Andrew Falter has more than 25 years of experience in the sales industry, which gives him a unique strategic perspective that is extremely valued by his clients and industry leaders.
He works hard to provide unbiased strategic direction, innovative sales solutions and cutting edge plans to increase revenues through creative sponsorship opportunities for his clients.
Andrew is a highly regarded sales and association visionary, is a member of ASAE and PCMA and has served on the 2014-2015 PCMA Capital Chapter Board of Directors. He has also worked on the Sponsorship and Membership Committees with the PCMA Capital Chapter.
Prior to starting SRG, Andrew worked at the Walt Disney World Swan and Dolphin managing the mid-Atlantic association market. Previously, Andrew worked with Tishman Hotel Corporation in new business development. Also, Andrew was the national sales manager directing the New York and New England association markets for Wyndham Hotels. Andrew started his career with Hilton Hotels Corporation and had the good fortune of working in some great cities like Chicago, Dallas, New York and Pittsburgh.
Andrew, who is a graduate from Michigan State University, participates as a mentor in the University’s Spartan Mentor/Mentee program, volunteers with the Boy Scouts of America, is a member of Toastmasters International and has one teenage son.
While Andrew was working at the Walt Disney World Swan and Dolphin, he read a book titled, A Seat at the Table, by Marc Miller. The book is about how to work with clients on being more consultative, joining “them at the table” and being looked at as a true business partner.
Considering this concept within his own sales strategy, and industry wide, Andrew developed and began incorporating creative solutions into his proposals and presentations to emphasize how his clients could drive more revenue to their bottom line by holding conventions at his hotel.
Associations have three key focus areas to drive revenue into their organization through conferences and events -- registration, exhibit sales and sponsorship sales. When considering these three areas of focus, both registration and exhibit sales were difficult to grow, since pricing in these areas are determined by the organization.
However, Andrew had many resources to help association clients impact their sponsorship revenue, and began offering a value proposition of creative sponsorship opportunities, giving the hotel a competitive advantage.
After offering these creative sponsorship ideas within his sales presentation over the course of a year, Andrew soon realized that small to mid-size associations were missing out on these revenue generating opportunities. Their organizations were continuing to offer the same sponsorships year after year, without growing their potential. Andrew also found that within many of these organizations, the person selling sponsorships had several job responsibilities and could not truly focus on sponsorship sales.
Because of these reasons, Sponsorship Reliance Group was born.
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