La Quinta had developed a new pricing strategy to encourage customer loyalty, increase pre-booking, and make managing rooms easier. “To improve our competitive position within the hotel industry, our leaders challenged us to transform the way front desk service representatives (FDSRs) sold our hotel rooms, the importance of providing excellent guest service, and selling customers on the value of our hotels,” said La Quinta Vice President of Operations Services Christina Cernuch. However, the representatives were less than enthusiastic about the new pricing plan, and after a few months, company leaders noticed that employee buy-in to the new strategy was alarmingly low. Although the new plan would actually reward loyal customers, the representatives viewed the change in pricing as potentially unfair to some of their customers because they did not fully understand the big picture. Rather than just tell front desk service representatives what to do, La Quinta wanted to engage the representatives, so that they would each personally understand why the new pricing strategy was sincerely beneficial to loyal customers. FDSRs determined the success of the business at an operational level.