon meetings
• 10/5 Distributed handout and discussed “Phrases That Sell”
• 10/8 Positive Attitude and Gaining Deposits
• 10/9 Urgency
• 10/10 Discovery
• 10/11 Closing
• 10/12 Follow Up
• Effective 10/14/12, cancelled daily meetings to focus on production in
the field and less time in meetings.
• Adjusted time to 3 times weekly,
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5. Analyze Current Locations
• Visited Harrah’s 501, TR and River Walk Mall daily
• Scheduled shifts need to be extended. Currently 6 hours with 30
minute breaks, minimum. No check and balance for breaks currently.
• Create a rotation for scheduling, incorporating info from Hyperion/
Brio, to maximize CMA’s strengths.
• Referral program at Harrah’s with the greeters at the door.
• Pregifting at Harrah’s. Have the Total Rewards desk pregift Harrah’s
Free Play.
• Better pictures for Pitchbook needed to showcase other resorts,
Orlando, Vegas, Hawaii.
• Ordered these 10/11/12 with Nicole Hagedorn.
• Utilize activity or vacation planners, be more of a concierge at
Harrah’s.
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6. New Hire Training
10/25 to 10/29 Trained 19 new CMP Marketing new hires
Training Agenda :
• Greeting, Warm Up and Discovery
• Tour Qualifications, (Including Quinella Definition/ Explanation)
• FOC Computer and Credit Card Procedures
• Tour Times
• Building Value and Urgency
• Phrases That Sell
• Tour Invitations/ Scripts
• Getting the Deposit
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7. New Hire Training, continued.
Training Agenda , continued:
• Overcoming Objections and Rebuttals
• Closing Techniques
• Collateral/ Filling Out the Invitation
• How to Manifest a Tour
• Role Play
• Sample Presentation
• Presentation Feedback
• Follow Up, (No shows)
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8. New Hire Training, continued.
Training Agenda, continued:
• Paperwork, (Transportation Log, Drop Log , Booking Sheet)
• Location Tour
• 2nd
Sample Presentation
• Presentation Feedback
• Final Exam, Written Test
• FTF Training
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9. Manifest Recommendations:
Manifest Responsibilities:
Train team members on CRS.
1. Notify CMA’s of no shows and NQ’s within 1 hour, (or less) of scheduled tour
time.
2. Notify CMA’s of sales the same day.
3. Train team on confirmation calls day of, and night prior to pre scheduled tours
4. Maintain the master schedule, recording all schedule changes and any call
outs
5. CMA’s must call in to manifest from location phone when arriving on shift or
when returning from break, to clock in, manifest records exact times on a
weekly tracking sheet.
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10. Manifest Recommendations, continued.
5. CMA’s call manifest from location phone when leaving shift for
breaks or leaving for the day. Manifest records exact times on
tracking sheet and communicates same time to CMA for their
timesheet.
6. Create confirmation numbers for CMA tours and relay them to the
CMA’s as they are called in.
7. Shadow tour reception and CMA’s.
8. Emailed Manifest the CMA Timesheet to track CMA hours.
9. Emailed Manifest “Calling In a Tour”, a step by step process for the
CMA’s to call in tours.
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11. Recommendations to Leadership:
1. Schedule Harrah’s greeters and CMA’s breaks, so they are not at the
same time. CMA breaks need to be before the greeter arrives on
duty, so that there is always a CMA at the desk when the greeter is
on shift.
2. Eliminate CMA’s leaving location for supplies by provide supply
forms, to submit in their daily drops.
3. Create a CMA Distribution email list to communicate any policy
changes, or pertinent information on a real time basis.
4. Utilize Hyperion reports to schedule top performers at their top
locations, based on a rotation, with points earned for tours, sales and
F2F packages.
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12. Recommendations to Leadership:
Tools:
1. Shared CMA interview questions for better selection process
2. Emailed the Training Manual and CMA Final exam
3. Shared Text to Win process and strategy
4. Sent them the game summary to have a format to document results of
each game.
5. Printed flyer for New Orleans Fan Appreciation Event, discussed
strategy to make the presentation special for fans on specific dates
6. Distributed RCI Bullet Points to CMA’s to assist booking timeshare
owners
7. Gave the training class the “Welcome Packet” with NOLA information
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13. Retention of CMA’s
1. Key is to be proactive, not reactive. There needs to be a plan, structure,
accountability, expectations and consequences for everyone in the department.
2. Team meetings monthly, celebrating successes, anniversaries, top producers for
the month. Currently awarding $25 to top tour and VPG producers. Needs to
change to tours and sales volume to align with company goals. Missing F2F and
personal best categories.
3. Senior CMA’s should work one day in the field to earn their overrides, also to
provide managers with 2 days off per week.
4. The senior CMA’s need to be mentored and coached on how to navigate through
the unique situations that occur when they are the manager on duty.
5. Change gifting to allow charging for multiple tickets, offer larger discounts on
ticket packages.
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14. Ideas for increased production
1. Extend CMA scheduled shifts. Currently working 6 hour shifts, inclusive of a
30 minute break. 30 hours or less per week worked.
2. 8 hour shifts equal an additional 10 hours per week per CMA. With a staff of
20, that is an additional 200 hours. This equates to an additional 25 shifts
covered or an additional 5 CMA’s. If they book an additional tour on each of
these shifts, it’s an incremental gain of 25 tours per week, 100 per month.
3. Pre gift Free Play at Harrah’s, will provide
• Increased show rate
• Additional tours for people that don’t want to tour right then
• It is has proved to be a more relaxed tour (less time-closing by the guest),
equaling higher efficiencies.
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15. Ideas for increased production, continued.
4. Harrah’s referral program. Use points based program at points of
entry to casino to increase traffic to our desks.
5. Eliminate $75 cap on gift cost.
6. The CMA’s need the ability to “charge” for gifts for taking the tour.
For example, giving the guests tickets to some activity and charging
a non refundable deposit to offset the cost.
• It is all handled in CRS. Gift items set up in CRS for “Tour Deposit
Received” and “Tour Deposit Refunded” with a rate code of ADD200
so that any dollar amount can be entered.
• The tour deposits received are entered as a negative number to
offset the gift price (reduce the cost) and tour deposits refunded are
entered as a positive number (increase the gift cost). We also use
these for pre-gifting when we (Wyndham) issue the pre-
gift. Accounting can be able to submit CRS Gift Form requests to set
up the Tour Deposits Received and Refunded.
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16. Goals 2013
• Increase penetration of current locations
• Implement referral program at Harrah’s
• Build trust with weekly referral reports delivered to location
• Add contests and spiffs to keep Harrah’s staff motivated
• Invite staff to the sales center and show them the LaBelle model
• Add strategic locations to the portfolio, (hotels)
• Focus on properties close to the sales center
• Build relationships with targeted hotel GM’s
• Partner with tour companies, Gray Lines, and Cajun Tours to benefit
from their customer base and ticket options
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17. Goals 2013
• Partner closely with Sales to create synergetic team
• Require sales executives to shadow CMA’s during initial training,
and CMA’s to experience sales presentation
• Focus attention on personnel with effective recruiting and training
initiatives
• Maximize existing talent with continual, comprehensive individual
and classroom training sessions.
• Results will be increased coverage of all shifts, lower turnover,
(they will be making more $$), higher tour production and VPG.
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