There was a time when climbing the ladder to become a General Manager often meant starting in Food & Beverage. I know this because I was one of them.
The skills developed in the restaurant or banquet room – operational focus, team management, guest experience – were once the key stepping stones to leading an entire hotel.
But times have changed.
Today, while operational experience remains valuable, the ability to drive revenue through effective room management, sales, and marketing strategy has become critical. Hotels today are revenue engines, and room sales form the core of that engine.
The reality is this: the fewer guests occupying rooms, the fewer will dine in your outlets or use your ancillary services. And with the rise of digital bookings, third-party platforms, and shifting guest behaviors, room revenue isn’t just about occupancy – it’s about strategic pricing, segmentation, distribution, and a deep understanding of the sales funnel.
Why Sales & Marketing Strategy Now Matter More Than Ever
I’ve seen it firsthand – GMs who came up through operations or F&B, like I did, often find themselves playing catch-up when it comes to understanding the mechanics of room revenue. Today’s hotel General Manager must know more than just how to manage departments; they must understand how to lead a hotel business.
It’s no longer enough to delegate sales strategy to your DOS (Director of Sales) and hope for the best. A GM must be able to collaborate intelligently with their sales and revenue leaders, interpret data, forecast accurately, and guide the team toward profitability.
Yes, you can still become a GM from an F&B background – I’m living proof of that. But if you want to be a great one today, you need to invest time in learning hotel sales, marketing, and distribution. That means taking courses, mentoring under experienced DOSMs, and immersing yourself in the revenue conversation.
As I’ve come to learn: to lead a hotel, you must understand its business. And in today’s market, that business starts with the rooms.
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