The pool at a top hotel in LA has several cabanas. These can be rented for day use, allowing non-residents to use the facilities and it gives a guaranteed seat to residents with a sense of privacy. In order to promote the packages more, last year the Spa Director together with the F&B* Director set-up a program where the cabanas could be rented in packages. 

The packages targeted different groups, included drinks, iHomes and spa treatments. It did not sell. With the new seasons underway new packages were developed. If they can do it in Vegas, it will work in LA too was the approach.

The new concept was segregated per user. One for the business user, one for families, one for party animals and one for the healthy. The entire Food & Beverage department was excited. The Spa Director supported the plans. The names were picked in line with the cocktail menu - cocktails were from different regions in the world and so the cabana packages were given city names. Now it was all about promotion. The plan was given to the PR director to proof read. Instead it was reevaluated by her and the Director of Sales and Marketing. 

They hated it. They did not understand why one package included dinner, a show and entrance to a nightclub. The way it looked was seen as childish. The names were irrelevant. The plans were very daring and out of the box and some resistance should have been expected. The excitement within the F&B department did not spread to S&M. Mostly to blame was the way the program was presented. Instead of setting up a meeting and explaining the idea, an e-mail was sent without much explanation for proof reading. An important lesson was learned; do not assume others who are not involved in  process will understand what you are doing. 

If the team that is to promote the product does not support it, the product won't sell. They will not pull out the same resources as for something they love & support. On top of that, subconsciously they will want to prove they are right that it was a bad idea. The Director of F&B requested for the entire plan to be redeveloped even though he supported it. The decision was based on the below theory:

"Quality X Acceptance = Excellence X Effectiveness"

The new program will be less exciting and less innovative. However it will be presented with passion and conviction. The lesson that everything needs to be sold internally before it can be sold externally was learned. In this case, the price was high. The S&M department no longer have an open mind but a set idea about what they would like to see presented. 

Being the main developer of the program and fond believer of the aforementioned theory, a new program is being developed and tailored to what the S&M department thinks will work. And next time, a formal meeting with a passionate presentation will be arranged before any proof reading occurs... 

* Food & Beverage