30+ Years, Thousands of Hotels: Winning Strategies We've Learned

Q1. Many hotels invest heavily in technology. What actually changes employee behavior at the front desk?

Geoffrey Toffetti: Culture. More specifically, it's a culture of performance, achievement and change. If a hotel's culture doesn't support change or improvement, then nothing will happen. And we see that evidenced by the leadership buy-in, that's what sets the culture. So if the leaders aren't bought in, then the technology just sits on the shelf.

Q2: What differentiates hotels that achieve exceptional results with FPG from those that see more modest outcomes?

Geoffrey Toffetti: By far, the biggest number one factor is senior leadership buy-in. If the General Manager or Rooms Division leader don't have enthusiasm for it, then no-one will. And it really just takes the GM minutes to infuse that enthusiasm by asking their executive committee for updates and then praising good results. That's what really makes the difference because everyone will line up behind their leader. Back to the culture, if the leader says 'this is important to me and I consider it a priority' then a lot of people will line-up behind and start doing it.

Q3. What changes when a hotel leader moves from simply sponsoring the program to truly owning it?

Geoffrey Toffetti: The results can be extraordinary. We've seen hotels improve five, six, even seven times over. One property in Orlando is a perfect example. The General Manager initially wasn’t a believer.

Once they became actively engaged, monthly upsell revenue increased from roughly $30,000 to over $200,000. That’s not because processes suddenly changed overnight. It's because when a GM walks up to the front desk, smiles, and asks: How are our upsells going today? It completely changes the team’s mindset. It signals that this matters. That simple interaction creates enthusiasm, accountability and consistency. Leadership engagement has a profound impact.

It's a powerful example of how engaged leadership can transform hotel revenue streams by turning everyday upselling opportunities into consistent results.

Q4: Why are consistent habits more valuable than one breakthrough sale?

Geoffrey Toffetti: Because hospitality is a game of hundreds of guest interactions every single day. We're a world-class program, we target high single-digit conversion rates, meaning that out of every 100 guests, seven or eight purchase an upsell. The only way to achieve that is through consistent behavior with every guest. Those upsells don't have to be $200 per night; they can be $30, $40, or $50.

It's that consistent 7-8% conversion rate that is game-changing. Statistically, 2-3% of guests will ask about an upgrade at check-in. If a property is converting less than 2%, it's likely to be discouraging upgrades or giving them away. Simply reinforcing small behaviors, like offering an enhancement to every guest during check-in, can be transformational. It's not about the hero sale to the Presidential Suite, it's about consistently enhancing the guest experience. That not only drives revenue, it also makes guests happier.

Q5: How can simple front desk conversations unlock additional hotel revenue streams?

Geoffrey Toffetti: "One question everyone should be asking is: 'What time are you departing? What time is your flight?' When a guest says 5 p.m., it's a natural opportunity to recommend a late checkout. You could say, 'Well then, you should probably consider a late checkout. We have one available for just $30.'"

It's a better experience for the guest. They can relax, refresh, or work before traveling, instead of spending hours waiting at the airport. For the hotel, that little dialog can result in tens of thousands of dollars each month, hundreds of thousands a year in revenue at very, very low cost. Because when you do a late checkout, assuming you have the availability, you dont have to clean the room that day. So you're actually reducing your cost for the day and increasing the revenue, making it one of the highest-margin ancillary revenue opportunities available. Sometimes the simplest conversations create the biggest results.

It's also a reminder that some of the most profitable hotel revenue streams come from simple, guest-focused enhancements rather than major operational changes.

Q6. What role does recognition play in sustaining performance?

Geoffrey Toffetti: At Frontline Performance Group, we've found there are three primary drivers of frontline performance: recognition, reward and accountability. The highest-performing hotels consistently reinforce all three. Recognition, however, is particularly powerful. Research from behavioral economist Dan Ariely suggests that even simple acknowledgment of someone's work can meaningfully increase motivation and willingness to keep going. It doesnt require extravagant praise. Acknowledging someone's commitment, consistency, or willingness to improve creates motivation that lasts far longer than one-off incentives. So just having a culture where recognition is consistent and is focused on the right behaviors, can be game changing.

Read more: How to Design an Effective Employee Incentive Program

Q7. Why is FPG's coaching approach so effective with helping hotels strengthen their revenue streams?

Geoffrey Toffetti: Because it's rooted in authenticity. We believe in what we're coaching because we know it works. It benefits employees through recognition, success, and financial reward.

Our coaching is personalized to each individuals needs, and our technology is evolving to support employees where they are, in an authentic way, coaching only the behaviors we know drive results. Our technology is evolving in the same direction, to support employees where they are, in an authentic way, by coaching only the behaviors we know drive results.

Q8. How do top-performing hotels identify opportunities to grow hotel revenue streams through everyday conversations?

Geoffrey Toffetti: They constantly talk about opportunity. "So what groups are arriving? And which ones you can sell to? Which ones have different room rates in their contracts?"The properties that are having discussions not only about the transient guests but the group arrivals, are the ones that achieve outsized results because people attending group sessions, especially room and tax to master, they're only paying for the upsell, so they can treat themselves while they're on this once-a-year business trip. That goes overlooked, because a lot of hoteliers believe or assume that you can't sell to people that are with a group or a convention.

In reality, many group travelers have their room covered by their company or event organizer. Since they're often only paying personally for the upgrade, they're more willing to treat themselves during a business trip. Hotels that proactively discuss these opportunities during daily operations consistently outperform those that don't.

Q9: What do the very best-performing hotels all have in common?

Geoffrey Toffetti: They have a strong sales culture, strong unified teams, good leadership and most importantly, a genuine belief that hotel upselling benefits the guest, not just the property.

Q10: If readers remember only one thing from this conversation, what should it be?

Geoffrey Toffetti: When hotel upselling is done properly, your service scores will improve at the same rate as your revenue. Hospitality has never been about choosing between guest experience and commercial performance. After working alongside thousands of hotels around the world, FPG has found that the best operators achieve both. They build cultures where leaders are engaged, employees are recognized, coaching is continuous, and every guest interaction becomes an opportunity to create more value, for the guest and for the hotel. This approach not only strengthens hotel revenue streams but also creates better guest experiences. That's where sustainable performance begins.

If you’d like to discuss a complimentary revenue assessment and find out how FPG's solutions can help your property click here to book a demo..