J. Marriott Jr., a foremost member of the hospitality industry, proclaims, "Motivate them, train them, care about them, and make winners out of them. They?ll treat customers right; and if customers are treated right, they'll come back." A well-organized Upsell Incentive Program within Rooms Division can exemplify virtually every sentiment conveyed by J. Marriott Jr. The essence of the program revolves around front office agents posing a simple question to the customer: "Would you like a better room?" A positive reply can yield added value to the customer's lodging experience, as well as prove lucrative for the employer and employee. Financial benefits aside, the program can also engender a confident departmental culture predicated upon knowledge of the product and its consumer.

This article intends to: First, explain the underlying principles of "Upselling" and exhibit optimal lodging market segments for its utility. Secondly, dissect the benefits, pitfalls, and training associated with an Upsell program. Lastly, based on the conclusions drawn from the analysis, create a model Upsell contract between employer and employee that entails regulation to maximize the benefits and minimize the pitfalls. Since Upsell programs remain internal and specific to each hotel, the details and results associated are proprietary and protected under corporate domain. Hence, due to the limited availability of data specific to Upsell programs, testimonials and studies conducted in regard to incentive programs in general are drawn upon. Furthermore, having orchestrated and participated in successful Upsell Programs at multiple properties of a prominent luxury brand, this author can personally detail insights in attaining practical conclusions.

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