Resilient European economies, the continued popularity of Mediterranean leisure destinations and Europe¡¯s importance for business travellers, should drive hotel occupancy and revenues in 2017, according to the latest PwC European Cities Hotel Forecast.

And, while security concerns saw mixed fortunes for some city destinations in 2016, PwC says overall it was another record-breaking year for European tourism with 12m more visitors and a total of 2.8 billion nights spent in tourist accommodation.

An influx of tourists from the US and a booming Asia should drive hotel trading in 2017, with the majority of key city destinations likely to experience continued growth, PwC says.

PwC¡¯s sixth European Cities Hotel Forecast, released at the International Hotel Investment Forum (IHIF) in Berlin this week (Mar 7), reviewed the 2016 performance and 2017-18 prospects for 17 European cities, all national or regional capitals for finance, commerce and culture.

The performance review concluded that the majority of cities with the exception of Geneva and Zurich, are expected to achieve revenue growth in 2017 and almost all cities should see additional growth in 2018- again with the exception of Zurich.

Measured by Revenues per Available Room (RevPAR), Porto tops the 2017 growth table with 14.8% RevPAR forecast growth, followed by Dublin (8.7%) and Budapest (6.8%), Madrid (5.9%), Lisbon (5.6%), Prague (5.5), Barcelona (5.4%), Frankfurt (4.5%) and Paris (3.6%).

Looking to 2018, in local currency, Porto is forecast to maintain its double-digit revenue growth at 12.8%, followed by Budapest (9.9%), Madrid (8.2%), Dublin (7.4%), Lisbon (6.8%), Paris (5.8%), Barcelona (5.2%), Berlin (3.1%) and Frankfurt (3%).

Growth is being driven by continued economic growth and travel demand with the UN World Tourism Organisation forecasting a 2-3% growth in global tourism for 2017.

Commenting on the latest forecast, Liz Hall, head of hospitality and leisure research at PwC, said: ¡°Despite general elections across Europe this year the outlook for hotels in Europe is largely positive. Many destinations have invested in improving and promoting the quality of their tourism services and with tourism set to rise again this year, many of the cities can expect good growth.

¡°A strengthening dollar will make trips to Europe popular, with a weak pound making London in particular, even more attractive. However this will be balanced by unprecedented geopolitical uncertainty and travellers¡¯ security and safety concerns remain.¡±

Occupancy league table
Dublin tops the European city occupancy league in both the 2016 actual and the future forecasts. In 2017, occupancies are forecast to be above 80% in two cities- Dublin (83%) and London (82%) followed by Amsterdam (78%). In 2018, Barcelona is set to overtake Amsterdam making the top three cities Dublin (84%), London (82%) and Barcelona (80%).

Highest Annual Daily Rate (ADR (€))
In 2017 the most expensive city is Geneva (€300.2) followed by Zurich (€244.9), Paris (€229), London (€164), Rome (€148.2), Barcelona, Dublin (€138.1), Milan (€137.9), Amsterdam (€137.5) and Frankfurt (€127.4). In 2018 all cities will see further ADR growth except Geneva and Zurich, with the top five of 2017 staying the same. There are rises for Amsterdam (9th to 8th) and Dublin (7th to 6th). The gap in euro terms between those at the top and bottom remains.

Highest RevPAR (€)
In 2017 Geneva tops the RevPAR rankings driven mainly by ADR. Zurich (€180) is second followed by Paris (€165), London (€134.5), Dublin (€114.7), Barcelona (€110.4), Amsterdam (€107.6), Rome (€103.3), Milan (€90.6) and Frankfurt (€90.3) completing the top 10. In 2018, the top eight stays the same with Frankfurt (€93) overtaking Milan (€92.1).

Hotel investment and deals outlook
European hotel deal activity cooled by nearly 10% from the record high of €21bn in 2015 to €19bn in 2016, still the second highest level ever recorded. This drop was largely driven by a slowdown in transaction volumes in the UK which fell by over 60%, due to uncertainty surrounding the Brexit vote. Germany attracted a record level of investment and accounted for 27% of all European transactions by volume in 2016 followed by the UK (25%), Spain (11%) and France (8%).

Looking forward to 2017, general elections in France, the Netherlands and Germany could impact investment activity. PwC anticipates a similar volume in hotel transaction volumes in 2017 following better than expected economic data emerging from the UK and Europe over the past few months, plus increasing investor appetite for hotels in particular as an alternative real estate asset.

Sam Ward, UK hotels leader at PwC, added: ¡°Hotel investment in 2016 couldn¡¯t reach the record heights of the previous year, but still recorded the second highest level ever at c. €19bn. This was mainly driven by a sharp decline in UK hotel deals, due to the uncertainty surrounding the Brexit vote.

¡°Germany meanwhile enjoyed a record year, being considered the safe haven for investors seeking steady returns; and the larger deal activity was generally spread more evenly across the rest of Europe compared to previous years. Despite important general elections across Europe, we anticipate similar levels of investment activity in what is an increasingly mainstream asset class.¡±

HM flew to Berlin on British Airways.

Mantra Group is closing the gap on gender inequality, with its latest data showing the accommodation group sits well above the industry average for female employees and that an influx of women in management has boosted gender equality in senior roles.

Over 61 percent of Mantra Group¡¯s 4,500-plus Australian team members are female ¨C 9.2 percent higher than the industry average, according to the latest data from the Workplace Gender Equality Agency (WGEA).

Since launching its Women in Mantra initiative in 2014, which focuses on flexible working arrangements and the career development of female employees, Mantra Group has experienced an increase of women in management positions.

Across its Australian managed properties, women in department head positions have increased by 16 percent while women in general manager positions have increased by two percent.

These results also coincide with greater gender diversity in the company¡¯s Board of Directors, with the appointment of Liz Savage as an Independent Non-Executive Director.

Mantra Circle on Cavill, General Manager, Kyla Sippel, who has been with Mantra Group since 2009, said she relies on workplace flexibility to manage one of the Group¡¯s larger properties as well as raise a family.

¡°The ongoing support I receive from my fellow managers and the broader team has allowed me to manage four different properties within the Group, while also starting a family,¡± Sippel said.

¡°Being appointed General Manager at Mantra Circle on Cavill was a dream job for me and making it to that point makes me so proud.

¡°My advice for other women wanting to move into management positions is to be passionate about the role, honest about your expectations and seek a support network you know will work for you,¡± she said.

An active participant in the Women in Mantra program, Sippel wishes to continue her career development with Mantra Group and move into an area manager role where she will have the ability to guide and lead other general managers, both male and female.

Sippel will join 300 other Mantra Group recruiting managers nationally on March 8, International Women¡¯s Day, for the company¡¯s newest training program ¨C Managing Unconscious Bias.

The training program aims to highlight Mantra Group¡¯s progressive goal of a diverse and inclusive workforce.

Mantra Group Executive Director Human Resources, Cherie McGill, said the Group is passionately working towards gender equality in the business.

¡°We¡¯ve integrated comprehensive programs, such as the highly-successful Women in Mantra program and, more recently, Managing Unconscious Bias training, to address imbalances,¡± said McGill.

¡°Not only do women have the right to equal reward, status and access to opportunity, there is also clear commercial logic to fostering this talent for the benefit of our guests and our business.¡±

Carlson Rezidor Hotel Group has today (15 March) revealed strong 2016 results with 77 openings across the globe, the most since 2009 and signed 122 new properties marking its fourth consecutive year of signings increases.

The global portfolio now includes 1,143 hotels and 180,250 rooms in operation and the global pipeline remains strong with 303 hotels and 50,000 rooms under development.

The group reported system-wide revenues of USD$7.2 billion which were flat year-over-year.

¡°I am delighted to join this organization and look forward to working with the leaders of our regions and strengthening our partnership with Rezidor on developing strategies that further position our brands for growth, drive a stronger momentum in the industry and deliver unique experiences to our guests,¡± said Federico Gonzalez, newly appointed Global CEO of Carlson Hotels Group.

Carlson Rezidor Hotel Group President of Asia-Pacific, Thorsten Kirschke, said growth in the Asia Pacific region had been steady with the opening of 14 hotels in 2016.

He said the Group¡¯s long term commitment and success as a leading international hospitality chain in India continues with a strong portfolio of 140 hotels in operation and in various stages of development.

Kirschke said increased strength and alignment in branding and operations also resulted from the company¡¯s successful integration of the master license agreement for the Country Inns and Suites By Carlson brand in India.

In China, the group opened its first hotel under the Park Inn by Radisson brand in Libo bringing the property count in the country for Carlson Rezidor to 16 hotels in operation and 24 under development. Significant signings were also achieved with Radisson RED in Guangzhou, China and Kuala Lumpur, Malaysia, two key gateway cities in Asia. Overall, the Asia Pacific operating portfolio¡¯s Compounded Average Growth Rate (CAGR) is 17 per cent since 2010 with a strong margin expansion to drive returns on investment.

¡°Asia Pacific continues to be one of the most promising and energetic growth regions of the world,¡± Kirschke said. ¡°The underlying hotel performance on a like for like basis has yielded robust improvements of 8 per cent (800 bps) GOP growth.

¡°We continue to be on track to achieving our goal of attaining 200 operating hotels in our Asia Pacific portfolio by 2020,¡± he said.

The Americas had a record breaking year for both signings and openings. There were 65 new properties added to the pipeline and 41 openings, a 28 percent increase over last year. Radisson Blu opened three hotels in Latin America, one in Santiago, Chile and two in Brazil where the company still holds a leading position and Radisson opened 14 hotels across the region. Radisson RED, the group¡¯s newest brand designed for the ageless millennial mindset made its debut in the U.S. in downtown Minneapolis steps from the new U.S. Bank Stadium, the host of Super Bowl LII in February 2018. Along with its partners, the group also broke ground on Radisson RED Portland and signed Radisson RED Miami, both opening in 2018 and will open the Radisson RED Campinas, Brazil later this year.

Country Inns and Suites, the group¡¯s largest brand in the U.S., opened the most hotels it has in seven years including one of its largest properties across the street from Disneyland in Anaheim, Calif., and saw a record breaking number of signings.

¡°2016 was a tremendous year across all of our brands in the Americas,¡± said Javier Rosenberg, president, Americas, Carlson Rezidor Hotel Group.

¡°From development, to openings and increases in RGI and RevPAR growth of nearly four percent for Radisson and three percent for Country Inns & Suites, we are poised for an outstanding 2017.¡±

The Rezidor Hotel Group (Europe, Middle East and Africa) reported a record year of organic growth in 2016. Rezidor added 45 new hotels totaling 8,200 rooms to its solid pipeline and opened 18 hotels with nearly 3,600 rooms. Rezidor also expanded in key cities of Eastern Europe with eight signings spread across the region including Lithuania, Russia, Ukraine, Georgia, Romania and Turkey. Rezidor also expanded into four new countries including: Cape Verde, Kyrgyzstan, Zimbabwe.

In Africa, Rezidor strengthened its position as a leading international hotel operator on the continent and signed 10 hotels in 2016. Notable deals included the portfolio of five Park Inn by Radisson hotels in Angola, the first Quorvus Collection property in Nigeria, and expansion with Radisson Blu into Zimbabwe and Cape Verde.

Rezidor also opened the world¡¯s first Radisson RED hotel in Brussels. The Radisson RED pipeline across Europe, the Middle East & Africa consists of projects in Dubai, Jeddah, Vilnius, Tbilisi and Krakow (signed in 2017), with more to be added soon. The next Radisson RED hotels are scheduled to open in Waterfront Cape Town, South Africa and Glasgow, Scotland.

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STR¡¯s February 2017 Pipeline Report shows 576,109 rooms in 2,572 hotel projects Under Contract in the Asia Pacific region, which is a 3.2% decrease in rooms Under Contract compared with February 2016.

Under Contract data includes projects in the In Construction, Final Planning and Planning stages but does not include projects in the Unconfirmed stage.

The region reported 264,519 rooms in 1,147 projects In Construction for the month. Based on number of rooms, that is a 1.5% increase in year-over-year comparisons.

Three of the region¡¯s countries each reported more than 20,000 rooms In Construction:
-China (137,641 rooms in 512 projects)
-Indonesia (25,775 rooms in 135 projects)
-India (22,314 rooms in 145 projects)

AccorHotels¡¯ Pullman brand has been selected by Auckland Airport and Tainui Group Holdings for a new 5-star hotel to be developed adjacent to Auckland Airport¡¯s international terminal.

The new 250-room Pullman Auckland Airport will be located next to AccorHotels¡¯ Novotel hotel, and nearby to AccorHotels¡¯ ibis Budget hotel, providing travellers to Auckland with a complete range of high-quality accommodation choices from premium to economy.

Construction of the hotel is expected to start by the end of this year, with the hotel scheduled to open by late 2019. The launch of 5-star accommodation will complement a major upgrading program at the airport, which will see the international terminal expanded to add a domestic wing to provide a totally streamlined service for travellers.

The hotel will be developed by AccorHotels¡¯ established partners, Auckland Airport and Tainui Group Holdings, who also developed the pioneering Novotel Auckland Airport. AccorHotels also manages Tainui¡¯s Novotel and ibis hotels in Hamilton.

The development of the Pullman hotel comes at a time of unprecedented demand for hotel accommodation in Auckland, with the city being the major gateway for international arrivals. In the 2016 year, Auckland Airport recorded 9.3 million International passengers, a 10.4 per cent increase on 2015, fuelled by new services and growth in capacity on flights from the United States, the Middle East, Japan, China, Thailand and Australia.

The announcement of the Pullman hotel for Auckland Airport follows the opening last year of Pullman Sydney Airport, with another Pullman scheduled to open at Brisbane Airport later this year. Pullman hotels have a strong presence at airports across the world, being represented in airport precincts in cities such as Paris, Moscow, Miami and Guangzhou.

The Pullman will build on AccorHotels¡¯ position as New Zealand¡¯s leading hotel group, with the current network of 33 hotels set to grow substantially over the next three years, including the openings of a new So Sofitel in Auckland and a Novotel at Christchurch Airport.

AccorHotels¡¯ Pacific Chief Operating Officer, Simon McGrath, said that the development of the Pullman would contribute significantly to the continued evolution of Auckland Airport as one of Asia Pacific¡¯s most important aviation and transport hubs.

¡°Auckland Airport has done a remarkable job transforming the precinct into a modern ¡®aerocity¡¯ and we are very pleased to be partnering with them, along with our established partners Tainui, in developing the new Pullman,¡± McGrath said.

¡°The success of the Novotel in attracting corporate, conference and leisure travellers has highlighted the potential for a 5-star branded hotel at the airport, and with Pullman having such a strong presence in downtown Auckland, as well as in other major cities around the region, it will be a natural fit for the expansion of Auckland Airport¡¯s tourism infrastructure.

¡°We believe this partnership will deliver an outstanding 5-star hotel for Auckland Airport that will provide great support for Auckland¡¯s and New Zealand¡¯s future tourism and economic development.¡±

AccorHotels has appointed Gillian Millar as the new Senior Vice President, New Zealand, Fiji and French Polynesia effective April 01, 2017.

The new appointment signifies the first time a female leader has filled this strategic role for AccorHotels and upon relocating to Auckland, Millar will replace Chris Sedgwick who departs the role in pursuit of other interests outside of AccorHotels.

Early in her career, Millar worked for AccorHotels¡¯ Darling Harbour hotels and Sofitel Melbourne, re-joining AccorHotels in 2012 following the merger with Mirvac Hotels. At that time Millar was Regional General Manager Victoria, Tasmania, South Australia for Mirvac and she was subsequently appointed General Manager, The Sebel and Citigate Albert Park Melbourne (now Pullman and Mercure Albert Park).

Following a number of General Manager appointments and an Area General Manager role in Melbourne, in April 2015 Millar was appointed to her current role of Vice President Operations Western Australia.

¡°I am delighted to be relocating to New Zealand, as it holds an extra special sentiment for me: my husband proposed after a snow landing on the top of Mt Cook,¡± Millar said.

¡°The mobility and development opportunities that come with being part of such a large operator like AccorHotels has led me to this exciting position. I look forward to working with such a passionate team of people and furthering the presence of AccorHotels in the Pacific region.¡±

InterContinental Hotels Group (IHG) and Linzhu Australia have signed a deal to open Holiday Inn Sydney Central in the city¡¯s CBD.

Adding 305 rooms in Sydney by 2020, the flagship hotel is the largest midscale property in the Sydney CBD pipeline and the companies say it ¡°will embrace the joy of dining with its design-led restaurant, terrace bar and 120 seat meeting space¡±.

The hotel will be part of a mixed use development that will include a 1,000m2 private art gallery and a retail concourse.

¡°The property will be a jewel in the Sydney CBD landscape with its unique wedge-shaped design and green flowing rooftops,¡± said said Linzhu Australa Director, Jing Wen Lin.

¡°Sydney continues to experience significant demand so it¡¯s a great time to be opening a new hotel, and I can¡¯t imagine a better partner than IHG nor a better brand than Holiday Inn to make the most of this rare space.¡±

Holiday Inn Sydney Central will be located in the highly anticipated 430 Pitt Street development, which boasts a 17-storey tower with a sloping roof and ¡®green waterfalls¡¯.

¡°We pride ourselves on bringing joy to travel by putting guests at ease, being accessible for all and proactively looking for ways to make every guest¡¯s stay more memorable,¡± said IHG Chief Operating Officer ¨C Australasia, Karin Sheppard.

¡°The Holiday Inn Sydney Central will be a place of joy, relaxation and conversation for visitors to Sydney, whether they are on the trip of a lifetime, a family holiday or just business.

¡°The Holiday Inn brand has been a story of success for IHG in Australia, so we are excited to be building on our portfolio that already includes six Holiday Inn hotels in Sydney,¡± she said.

The first Holiday Inn globally opened its doors in 1952 and today the Holiday Inn Brand Family is the largest hotel brand in the world, with the largest development pipeline. The first property in Australasia was the Holiday Inn City Centre Perth, which opened on 2 March 1998.

Forgotten community function recovery and development, will be a blue ocean Urban Inn; for the Urban Inn is planning to be built, functional planning is imperative. 

 Recently a large number of new hotels throughout the city in various emerging, in the feasible report as real estate facilities, there are around the community supporting the words, but the supporting process in the target market to determine the equipment and facilities in the reception of good government related activities and meetings, and supporting public consumption to implement measures and management the goal of the management team. Whether the first tier and second tier city international hotel brand management, or second tier, three line city of domestic brand hotel management, business planning and function area of the hotel has the original standard has changed: supporting the large conference hall and banquet hall to high star hotel essential, small meeting and conference hall facilities are generally in the more than 8 restaurants in the lobby area; greatly reduced number of small rooms with bathroom more, some hotels up to more than and 30. So the function of supporting, the hotel business is certainly on the government, meetings, public funds, conference rooms, catering to drive consumption rising, dining room has normal income of more than the percentage of canal hotel. But in the absence of public consumption of the moment function, associated with hotel and the people of the community are often only a large wedding and a small buffet. 

 The hotel industry in foreign countries, both high-end luxury hotel or Econo Hotel, city hotel will take an integral part of the community function, around five km radius of the residents are to hotel consumption target market, these residents will birthday, to the hotel party chat, go to the hotel to go to a restaurant and consumer society is. Because the hotel is a gathering place for them. These hotels are generally a restaurant door is open on the side of the road, not a guest without the gate of the hotel lobby, it is convenient to eat; most Western Hotel will have a coffee bar door can make non registered customer access on the roadside, sharing leisure space and diet hotel customers; it is important that the different grades of hotels and catering consumption of different grades of social food consumption, the price difference is not large, hotel and restaurant, the bar is just one more residents choose leisure dining place. Abroad there is a famous coffee, food and beverage brand in the hotel, the two sides adopt a strategic cooperation model, each play professional expertise. Such as COSTA coffee in the UK is a famous brand of coffee, and the local hotel chain JURYS INN full range of cooperation, each JURYS INN from the bar to the room service breakfast, all the coffee is provided by specialist COSTA configuration, both sides cooperation is very happy, the customer for coffee brand identity. 

 To observe the current consumption places of domestic residents, to buy bread and pastry will choose "bread talk", "85 C" "Kristin, rarely choose nearby hotels; these bakery brands have opened in every city and supporting commercial center and the residence of residents more stores, every day is full of customers, these brands in the premise of the original business only West Point, see the further demand of consumers, at present in the city's flagship store launched a tea business, business is also popular, on the environment, the hotel will not than the bakery, why residents to the hotel pastry to spend? Arguably, the hotel pastry is the earliest introduction of foreign technology and formula, 30 years ago the west people will think of high-end hotel, now more than ever people love to enjoy high-end hotel price point, and let the people off and few varieties. In addition, as the residents of their own at their own expense food and beverage consumption, often the first choice to go to the restaurant rather than the hotel, and the price and the price of food and beverage brands. At present, the local residents of the Select Hotel dining is often a variety of buffet, other local dishes to consider the choice is very little. 

 At present, China's hotel and catering as an independent brand of foreign propaganda is not much, from this perspective, the local residents in the choice of restaurant dining choice for the hotel is often not put in the first place. The foreign hotel dining independent brand of the audience is very wide, mainly to local customers. There is a hotel positioning problem, remember the Shanghai JinJiang Inn opened, the mode of introducing foreign Econo Hotel with separate dining, each hotel is equipped with the "Jinjiang Restaurant Chef", in addition to providing service for its customers, for the purpose of serving the surrounding residents. After years of market testing, nearby residents tend to the same set of economic level in the restaurant on the head, choose the same price than "Jinjiang social catering chef". In fact, the "Jinjiang Chef" is the mass consumption, but the choice of the residents will find the "grandma" "Wang Xiang Yuan" and other social catering. Remember that in the early years of the southern city of Guangzhou, the high star hotels like the White Swan, Garden Hotel, weekdays and weekend morning tea is around the choice for high-end customers, in recent years, the development of social catering, many high-end customers are high-end Catering Social differentiation. At present there are some hotels, the use of food and beverage outsourcing model, please come to the local well-known food and beverage brands, but the two sides are not the majority of successful cooperation. 

As the original function of the Urban Inn, there must be a mission to support the community services, a radius of 5 km of the residents must also be the hotel's target market. Can provide the target market of the product can be a morning tea, afternoon tea, pastries, coffee, bar, party, birthday party, birthday party and so on. As long as the hotel to restore the basic function, need to mobilize and better allocation of internal resources, doing promotional work, such as the food and beverage into the public comment "Ctrip" promotion "ordering Secretary" and so on mobile electronic platform, and the price, the consumer is there, the key is whether there is a good hotel in this target market wishes. From the level of cooking food resources, the hotel and catering society compared to either high or popular, it does not have the advantage, the hotel needs to launch the corresponding measures to improve, and can use the well-known food brands, but the model need to be studied. Of course, before the violation of conventional hardware facilities, will cause economic loss within a certain time, but from the hotel's sustainable development management perspective, Urban Inn should take community function to make up for the lack of. The new target market is not closed and the need for careful management of the efforts of managers.

The national new deal about innovation, industry change is about innovation, improve business philosophy and contrary to the normal target market, forgotten normal consumer market, for the management of the hotel is a challenge but also a responsibility. Forgotten community function recovery and development, the Urban Inn will be a blue ocean. For the Urban Inn is planning to be built, functional planning is imperative.

With the door lock industry consumption of the main body of the younger, door lock product personality needs continue to be enlarged, door lock brand product design needs to break through. According to the survey, the majority of consumers are mostly 80, 90, the design of products to meet the aesthetic concept of young consumers.

In the product design stage, hardware door lock enterprises need to fully determine the product strategy, appearance, structure, function, so as to determine the layout of the entire production system. A good design, not only has obvious advantages, but also the production cost is low, easy to manufacture, and then make the comprehensive competitiveness of the products. Many door lock enterprises pay great attention to the design of product details, in the fierce market competition, any detail will become a unique competitive, good design is the key to win customers.

Consumers are the main body of the transaction behavior. The door of enterprises in business activities, plays a role is selected, the initiative lies in the hands of consumers, therefore, lock brands need to actively cater to consumers, starting from consumer demand, only fully meet consumer demand for products to be selected may.

Only in accordance with the specific needs of consumers, the production of the door lock products fit the consumer favorite, there is a chance to win the market, in order to move forward in the market environment.

With the door lock products increased competition, the era of light to sell products to do well in the past is gone forever. The next door wholesale competition must be converted from how to "sell" products to the products can "sell" change.

Therefore, before selling to lock consumers first give customers "advanced advice and ideas" and "provide pre-sales service" is the premise of good sales, of course, the door sales staff put forward higher requirements: we want to use slave feet, change from the brain to the heart.

Usually, most enterprises door sales of products are homogeneous, many of our sales staff to sell products, the customer is the following reasons for refusal made very passive: we already have, no increase in this type of product; your products are too expensive and so on compared problems than those of other manufacturers.

First of all, to understand the bridge between the product and the customer is the sales staff. So the first step is how to sell your professional sales, sales of products and patterns of customer awareness, ideas and ideas. View is the customer's mind there is a need for cognition, the customer is the fact that the customer finds.

Therefore, sales staff must understand the two issues:

Sell customers want to buy the easy, or to sell their own want to sell more easily?

Is it easy to change the concept of the customer or to cooperate with the customer concept?

Sales staff can break through the following three ways:

(1) first pass, go smell, ask, understand the customer's idea, immediately with his ideas.

(2) if the customer's idea is different from our idea, we can think of ways to change their ideas.

(3) to give up temporarily for the hard to change customers, we don't expect to be satisfied with all the customers at any time.