Hospitality Industry Technology Exposition & Conference
Metro Toronto Convention Centre
Toronto, ON, Canada
Hospitality Industry Technology Exposition & Conference
November 14–15, 2017
Covering everything from hospitality industry acquisitions to the recent lobbying by the ALHA against OTAs, Triptease have produced an interesting infographic addressing the last 12 months of challenge and change in the hospitality industry.
Hotels, rental agencies, and other tourist businesses are well aware of customer service pain points, and are increasingly using technology solutions to make every aspect of their guests' visits easier, more pleasant, and more profitable. One such solution--identity capture and verification--is essential to implementing many other high-tech hospitality features, such as concierge text chat, guest service apps, self-serve kiosks, and mobile check-in. Identity verification also reduces fraud and enhances visitor security programs in a very customer friendly and cost-efficient manner.Scan-and-verify solutions include desktop devices and mobile scanning apps that quickly capture and digitize all the information from a driver's license, passport, or other identity card. The digitized information is automatically exported to customer database records, and a digital replica of the ID is stored for regulatory and security purposes. The information, including photo ID, can then be checked against DMV records, credit bureaus, and other databases to verify the guest's identity and payment method. Customer records can then be used by internal systems to complete billing and marketing processes. Personal data can also be leveraged, through CRM and GEM systems, to create more tailored experiences and to target opportunities to upsell and maximize revenue from each guest during their visit. Scanning IDs reduces keystroke entry errors, eases language barriers for foreign guests, and frees customer service reps to have more meaningful and relaxed interactions with guests. The entire check-in experience is streamlined and pleasant with fewer manual tasks.A growing number of customer-facing processes depend on identity verification. Customers, most notably the well-traveled Millennial market, increasingly prefer to do everything from booking to check-in to keyless entry from their mobile devices. With mobile scan-and-verify solutions, it becomes possible to securely accommodate guests who'd like to avoid check-in lines altogether. If you can seamlessly and reliably prove the validity of your guest's identity remotely and securely collect payment, you can trust them with your hotel room or rental car even if you've never seen them. And if they cause damage, you have all the verified information you need to recoup your losses and report them to law enforcement.The hotel and rental car markets are intensely competitive and being further crowded by sharing economy businesses like Airbnb and Uber. The most successful companies will find ways to provide outstanding customer service and modern amenities (e.g., top notch digital connectivity and entertainment) while cutting costs through automation and efficient use of staff. The hospitality industry also needs to accommodate shifts in customer preferences, influenced in part by the distinct priorities of the Millennial cohort, and more generally by all things digital--social media, smartphones, and apps for everything.The Millennial generation (18-34 in 2015) has surpassed the Baby Boomers as the largest living population, and Generation X (35-50) will become the second largest generation by 2028. These cohorts (as well as those now entering college) are used to conducting all their personal business and communications online. They are used to immediate results: communicating by text, self-service options, and streaming media everywhere. They expect businesses to use their personal data to provide them with enhanced products and services. Millennials are hard to win over as brand ambassadors; a recent Gallup report found that in regards to the hospitality industry, only 20% are fully engaged (sharing positive feelings or reviews for a brand) while 23% are actively disengaged (sharing poor reviews). Hospitality brands have to consistently keep their promises, smoothly deliver services, and create authentic, personalized experiences to inspire customer loyalty.Customer data-driven offerings like kiosks, branded apps, mobile check-in, and keyless entry simultaneously benefit customer and business. Innovative digital processes make the vacation experience at leading brands more convenient, relaxing, and comfortable. Streamlined service interactions (virtual concierge), advanced amenities (smart lighting and thermostats, streaming from devices to TV monitors) and sophisticated back-end processes (room availability, fraud prevention) all involve the intelligent capture, analysis, and use of customer data. Those same solutions will also reduce risk, revenue and property loss, energy use, and staff costs - all while enhancing the customer experience.Experts predict that in a few years, hotels will leverage photo IDs along with facial recognition technology to help employees "recognize" guests throughout their stay. This is a powerful way to make customers feel valued. Looking ahead, biometric technology and identity verification will also help travel and hospitality companies build more seamless door-to-door systems, wherein cloud-based, common-use infrastructure connects a traveler's verified identity to their itinerary, baggage routing, transportation, and hotel arrangements in such a way that they can move seamlessly from point-to-point, checking in quickly at self-service kiosks as they go. This vision of travel is infinitely more appealing than slogging from one check-in desk to another, and starting over each time with data entry, payment, and paperwork. While these innovations may not become widely adopted for several years, companies that lay the groundwork now will be poised for competitive advantage.Vacation is supposed to allow us to escape everyday stress and relax. With advanced identity capture and verification solutions, hotels, rental agencies, and tourist attractions can start to deliver that smooth-sailing experience as soon as customers walk in the door.
Adobe & Econsultancy Release New Research: 'Technology Companies Lead the Way in Digital Experience Delivery.'
The 2017 Digital Trends in Technology report is based on a sample of over 900 respondents working in the technology sector who were among more than 14,000 digital professionals taking part in the annual Digital Trends survey.
The trend of automated messaging services is no longer just a trend. Chatbots are taking over, and you should consider their marketing impact now and into the future. See where they can add value and how to implement into an existing strategy.
SiteMinder Blog ·9h
Hotel Madera Hong Kong is located in the lavish surrounds of Kowloon where shopping, dining, and entertainment are almost boundless. With 88 rooms encompassing nine different room-types, Hotel Madera Hong Kong has something for everyone. The body, mind, and soul of guests can be rejuvenated as they enjoy some of the finest amenities available including an art gallery, 24-hour gym, a fully-equipped game room, colonial-style cafe, and rooftop lounge.
Service That Sticks!tm | By Steve Curtin 26 May 2017
Earlier today I stopped by my local supermarket to pick up a few things. After crossing everything off my list, I headed toward the registers. I could have gone to the self-checkout units, which were open and available, but since I was buying an AMEX gift card that required activation and a gift receipt, decided to go to a register with a real live employee instead.
Hosp. Tech Matters - A Blog by Alice 25 May 2017
It’s been a great lead up to Memorial Day, and three thought-provoking pieces below highlight that. If you are not a big reader, Duetto puts out some great short videos on the challenges of the current technology stack and the challenges and benefits of moving to the cloud, and we are excited to announce next week a joint webinar with them on optimizing the entire hotel experience through cloud technology. If you want to be invited, email me at firstname.lastname@example.org and we’ll make sure to include you. If you are going to HITEC, definitely join as we will try to sneak in a guide to the show at the end.
The Rainmaker Group 25 May 2017
ALPHARETTA, GA - May 25, 2017 - The Rainmaker Group (Rainmaker) has successfully deployed its comprehensive suite of revenue management and business intelligence solutions at Westgate Las Vegas Resort & Casino (Westgate Las Vegas), a popular casino resort that is celebrated for its variety of suites, onsite amenities, customer service and prime location adjacent to the Las Vegas Convention Center. In late 2016, the Westgate Las Vegas team deployed Rainmaker's guestrev(r), grouprev(r) and revcaster(r) solutions to optimize property pricing and revenues, with grouprev(r) aiding the team in managing its impressive 200,000 square feet of meeting space.Since the implementation, the team at Westgate Las Vegas has seen a significant increase in YOY revenue, which is due in large part to the Rainmaker platform's ability to provide a deeper understanding of demand by various customer segments. This highly granular insight is what allows property revenue managers to make the most informed, actionable decisions when optimizing profitability."We have a multifaceted business that requires a keen and detailed understanding of every area at every level. This is of utmost importance in our revenue management practices, as it helps us to both forecast accurately and to turn the data that the system provides into actionable strategies," said Geno Iafrate, president and general manager at Westgate Las Vegas Resort & Casino. "To get the granular level view of the integrated data we need, a seamless and solid integration between our PMS, our revenue management system and all other systems relevant to the process is a critical factor. This ability to integrate with existing disparate systems is something that Rainmaker does exceptionally well."The unique math and science-based algorithms of Rainmaker's revenue optimization and intelligence platform exponentially boost profits for the properties using it, while providing revenue managers with a true understanding of overall demand by value-based customer segments. With the guestrev(r) solution, Westgate Las Vegas can now optimize room pricing based not only on room revenue, but on the total value of the guest, processing data from multiple sources to forecast demand and set room rates. Rainmaker's grouprev(r) solution provides the necessary tools to maximize revenues from group business, helping revenue managers to navigate the complex and intricate data required for assessing group requests and driving conversion rates. Additionally, the revcaster(r) rate shopping solution provides deep insight into varying rates, shopping multiple channels to see what's happening locally, so that hoteliers can monitor parity, maximize ADR and drive higher profits."Because our solutions are specifically designed to solve the unique revenue management challenges for large, gaming resorts, we knew that they had the potential to dramatically impact revenues at Westgate Las Vegas by driving both demand and pricing decisions," said Tammy Farley, president and co-founder of The Rainmaker Group. "Using our customizable suite of solutions, we are confident that Rainmaker will continue to be instrumental in helping boost resort-wide profits, and give Westgate's revenue management team a true understanding of ongoing demand at the property."For more information on Rainmaker's revenue management and business intelligence solutions, please visit: http://www.letitrain.com/
USA TODAY 25 May 2017
Stephen Delaney travels with a laptop, an iPad, two cellphones and a backup power pack to keep all his devices charged.When he walks into a hotel guestroom, he scours for the power outlets and USB ports."I hate when a hotel room does not have conveniently placed plugs," says the Franklin, Tenn., USA TODAY Road Warrior and health care IT consultant. "Unfortunately, there are many hotels that have not yet added plugs on top of desks, nightstands, etc."
IDeaS Blog 25 May 2017
IDeaS and OTA Insight partnered together to give hoteliers an edge over their competitors by providing them with industry-leading revenue management solutions. CEO and co-founder of OTA Insight, Adriaan Coppens, was recently recognised by HSMAI as being one of Europe’s Top 20 Extraordinary Contributors to the Industry for his leadership and as a leading innovator at the IDeaS Global Partner Ecosystem Awards. Vivek Bhogaraju, director of global strategic alliances and initiatives at IDeaS, had the opportunity to sit down with Coppens to discuss how mutual clients are benefiting from the IDeaS and OTA Insight partnership.
In the past few years, large online travel agencies like Booking.com and Expedia have developed free revenue technology tools for hotels to use. These tools (including revenue management, online reputation management, and more) solve a significant issue for hotels. Namely, how to develop and execute advanced revenue strategies without spending lots of money on the The post Why Hotels Should Stick With Independent Technology Suppliers appeared first on Net Affinity Blog.
Kaba Hospitality 25 May 2017
MONTREAL - Today's guests want a mobile hospitality experience. Do you have an effective strategy for mobile implementation? Would you like to learn more about emerging mobile applications? On May 31st at 1pmET (10amPT) three of the hospitality industry's leading mobile solutions companies will host a webinar that will show operators how to plan and execute a mobile strategy that delivers a positive guest experience and creates greater operating efficiency. Click here to register for the "Leveraging the Power of Mobility" webinar.Executives from dormakaba, StayNTouch and Intelity will present "Leveraging the Power of Mobility: The New way to Satisfy Guests." The webinar's goal is to help hoteliers learn:How to provide guest convenience, access and an enhanced guest experience via MobileWhy offering guests a choice in service is essential to increasing guest satisfactionHow to stay ahead of the technology curve with the right mobile solutions.What: Leveraging the Power of Mobility WebinarWhen: May 31st 1pmET (10amPT) How: Click here to register About dormakaba dormakaba is one of the top three companies in the global market for access and security solutions. With strong brands such as Dorma and Kaba in our portfolio, we are a single source for products, solutions, and services related to doors and secure access to buildings and rooms. With around 16,000 employees and numerous cooperation partners, we are active in over 130 countries. dormakaba is headquartered in Rumlang (Zurich/Switzerland) and generates an annual turnover of over CHF 2 billion. Click here for information on electronic door locks from dormakaba.SIX Swiss Exchange: DOKA (formerly: KABN / KABNE) Further information at www.dormakaba.com About StayNTouch StayNTouch is a "Software as a Service" hotel property management systems (PMS) company focused on developing solutions that help hotels raise service levels, drive revenues, reduce costs, and ultimately change the way hotels can captivate their guests. Developed with mobility in mind, the pioneering platform enables hotels to create long lasting relationships with their guests by delivering personalized service levels that today's guests require. StayNTouch operates on tablets and smartphones, empowering hotel employees to go above and beyond in exceeding guest expectations at every touch point. Powering over 75,000 rooms globally, our game-changing solution frees hotels from the constraints of legacy or premise systems, dramatically streamlines operations, increases margins, and revolutionizes how front-line staff connect with guests. StayNTouch is a trusted partner to many of the most forward thinking hotels, resorts, casinos and chains in the industry, including Yotel, Zoku Amsterdam, Valencia Hotels, The Freehand Hotels, Modus Hotels and the Fontainebleau Miami Beach. For more information, visit http://www.stayntouch.com About Intelity Intelity, headquartered in Orlando, Florida, is the creator of the world's first and most widely used integrated guest services platform. With certified integrations to all major hotel back-end management systems (POS, PMS, Ticketing, Spa and Room Controls), Intelity's platform is a centralized property-automation system that delivers concierge-level services, guest request tracking and fulfillment, business-intelligence analytics, marketing/messaging capabilities, and a full content management system. Since beginning operations in 2007, the Inc. 5000 company has gained a reputation as a leader in hospitality technology with installations across six continents, including most major brands and many celebrated independent properties. Intelity recently received Best Mobile App in Hospitality from Travel Weekly's Magellan Awards and World's Leading Hotel Brand App from the World Travel Awards. For more information, please call 1-888-RevPAR-1 (1-888-738-7271) or visit www.intelitycorp.com
By Sherry Marek
The exciting evolution of revenue management continues to develop in the hospitality industry. Initiatives in revenue management by hotel groups and hospitality vendors started in the 1980s, focused mostly on room revenue. Over the last few years, the official evolution path in revenue management has grown to include virtually every revenue stream, affecting colleagues throughout the property, writes Datavision's Sherry Marek. A significant amount of data is now available to the team at the property level or at the corporate level to assist in the decision making/tracking process, she says. Many properties use the term "revenue optimization" to encompass the process, and use the title in the job description.
Benbria Corporation 25 May 2017
For the harried hotelier, automation offers the possibility of boosting efficiency, reducing the number of staff needed to run the hotel, and adding enhancements to the guest experience. However, this type of technology is not something hoteliers should jump into headfirst without first assessing the pros and cons of automating aspects of their property. This white paper will explore the many ways automation can be harnessed and the things hoteliers should consider before making the leap.
ALICE 25 May 2017
Hundreds of hotels and luxury residences worldwide are partnered with ALICE to improve their staff operations and guest experience. Stop by Booth 1245 for a live product demo.New York, NY -- ALICE - the hospitality industry's first operations platform, which connects all the departments of your hotel for improved staff communication and task management - will be showcasing new products and features at this year's HITEC in Toronto, June 26-29, Booth 1245. To schedule a meeting with our team, please write to us at email@example.com.ALICE's partners include 3-5 star independent and managed hotels, hotel groups, residential condominiums, serviced apartments, vacation rental companies, and concierge companies looking to provide exceptional service through mobile staff technology and guest communication channels. ALICE can also be integrated into your own app or website via ALICE's API. Hotels and groups on the ALICE platform include Two Roads Hospitality, SIXTY Hotels, One&Only Resorts, Viceroy Hotel Group, and Leading Hotels of the World.ALICE will be demonstrating new additions and updates to the company's product line, including:The New Concierge ExperienceNow that guests have easy access to their own apps and services, guests expect more from their concierges. ALICE features like the updated itinerary, updated reminders, and brand new package management tools are helping the concierge and front desk exceed guest expectations.Guest Text MessagingMessaging is exploding as an engagement channel at hotels - everyone knows how to text, and it doesn't require downloading any apps. ALICE's improved text messaging feature set allows hotels to leverage messaging as a way to provide personalized service and upsell to guests at scale.Photo AttachmentsA picture is worth a thousand words. Attaching photos to internal notes and work orders means communicating between staff members - particularly maintenance, engineering, and housekeeping teams - has never been easier. Learn about the new photo attachments feature in ALICE's dedicated hotel staff technology, ALICE Staff.If you're looking to streamline staff operations for a better guest experience, stop by Booth 1245 to meet the ALICE team and see a live presentation of our technology. You can also write to us at firstname.lastname@example.org to book a meeting in advance.
NORTHWIND-Maestro 24 May 2017
Markham, Ontario - Maestro PMS announced that Pursuit, an international independent hospitality destination company, selected the Maestro Web Property Management Suite to consolidate hotel management operations at Pursuit's 15 distinctive lodging properties with more than 1,400 rooms.Maestro PMS is the preferred cloud and on-premise property management solution for independent hotels, resorts, conference centers, and multi-property groups.Pursuit is a collection of inspiring, unforgettable adventure travel experiences in Alaska, Montana, the Canadian Rockies and Vancouver, B.C.Wenda Huseman, Vice President of Revenue Maximization/Research for Pursuit, said,"Pursuit evaluated 25 property management systems for its 15 property operation. Maestro PMS had the best hotel management system and its service oriented company culture is impressive.""We recently rebranded under the Pursuit name and wanted to combine properties from separate regions onto one central database and system.""Multi-Property Maestro Web enables us to easily book guests into more than one location and oversee our operation from anywhere." Pursuit hosts its Maestro Web hotel management system on its own cloud platform."We have an extended installation schedule because most of our destinations are seasonal," said Huseman."We selected Maestro on April 1, 2016 and Maestro created a custom installation plan based on our property schedules.""Maestro based its training plan for Pursuit on each staff member's property and position so they have ideal system experience when the system goes live."Approximately half of Pursuit's destinations are installed now and the others will be live before year end.Pursuit utilizes Maestro Web Front Office with Windows and Web Browser versions, Analytics Business Intelligence, Yield and Rate Management, Travel Agency and Tour Operator Management, Digital Signature Capture & Mobile Housekeeping & Work Order Management. The system is also integrated with Pursuit's central reservations and online booking platform."We particularly value Maestro's Analytics Business Intelligence system," Huseman said."Analytics makes Maestro's data very easy to access and mine. We get to the data quickly and invest our time in analysis, not data gathering.""Our regional revenue manager in the Canadian Rockies said Maestro Analytics is the best data analysis tool she has ever used." "She can instantly retrieve and review almost any combination of data to help her be efficient and nimble.""The Maestro PMS with 20+ modules fully integrated on a single image database has proven to be ideal for large standalone luxury properties and full-service multi-property groups in the independent market," said Warren Dehan, Maestro PMS President."Many luxury resort and destination properties with upwards of 500+ rooms on a single database rely on Maestro to centralize hotel management operations and provide a 360 degree view of their guest at every touch point."Pursuit's guests are adventure travelers from around the world. "Pursuit's properties offer a unique sense of place and Maestro helps us concentrate on the happiness of our guests."Maestro's Travel Agency and Tour Operator Management module is very important to us," Huseman said. "We work with many international tour operators who bring guests to our destinations from Asia, Australia, and Europe.""Maestro made it possible to configure operators in our system so it is easy for us to successfully manage these partnerships to ensure our guests have the experience of their lives." Pursuit welcomes over 2.2 million visitors annually to 15 distinctive lodging properties with over 1,400 rooms. Pursuit's locations include Banff, Jasper, Waterton Lakes, Glacier, Denali and Kenai Fjords national parks and Vancouver, British Columbia. About Maestro PMSMaestro is the preferred cloud and on-premise PMS solution for independent hotels, resorts, conference centers, and multi-property groups. This PCI certified and EMV ready enterprise system offers 20+ integrated modules on a single database including web and mobile tools to increase profitability and enable operators to engage guests with a personalized experience. For over 35 years Maestro's Diamond Plus Service has provided unparalleled 24/7 North American based support and education services to keep hospitality groups operational and productive. Click here for more information on Maestro PMS.About PursuitPursuit is a collection of inspiring, unforgettable experiences in Alaska, Montana, the Canadian Rockies and Vancouver, British Columbia. Pursuit's world-class attractions, distinctive lodges and travel experiences help adventurous people from around the world discover and connect with iconic locations, including Banff, Jasper, Waterton Lakes, Glacier, Denali and Kenai Fjords national parks. From Alaska toWestern Canada to Montana, our attractions, tours and lodging let people feel the joy that comes with moments of awe and inspiration. Pursuit is part of Viad Corp (NYSE: VVI). For more information about Pursuit's collection of experiences, visit www.pursuitcollection.com.
The Need for Speed: Runtriz leverages DataArt's expertise and ASSA ABLOY Hospitality technology to deliver "Front of the Linetm" program to hotels
DataArt 24 May 2017
DataArt (www.dataart.com) has announced that it was selected by Runtriz to help enhance its "Front of the Line" (www.FrontoftheLine.com) feature to reward guests with a VIP level experience. It is unique as it builds on Runtriz's installed base in over 100 countries to enable hotel guests to use their mobile device to not only check-in prior to their arrival, but additionally bypass the front desk at enabled hotels and head straight to their room, entering with Runtriz's mobile key."Runtriz chose DataArt to extend its platform to create a solution that seamlessly interacts with third party systems. Getting industry leaders involved was critical. DataArt brought not only development breadth but industry experience that enabled us to solve technical problems together for some of our high-profile customers. ASSA ABLOY Hospitality was the security and access technology company we wanted to engage with first due to our mutual high profile customers," said Alonso Vargas, Runtriz President and co-founder."DataArt worked with Runtriz and the ASSA ABLOY Hospitality SDK to deliver a practical solution, offering mobile keys within the Runtriz ecosystem," explained Alex Shchedrin, Vice President of Strategic Services at DataArt. "Our approach was to create a form of a CRM that acts as a glue when interacting with a variety of platforms."The ASSA ABLOY Hospitality Mobile Access solution greatly increases the guest experience, to allow guests to skip front desk lines and access their rooms via a secure, encrypted digital key on their smart phones. The company's goal in bringing mobile access to more properties worldwide is to work with companies who share the same passion and commitment to innovation.Runtriz is recognized as a pioneer in mobile guest facing solutions that enhance the guest experience including two-way chat, room upgrade promotions, offers, food and beverage/room service, proximity marketing, concierge in addition to expedited check-in and mobile keys. Runtriz wants to accelerate the cost savings benefit to hotels due to lower key costs while launching mobile key. Concurrently, guest satisfaction will rise as guest check-in times decline. Runtriz also focuses on solutions where it is able to achieve adoption faster than its competitors."Capitalizing on DataArt's experience has allowed us to deploy solutions rapidly with lower risk, enabling us to get to the "Front of the Line", while giving our hotel customers the ability to offer their guests the same," concluded Vargas.About DataArt:DataArt is a global technology consultancy that designs, develops and supports unique software solutions, helping clients take their businesses forward. Recognized for their deep domain expertise and superior technical talent, DataArt teams create new products and modernize complex legacy systems that affect technology transformation in select industries.DataArt has earned the trust of some of the world's leading brands and most discerning clients, including Nasdaq, S&P, United Technologies, oneworld Alliance, Ocado, artnet, Betfair, and skyscanner. Organized as a global network of technology services firms. DataArt brings together expertise of over 2,200 professionals in 20 locations in the US, Europe, and Latin America.www.dataart.com@dataartAbout ASSA ABLOY HospitalityThe global leader in hotel security technology, ASSA ABLOY Hospitality is part of the ASSA ABLOY Group, a publicly listed company. With products installed in properties all over the world, securing millions of doors globally, the company's comprehensive range of security and technology solutions is comprised of VingCard electronic locks, Elsafe in-room safes, integrated software platforms and advanced mobile access solutions. ASSA ABLOY Hospitality has worldwide service and support in more than 166 countries. For more information, please visit www.assaabloyhospitality.com.About Runtriz:Runtriz provides a suite of mobile software solutions for hotels, resorts and casinos. The Company launched the hotel industry's first iPhone app, and today many of the world's top hotels and casinos run their apps and mobile solutions on Runtriz platforms. The Company's hospitality platform enables brands and properties to quickly and inexpensively build a customized mobile app that provides guests access to all amenities and services at their fingertips via any device - smartphone, tablet or laptop - anytime, anywhere. Guests can expedite their check-in, order room service, make spa or golf appointments, book reservations, email and text with hotel staff and much more. In addition to its guest-facing hospitality solutions, Runtriz also offers several staff-facing mobile solutions that facilitate staff-to-staff communication as well as expedite and dispatch food and beverage orders poolside or at any venue on property. Clients using Runtriz platforms are experiencing higher guest service scores, greater revenues and significant efficiencies. For more information, visit www.runtriz.com.
ReviewPro 24 May 2017
Since being acquired by Shiji, ReviewPro has seen a significant increase in both volume of new clients and year-on-year revenue. The impressive growth of ReviewPro's client base, including hotel brands who have chosen to switch from competitors, illustrates the effectiveness of having a clear and innovative product strategy, which enables hotels to increase guest satisfaction and average daily rates (ADR).Global highlights:Nearly 50% increase in year-on-year revenue in 2017.Growth of new clients in Europe, Asia and the US including leading hospitality brands such as The Rezidor Hotel Group, Hard Rock International and Minor Hotels.Successful launch of Auto Case Management, which enables hoteliers to effectively manage internal processes to improve the guest experience.Strengthening of development resources to streamline the launch of additional new products that assist hoteliers to upgrade the guest experience.Appointment of industry veteran, John Owens, as VP of Sales North America to further expand market share in the region."The last few months have been pivotal in the company's history as we have scaled our team across all functional areas, expanded sales and marketing efforts in China and the US and extended our product offering to deliver more value to our clients and differentiate ourselves from competitors", commented RJ Friedlander, CEO of ReviewPro. The support and backing of Shiji has been crucial to helping us deliver our best six-month performance ever and position us for increased success in the future."Kevin King, COO of Shiji added, "We couldn't be happier with the way the team at ReviewPro has executed on their growth strategy since becoming a part of Shiji. These results, combined with the market opportunity, have encouraged us to double down to support product, marketing and sales efforts on a global level."For more information please contact email@example.comAbout ShijiFounded in 1998, Shiji's aim is to become a "big data" application service platform operator. Shiji has become the leading manufacturer of Chinese hotel information systems after three successful transformations. At the same time, Shiji is gradually expanding from hotel to catering and retail industries, becoming the major software supplier to both industries. Now, Shiji is responsible for approximately 60% to 70% of the market share in the high end sector of hotel and retail industries, and possesses a leading position in the catering industry. The estimated annual revenue of Shiji clients can be as high as RMB 5 trillion. Shiji has completed three successful transformations since its establishment. It is now experiencing the 4th transformation dedicating to be a "big data" driven consumer application service platform operator. Shiji has introduced consulting, IT solutions and data platform services. Meanwhile, Shiji is developing worldwide leading products and technologies aiming for the international market and speeding up its globalization progress. Currently Shiji has more than 50 subsidiaries located in major Chinese cities and overseas markets (Singapore and Munich) with about 3,000 employees.
nytimes.com 24 May 2017
Do you think of hotel rooms as having spacious, old-school desks, the kind that invite long hours of working? And bureaus with a half-dozen drawers? Minibars, too? Well, perhaps you haven't stayed at a hotel lately.Ben Schlappig, a 26-year-old travel blogger and consultant, has spent more nights in hotels than many people will in a lifetime. So he knows firsthand about the changing design of guest rooms, and he is not completely happy about it.
Guestware 24 May 2017
Seattle, WA -- Guestware, the hotel industry's most comprehensive Guest Experience Management (GEM) system, today announced a new release of its cloud software solution. The latest version adds new features and offers even greater ease-of use.Building on over 20 years of technology, the latest version expands the Welcome Intelligences(r) algorithms empowering hotel staff to personalize guest's experiences. Highlights include reoccurring automatic guest request fulfillment, multi-incident guest request entry, reservation event triggered dispatch, and much more. The latest release adds more automation so hotel staff can focus on serving their guests."We are thrilled to give our customers more options with our latest release," said Mark Jarman, President of Guestware. "We continuously listen to what our customers want out of our software so they can be successful with serving their guests."Guestware provides hotels with a cloud-based, guest response, facilities maintenance, and CRM solution to help maintain a flawless facility and deliver exceptional guest service. Guestware's management tools empower the hotel service team to deliver on each guest's individual needs and requests resulting in outstanding guest satisfaction. With Guestware's easy implementation and flexible deployment options, hotels are up and running with the industry's top GEM software in no time.About Guestware: Guestware is a powerful, integrated CRM software solution used by hospitality companies around the world to attain the highest levels of guest satisfaction. Guestware collects, manages and reports on all guest information in one comprehensive database, enabling hotels and resorts to improve the guest experience while enhancing operational efficiencies. The company was founded in 1990 and has been focused on elevating the guest experience in the hospitality industry since 1993. Today, the Seattle-based company is doing business with more than 900 hotels worldwide, including large brands and independent hotels in over 75 countries. For more information about Guestware, go to guestware.com or call 888-50-GUEST.
HeBS Digital 24 May 2017
In today's landscape, hoteliers cannot afford to forgo a pre-opening digital strategy, as this missing piece will lead to lost bookings and revenue not only for the first opening months, but will set the hotel up for over-reliance on the OTAs in the long term. Conversely, a hotel that has a strong pre-opening digital strategy will enjoy better transient and group business on the books upon opening. Having more direct business from the get go allows the property to build a receptive audience and better engage and retain past guests thus decreasing the need for over-exposure on the OTAs.Supply is increasingly surpassing demand in most major U.S markets (STR Global). As more travel consumers in international markets have higher levels of disposable income, new hotels are opening in anticipation of this demand. Further, competitive metropolitan cities will experience tremendous increases--Downtown Denver will see a 20% increase in inventory with 1,848 new rooms; Miami will see 2,215 more rooms as 14 new hotels are slated to open; and New York will see an increase of 7,000 rooms, bringing total inventory to over 114,000. Not to mention, Airbnb alone is taking 10 to 12% of travel demand in New York City, Paris, London, and other major global metropolitan areas. This increase in supply makes a pre-opening digital strategy for any new hotel, especially in these markets, a must.Hoteliers on pre-opening teams need to go beyond reactive solutions and relying on the allure of being a new hotel once the construction crew packs up.What should a hotel include in its pre-opening digital strategy? Proper planning of brand education and market positioning leading up to the opening date will set the property up to win direct bookings, decrease overall distribution costs, and reduce its reliance on the OTAs. Here's how to do it.Solidify the Vision for the Brand and Future HotelBefore a hotelier can begin to build their online presence, there needs to be a realignment of the vision for the brand. While the hotel concept may have started in one place, there is a good chance it developed over time with input from both new and existing stakeholders.A review of Brand Objectives should come first.This poses such questions as "Who is the target audience," "What are the customer personas," and "Have the brand pillars evolved?" The images, copy, and overall tone of marketing used to promote a hotel will shift along with its evolution. A strategic digital marketing agency will want to build out initiatives and campaigns as close to the current state of the brand as possible. For example, if a new hotel wants to enter the market as approachable and creative while reaching the well-traveled consumer with a higher disposable income, SEM ad copy and GDN banners would focus on communicating the experience, versus solely relying on a lead-in rate.Outline Digital Performance GoalsOutlining the goals of a new hotel will help the pre-opening team and ownership align expectations of results. There are two phases of focus:Generate awareness by focusing on KPIs such as impressions, unique website visitors, domain link building, and generating a following (Email and Social).Capitalize on awareness by focusing on website traffic and engagement, including metrics such as bounce rate, bookings initiated rate, time on site, and conversion rate.Additional goals introduced later could include building loyalty and lowering distribution costs.It is important to distinguish between these two goals, since the first goal will not immediately generate revenue or ROI. However, generating awareness is necessary because it builds buzz and educates the target audience about the future hotel. The second goal then becomes the primary focus approximately three months from the confirmed opening date, at which point there will be a shift to revenue-driven KPIs.Understand Unique Selling PointsIdentifying what separates an upcoming hotel from the market is critical for an effective, revenue-generating website. Following the alignment of brand objectives and goals, the hotelier should begin to list out the top ten unique selling points that will resonate most with customer personas. In doing this, it's important to think beyond "luxury amenities" or "close to nearby attractions." More explicit selling points could include "every room has a balcony" or "a 5-minute walk to Madison Square Garden."These features will become the crux of future marketing initiatives, dictate the merchandising call-outs on the website, and be the driver for crafting special offers or messaging.Build Digital Presence with the Right Technology and DesignTo begin building buzz for an upcoming hotel it is important for the hotelier to spark their online presence with a landing page or 'teaser minisite'. A pre-opening parallax website will provide the opportunity to excite future guests, information on the brand mission statement, career opportunities, as well as the most recent news on the development. For the Sales Manager candidate looking for more information, the potential local partner looking to understand the brand, or the future guest wanting to see when the hotel opens, hoteliers need to ensure that they have a digital presence the moment the domain URL and brand guidelines have been aligned.Ensuring that the landing page is backed with a flexible content management system (CMS) will be crucial as the hotelier needs the ability to easily and quickly update information. Through the development and maturity of the hotel build and concept, the hotelier will need the ability to quickly adjust the website's content of available amenities, room names, and more.From a technical standpoint, as the pre-opening parallax website begins to gain the young domain URL ranking on the search engine results pages, it builds the foundation for future successful rankings when a fuller and more robust site launches down the line.Phase 1 Digital Marketing: Generate Awareness A hotel's pre-opening digital strategy should be a two-phase approach and in line with the predetermined goals. The goals of this phase are to generate awareness for the hotel, and reach the right consumer. Now that the vision has been aligned and unique selling points identified, the hotelier should leverage known information about the destination, such as top feeder markets, to help inform the targeting of each initiative.Phase 1 Initiatives:Launch a 30-day Pre-Opening Sweepstakes: Generate buzz and awareness around the new property and award travel consumers with daily prizes (Ex. Free room night at the new property) plus a VIP Opening Prize (Ex. VIP Weekend Suite Prize)Create a Grand Opening Special Offer or Package and promote it through the pre-opening website, SEM, display and Retargeting, Social Media, etc.Search Engine Marketing: in the case of a hotel that has no brand awareness yet, these campaigns should leverage destination keywords to a much greater extent compared to a more established property, and hit users at the top of the purchase funnel. Doing so will spark interest in a future stay and introduce those users to the name of the upcoming hotel.Google Display Network: These campaigns should be setup with interest category or in-market audience targeting. It is important that the campaigns leverage HTML5 banners over other ad types to help achieve the most reach. These banner types are more widely accepted by ad servers, have better readability, and cannot be blocked by ad-blockers. Lastly, the banner set should highlight a unique selling point with mass appeal.Gmail Ads: The focus of this initiative will be to reach not only new users through interest category targeting, but also target users with emails from competitor domains. The tandem of having Gmail Ads and Google Display Network reaching the same interest categories will allow the hotel to reach users at multiple touchpoints.Phase 1 initiatives should be set live as soon as possible after the pre-opening parallax is complete, and at minimum six to eight months in advance of the projected hotel opening date.Create Special Offers or Value-Add PackagesPrior to setting up phase 2 initiatives, the hotelier will want to create special offers or value-add packages so that they can be highlighted on relevant channels.As a best practice, when creating offers and packages for a hotel, we recommend adhering to the following general guidelines:Aim for 3 to 5 public offers live at a timeBoth too few & too many offers can cause user abandonmentQualified/Membership Rates (e.g. AARP, AAA, Gov't & Military) are good to have, but should be grouped into one category on the hotel's special offer pagePush offers that de-commoditize the hotel productUse on-page copy to explain offer benefits and details by incorporating unique selling pointsUpdate unique specials quarterly; keep content fresh & uniqueHaving an Advance Purchase package, along with AARP, AAA, and Gov't & Military discounts, are almost always necessary. Beyond that, the hotel should have at least one special offer incorporating a unique selling point that will begin to position the property to future guests. The example below is a new hotel in Miami, which is leveraging a unique selling point of being just 10 minutes from the Port of Miami. With consumers typically staying in Miami before or after a cruise that was planned months in advance, the package is capitalizing on a unique selling point to generate revenues and position the upcoming hotel as a go-to accommodation for pre- and post-cruise experiences.Phase 2 Digital Marketing: Capitalize on Awareness:Shifting into phase 2 at least three months in advance of opening, the hotelier should continue to leverage all phase 1 digital marketing initiatives, with a concurrent shift in targeting and messaging according to the new offers or packages.Smart Data Marketing: These campaigns will leverage first party data from airlines and travel partners to reach users with travel intent to the destination. The first flight should utilize HTML5 banners showcasing "book direct" messaging or a unique selling point.TripAdvisor Display: This media buy will reach consumers in the travel planning process, on the largest travel research platform in the world. Banners should run on the destination pages for where the hotel is located, the property page of the hotel, and on competitor pages. If the hotel does not run banner ads on its profile page, another advertiser will showcase their ads in that placement.Native Ads: These ads will blend into the website, with editorial content speaking to the fact that the hotel is opening soon and boasting that the hotel is the new premier accommodation in the destination.Screenshot: Native Ad to increase awareness of spa and wellness amenities and drive interest and traffic to the wellness section of the resort's website.The first few months of running digital marketing for any new hotel will be a time of learning and constant optimizations as a hotel marketer will begin to understand the type of user who is engaging with their ads. They need to be open to running new initiatives, and recognize that while some initiatives are seemingly the same, the targeting and phased approach make them different.Launch Grand Opening: Revenue Driving Campaign In the last couple of months prior to opening, the foundation of brand education and unique selling points have been communicated to the target audience. Further, digital marketing initiatives are set up and optimized, (without overly high expectations for bookings if the booking window is too great, especially for a new hotel with no reviews).To give an extra push and build occupancy base to allow for greater revenue management strategies in the future, hoteliers need to craft a multichannel grand opening campaign that will be supported by an offer that is enticing--especially to the local or primary feeder markets. Some general best practices for crafting a multichannel campaign include:Building Customer PersonasDetermine the target audience and deep dive into their online behavior in order to reach more qualified audiences.Mapping the Path to PurchaseBased on marketing insights, map the path to purchase and determine key micro moments to reach customers at each touchpoint throughout the travel planning process.Determining Campaign MessagingBrainstorm and promote a cohesive campaign theme that will resonate with the audience and align with the brand voice.Launching Campaign InitiativesUtilize multi-channel, cross-device initiatives in tandem and determine initiative timing to reach and engage audiences across multiple touchpoints.Click here to read more about how hoteliers can jumpstart their direct bookings through multichannel campaigns.Through conversations and strategy sessions, a proactive digital marketing partner will present a multichannel campaign based off the best practices above about four months from the opening date. Hoteliers will need to allow about two months for strategically building the different marketing assets, as well as an Interactive Application that will serve as the focal point of the campaign and engage users.The launch of a multichannel campaign should take place at least two weeks prior to the opening date and run for an average duration of two weeks.Case Study: The Numbers Don't LieWith the recent opening of the next premier boutique hotel in New York City, LUMA Hotel Times Square and Hebs Digital collaborated to create a grand opening multichannel campaign with the goals of building awareness, generating revenue, and driving ADR.By following best practices and having accomplished all of the steps mentioned in this article, these hoteliers were able to garner a 1,812% ROI over a two-week time period. For a 130-room hotel with no brand awareness, with no reviews and entering a very competitive market, an 18:1 return is an excellent start.Additional highlights and successes from the Grand Opening Multichannel Campaign include:The grand opening rate generated 69% of total revenue during the time period.Leveraging an opening campaign strategy with no blackout dates helped build compression for future months and contributed to the rate type garnering a high LOS of 3.94.Users were able to easily complete a booking upon visiting the website, as illustrated by the website's 2.23% conversation rate - which is on par with benchmarks.In conclusion:Opening a hotel is no easy feat, but hoteliers on pre-opening teams need to have a well thought out digital strategy, and a strong investment in their digital presence in order to ensure success. Without the proper planning or launch of the right campaigns and initiatives, a new hotel will open with minimal occupancy and be reliant on the OTAs.To-do lists will overlap, the opening date will shift, and there will be times that hoteliers will not know what to do. The below table helps to outline the path needed in order to ensure success leading up to the opening of your hotel:Countdown to Opening Date9-12 months out: Align Brand | Determine Goals6-8 months out: Launch Teaser Mini-site | Launch Phase 1 Digital Marketing5 months out: Align Unique Selling Points | Create Special Offers4 months out: Determine Grand Opening Campaign3 months out: Launch Phase 2 Digital Marketing | Begin Building Grand Opening Campaign Assets2 weeks out: Launch Grand Opening Campaign | Optimize and continue running Phase 2 Initiatives
Independent hotels face a unique set of opportunities and challenges when it comes to developing and implementing their revenue strategy. The independent hotel doesn’t have the negotiating power or marketing budgets of multinational chain hotels, so they’re in a more vulnerable negotiating position with OTAs. There are also often issues with investing in and integrating new technology.
Hotelogix Blog 24 May 2017
Hotel industry runs on the essentials of proper management at every stage. All internal teams/departments need to find a cohesive way to work together to create the ideal experience for the guests. As you plan to expand your hotel business, the task of manual data organization and maintenance becomes even more time consuming and cumbersome. This is where an automated hotel booking system comes to your rescue. Moving to a hotel booking system provides hoteliers like you with a host of benefits that can improve efficiency and enable you to generate more revenue. Let’s see some of them.
Leeu Collection standardizes systems for its recently acquired Linthwaite House Hotel in the Lake District, UK
Xn protel 23 May 2017
Global hospitality management software company Xn protel Systems today announced the Linthwaite House Hotel, part of the Leeu Collection, is replacing its existing systems with protel SPE PMS and xnPOS Point of Sale systems. The PMS implementation includes integration to PABX, GDS/Web booking/Channel Manager, CRM, revenue management and the Leeu Collection's existing procurement platform. xnPOS also provides Linthwaite House with mobile options for handheld devices that will provide a better guest experience at the dining table.Linthwaite House is a luxurious 30-room boutique hotel situated on a hilltop overlooking Lake Windermere in the heart of England's Lake District. With its superb location and breathtaking views the property has been awarded 'Most Excellent Country House Hotel' by Johansens and placed in the top 200 hotels of the UK by the AA. Linthwaite House is the latest addition to the portfolio of Leeu Collection, the manifestation of founder Analjit Singh's vision for sophisticated escapes and unique travel experiences.protel SPE is an on-premise or hosted property management system for independents and smaller accommodation businesses. It is internationally proven, feature rich and trusted worldwide. It seamlessly connects to all major hotel systems to empower staff, increase profits and support the growing needs of a hotel business.xnPOS is an enterprise, full-service, cloud-hosted Point of Sale solution that enables single and multi-property hotel and food service outlets reduce operational complexity and provide a faster, more efficient service.Binish K Sinha, IT Manager, Leeu Collection said: "Our commitment to excellence is our highest priority and the right technology is vital to make sure we deliver the best guest service. We use protel throughout the Leeu Collection in South Africa, and implementing it at Linthwaite House will standardize our systems."Alan O'Riordan, MD UK and Europe, Xn protel Systems comments: "We are really pleased to be working with such a striking boutique hotel as Linthwaite House." Alan continues, "Our feature-rich, flexible, open systems provide the Leeu Collection with powerful support for all departmental activities and helps them strengthen the brand through the creation and delivery of exceptional, personalized guest experiences. This prestigious project provides more evidence that protel SPE remains the premier system for luxury independent properties."
So Many Hotel Software Systems, So Little Time: How to Choose the Best PMS for Your Needs and Budget
StayNTouch Inc. 23 May 2017
It's a jungle out there! The jungle of different hotel software solutions has grown very thick, and the competition between vendors on who has the best solution has hardened.In the vendor section of Hospitality Upgrades' online portal, there are 15 property management systems from which to choose. There are over 12 PMS providers displayed on the vendor directory of HospitalityNet's website. The hotel software systems listed on these leading sites are a mere drop in the ocean of property management systems available these days. According to many industry experts, there are over 100 solution providers that develop, sell and support PMS software systems considered to be at the epicenter of helping hoteliers run their hotels.So how can Owners, General Managers, and their respective teams determine which property management system is best suited to their unique operational and budgetary needs? There are many factors to consider during the decision-making process, and though some carry more weight than others, it can be an overwhelming decision to make. As the technological landscape evolves, it is important to evaluate whether it is necessary to find a system that mirrors exactly what your current PMS does. There are many new functionalities available in today's modern solutions that are more valuable than those that your legacy system can offer. On the other hand, if a hotelier does not see any requirement to advance the technological and service elements of their operation, then there is really no reason invest in a new system.Here are some highlights to help you navigate the journey.Every new system you invest in should be a cloud system The world has changed. Long gone are the days where we required a massive cold room on-property to house the primary software and hardware systems of a hotel. The advent of cloud computing has freed hoteliers to implement solutions that are to some extent future-proofed. Every innovative system being developed today is focused on offering the delivery of its platform using the cloud. The reason is quite simple. Cloud-based systems are more reliable, more flexible, more affordable, and have the capability to scale. Look for simple and intuitive integrations Older systems have their technological challenges. One of the greatest challenges these legacy systems face is that of integrating with other systems. As new products are developed, and guests demand more technological flexibility, trying to get these emerging solutions connected to older property systems becomes very complicated. The introduction of cloud systems breaks down these barriers whereby even if a hotelier wants to connect fresh and innovative platforms to their primary PMS, they can do so easily and with a minimal amount of friction. SaaS-based solutions offer better cost structure and ownership SaaS-based solutions come with low upfront costs because the platform providers take over the asset management portion, and therefore, this reduces the total cost of ownership. No hardware and no software to install makes the choice to move your hotel's principal technology to this delivery model very compelling. There are no lengthy contracts with SaaS products, and the updates that are so cumbersome with an on-property system are now automatic - and best of all - they are free as part of your service. The cost will always be an important component of the decision-making process. However, it should never be the primary decision criteria. Make sure that the solution marries itself nicely to your operations, and if it does, the payback will be seen in short order. Your Cloud PMS needs to enable access from anywhere, anytime The hotel industry is vibrant and always changing as are the roles of hoteliers and the frontline employees that service today's demanding guests. Hotel staff and executive teams cannot be limited to receiving information only when they are their desks. The capabilities of modern technologies and delivery methods now ensure that all the information a hotelier needs to not only run the hotel at its optimal effectiveness but also deliver amazing guest service is available on their mobile device. Look for features that prioritize communication and mobility. There are also operational efficiencies to be gained by being able to access the hotel PMS on a mobile device. For example, by using a tablet PMS, employees can build relationships with guests by completing the entire check-in process while escorting them to their room or by enabling housekeeping to place a special request on the fly while chatting with a guest in the hall. On many levels, mobile is now essential to the continued success of any hotel. Make sure the system providers offer their current clients a reliable customer service with 24/hour support. For most hoteliers, the main area of concern with a property management system is the delivery of unfailing support. It is imperative that any new system you are considering be bundled with 24/7/365 support along with reputable customer service. If you think about it, solutions providers should be held to the same high standards of service that a hotel guest expects from the hotel. We are all in the service industry, whether we are a front desk agent, a General Manager or the CEO of a company that develops and sells systems to hoteliers. We all need to commit to offering outstanding customer service - so make sure that you do reference checks on the service element of the software provider you are contemplating on purchasing. This will substantially reduce any future (costly) headaches.Of course, many other elements play a role in the decision to commit to a new property management system, but the items listed above are critical for hoteliers to ask of every software provider. The right solution partner must be up to speed on the current challenges facing the hospitality industry and fully prepared to address how future innovations will affect hotel operations.Making the right choice is never easy with so many vendors to choose from you really must do your homework. Investing in a new PMS is time-consuming, but implementing the right system for your hotel will take your operations, revenue, and service to the next level.
MyCheck Mobility Achieves Oracle Validated Integration with Oracle Hospitality's OPERA 5 Property System
MyCheck LLC 23 May 2017
New York -- MyCheck, a leading provider of mobile payment platform solutions and Gold level member of the Oracle PartnerNetwork (OPN), today announced it has achieved Oracle Validated Integration of its MyWallet and Front Desk Widget solutions with Oracle Hospitality's OPERA 5 Property System.To achieve Oracle Validated Integration, Oracle partners are required to meet a stringent set of requirements to ensure solutions successfully and reliably meet the needs and priorities of the customers. With MyWallet integrated to OPERA v5, as a "master" mobile wallet, MyWallet enables guests to store multiple payment types, plus traditional credit cards, debit cards and pre-paid cards. With the Front Desk Widget integrated to OPERA v5, guests can view their hotel reservations, choose a room type, upgrade room types, check in remotely, view the folio, check out remotely, and change their payment types on the fly."Achieving Oracle Validated Integration gives our customers confidence that the integration between MyCheck v1.2 and Oracle Hospitality's OPERA 5 Property System is functionally sound and performs as tested," said David Hicks, vice president, Worldwide ISV, OEM and Java Business Development, Oracle. "For solutions deployed on-premises, in the cloud, or both, Oracle Validated Integration applies a rigorous technical review and test process that helps to reduce deployment risk and improves the user experience of the partner's integrated offering.""MyCheck is honored to be an Oracle partner and expand upon our Gold Level partnership to obtain Validation Integration for our product line," said Shlomit Kugler, MyCheck CEO. "As a global company, we have the responsibility to connect with hardware and software solutions that bring about best practices for delivering frictionless customer experiences. MyCheck's recent Oracle Validated Integration further extends our commitment to the Oracle community and enables customers to easily reap the benefits of MyCheck. We look forward to leveraging the power of the Oracle Cloud to help us achieve our business goals."A key reason why hotels need to add a mobile payment platform with master digital wallet to their mobile apps is because it's what the next generation of traveler will demand. In the not-so-distant future, Millennials will only communicate via mobile device because they are unwilling to stand in lines for anything, including checking in/out and making face-to-face service requests. A mobile payment platform is removing lines from the hotel experience altogether. The technology is fast, simple and securely-featured; three criteria that Millennials and the Generation Z appreciate. Be mindful that Millennials already control 30 percent of gross income as compared with other generations, and by 2025, along with Generation Z, they are expected to control 47 percent of gross income.Consider these findings:By 2020, consumers in the U.S. and U.K. will make more purchases for goods and services via mobile phones than computers.In 2020, 46 percent of digital commerce will pass through a mobile device in the U.S. alone.Mobile payments are expected to reach $3 trillion worldwide by 2021.
By Dileep Sreedharan
Cyber attacks in the hotel industry are on the rise, and in particular, this year, there has been a series of high-profile data breaches affecting payment cards and guest data. Experts had already warned that the hotel industry would be the next big target for cybercriminals. Cyber criminals are releasing technology-focused malware such as MalumPoS that are designed to target systems running point of sale systems. The industry is also facing an unprecedented technology revolution that provides innovative solutions either to enhance the guest experience or to improve the operational efficiency of staffs. For the Hotel Yearbook, Jumeirah's Dileep Sreedharan provides a practical guide to security.
EyeforTravel 23 May 2017
Don't sell the seat at a discount even though there are 20 empty seatsDo not match the low corporate fare offered by a competitor to a major clientDo not raise fares despite a consistent 90% load factorDo not lower fares despite a consistent 65% load factorMost of the time, these actions are based on multi-level statistical analysis, trading off opportunity costs and actual costs, comparison of the probability of success across a range of solutions. Communicating such recommendations to the rest of the organisation, and to high-level executives, remains a key challenge for RM. Sales needs to know why RM is putting its biggest client at risk. Senior management needs to understand why financial losses pile up despite high load factors on a particular flight or market.At the EyeforTravel Smart Analytics conference in Atlanta, Kelly McGuire, Vice President, Advanced Analytics of Wyndham Destination Network, outlined some communication tips for RM organisations faced with a puzzle. She offered three suggestions namely to use business language, employ common metrics (focus on profitability and cite analogies (tell a story).Let us see how this would work with some of the common, somewhat puzzling, RM actions.PUZZLE 1: 65% load factor is optimal. Don't lower faresAcceptance of low load factors remains one of the more challenging RM actions. Why not sell more seats? Using McGuire's guide, I would offer:1. Business Language: Based on our analysis, offering a lower fare would cause existing customers to pay less. Expected dilution is not forecast to be offset by enough new passengers to be net positive. We are already offering a fare structure that includes low fares; few passengers are buying the lowest, heavily restricted fares but instead most are purchasing higher, less restricted fares.2. Common Metrics: A lower $10 per passenger would require 12 more passengers to breakeven on revenue, or a 15% increase in traffic - not something that is likely to happen in this tiny, business market. The market is more profitable by focusing on high fare traffic.3. Analogy: The market is essentially a niche market - we fly it to accommodate high fare demand. This is our 'Tiffany's' or 'Lexus'. We shouldn't discount this niche product.PUZZLE 2: We can't raise fares further even though we are consistently hitting a 95% load factorThe converse to the first unintuitive result is, on the surface, similarly illogical. Why can't you get another $1-$5 out of passengers if you are filling the plane at existing fares?1. Business Language: This market is full of the very lowest fares - we are competing on price alone here against multiple airlines with better schedules than we have. If we are not competitive with our competitors, even by $1-$5, we will lose passengers. Part of the reason for our high load factors is heavy reliance on non-refundable tickets (fully refundable business fares often experience higher no-show rates).2. Common Metrics: A $5 fare increase on our lowest fares would be expected to reduce demand by over 20%.3. Analogy: Our product in this market is a commodity, with price the main factor in customer decision-making.PUZZLE 3: Rejecting a large customer's request to match a competitor's fare is appropriateAnother common problem for RM is dealing with sales on retention of large, demanding corporate customers.1. Business Language: This large customer is one of many with a similar business profile and the fares it pays today are not out of line with its peers. We provide excellent service, something that no other carrier can match. Our experience is that:a. Rumours of a lower fare offered by a competitor often can't be backed upb. Even if the bid is real, the customer ultimately decides to stay with us 75% of the time2. Common Metrics: Dropping the fare will reduce revenue by a known $100,000 for this customer alone but if we were to do this for all customers in the same situation, the impact would grow to more than $1 million. Based on the 75% likelihood that we'll retain the customer anyway we expect to lose much less by holding the line.3. Analogy: Granting such an exception to standard pricing undermines the whole structure. Our corporate pricing structure is currently established based on measurable results; current pricing for this customer fits right into the existing framework. A request to give an exception to this customer threatens the whole structure.Sometimes, perhaps often, RM recommends an action that is not obvious on the surface or not obvious given the different perspectives, different metrics and different incentives across a broad organisation. RM needs to listen carefully to objections from the rest of the organisation and respond in easy-to-understand business terms.Tom Bacon has been in the business for 25 years, as an airline veteran and industry consultant in revenue optimisation. He leads audit teams for airline commercial activities including revenue management, scheduling and fleet planning. Questions? Email Tom or visit his website