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dskomorowsky

How Advanced Tech is Helping Hotels Humanize the Guest Experience - Skift - 0 views

  • One of the ways in which hotel brands can provide seamless experiences across multiple touchpoints is by ensuring that employees are empowered with the right guest management solutions that leverage a combination of technologies such as artificial intelligence (AI), deep analytics, and customer relationship management software integrations.
  • Being able to communicate with customers using their preferred channel is also becoming increasingly important. Two-thirds of consumers in Salesforce’s survey said that they prefer to communicate through email, text, or chat.
  • For example, if a particular guest has visited the spa during every hotel stay, built-in AI capabilities will recommend a complimentary spa service for this guest. A relevant offer like this will have a much better impact on the guest experience than something that the hotel guest will not use,”
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  • “Hotels need to leverage data to offer excellent customer service. Therefore, using technology platforms that facilitate faster decision-making, transform raw data into actionable insights, and provide a better understanding of a traveler’s needs and wants are essential to success.”
  • These dynamic profiles are constantly being enhanced as hotels learn more about their customers’ needs, which enable them to not only offer personalized recommendations, but also contextualize service recovery efforts
  • In today’s digital-first era, experiences with a human touch differentiate good experiences from great experiences,” said Jacqueline Nunley,
  • As hospitality brands grow and expand, they are faced with the challenge of making sure that scaling up doesn’t compromise the personal customer experience and the human touch being offered.
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    This article speaks to importance of consumers to have seamless experiences with Hotels through their entire journey. It speaks to the need for data driven management that integrates multiple sources to afford the tools to the front line to contextualize recovery, offer solutions and to communicate with guests by their preferred channel of communication. It cites the example of Marriott and Salesforce partnership and how the implementation is approaching the guest experience through multiple touch points through the deployment of guest management solutions that leverage AI, CRM and analytics to make interactions meaningful, relevant and human.
anonymous

How the Restaurant Point of Sale Is Solving the Problems of Restaurant Management - 0 views

  • The traditional POS also called the legacy POS could generate a Kitchen Order Ticket (KOT) that got orders to the kitchen in a systematic manner.
  • They provided customers with error-free bill receipts against orders including the tax so that guests could see and verify what they had precisely ordered and the total cost of the meal.
  • Restaurant owners could calculate how much should stay in the cash register and how much money should go to the bank.
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  • Today, agile cloud-based Point of Sale software, also called as Software-as-a-Service (SaaS) store data on remote servers and make information accessible online 24/
  • There was also a significant risk of losing all the customer data that was stored on a local server.
  • The traditional POS system couldn’t process credit cards, and hence they needed to be processed over the phone.
  • Guests no longer need to accompany the server to swipe their credit card on EDC machine kept at the front office/reception desk and return to the table.
  • Restaurateurs can track and manage their raw material and stock in the kitchen in a flash instead of spending countless hours on manual calculations
  • A restaurant owner need not be physically present to make sure that his restaurant is running smoothly.
  • POS integration allows the orders to get automatically accepted into the POS, instead of manual entering of the online orders.
  • Now, bill generation and payment can be done via mobile phones and guests can settle their bill as soon as they have finished eating, speeding up the bill settlement process
  • With CRM integration, the Point Of Sale software for restaurants can acquire customer feedback, analyze and generate reports based on customer behavior
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    The POS system is saving time by reducing the amount of times that a server visits the main terminal It also assists management with keeping tracking of its inventory. An example of some of the new innovations with POS software is online ordering, online payment integration, and increased customer engagement.
jorgeegutivav

POS Integration Becoming a Must-Have | Hospitality Magazine (HT) - 0 views

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    This article discusses how POS integration in the workplace is becoming the caveat of restaurant management everywhere as increases in efficiency, documentation, and CRM capabilities are essentially guaranteed. Having multiple systems connected and share information improves all facets of a restaurant operation, however, as it has been for years the upfront costs of such integration is high and discouraging.
aflor094

Trends in Point of Sale - 1 views

  • adio Frequency Identification (RFID1) Devices – These devices allow speedy payment processing. Consequently, they reduce checkout time and the ease of payment often increases average purchase. Depending upon the level of sophistication, some systems can even transmit loyalty and CRM data. Such systems are especially useful for QSR and, indeed, some restaurants have already started using them.
  • Wireless Devices/Mobile POS – When these were introduced, they were not very popular. Line of sight was an important issue and, more often that not, servers were busy looking at their handheld screens as opposed to focusing on their guests. The net result was handheld terminals stayed away for a while.
  • Like hotels, restaurants have access to a wealth of data about their customers, which can be collected and put to good use. For example, data can be used to track customer preferences and buying habits for frequent diner programs and other loyalty offerings. It can also be used for effective and customized service delivery. In addition, DRM has a highly complementary value for the lodging industry, where customer behaviors and preferences are already tracked. Challenges for restaurants include how to store and use customer information on the front line.
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  • Colors intuitively reflect a room’s status. We see the same in restaurants today – different colors for vacant, occupied and vacant not cleaned. Tracking status and orders for each table enables faster table turns and better service. In addition, linking to the frequent diner database can enable customized service. More obviously, these systems link to pager systems and reduce table wait times, which lead to happy customers and more profits.
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    The articles talks about trends in Point of Sale systems, with new software and devices that offers more options such as mobile use, customer preference tracing, and table management.
kmert005

Best POS Systems for 2020 - 1 views

  • complete back-office solution built into the software
  • works with all major credit card processors and POS equipment.
  • iPad POS system for midsize and large restaurants.
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  • it comes with back-end features like reports, built-in CRM software, a timeclock with payroll exporting, offline mode and web orders.
  • iPad POS solution for bars, restaurants, retail shops and professional service providers.
  • prefer a Windows-based POS system
  • cloud-based POS system for independent retailers as well as those with multiple locations, such as chains, franchises and buying groups
  • accounting programs, property management systems, gaming and casino systems, and liquor dispensing systems
  • an inventory database, e-commerce solutions, a built-in timeclock and 24/7 customer support.
  • s, Cake has table and guest management features such as reservation and waitlist management as well as a mobile solution, OrderPad, that helps your staff take orders and payments quickly. Cake is cloud-based and provides 24/7 support.
  • inventory, purchase orders, loyalty programs, gift cards, reports and multi-store management.
  • It has a built-in timeclock and accounting system. Its restaurant-specific features include reservations, table and delivery management tools, and a kitchen display system.
  • Features include inventory management, sales analytics, digital receipts and loyalty programs.
  • employee management, inventory, and reporting tools. It also has an app marketplace and its own API, giving you plenty of options to fully customize the software. The company offers 24/7 phone support.
  • It supports omnichannel sales and has tools for inventory management, tiered pricing, purchase ordering, analytics, and email marketing and customer loyalty programs.
  • like stadiums and theme parks.
  • quick-service and fast casual eateries
  • he company partners with software vendors, system integrators and value-added resellers in many industries, including retail, healthcare, hospitality, kiosk, gaming and manufacturing.
  • Features include appointment scheduling, employee management, inventory tracking, integrated payment processing, and gift card and loyalty programs.
  • It also has multiple customer support resources, including free 24/7 phone and email support, live chat, and community forums.
  • ERP company that offers both retail and restaurant POS software that you can use as an on-premises system or as a web-based platform that you can access from a browser on any computer, tablet, or phone.
  • Clover has its own API, so your developers can create custom integrations if needed.
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    This article presents suggestions on POS selection for companies sized from small to large. I found this article really interesting and reiterates that the selection of the POS is going to be based on company needs/culture. Their research was extensive and conducted market research repeatedly, before suggestions were made. It also touched on the different pricing options, in addition to any special features the POS may offer.
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    This article talks about the best POS systems for 2020. What I found interesting is that the majority of these systems are cloud-based and offer integrated information services for a variety of industries, not just hospitality. A lot of the systems also are ipad based and work well with third-party POS hardware. They also have automated payment options integrated, for people who like to process payments electronically (i.e. Apple Pay). I think its important to know about these POS systems and what they can accomplish for hospitality companies.
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    In this article, they talk about the best pos systems to use for 2020. They list each pos system name and then summarize the benefits and give a full review. The first system they talk about is lightspeed, which Ipad pos system has solutions for retail stores, restaurants, and online businesses. It's fully mobile, so you can check inventory from anywhere in the store, show customers product images and descriptions, and ring up orders and accept payments on the sales floor or, for restaurants, tableside. The next system is Vend that has real-time reports, inventory management features, and access to various integrations that can help you run your business, save time, and boost sales. This POS software is suitable for nearly every type of retailer. Whether you run a clothing store, a sporting goods store, or a specialty service-based business such as a car wash or computer shop, Vend has the features you need. Touch Bistro is a simple and affordable POS system that focuses on the unique needs of restaurant owners, with tables, reservations, and delivery management features. It's suitable for all types of food establishments - fine dining, casual eateries, cafes, pubs, food trucks, and more. Lastly, there is eposnow has both retail and hospitality versions of the software are available, each with a robust selection of features to help you run your business. It also has more than 80 integrations, so you can add extra capabilities and connect to the business programs you already use.
sbarr011

Using data mining and analytics to your hotel's advantage - eHotelier - 3 views

  • Hire a well-trained staff and a knowledgeable IT manager.
  • Refine the process.
  • . Demand timely output
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  • . Select the appropriate tools for analysis and prediction
  • Collect data to support the models.
  • Build segmentation and predictive models.
  • Match your IT priorities with a skilled provider
  • Over the next decade, an evolution is predicted such that more attention is paid to data mining, both the onsite experience and customers social media profiles in order to integrate them into CRM activity and better target marketing communications, offers and rewards.
  • Data mining involves a continuous cycle of inputs and outputs based on models that must be modified and refined as conditions change in the competitive environment.
  • The hospitality industry is known as a highly customer-centered business and accumulates large amounts of customer data from central reservation systems (CRS), property management system (PMS), point-of-sale (POS), and guest loyalty program databases. Therefore, data mining application can play a huge role in the hospitality industry by assisting managers formulate marketing strategies, enhance guest experiences, increase retention and loyalty and ultimately, maximize profits.
  • Deviation detection
  • Clustering
  • Classification
  • Once data-mining is properly managed, the tasks performed can be grouped into five categories
  • Without data mining, valuable marketing insights about customers’ characteristics and purchase patterns may remain largely untapped. Success or failure often depends not only on how well you are able to collect data but also on how well you are able to convert this data set into knowledge that will help you better manage your business.
  • Forecasting
  • Association
  • Association
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    This article discusses the use of data mining and analytic techniques to create a competitive edge for companies in the hotel industry. Hotel companies are a customer centered business which accumulate large amounts of data on customers from various databases. Implementing a data mining system will improve profits, loyalty and retention and enhance guest experiences by helping the marketing and management teams create focused policies. The article discusses seven guidelines that create appropriate use of data mining technology. These guidelines include synching your IT infrastructure with the right data experts. Also, creating accurate segmentation and predictive models of the customers information or profile. As well as gathering the correct data for use in the system's models. Also utilizing the proper methods to collect and sort relevant data. Another important guideline is to have a speedy turnaround of the data. Also, continuous improvement is important find better ways to implement the processes. The final guideline mentioned is to find the proper IT employees to manage the data. The article proceeds to discuss five categories to utilize the information. These are classification, clustering, deviation detection, association and forecasting. The article predicts that over the next ten years there will be more attention paid to data mining to improve the guest experience and focus marketing initiatives. Data mining will be a critical tool to understand and utilize customers behaviors and patterns.
allisonweets

Tablets replacing paper menus in restaurants - a long-term trend or too problematic? | ... - 0 views

  • This trend is in market from mid-2011 onwards (use-case discussions started as soon as the first iPad was released in 2010) and its gaining momentum now.
  • Customers will be able to browse the food menu and place their order which eventually gets posted in the kitchen display console. That’s the core functionality.
  • Customize:
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  • Visualize:
  • Engage (and Earn):
  • Ability for restaurants to do focused campaigns and cross-selling to customer by knowing the customer buying pattern, interests, wishlist.
  • Ability for restaurant owners to do predictive analysis on the number of guests to expect and what food items (also quantity) they are likely to order.
  • Credit card security.
  • High capex.
  • Breakage.
  • Extensive use of technology everywhere.
  • Risk of replacing human with techno-machine.
  • Theft of the tablet.
  • The transactions and customer data (from tablet) should be integrated to the existing restaurant systems like POS, CRM, Analytics software etc which attracts additional cost and time.
  • tablet-based menus are a good change in the restaurant industry. But, replacing the entire waiter crew with only tablets is going to haunt the restaurant. We predict that a mix of both is going to work in the restaurant industry.
  • Restaurants need to take a calculated (risky) call to adopt this trend by considering the ROI and all merits and demerits the technology attracts.
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    For several years, tablets/eMenus have been rising in popularity within dining establishments as a way to increase efficiency and revenue for the establishment. Customers are able to view the menu in it's entirety along with pictures of each item, allowing the customer to view exactly what they are ordering. This could potentially decrease the amount of orders sent back to the kitchen and decrease food waste, thus minimizing loss of revenue. Although this developing technology has many advantages, there are a few disadvantages that management must consider before implementing these systems. Credit card security, risk of replacing wait staff/jobs, and potential theft of the system being a few.
anonymous

Hospitality Upgrade | Property Groups Leverage Maestro PMS's Sophistication at Award Wi... - 0 views

  • The same property management software (PMS) and the same central reservations and other systems let operators have one central reservations office, standardized data formats, and a consistent staff training program. Maestro works well for multi-property management companies that have independents in their portfolio.
  • Its branded portfolio is primarily select-service brands from Marriott International, Hilton and InterContinental Hotels Group. Its independent portfolio includes full-service hotels and luxury properties with the distinction of earning the Preferred Hotels designation and Condé Nast awards. 
  • We first implemented Maestro at Olympia’s independents
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  • Our decision was based on our requirement for a cloud platform that would easily interface with our integration partners,”
  • Today we have five properties on Maestro.
  • Maestro is the most flexible and responsive provider our team has worked with
  • Maestro hosts its five cloud systems and supports all our interfaces remotely.”
  • Maestro is a solid PMS platform used by many independent hotel groups
  • Independent properties rely on Maestro to communicate with a wide variety of tech partner systems that include the Silverware F&B POS, Elavon Fusebox credit card payment processing, call accounting, electronic key systems, voice mail and PBX systems, the ALICE app operations platform, Revinate CRM, IDEAS RMS, and Maestro’s ResWave direct booking engine. Maestro simplifies interface deployment thanks to its Genomi open API that supports deeper capabilities for complementary 3rd party system additions.  
  • Reliable 24/7 real-time system support is also a must for independent operators that do not have a ‘brand tech safety net.
  • ’  Maestro’s award-winning Diamond Plus Support is North American-based and always ready to help
  • The Maestro Property Management System delivers flexible and scalable deployment options with an identical full-featured web browser or windows solution available in the cloud or on premise
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    Maestro is the future of PMS in hotels! This cloud based system allows hotels with multiple properties to be fully integrated with one another. Hotel chains like Marriott International, Hilton, and InterContinental hotel groups are among of Maestro's customers. Hotels rave about Maestro flexibility, 24/7 support, and excellent customer service.
alexsolano36

Oracle Hospitality's New Boss Sees Gaps in Its Hotel Tech Portfolio - Skift - 0 views

  • Oracle’s signature product is its hotel property management system, or PMS. This is a central database that keeps a master record on guest data.
  • 16 percent share of available hotel rooms globa
  • A wave of smaller rivals have been wooing hoteliers to cloud-based services billed via a subscription. Some say Oracle Hospitality has been slow to adopt that model because it cannibalizes its profitable sales of hardware and upfront license fees.
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  • Oracle Hospitality needs a better offering to address distribution issues
  • how a hotel company gets its inventory onto the right point-of-purchase at an optimal price with technology that doesn’t need heavy amounts of integration and that has real-time synchronization of data.”
  • taking real-time rates and inventory and putting more information behind them
  • o make their brand stand out, rather than sell rooms by lowest price.
  • But there’s an opportunity to embed more CRM capability inside our applications.
  • cloud, reference-ability, and growth
  • Less than 15 percent of Oracle Hospitality’s customers, such as hotels and restaurants, have some sort of cloud product from Oracle
  • adding features and functions.
  • Complaints about service and customer support abound
  • teroperability with other hotel tech systems
  • end-to-end ownership of a customer’s experience,
  • Protel is the largest rival and appears to be faster at adopting the cloud and new ways of exchanging data with hotel tech vendors.
  • agile, innovative, and competitive.”
  • Similarly, some hospitality technology brands have acquired or developed property management system technology
  • A.I. [artificial intelligence], which we means we can give hoteliers chatbot technology and data analytics and the best-available security.”
  • For example, it has approached revenue management software companies to do pilot tests. Oracle streamlined the technical integration work for faster onboarding, Alt said.
  • Oracle Hospitality has needed to look to the wider market for growth.
  • SynXis, a booking engine that hotels can add to their website or app. Tens of thousands of small groups and independents use it.
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    This article talks about how Oracle has hired a new CEO who is trying to grow their hotel property management system (PMS). It currently has a 16% share of available hotel rooms globally. However, the article talks about how Oracle is facing competitors who are adopting cloud-based services with subscription models. Oracle is hesitant to do so because company executives believe that it will affect their hardware sales and upfront license fees. Oracle's customers also complain about the lack of integrating ability of their programs with other existing programs. The CEO says it is a priority that they improve on this but denies that there is a prevalent existing problem. The article talks about one of their competitors, Protel, which is actively using the cloud in its programs. Protel has become very popular because its open to integrating the cloud in their systems, along with other start-ups that have been successful as well. The CEO seems determined to defend the company and not admit it's defects. He won't even say he's turning the company around. He simply says that he is continuing to implement the same priorities that Oracle had before. This seems a little ignorant. But it was cool to examine how PMS systems with cloud integration have become increasingly popular in the hospitality industry.
lavendersheshe

Linga Brings Latest Cloud Restaurant and Retail Operating System to Hotels Around the G... - 0 views

  • Linga has announced that its flagship product, the Linga rOS (restaurant and retail operating system), will now share its premium set of enterprise features with hotel properties using Oracle's OPERA PMS or Micros' Fidelio PMS. Enterprise features like its award-winning point of sales, mobile ordering, loyalty programs, employee scheduling, text alerts, self-order kiosks, central kitchen management, payment processing, inventory management, among others, will function seamlessly on the two leading property management systems.
    • lavendersheshe
       
      OPERA and Micros Fidelio PMS are very popular and well known property management systems used by hotels. Linga has created a system that can complement food and beverage operations in a hotel to the experience of a customer much more valuable.
  • "The goal of integrating Linga rOS with two of the largest and most-used hotel and resort management platforms was to offer solutions that made managing a hotel/restaurant business easier, faster, and more efficient for guests and staff.
    • lavendersheshe
       
      Integration of these two systems can help staff be more helpful with guests. for example, making and managing reservations, ordering food, gathering more information on guest preferences etc.
  • Integrating with Linga provides hotels and resorts with a cloud-based restaurant operating system that includes workflow and business automation, real-time data, and connections to powerful hubs for CRM, human capital management, inventory, finance, and more
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    Linga is a B2B software company that introduced a new product called LingaROS which is a restaurant or retail operating system. This system includes premium features that integrate the hotels property management system (OPERA) with the restaurants and retail stores within the property. This software aims at improving the guest experience and increase efficiency in operations.
rderonville

How Top-Performing Hotels and Resorts Optimize the Guest Experience - 1 views

  • GEM is a long-term, multi-pronged initiative that encompasses virtually all aspects of a property. Having the right technology infrastructure is critical.
  • In the end, GEM is a strategic undertaking. It is as much a set of guiding principles as it is a set of technology solutions.
  • PMS upgrades account for the largest portion of the budget for hotel technology investments.
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  • Ideally, a PMS would also integrate with sales and marketing campaign solutions, which may be managed through a CRM system, as well as guest loyalty management and rewards solutions.
  • Specialized standalone solutions and PMS modules designed to manage specific hotel facilities and departments also play an instrumental role in influencing the guest experience
natashacastro

Keeping up with technology in accounting | Accounting Today - 0 views

  • technology is automating and streamlining accountants’ work, even as the tools themselves grow more integrated and more useful, according to industry experts from the CPA Consultants’ Alliance.
  • For the other major components of the traditional accounting practice – accounting and auditing – the impact of technology is often felt more at the level of the grunt work that bookkeepers and auditors slog through
  • One trend would be the centralization of data so that it’s run on servers, and rather than checking out binders and working out in the field, all the work is done on the servers.
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  • “Automation is the big word here,” Hostetler said. “More and more, the A&A side of firms is becoming more and more automated
  • “We’re seeing firms really focus on integration of software so the data is being provided to the marketing and business development professionals that are charged with growing the firm, so it’s getting into CRM systems, and they’re building special integrations to allow all the information to come together.”
jmore044

How To Keep The Heart Of Your Hotel Beating | By Margaret Ady - Hospitality Net - 0 views

  • Technology is the beating heart of the hotel. Without a PMS, how would we even begin to serve guests? Without distribution channels, how would guests book rooms? Without a CRM, how would we create loyalty? Right now, most hotels get away with disorganized technology, because they've had no choice. Legacy systems haven't meshed with new cloud-based systems and a patchwork of different technologies for different purposes have been cobbled together. As with cooking, everything works better when all the moving pieces work together because no one tool does everything on its own.
  • different systems that must integrate in order to keep a hotel running. And the biggest problem is that they rely on one another, but they don't play well. They don't integrate, at least not with ease. We have each of these systems with its own data, and one system's data isn't talking to another system's data without complicated intervention. It's a mess.
  • The ramifications of a fully integrated tech stack are many. Creating custom applications becomes a possibility because integration is no longer a setback. Guest outreach can be personalized (for real this time). Service levels can be improved—and monetized
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  • Further, the benefits of a tech ecosystem of this nature include consistent data security and faster communication between technologies.
  • We are at a critical juncture in the hotel industry, one that requires that our growing number of technologies begin working together seamlessly, that our essential tools are aligned. The beating heart of hotels depends on our redefining the way we organize our technology in a way that we can successfully build upon.
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    This article captured my intrigue in that it effectively compared Julia Child's words in the kitchen being the heart of a home, and how an organized kitchen allows for the operations to run smoothly. In a hotel alike, the heart of the hotel is technology and it is important to keep the heart beating by running efficient, interfaced, and integrated systems. Moreover, this is the reason service lags in the hospitality industry - because we continue to run on a myriad of systems that do not work well with one another. Should we begin investing in systems that sync and run well with one another, service and efficiency would improve.
nadiatc

When ERP Goes To The Cloud, You Know Things Are Getting Serious - 1 views

  • ERP — which encompasses financials, human resources, CRM, production and procurement — is the enterprise
  • we are seeing a lot more desire from the end user community to take on cloud ERP as an entirely complete solution, or as discreet bits of functionality
  • 27% already were deploying their financials within a private cloud as of last year, and 12% were using public cloud services. Another 28% had their human resources and benefits functions in a private cloud, 22% were using public cloud. Eight percent and five percent were using private and public cloud, respectively, for supply chain and demand planning
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  • “There is a requirement for integration of data in and data out. Integration and security and things such as a the data model and data cleanliness is also going to be part of the decision criteria.”
  • Systems of differentiation and systems of innovation are more amenable to change, are the more likely candidates for cloud ERP implementation.
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    Enterprise resource planning (ERP) systems were once referred to as manufacturing requirement planning (MRP) and were mostly comprised of supply ordering functions, but now consist of companyy-wide functions, such as finance/accounting, and even human resources compenents.  (Source: http://www.businessdictionary.com/definition/enterprise-resource-planning-ERP.html) This article discusses the leap ERP are taking to cloud-based software and the implications to consider.  This trend means that even small- to medium-sized business can have an ERP software to run their business, instead of (due to high cost associated with it) just large corporations.  Many are finding it beneficial, especially because it's customizable.  A business can choose which components they want or need the most instead of having to take on ones that wouldn't benefit them.  Although it's not as high a cost, it's still a cost, and the writer warns to consider business needs carefully before making the leap, giving extra considerations to the fact going fully Web-based is a security concern for any business. 
smgarcia

Hospitality Social Media Marketing News - September 19, 2019 Issue - 0 views

  • Users will now be able to clear their off-Facebook activity from being stored in the platform’s database, which includes what Facebook’s conversion pixel is tracking on your site.
  • If users start removing their off-Facebook activity from the databases, it will impact our ability to retarget to them accurately.
  • on-platform activity will become more important, so take advantage of video retargeting, engagement retargeting, and lead form retargeting to show relevant ads to potential guests.
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  • In an attempt to clarify the language they’re using to explain the privacy of groups, Facebook has changed group classifications.
  • Facebook groups centered around your hotel or resort are a great way to engage your guests.
  • it’s a good idea to double check that your privacy and visibility settings are where you want them to be.
  • Facebook Announces New Messenger Interactions for Businesses 
  • Pages can integrate Messenger with their CRM to move guests through the sales funnel, all while setting up more automated processes in the messaging platform to better engage and qualify guests.
  • Integrated appointment booking in Messenger
  • Businesses will soon need to respond to users within 24 hours with standard messaging. This puts an emphasis on the requirement for faster customer service. 
  • Both Messenger features are opening up stronger opportunities to better communicate with potential and existing guests to offer them better service faster.
  • The 24-hour requirement can feel overwhelming, but it’s a good one to follow even if Facebook didn’t set up this rule, as it will keep your guests happy and your inbox clear.
  • Twitter is working on a small test that will allow users to follow “interest topics,” the same way that they can currently follow accounts.
  • allowing users to see content they’re interested in even if it’s coming from accounts they don’t follow yet.
  • Travel is an interest many people share, and if so, this could be a valuable opportunity to connect with more guests by sharing great content even if they aren’t following you yet.
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    Social media is an ever-increasing platform for marketing a business. New features on Facebook and Twitter allow for easier interaction between a business and potential consumers. Marketing managers need to know how to best utilize these tools to optimize ROI for their companies by responding to messages quickly and tagging all content.
Olivier

Top 10 Benefits Of Investing In Event Management Software - 0 views

  • Event Management Software is an all-in-one approach designed technology that automates all of the activities from registration to event analytics; also, from developing tickets and sending invites to developing an event app and event websites.
  • An event control and automation platform simplify the operations of company event groups
  • Event Management comes prepared with equipment for collaboration, CRM, website design, onsite operations, reporting and analytics, payment alternatives, and promotions.
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  • The nice part of a web event control machine is that the entirety is stored on secured servers, including all the facts amassed
  • Some event control software program help you from planning to promotion to online registration, ticket payment and to post-event assessment. Tools for event control, event marketing, and analytics reporting and survey mechanism.
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    An article summarizing the 10 benefits to invest in an Event Planning Software. The event scene can be very big and the process to implement and develop an event can comes with a lots of requierements and steps. These type of software will allow an event manager to plan and excute better his organisation in a proper timely manner with data at his disposal on real time.
smgarcia

Video Conferencing Event Management Keeps You in Control - VC Daily - 0 views

  • the job requires you to be onsite, in-person, and everywhere all the time. Dozens of stakeholders need your attention and few, if any, share a location.
  • That’s why video conferencing event management is for you.
  • you can give people their personal facetime and supervise their progress
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  • You can even inspect the site of your next sales event halfway across the country
  • You can’t be in two places at once, but with video conferencing event management you can be in six successive locations without leaving your office.
  • Your video conferencing salvation resides in the cloud–the same cloud computing you’re probably already using to access project and event management software
  • all your varied information is stored in one location and accessible from all your devices
  • in place of your CRM, provisional schedules, marketing collateral, and venue plans, is a single video conferencing portal you can use from your desktop, smartphone, or tablet.
  • this cloud-based meeting platform can be integrated into your everyday workflows.
  • With the right video vendor, you can move from a spreadsheet to email to internal video call to phone call and on to a client face-to-face sit-down with all the effort it takes to click between browser windows.
  • The goal is that every contact you make with both the internal and external elements of your working life become channels within the same workflow.
  • All the data you collect on a client, all the information you have about venue capacities, all the voice of the customer lessons you’ve ever learned are stored and analyzed here as well.
  • you can combine all your existing event management needs with a digital communications arm that lets you turn that knowledge into a flexible and persuasive way of keeping all your stakeholders happy.
  • Since you’re now traveling by video, the three back-to-back meetings you have with stakeholders across the city don’t involve leaving the office, which gives you time for a quick pre-meeting huddle room catch-up with your marketing team.
  • You can even remain at your desk to join the call, while your team in another part of the building meets together in the huddle room. Your notes from this meeting can be pinned to the project file for your upcoming external face-to-face, along with all the relevant data from your integrated event management app.
  • At all times, you can be adding notes to each respective file, sending chat messages to your team, taking photos and recording video, and presenting multimedia examples of some event planning do’s and don’ts.
  • You can’t be in two places at once, but with video conferencing event management, your entire working life can be based in the same platform.
  •  
    Video conferencing is making event management that much easier. Not only does it make meeting to make final decisions and plans regarding an event more convenient, but video conferencing can also be used within an event for out of town participants. In a digital age, apps that can bundle all the facets of planning with meetings is a competitive edge.
brianamfernandez10

10 Best Event Management Software: Comparison of Popular Tools - Financesonline.com - 1 views

  • In fact, in an etouches research, 42% of subjects admitted technology is challenging to adopt in their business.
  • Tracking tasks for various events can be complicated and confusing. monday.com can help you create a structure and organize these tasks according to priorities, importance, and projects.
  • is an open API, cloud-based platform for event organizers and attendees alike. It lets the former plan and manage events while communicating with their attendees, all from one platform.
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  • makes event planning and ticketing as hassle-free as possible. Once you’ve signed up, you can create an event page where tickets can be bought and guest details can be collected.
  • You can create a seating chart for your chosen venue so guests can select their seats before purchasing their tickets. Moreover, you can offer multiple levels of pricing and easily adjust prices as needed.
  • There are tools for event registration, listing design, ticketing, promotion, fundraising, payments, and more.
  • You can even use social media sites, such as Facebook, for your campaign. Progress can be tracked in real-time, so you’re always updated about the event’s attendees and financial details.
  • Cvent is a comprehensive solution that is resilient to the needs of organizers by industry, role, and even as third-party planners. It has a unique tool, among others, for searching the most cost-effective venue for your event.
  • it offers a mobile app that allows them to send inquiries, book events anytime through the booking widget, or plan events
  • Gather is a cloud-hosted event management platform that works well for businesses of all sizes that are looking to organize any event
  • For freelance planners, this ability lends to them a professional look that justifies higher consultation fees.
  • There’s an analytical feature as well to provide you with deep insights into how your event has fared.
  • Bizzabo comes with a mobile app as well to ensure that managers and staff members can do their jobs on the go.
  • Still, it has an international edition for US and UK events and practically anywhere in the world where there is an internet connection. It has a free app for free events like networking nights.
  • It’s a separate offer that lets you sort people by profession, age, region, and other metrics.
  • Eventzilla excels in pre- and on-site registration and ticketing and deserves a rank in our best 10 event management software list for its downright intuitive yet straightforward functionality.
  • Eventzilla also integrates with top-tiered secure payment channels PayPal, Stripe, Braintree, and Authorize.net. And there’s a post-event survey tool to help you measure your success rate, to improve recurring events continuously.
  • You can also customize the UI to your branding, link it to a payment processor including PayPal and major credit cards, and generate e-tickets that can be scanned on-site.
  • analytics, discount codes, mobile access, and multi-currency, and multi-lingual support.
  •  
    This article goes into detail about the top 10 used Event Management technology systems, going over all of the different features that each offers and how they can be applied to events within the company. It gives a lot of insight on how they are used across the world, and shows that every company big or small has a need to use one of these systems when dealing with events. Without a technological system being incorporated when planing events of any size; it is crucial to have a reliable system to ensure everything is organized.
  •  
    This article is extremely insightful and provides the top technological resources used in event management. These systems are important whether you have a small or large company because they track data and is a great organizational tool.
marble_bird

CloudBasedvsDesktopBased_PMSHotels.pdf - 0 views

shared by marble_bird on 09 Jul 20 - No Cached
  • Even though keeping up with the modern developments in IT sector is crucial for the success and competitiveness of a hotel, it is usually very hard for new technologies to be accepted and implemented.
  • On the example of hotel property management system (PMS) and comparison between features of its older desktop-version and new web-based programs, this research aims at finding out at which stage and how effective is usage of cloud technology in hotels.
  • Constant innovation in hardware, software, and network developments and applications means that only dynamic organizations that can respond efficiently and effectively to these innovations, will be able to outperform their competitors and maintain their long-term prosperity.
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  • It is crucial for tourism and hospitality practitioners to proactively incorporate new technologies into their businesses as these will improve service quality and differentiate their products and services.
  • In order to be able to follow the increasing guests' requests for qualitative services, it is mandatory for hotel management to constantly work on improving its functions and operations. For this it is necessary to keep track of innovations in sectors outside the hospitality, like IT sector that works on creating, developing and introducing new technologies
  • Hospitality is one of targeted sector that is considered appropriate for application of cloud technologies and services. Hotel Management System or widely known as Property Management System (PMS) is one of the system where IT practitioners saw the chance for improvement by ''moving it to the cloud''.
  • Hotels will be forced to upgrade their current systems so that they can respond to various and changeable guests' habits and requirements. However, until today, there was not enough academic papers related to usage of cloud technology in hospitality industry even though this sector is under continuous changes caused by usage of new technologies which made search, evaluation and payment of the hotel rooms easier than ever.
  • After comparing the two groups of hotels, from which one was using desktop PMS and other group cloud- based PMS, the results of the research were derived and presented. In conclusion of the paper, challenges with which the hotels are facing and which affect their decision of starting to use cloud- based technology as well as recommendation for future work will be discussed.
  • As stated by the Sharif (2010), cloud computing is the latest technology that is being introduced by the IT industry as the next (potential) revolution to change how the internet and information systems operate. The term “cloud” was probably inspired by IT text books’ illustrations which depicted remote environments (the Internet) as cloud images in order to conceal the complexity that lies behind them (Sultan,2010).
  • The goal of a new computing world is to develop software for millions to consume by easily accessing it over a network. Cloud service providers are making profit by charging consumers for accessing these services.
  • Products offered via this mode include the remote delivery (through the Internet) of a full computer infrastructure (e.g., virtual computers, servers, storage devices, etc.); the building blocks of an IT enterprise.
  • Services provided in this category include CPU processing on demand, virtual Web hosting, and storage on demand. The most notable vendors are Amazon’s EC2, GoGrid’s Cloud Servers, and Joyent.
  • With cloud computing, services and applications that were managed locally in the past requiring hardware, operating systems, web servers, as well as teams of network, database and system management experts are now provided remotely by cloud providers under this layer.
  • Cloud computing services can be adopted by firms in three different forms (Goscinski and Brock, 2010):
  • Public clouds - online applications that are open to everyone for free, such as Google
  • Private clouds - involves firms deploying key enabling technologies, such as virtualization and multi-tenant applications, to create their own private cloud database
  • Hybrid clouds - mix of the previous two types that are emerging with the intention of providing clients with a level of “control” over their resources
  • The cloud offers enterprises the option of scalability without the financial commitments required for infrastructure purchase and maintenance.
  • Reallocating information management operational activities to the cloud offers businesses a unique opportunity to focus efforts on innovation and research and development. This allows for business and product growth and may be even more beneficial than the financial advantages offered by the cloud.
  • These investments and efforts for a new technology to be presented open a new progress circle of technology advancements and it continues in the same way.
  • When creating software or an application for a hotel, IT personnel have to possess a certain level of flexibility, openness and creativity. On the other hand, hotel employees are expected to have more insightful and openminded approach towards new ways of performing business operations, sometimes take risks and have experiences with using different programs and applications.
  • A hotel's PMS can gather and keep valuable information about hotel guests by incorporating business intelligence tools which help hoteliers organize and make sense of the gathered data. Regardless of whether room reservations come from Online Travel Agency, Global Distribution Systems or by telephone, all of them are gathered, stored and managed in the PMS.
  • Simplicity of the cloud based property management system allows it to be productive. Cloud based PMS's can operate on any advice that has a web browser and the companies are putting their efforts to make it even more friendly on smaller devices like tablets and smart phones.
  • Business intelligence options provide hoteliers with a threedimensional view of guest data, which allows easily statistical reporting and increased hotel management efficiency.
  • The aim of this study was to investigate the difference in practical usage of the two types of PMS systems – cloud based and classical (desktop) ones.
  • On the question about the reasons for using the current PMS type in hotels, answers of Group A were based on usage of their current PMS for years and on the fact that employees in all hotel departments were used to work on it. As time passed by, hotels upgraded their system to new versions for several times and additional customization was implemented with regard to hotel preferences.
  • Hotels from Group B were consisted of relatively new boutique hotels that operate for more than a year and from those that were not using any kind of PMS solution (they were using Excel tables and creating reservation records manually). The reason why hotels from this group wanted to use cloud PMS was a desire to try the latest technology used in hospitality industry.
  • Other reasons for using it were: PMS could be reached from any place where Internet connection is available, simple but effective design with lots of visual solutions, more options to enter the important information and the fact that it is working not only on any PC but also on any mobile device due to its mobile applications.
  • low investment costs were main reason for hotels from Group B to decide in favor of cloud based version.
  • The similar amount of initial investments were confirmed by the Group A. Being considered as great amount of money for newly opened and small sized hotels to invest, management decided to try out the cloud version which allows access to this system based on monthly subscription with very little or no investment cost, depending on the solution provider.
  • After initial investments in the system implementation, hardware, software and training of employees, every year hotel makes a one-year-based contract for additional support services and, if needed, extra training. Support is provided any time a hotel reports an issue or malfunction by directly connecting to hotel's computer through remote programs.
  • Changes are made either for each hotel at a time, or after releasing new version, when provider try to convince all the current users to upgrade to it. Upgrade is provided by the extra charge, so these costs should be also considered during planning investments in classical PMS.
  • Regardless of which type of system they used, all participants were very careful about and interested in the matter of data security.
  • However, it is totally different situation with cloud based system, which is mainly open system where all authorized users and providers from outside have access to. Of course, it is up to hotel management to whom the authorization rights will be given and being an open system it makes support, development and innovation activities much easier. Cloud based PMS are hosted on some of the world's best known servers so there is no need for additional computers to be used as servers.
  • Although there are some great differences in functions and way of managing regarding classical and cloud based system, both have their advantages from which hotels do not want to give up.
  • One of the biggest advantages of cloud based PMS for the Group B is the fact that this system can be directly integrated with hotel online booking engine. This is considered as a great advantage for the hotels that besides having functional web site, wish to maximize use of its online booking engine, receive more online reservations directly from the guests and gain more profit.
  • Such a functional connection between hotel’s PMS and online reservation system allow hotels to have a social media integration as well. This means that hotels are able to receive online reservation through their Facebook page as well as receive direct links to its page from the biggest review sites such as TripAdvior.com.
  • In this paper two different approaches and perspectives on usage of cloud based and classical hotel management systems were exposed. Hotels from Group B have shown a tendency for usage of new technologies and readiness to adopt and continuously learn about them.
  • Among factors, affecting why hotel prefers one system over another, are type and size of hotel, through which channels are guest reservations coming, previous experience with IT stuff and different programs, etc.
  • Cloud based program can help them in order to update prices and room availability information to hotel's booking engine. This prevents overbooking, provides easily management of CRM functions and information, with no first investment costs or extra expenses which results in revenue increase.
  • Hotels that use classical PMS pay a great attention to the security issue because they do not want to risk opening their hotel for external intervention. In recent years we can find in media lots of evidence of information linkage from system that had much higher security measures than an average hotel.
  • Measuring the performance of cloud-provided services is another challenge for the hotel management, primarily due to the lack of measurement standards.
  • While investigating the previous knowledge about the other system solutions, hotels in Group A have claimed lack of information about the cloud technology and its solutions.
  • Even though IT stuff in these hotels has some basic knowledge about it, it is still not enough to convince the other managers about its benefits. Therefore it may be concluded that, besides trying to overcome the above mentioned challenges, developers of cloud based solutions to hotels should also work hard on training the potential clients about the positive aspects and correct usage of cloud technologies.
  • Lack of measurement standards for cloud-provided services in general as well as for hotels is another important limitation due to which qualitative research was conducted. Authors’ recommendation is that academicians should focus more on topics of cloud computing, cloud solutions for other business operations and on defining measurements standards for cloud services.
  •  
    This article, published in 2015, covers a study performed in Turkey to analyze factors in hotels that lead management to prefer desktop-based PMS over cloud-based PMS or vice versa. The study uses qualitative research to determine the reasons for the usage of PMS and the advantages and disadvantage of either system. The study found that, among others, significant factors that contribute to the form of PMS implemented by mangement may include the size of the property, reservation channels, and prior level of IT experience.
marble_bird

Recognizing-events_4.0.pdf - 1 views

shared by marble_bird on 22 Jul 20 - No Cached
  • The purpose of this research is to explore and define the digital maturity of events using the Industry 4.0 model (I4.0) to create a definition for Events 4.0 (E4.0) and to place various relevant technologies on a scale of digital maturity.
  • These surveys and the thorough literature review that preceded them allowed us to map the digital technologies used in events to levels of a digital maturity model.
  • This study has responded to calls from the academic literature to provide a greater understanding of the digital maturity of events and how events engage with digital technology.
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  • We found that engagement with technology at events and delegate knowledge satisfactorily coexists for and across a number of different experiential levels. However, relative to I4.0, event research and the events industry appear to be digitally immature.
  • Events are in the midst of rapid social and technological change. With a growing variety of technological means, the industry is fast-paced and increasingly delivered to a discerning consumer market while finding ways to connect with consumers through technology
  • Digital technology is the thread of the fabric of organisations (Li et al., 2018). It is an increasingly important part of how they engage with their customers.
  • Moreover, engagement with events as fans, spectators, delegates or organisers can be augmented with digital technology by improving access and sociability capabilities, refining the personalisation of events, and thereby creating enhanced experiences.
  • As we advance into what many in business and academia consider to be a fourth industrial revolution, the capacity to control and exchange data electronically has extended our ability to create, edit, maintain, transmit and retrieve information.
  • I4.0 can be described as the digitisation and automation of the manufacturing environment. It also creates digital value chains to enable the communication between products, their environment and business partners. Digital applications have impacted the tourism sector too giving rise to ‘Tourism 4.0’
  • The events industry is an ideal environment to benefit from the implementation of a widespread digitised approach with numerous organisations empowering managers and improving the overall event experience with the integration of extensive ICT practices and systems.
  • With the more widespread adoption of digitalization in event delivery and as the supply chains of all events become intertwined with technology, we can learn how the digital maturity of events in the 21st century is shaping event management and event control.
  • The team set out to answer the following research questions: RQ1. Can digital maturity in events be defined? If so, RQ2. How should the levels of digital maturity of events be classified with regard to the digital maturity of the events industry and the development of event management theory?
  • Successful events are no longer measured by simply achieving a respectable attendance, a great deal more engagement is manifest through digital technologies
  • Successful events require organisers to create something that is considered by those who attend as a valuable and memorable experience (Pizam, 2010; Tung, 2011). Creating memorable event experiences can be described as being dependent on a number of factors including creating regular attendee engagement, providing appropriate activities, relevant subject matter, topical and contemporary focus and targeted to a sizable receptive audience.
  • technological factors being one of the most important areas of demand for companies along with the implementation of I4.0. SMEs (Small to medium enterprises) are [lagging] behind in developing strategies to implement new solutions.
  • The development of digital maturity in events can be compared to smart tourism, which Gretzel et al. (2015) expressed as a logical progression from traditional activities. Smart tourism is characterised by an ability to transform large amounts of data into enhanced tourist experiences and increased destination competitiveness thanks to the interconnection of the different stakeholders through latest ICT advancements
  • As the components of I4.0 become more prevalent in the events industry, much value can be obtained from understanding how businesses are adopting new levels of digital engagement in order to engage their audiences
  • it is prudent to suggest that the survival, and future success of events can depend upon digital maturity and transformation
  • owever, dealing with digital maturity requires careful attention as Neuhofer (2016) urges caution advising that applied technology solutions have proven to have the ability to create or destruct the value of the experience.
  • I4.0 therefore acknowledges the impact of connected computers with the key constituents being cyber-physical systems, the Internet of Things, cloud computing and cognitive computing
  • highlighted that the use of communication networks globally has risen dramatically and become ubiquitous due to the rise of smartphone ownership. This has been fuelled by social media, apps and faster broadband speeds to create a networked society
  • By combining the Internet of Things data and big data (extremely large data sets that may be analysed computationally to reveal patterns, trends and associations, especially relating to human behaviour and interactions), event managers are able to create a competitive advantage.
  • As event companies develop new and innovative ways to connect, the events themselves are absorbing aspects of I4.0 at every stage of the process; pushing the boundaries of event experiences far beyond the physical world
  • They are used to promote events before, during and after delivery and are used to gather data and inform decision-making. Generating responses from an event can be achieved using a number of methods and through both qualitative and quantitative data.
  • With the advent of big data and analytics, new sources of valuable data are available to guide decision-making processes in a more informed manner. Businesses were once looking at historical data, but advances in database technology and system processes have led to near real-time data collection and analytics
  • Failure to adopt aspects of digital technology does not necessarily suggest a poor experience or the end for those businesses less digitally mature; not every event business relies on this kind of data support to survive. Instead, this research provides an opportunity to better understand where event businesses do engage and more importantly, how communication between non-digital and fully integrated individuals/businesses can be improved.
  • Digital maturity and transformation today differs from previous periods as it not only provides the change in the main business processes but also reveals the concepts of smart and connected products through service-driven business models
  • Our analysis begins with an attempt to uncover the potential challenges, on-going developments and various strategies that will provide the events industry and academics with a forward-facing approach to the growth of technology within events. By including industry professionals and academics, the research contributes to bridging the gap between practise and academia.
  • Because the research and empirical data collection includes industry perspectives, we believe this research will provide value to event managers, marketers and practitioners around the world who wish to understand more about the digital maturity of events.
  • After conducting the social media analysis (1), it became evident that the discussions appeared to be around topics that utilise digital technology rather than the technology itself. Furthermore, and probably a reflection on the value of the group, a lot of the data included questions about understanding the topics rather than providing usable information to our research.
  • We did not have detailed information about the precise characteristics of the individuals who contributed to the dataset of posts. However, to an extent, their roles listed in LinkedIn were informative. These included events consultants, social media managers, marketing professionals, EventTech managers, CEOs at tech companies and events students.
  • Although this response rate of 52 academics may be considered low, this did allow for the creation of the initial insights into the E4.0 concept and crucially it provides a starting point to better understand the levels of the developing digital maturity model.
  • The most referenced themes were social media, marketing, apps, GDPR and mobile. The top 14 themes are shown in Figure 1 below.
  • The results of the thematic analysis reveal the most pertinent events and technology topics in this group in the time period specified. The most common topics were social media and marketing. Marketing appeared alongside other topics as a verb, a noun and an adjective. This certainly influenced its prominence.
  • This statement reinforces the knowledge and general use of social media during events. Mobile and event apps were recognised as presenting opportunities to enhance events and were considered to be a permanent part of events.
  • Carefully managed and fully integrated data and digital systems including social media, apps and CRM create digital value chains to enable the communication between events, their environment, and business partners.
  • Event organisers invest heavily on social media engagement and expect a great deal in return through social media retweets, tagging and sharing of images. However, it is just as important to understand if delegates consider technology at events that important.
  • Our expert respondents were asked if they considered the events industry to be at the cutting edge of technology. Responses were largely supportive of the suggestion that it is. 64% agree, 22% neither agree nor disagree and 14% disagree.
  • Online registration/digital booking was very familiar with 65% ‘extremely familiar’ with the technology.
  • The survey also collected a selection of qualitative data as respondents were asked to if there were any specific examples of connected/digital technology considered to be essential to the delivery of an event that had not been discussed in the survey. Significantly, 23% answered no to this question.
  • With regard to the digital maturity of the events industry affecting the development of event management theory, the literature review indicates that academics are making contributions to theory and a broad understanding of digital technology exists.
  • industry appears not to be digitally mature. Also, our findings suggest that relative to I4.0 not all events are digitally mature. Therefore, the ‘digital immaturity’ of the events industry may be having some effect on event management theory
  • It became evident from the survey that many respondents suggested they were not familiar with technology that they would all have experienced.
  • The results from the survey suggest that widespread academic understanding of technology at events is extensive. Some digital technology is considered routine, while other comprehensively used technology appears to be unfamiliar to the end user.
  • The growing digital maturity levels form the foundation for E4.0 and will contribute to what Gerbert (2015) described as greater efficiencies and changing traditional relationships among suppliers, producers, and customers.
  • Therefore, satisfaction from the event comes down to providing delegates with the right communication levels they need to complete their individual objectives. This can range from the most basic social engagement to the gathering or observation of big data. Events are evidently a melting pot of experiences and goals and not all of them demand the highest levels of technology to complete.
  • Artificial intelligence has the ability to provide events with endless systems that sense, learn and decide throughout the delivery process though many gaps exist.
  • The data also indicates that there is good knowledge across all types of digital technology. This is reassuring for the development of education as the events industry embraces digitalisation
  • However, as more value is placed on the use of digital technology and events mature through greater access to technology, we see the emergence of an E4.0 era.
  • Thus, this model anticipates that events will grow in their digital maturity to level E3 and E4. Thus, digital technologies may become sufficiently embedded so that data related to one element of an event will be used to inform other elements of an event in real time
  • Online registration and wearable technologies such as delegate smart badges are superficial digital experiences and only considered as a process rather than as a fully perceived digital experience.
  • Our findings indicate that digital communications have enabled a shift in the content of events, marketing and the use of social media as a communication tool before, during and after the event.
  • On the limitations of our research, one might argue that engagement with technology, or indeed lack of it, does not provide evidence of the immaturity of digital technology in events. However, the digital maturity model that we propose is principally informed by the literature on digital technology and events.
  • This research has provided a revealing perspective on the use of digital technology in events. It has built on theory that has been previously developed in this and similar subjects of research, such as business and tourism. From this, the research can claim a number of contributions. It (i) provides an empirical investigation into how event businesses and individuals engage with digitally technology at events, and (ii) it provides a definition of E4.0 and other preceding levels that contribute to digital maturity.
  • Our research has shown that event delegates are aware of the ability to communicate in a reciprocal process with technology rather than through a linear/top down process. This in itself is evidence of E4.0. Furthermore, this research highlights how industry is continually striving to optimise the delegate/event relationship through apps and other technology. The industry’s on-going mission to create deeply flexible communication opportunities is eliminating the possibility of gaps in the communication process in order to optimise delegate engagement at events.
  • A broader discussion on potential issues such as IT & data security, skill-sets, expensive production costs and outages; these are significant problems within internet and cloud-based technology. Furthermore, the emerging topic of E4.0 itself requires both conceptual and empirical development.
  • This research has shown that there remains a great deal to discover about the use of technology at events and many opportunities exist for further research from academics and practitioners working together to provide mutual benefits for both industry and education.
  •  
    This article covers a study performed to determine the digital maturity of events. The research conducted reveals that the majority of industry professionals are aware of technology in events. The study ultimately finds that events have a low digital maturity, but high potential for advancement. The article also addresses the limitations of the study performs and agrees that additional research should be performed to determine the relevance of technology in the events industry while acknowledging that digital engagement is not necessary or conducive to every type of event.
  •  
    This article has discovered the fact that the event industry was digitally immature. It also introduced a new concept which is called E4.0 into the academic literature. The article is meaningful since it has filled a gap in the literature relating to events and digital maturity and responded to some of the calls for research. The authors were also planning to make further research on E4.0, events, and digital maturity. They have mentioned that the studies on E4.0 itself were also requiring deeper research.
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