Insights Type: Articles

Brain Hicks, President and CEO, Hospitality Sales & Marketing Association International (HSMAI)   

Over the past few weeks, I’ve had the pleasure of attending several events that highlight the vibrancy and dedication of our HSMAI community. From Curate and the Sales Leader Forum (SLF) to the Americas Board Meeting and Executive Roundtables, these gatherings have not only been opportunities to meet members, partners, committed staff and leadership but also a chance to witness firsthand the passion and innovation driving our industry. Each conversation I had with old friends and new, …deepened my understanding of our collective challenges and aspirations, and reinforced my excitement to be leading this dynamic organization.   

My visit to Dubai for the Commercial Strategy Middle East Conference offered a unique global perspective and allowed me to get to know our global staff better. It was great to see how our work resonates across regions, fostering collaboration and innovation. The event highlighted the critical role we play in connecting industry leaders to share best practices and move the industry forward. Experiences like these reaffirm the importance of our mission and the opportunities ahead as we strengthen ties within our global network. 

As we look to the future, I’m energized and motivated to continue the amazing work the association has established over the past few years.  The experiences and engaging discussions have reinforced my passion and excitement for the Commercial discipline and highlighted the need for more human connection.   

I’m grateful for the warm welcome I’ve received from all of you and look forward to building on this momentum as we continue our work to educate, innovate, and lead together. 

HSMAI recently announced Brian Hicks as its new CEO and President. Hicks will lead HSMAI with over 30 years of experience across various commercial, operational, and strategic roles in the hospitality industry. As he takes the helm, staff chatted with Hicks about his background, his top priorities for the organization, and his vision for advancing the hospitality industry’s commercial disciplines. 

Q: Can you share a bit about your background and what drew you to the role? 

I knew from an early age that I wanted to go into the hotel industry. I enjoyed the service aspect of hospitality and wanted a career that allowed me to travel and work in different locations. About 20 years ago, I found my passion for the commercial side of the business, and I’ve never looked back.  

It’s this passion for the industry, the uniqueness of Commercial, and the amazing people that I will now have the pleasure of working with that really drew me to this role with HSMAI. 

Q: What’s one thing people might be surprised to learn about you? 

Many people thought it was surprising when I moved from working in London at IHG to Fargo, ND. But what most don’t know is that Fargo is where I grew up, and I still have family and friends there. So, it was a great move personally and professionally. Also, I hold dual citizenship—I gained British citizenship after living in the UK for over seven years. 

Q: As you step into the role of CEO, what are your top priorities for HSMAI? 

Capturing insights from our members and advisory boards and converting them into useful, impactful content is essential in ensuring that HSMAI’s content remains relevant to our industry’s needs.  I’m also interested in exploring partnerships with content providers in other industries or verticals that can broaden our perspectives.  

Education and mentoring will be central, too—especially through initiatives like the Executive Roundtable discussions and the Rising Leaders’ Councils. I’m passionate about attracting the next generation of talent. I got the “travel bug” at a young age, and I want future hospitality professionals to know that this industry welcomes everyone and offers fulfilling career paths. 

Q: What excites you most about taking on this role with HSMAI? 

I’m really motivated by the opportunity to make an impact on HSMAI members and partners, as well as to facilitate connections that will benefit them throughout their careers. Bob Gilbert had an incredible influence on so many in the industry, and his legacy will be felt for years. I hope to carry that torch forward and see our members thrive. 

Q: Outside of work, how do you unwind and stay balanced? 

I love music and the outdoors. This past year, I saw Adele and Ed Sheeran in concert, and I also attended Austin City Limits and the Shakey Knees Festival in Atlanta. I’m looking forward to catching Oasis on tour next year, assuming they don’t break up before the tour makes it stateside.  

I also enjoy spending time on the water, whether it’s towing the kids on the pontoon, jet skiing, or stand-up paddleboarding. 

Q: As you begin this journey as CEO, what would you like to say to HSMAI members about your vision and approach for the future? 

To all members, I’m truly honored to step into this role and am humbled by the legacy of the leaders who have guided HSMAI. In my first 90 days, my priority will be to listen to your insights, build on the existing relationships, and lay the foundation for HSMAI’s future growth.  

Thank you for your continued engagement and involvement—you make this organization stronger. 

HSMAI hosted a Distribution Executive Roundtable during Commercial Strategy Week. Distribution experts discussed how to effectively manage and control rate distribution. 

Here are three ways the group discussed maintaining rate parity.  

1. Enforcing Vendor Agreements  

Vendor practices also play a crucial role in impacting rate integrity. It is important that vendors to adhere to agreements and avoid leaking rates to unauthorized channels. Better management and enforcement of vendor relationships are necessary to maintain rate integrity. 

2. Legal and Compliance Standards  

Establishing industry-wide legal standards and certifications was seen as key for navigating the complex legal landscape. The legal challenges in enforcing rate distribution agreements highlight the importance of having clear and enforceable contracts. Additionally, there is a need for education on handling legal and compliance aspects within the industry. 

3. Technological Advancements for Transparency 

Rapid changes in technology affect how rates are distributed and monitored. While new tools can improve transparency and control in rate distribution, they also introduce complexities. The industry must stay updated with technological trends to maintain compliance and competitive advantage. 

A hotel’s ability to influence and increase market share requires a thoughtful, well-researched strategy. Winning a targeted segment begins months if not years in advance of the annual RFP process. It requires a combination of investment in business intelligence tools and grassroots efforts that are addressed in The Hotel Sales Playbook: Winning Strategies for Success, the study guide for HSMAI Global’s new Certified Hotel Sales Leader (CHSL) certification.  

Here we share excerpts from Chapter 7: Business Transient and Other Contracted Sales Segments, contributed by Kaaren Hamilton, CMP. 

Strategies to Win in the Corporate Transient Segment 

The travel buyer for each organization has unique objectives for each account. A successful hotel sales professional will invest the time to understand what’s important to the account. There is no single priority across the segment. Hotels frequently assume price is the driver. However, that is only one component of the purchase. 

Once a hotel has conducted thorough account research and investigation of their market to understand demand, they should compile a well-thought-out business case that directly speaks to fulfilling the travel program objectives. Frequently, the resources provided at the brand level will assist with this understanding. That information, combined with the local intelligence and, if possible, a local account sponsor, are all the ingredients needed to compile a solid business case. 

Most large accounts buy at the brand level, so building a relationship with the brand account manager, often in the national sales organization, is critical. Clear compelling information based on research, business intelligence, and the account objectives are key to inclusion in the annual solicitation process. 

As the hotel category supplier, we must sell in the way the account purchases. The RFP process can be complex and overwhelming; however, technology supports this effort. Hotel sales professionals must be trained and comfortable with the solicitation process and tools, as speed and response times are a factor in winning inclusion into preferred hotel programs. 

Key components to the solicitation include pricing, distribution health, marketing, relationships, and delivering the brand promise, among other factors. 

1. Pricing: Pricing is driven by the market. It is critical to understand your hotel’s positioning and ability to meet its top-line revenue goals based on market performance.  

Pricing in this segment is no longer limited to a static negotiated rate. The hotel sector, along with air and car rental, has been messaging the benefits of dynamic pricing for a decade. The pandemic helped the hotel sector evolve to a more dynamic model. Be prepared to offer a blended pricing solution with floors and ceilings and ensure your revenue technology supports these models. 

Once your hotel has been accepted to a preferred hotel program, and rates are loaded and bookable, your work begins. It is the hotel’s responsibility to build volume with the account, which is the single most important factor in remaining in the preferred program. Understand the reality that there is NOT any person in the procurement process who will drive this to the degree that the individual hotel needs to. 

 2. Distribution health: Require frequent audits for parity, display, preferencing, and availability. 

 3. Marketing: Consider the options for messaging on the OBT (online booking tool), messaging to the travel counselors, messaging directly to the travelers via the OBT, and utilizing your brand’s loyalty program to run account-specific campaigns. 

 4. Relationships: Working with the national sales contact is key to ensuring your hotel remains a focus. Keep that person well informed on changes in the market, tractions with the account, challenges, etc. Equally important is your local account contact who is a key influencer and often works directly with the travel buyer in the annual RFP solicitation. 

 5. Delivering the brand promise: Review the daily arrivals list and personalize experiences. Win one traveler at a time by building ambassadors within the account. 

HSMAI Global’s Certified Hotel Sales Leader (CHSL) certification is designed to recognize the expertise of hotel sales leaders, emphasizing the most up-to-date sales and commercial principles, practices, and strategies.    

The CHSL certification is tailored for hospitality sales leaders who are proficient in leading high-performing teams, demonstrating overall commercial acumen, applying best practices in hotel sales to drive revenue growth, and more.     

Approved applicants will receive a digital copy of the study guide, The Hotel Sales Playbook: Winning Strategies for Success, and complete an online examination covering essential functions of hospitality sales.