Megan O'Neil, Convention Sales Manager, MGM Grand and The Signature, member of the Rising Sales Leader Council
This article stems from a recent Rising Leader Council sales discussion focused on digital RFPs, lead response time, and the increasing pressure to respond faster than ever before. As AI tools and automated platforms become more commonplace, planners are increasingly expecting near-instant confirmations—sometimes within hours, sometimes even sooner—often without considering the internal complexity involved. Speed clearly impacts results, but the discussion prompted an important reflection on whether being the first to respond is, in fact, more important than being clear, accurate, and reliable.
Several leaders shared that quick responses can be helpful when a relationship hasn't yet been established, especially since agile initial returns make planners look good internally and signal professionalism. This benefit, however, comes at a cost, as very quick responses immediately create an expectation of continuous agility throughout the entire sales cycle. If that pace isn't maintained afterward, the initial advantage can quickly disappear, sometimes taking the trust built up with it.
A recurring theme was the value of acknowledgment of receipt rather than immediate full delivery. A message sent at the right time, confirming receipt and establishing a return timeframe, often carries more weight than a rushed proposal lacking precision or internal alignment. Internal processes frequently slow responses, especially when they involve revenue analysis, inventory validation, or brand standards, and these delays are perceived by planners even when the reasons remain hidden from them.
Personalization was repeatedly cited as the true differentiator. Smaller, simpler programs generally allow for a faster return on investment without compromising quality. In contrast, larger, more complex programs rarely do. Sending incomplete or overly generic proposals in the name of speed carries the risk of failing to address the client's true needs and compromising trust from the outset.
One comment clearly summed up the prevailing sentiment: “If you tell me when you’re going to reply, sometimes that’s as good as replying immediately, because at least I know you confirmed receipt.”
The discussion ultimately reinforced the idea that speed alone doesn't win business. Defining expectations, delivering what was requested, and following up intentionally remain equally important factors, and in some cases, even more crucial.
Questions for the teams
Are the planners waiting for a proposal or response within an unrealistic timeframe?
How do you define what constitutes a "good enough" response time, and how does speed influence winning or losing business?
In the quest to respond as quickly as possible, are personalization and accuracy being compromised?
