Director of Sales and Marketing Job Description Template

Short description

A ready to brand job description for the Director of Sales and Marketing, covering 28 specific responsibilities across nine areas of accountability, together with qualifications, measurable performance indicators, and a three party signature block. Written at executive level for the commercial head of the hotel, spanning sales, marketing, reservations, revenue, digital and public relations.

Purpose

The Director of Sales and Marketing is the position that decides whether a hotel fills at the right price. Every other commercial role executes within a strategy this one sets, and when the role is poorly defined the symptoms appear everywhere else, namely a sales team selling whatever converts, marketing spending without measurement, reservations taking whatever arrives, and revenue reacting rather than planning.

This template defines the role as a commercial leadership position rather than a senior sales job:

1. For recruitment, it states the full breadth across sales, marketing, reservations, revenue, digital and public relations, which filters out candidates strong in direct sales but untested in strategy, distribution or marketing return.
2. For onboarding, it gives a new Director a complete written scope and, critically, defines where their authority sits relative to the Revenue Manager, Sales Manager and Reservation Manager beneath them.
3. For commercial discipline, it requires segment targets to be set deliberately across corporate, leisure, MICE, wholesale and online rather than allowing business mix to emerge by accident.
4. For marketing accountability, it places budget management and return on investment measurement in the role, which is what distinguishes marketing from spending.
5. For ownership reporting, it names presentation of commercial performance and action plans in heads of department and owner meetings, which is the forum where this role is actually judged.

It suits hotels appointing or restructuring their commercial leadership, properties where sales, marketing and revenue operate without a unifying strategy, management companies standardising the role across a portfolio, owners defining what they expect from a commercial director, and HR departments completing the Sales and Marketing library.

What is inside the document

A clean portrait layout in five parts.

1. Branded header

A two panel header pairing a marked logo placeholder with a dark title block carrying the document type, job title, job code, and job level, identified here as Executive.

This introduces a sixth job level to the library, alongside Staff, Team Leader, Supervisory, Assistant Manager and Managerial. The six now correspond exactly to the job level structure set out in your Effective Recruitment Procedure SOP, which lists Daily Worker, Rank and File, Supervisor, Assistant Manager, Manager and Executive Committee. That alignment across two separate product lines is worth noting, because it means a buyer adopting both the recruitment pack and the job description library finds one consistent organisational framework rather than two competing ones.

2. Position identification table

Eight fields covering job title, job code, department, job level, company, reporting line to the General Manager, location at the Sales and Marketing Office, and the functions supervised, namely Sales, Marketing and Reservations.

3. Job overview

A single paragraph in second person, naming the role as leader of the hotel’s commercial strategy, driving revenue across rooms, events, food and beverage and other outlets. It identifies the four teams headed, the relationship building expectation with key accounts and partners, and the positioning objective of making the hotel a top choice in its market. It closes on strategic thinking, network and the three outcomes the role is judged on, namely market share, profitability and brand awareness.

Naming food and beverage and other outlets alongside rooms is the right scope for a commercial director, since a hotel that fills rooms while its outlets sit empty has a commercial problem this role owns.

4. Key responsibilities

Twenty eight responsibilities organised into nine titled groups:

• Commercial Strategy and Planning, four points covering development and execution of the annual sales and marketing plan aligned to budget, analysis of market trends, competitors and demand for new opportunities, setting segment targets across corporate, leisure, MICE, wholesale and online, and work with the General Manager and Finance on budget and revenue forecasts.
• Sales and Key Account Management, three points covering leading the sales team across corporate, government, travel trade, MICE and wedding segments, relationship building with key accounts, agencies and strategic partners, and negotiating and approving corporate, wholesale and group contracts within policy.
• Team Leadership and Development, four points covering recruitment, training and development of sales, marketing and reservations staff with HR, setting individual targets and action plans with review through regular sales meetings, coaching on negotiation, account management and digital selling with appraisal, and conduct standards with disciplinary action.
• Revenue and Distribution, four points covering work with the Revenue Manager on pricing strategy, rate structures, packages and channel mix, monitoring occupancy, ADR, RevPAR and market share against competitors and budget, oversight of the reservations team and online distribution across website, OTAs and GDS, and review of pickup, forecasts and business on the books with corrective action.
• Marketing and Brand, three points covering planning and management of campaigns, promotions and seasonal packages across all outlets, protection of brand standards in advertising, collateral, website and social media, and management of the marketing budget with campaign results and return on investment measured.
• Digital, PR and Online Reputation, three points covering leadership of digital marketing including social media, search, email and influencer partnerships, management of media relations, press releases, familiarisation trips and hotel events, and monitoring of online reviews and ratings with improvement actions taken alongside operations.
• Events and Partnerships, three points covering driving MICE, banquet, wedding and event sales with the Events and F&B teams, representing the hotel at trade shows, sales missions, roadshows and industry events, and building partnerships with airlines, tourism boards, travel agents and local businesses.
• Reporting and Administration, three points covering monthly sales and marketing reports on production, segments, accounts and campaign results, presentation of commercial performance and action plans in heads of department and owner meetings, and Manager on Duty rotation with the MOD report.
• Other Duties, a single properly worded catch all point.

Two inclusions deserve particular note. Working with operations teams on improvement actions arising from online reviews places reputation management correctly, since the Director can see the problem but cannot fix a housekeeping issue alone. And building partnerships with airlines and tourism boards extends the role beyond direct selling into destination level business development, which is where a well connected commercial director generates business that no individual sales call could reach.

5. Qualifications, performance indicators, and approval

• Qualifications and requirements, seven points covering a bachelor’s degree in Hospitality, Marketing, Business or related field, a minimum of five years in hotel sales and marketing including at least two as Sales Manager or Director of Sales, knowledge of market segments, revenue management, distribution and digital marketing, leadership, negotiation and presentation skills with a strong client network, familiarity with PMS, CRM and sales systems with strong Excel and PowerPoint, excellent English, and willingness to travel and work flexible hours.
• Key performance indicators, five measurable standards covering total revenue, occupancy, ADR and RevPAR against budget, market share and RevPAR index against the competitive set, production from key accounts, MICE and online channels, marketing campaign return on investment and online review rating, and staff turnover, training hours and appraisal completion.

The first indicator says total revenue rather than room revenue, which is the correct measure for an executive whose scope includes outlets and events. And pairing campaign return on investment with online review rating in a single line is a neat formulation, since it measures both what marketing spends and what the market thinks.

• A scope limitation note, properly worded.
• A three column approval block with name and date fields for the Corporate General Manager, the Human Resource Manager, and the Director of Sales and Marketing as acknowledging assignee, followed by a footer carrying the update date, revision number, and job code.

What you gain

• A single owner of commercial strategy across sales, marketing, reservations and revenue.
• Business mix set deliberately by segment rather than accepted as it arrives.
• Marketing held to return on investment rather than measured by activity.
• Distribution and reputation managed at executive level.
• Destination level business development through airline, tourism board and partner relationships.
• Clear commercial reporting into heads of department and owner meetings.
• The capstone of the Sales and Marketing department, giving three existing manager documents a defined head.

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Director of Sales and Marketing Job Description Template