Sales Manager Job Description Template

Short description

A ready to brand job description for the Sales Manager, covering 28 specific responsibilities across nine areas of accountability, together with qualifications, measurable performance indicators, and a three party signature block. Written for a target carrying commercial role spanning corporate, government, travel trade and MICE segments, with prospecting activity, contract negotiation and CRM discipline all written in as accountabilities.

Purpose

Hotel sales roles fail in a predictable way. A Sales Manager is hired, given a revenue target and a market segment, and left to interpret the job for themselves. Six months later the pipeline is thin, the CRM is empty, nobody can say how many sales calls were made, and the only evidence of activity is a revenue number that may or may not be attributable to the role.

This template prevents that by defining the activity, not only the outcome:

1. For recruitment, it states the full scope including prospecting volume, site inspections, contract negotiation and CRM discipline, which filters out candidates who manage existing accounts comfortably but do not hunt.
2. For onboarding, it gives a new Sales Manager a complete written scope across planning, account management, prospecting, contracts, MICE, marketing, coordination and reporting.
3. For accountability, it makes activity measurable. A set number of sales calls, site inspections and client meetings each week sits alongside the revenue target, so performance can be diagnosed rather than only judged.
4. For revenue protection after the sale, it names group pickup, cut off dates, attrition and deposit collection, which is where confirmed business quietly erodes.
5. For data integrity, it places CRM accuracy in the role and in the performance indicators, which is the only way a sales pipeline becomes a forecasting tool rather than a story.

It suits hotels and resorts building or restructuring a sales function, properties where sales activity is invisible between monthly results, operations with MICE and event revenue to grow, and HR departments building the Sales and Marketing job description 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 Managerial.

2. Position identification table

Eight fields covering job title, job code, department, job level, company, reporting line to the Director of Sales and Marketing, location at the Sales and Marketing Office, and the positions supervised, namely Sales Executives and Coordinators.

This document names the supervised positions specifically, which brings it into line with the precision of the F&B library and improves on the three preceding non F&B documents.

3. Job overview

A single paragraph in second person, naming the four market segments the role covers, namely corporate, government, travel trade and MICE. It states the reporting line, the three core activities of relationship building, lead conversion and account service, and closes on network, negotiation skills and the three revenue streams the role contributes to, namely room, event and food and beverage.

Naming food and beverage revenue alongside rooms is a sound inclusion, since hotel sales roles are frequently measured on rooms alone while being expected to sell events that generate substantial F&B income.

4. Key responsibilities

Twenty eight responsibilities organised into nine titled groups:

• Sales Planning and Targets, four points covering preparation and execution of a monthly sales action plan, achievement of individual room night, revenue and new account targets, market and competitor research for new leads and opportunities, and weekly updating of the sales pipeline and account forecasts.
• Account Management, three points covering management and growth of a portfolio across corporate, government, travel agent and MICE accounts, long term relationship building with key decision makers through calls, visits and entertainment, and prompt handling of account feedback and service issues with operations teams.
• Prospecting and Sales Calls, four points covering a set number of sales calls, site inspections and client meetings each week, hotel show rounds and site inspections for potential clients and event planners, participation in sales missions, trade shows, roadshows and networking events, and rapid follow up on every lead, inquiry and proposal to improve conversion.
• Contracts and Negotiation, four points covering preparation of proposals, corporate rate agreements and group contracts within pricing guidelines, negotiation of rates, packages and terms with approval from the Director where required, ensuring contracts are loaded correctly by Reservations with deposits collected on time, and tracking group pickup, cut off dates and attrition with client follow up.
• Groups, MICE and Events, three points covering selling meetings, conferences, incentives, weddings and social events with the Events and F&B teams, handover of confirmed events with clear details and the BEO, and attendance at pre event meetings with client checks during their events.
• Marketing and Digital Support, three points covering sharing account news, market insights and campaign ideas with Marketing, promotion of packages and campaigns to accounts through email, social media and client visits, and support for familiarisation trips, client events and promotions.
• Teamwork and Coordination, three points covering working with Reservations, Revenue, Front Office and F&B to deliver what was sold, attendance at weekly sales meetings with account updates, pipeline and action plans, and coaching Sales Executives and Coordinators when assigned.
• Reporting and CRM, three points covering accurate recording of all sales activities, accounts and contacts in the CRM, weekly and monthly reports on sales calls, production, pipeline and lost business, and Manager on Duty rotation with the MOD report.
• Other Duties, a single properly worded catch all point.

Three inclusions deserve attention. The instruction to deliver what was sold, working across Reservations, Revenue, Front Office and F&B, addresses the oldest failure in hotel sales, namely a promise made in a meeting that operations never hears about. Attending pre event meetings and checking on clients during their events keeps the seller present after the contract is signed, which is what produces repeat business. And reporting on lost business alongside production is unusual and valuable, since a pipeline that only records wins teaches nothing about why deals are lost.

5. Qualifications, performance indicators, and approval

• Qualifications and requirements, seven points covering education, a minimum of three years in hotel sales including at least one as Assistant Sales Manager or Senior Sales Executive, knowledge of market segments, room and event pricing and MICE sales, negotiation, presentation and relationship skills with a local client network, PMS and CRM familiarity alongside Excel and PowerPoint, excellent English, and willingness to travel and work flexible hours.

Requiring an existing client network in the local market is stated plainly rather than implied, which is honest, since it is the real hiring criterion for most hotel sales roles.

• Key performance indicators, five measurable standards covering room nights and revenue from assigned accounts against target, number of new accounts and contracts signed, sales calls, site inspections and lead conversion rate, MICE and event revenue from assigned segments, and account retention, client feedback and CRM data accuracy.

The third indicator is the one that makes the role manageable, because it measures activity and conversion rather than only results. A Sales Manager missing revenue with strong activity and weak conversion has a different problem from one with weak activity, and without this indicator the two are indistinguishable.

• 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 Sales Manager as acknowledging assignee, followed by a footer carrying the update date, revision number, and job code.

What you gain

• A sales role defined by activity as well as by revenue, which makes performance diagnosable.
• A visible pipeline, through weekly updates and CRM accuracy written into the job and measured in the indicators.
• Business protected after the signature, through pickup, cut off, attrition and deposit tracking.
• What was sold actually delivered, through named coordination with four operating departments.
• MICE and event revenue pursued deliberately rather than opportunistically.
• Learning from losses, through lost business reporting.
• Clear boundaries on negotiation authority, with escalation to the Director where required.

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Sales Manager Job Description Template