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This article discusses the new partnership between Hotel Software companies RMS and M3. RMS is one of the industry's leading cloud-based property management systems, meanwhile, M3 is a hotel accounting software. Also, a cloud-based software, M3, was created by hoteliers, for hoteliers. This partnership creates a new level of immersion for properties that adopt the two platforms. Unrivaled communication between the two systems would generate more detailed reports and analysis combing the two largest databases used on property: the property management system and the accounting software system.

RMS and M3 announced the cooperation to launch the cloud-base financial platform. This system will be able to integrate and transmit property management data from RMS and daily key financial data and property statistics of the M3 platform to help companies make more accurate decisions.

Coastal Hotel Group implemented the IDeaS Revenue Management System (RMS) to maintain speed and accuracy across revenue strategies. The new system allows the director of revenue management more time for analyzing trends and making more strategic revenue decisions because the revenue management process is simplified and expedited, providing market information quickly and easily. Although the system doesn't replace human insight, its complex algorithms and ability to pull data multiple times a day provides Coastal Hotel Group with a clear vision of hotel data, making it easier to book the right guest at the right time for the right rate. In addition, the IDeaS RMS automatically uploads rate shopping reports from vendors and uses competitors' data to create the best available rate decisions. In today's fast-paced, interconnected business environment, the new automated revenue management system can provide a quick and intelligent reaction to various market conditions in order to capitalize on consumer behavior. That can be a strong competitive edge of the Coastal Hotel Group properties. 

Briefing discusses issues faced in convergence and trend toward migration to cloud based PMS / RMS. It also discusses the effect convergence will have on the way information is gathered (data acquisition and mining) and aspects of RMS such as  and average daily rate (ADR) and occupancy.

Overall, the hospitality industry has seen tremendous growth over the year. However, utilizing these new software systems and their easy updating features can benefit these hotel properties in a major effective way. These features allows staff members to monitor, easily adjust and plan lower costs, and monitor social media marketing for future hoteliers.

When I was looking through the news, I knew that hotel software would have positive influences based on costs. They are enhanced with developed tools. I like the view that hotel software would take more trends within account retrieving and customers opinions. I think no matter what happened hotel software should be valid for hotel owners to hire. It is innovative. Furthermore, I would make assumptions about estimated future processing. It should be risk free to keep an example while hazardous events happened. It probably costs more like hurricane is running thorough for a hotel. Whether should they run a PMS and RMS are good reasons to concerning about more clients. Whether the chopsticks could be electronic one to apply for a utensil is a wondering. The conclusion I think is a must that I like the article about hotel software.

Operators focus on cost, and this can prohibit the Operator from realizing the advantages and benefit of utilizing an RMS. When looking at an ROI they will often utilize Pacing data from a year over year perspective which is often, as the author puts it, asterisked. A simple explanation is the number of variables that can lead to impractical or flawed comparison such as mis-segmentation, unique events or otherwise. The author proposes instead that Operators should look at ROU, which roughly speaking takes market dynamics and most of the variables out of the equation. An ROU analysis (Revenue Uplift Opportunity) establishes a baseline measurement over a 90 day period that requires the establishment of two models (carbon copies) of the Hotel in question. The first, is a manual model that mimics the manual process of yielding and inventory management and overbooking, while the second utilizes the decision process of the installed or applied RMS. The author states that what Operator realize is the hidden maximization opportunity in both pricing and inventory controls based on manual processes reacting to demand conditions rather than anticipating. The value of this outside of the above application is how a KPI and a different manner of looking at the data can lead to valuable insight on what a real ROI can be. As an RM professional whom utilizes an advanced RMS on a regular basis it is sometimes it is difficult to see outside the box and perceive the value of the technology that is a mainstay in the Branded community. Being able to see the implications it can have for those not using or not having bought into the technology is actually a bit of a back step as it speaks to the value that this solution provides for the company.

In 2012, with an eye on becoming more competitive, hotels are looking in to becoming more effective in their revenue management strategies and maximizing business efficiency by integrating their online distributions with their PMS and RMS systems.

SiteMinder is the world's leading online distribution company used by thousands of accommodation providers. It helps increase revenue through online services, and lower acquisition costs. Online bookings sites like Orbitz, Expedia, and Booking.com can be accessed for a monthly flat rate and 0% comission fee. This article also discusses the importance of social sites such as Facebook and Twitter, and an increase in consumer sites like Groupon.

A key focus for hoteliers around the world in 2012 will be the integration of their online distribution with their Property Management Systems (PMS) and Revenue Management Systems (RMS) to make their online reach faster, simpler and more powerful. It means that many accommodation providers will switch their channel management strategy from the "legacy" manual channel management products of yesterday to technologies capable of providing fully automated, two- way, seamless integration between online booking channels and their PMS, CRS or RMS systems.

The article states that future Revenue Managers must be very tenacious in balancing the power of technology and managing the data process. With the advances of technology, social networking, e-commerce, online travel agencies, and mobile technology e-business have a great impact in our industry. Mourier claims "Already schooled in the way in which mobile has radically altered the air travel booking and in-flight entertainment experience, hotels guests are using everything from social media to online travel agents, (OTAs) to seek out and locate the best value." With the influence of social media, e-commerce, and travel review sites such as tripadvisor, Revenue Managers have to consider the impact those have in their businesses. Revenue managers need to understand what drives potential customers to stay in their hotels. The future Revenue Manager should possesses technological skills, understand the global market conditions, advances in technology, being cost effective, understand the importance of overall package deals and incentives, familiarize himself with the great impact of social media and advances in technology. "What's the cost-benefit analysis of launching a mobile-enabled web page versus an app and is having both redundant? Admittedly, there's no single answer to these questions and no one size fits all so the sooner RMs and hotel executives begin this conversation, the better," and have great leadership skills. It is really important that hotel managers understand that in todays' world technology can be a competitive advantage of their hotels if the use it adequately.

Your description of the article is very enlightening. Revenue managers really need to step up their game if their hotels are to remain in the running. This places a lot of pressure on them, but I like how you addressed their meeting with hotel executives. Perhaps the need for review of e-commerce and social media along with travel review sites will create a new position within the organization, it seems like too much for one RM.

This article shows us the initial stage of web-based PMS launched by BookingCenter. It integrates Property Management Systems, Central Reservations and Global Distribution together, which is a simple yet smart application which minimizes the investment and common risks of PMS software and hardware. It displays most benefits, such as Flexibility * Transparency * Immediacy * Customization* Simplicity * Savings * Fixed Cost * Deployment * Standards* Security * Centralization. MyPMS makes it easy to manage rates via channel, tiers, sources, and room type from anywhere for the revenue manager. Besides, it is useful and easy to learn so widely, from front desk staff, to property owners, management companies and franchisors, to global distribution partners and individual and group guests.

I'd be interested to see how many other properties jump on board. I didn't see anything in the article about the software's ability for additional systems such as integration with rms and pos software. The property mentioned in the article must not have had a restaurant in the hotel or is fine with his rms system working independent of the pms.

Yeah，it just focus on introducing the advantages of the system. Actually in this software it accomplishes the following tasks: Reservations Guest History Group Bookings Guest Accounting House Accounting (house folios and reporting) Night Audit and Automatic billing Content and security control Inventory Sales and Packages Invoicing for Direct Bills Distribute corporate/AAA/AARP rates, net rates, Consortia rates, through all 4 GDS systems, Pegasus, and other networks Maybe I should have bookmarked two links.

EzRMS is expanding its reach to Singapore, which has been significantly growing in the hospitality industry.  I always had a feeling that countries in Asia were being late in adopting technology to revenue management practice.  As more hospitality tech companies in western countries go into the Asian market, it is expected that the usage of RMS will become more ubiquitous.

Peppered throughout this article on Groupon's CEO Andrew Mason are snippets of knowledge or understanding of the importance of efficient accounting systems to run a successful business. While working as a host in a restaurant, Mason learns first-hand the inefficiency of its RMS, stating that there are 2 separate systems for the front and back of house. His experience working in a small business is a stint to help develop more relevant and seamless applications and software with merchants to help them manage payment and inventory, rather than inundating them with coupons, customers, or no business at all. The major takeaway related to this class is that finance and accounting are so unappealing to businesses that even the CEO of a major public company was surprised by how disorganized, even non-existent, an efficient POS was within a small restaurant in Chicago. And perhaps that is also a reflection of his own business model, as Groupon has been reported to have lost money, and even passed up a billion-dollar deal with Google. To survive, any business, large or small, must approach their finances intelligently.

This article gives an overview of the 10 best RMS software available for the F&B industry currently available on the market. Restaurant management involves a lot processes, that if done right, would ensure the smooth flow of the enterprise and even increased profits and these software solutions can help a restaurateur to achieve a better result with less hassle and better control over time.

In "How Technology has Shaped the Hospitality Sector in 2019," author Pranjal Prashar believes that the use of certain technological advances, will allow hotels to provide exceptional guest experiences. Prashar states that there has been an increase in the number of hotels that have recognized new and innovative technologies and have started to implement these advances to deliver a better guest experience. One of the benefits of using such advances as the PMS and RMS systems is that it can help hotels make data- backed decisions. In today's world, guest expectations have moved from basic needs such as clean rooms to including the need of an experience says Prashar. With millennial's projected to overtake baby boomers as America's largest population, I believe it is vital that the hospitality industry as well as other industries invest in technology to stay in front of the curve.

It is not new that the pandemic has caused a global crisis and a lot of businesses had loss. Covid-19 has forced to moved more into electronic commerce. This article is about a model that Malaysa airports has implemented to increase their sales with a mobile app. Basically the app is about shopping in the app and picking up your stuff on the shop. The app, that is currently in work to add more features, is looking to add concierge services.

This paper discusses the role of PMS, POS, and GDS in the hospitality and tourism industry. It identifies key digital literacy and employability skills that students and educators need to develop to better understand and negotiate the changing, digitally focused landscape of the hospitality and tourism sector.

This is following the trend of using cloud based solutions for hospitality related services in 2017. The services include POS, accounting and email solutions.

Firstly, Guest Centric PMS Focus. Guests are the reason why hotels are in this business and also the resource of the hotels' revenue. Guests prefer to get experience and personalized attention from the hotels. Secondly, Integrated Revenue Management. A property must have a PMS with an effective and integrated revenue management system, which include the potential daily revenue. The revenue management module and a great deal of data must be fully integrated. Thirdly, the Ability to Connect to Online Sales Channels. There is a PMS drive sales through two-way communication with a wide variety of Internet channels. This article points out online channels are the fastest growing source of reservations, and getting your property's optimized rates and accurate available to the most effective of those channels.

This article explains the top three features to look at when in the process of picking out a PMS to use at a property. The first feature is that it should be guest centric PMS focus. This industry is run by guests. They are the reason hotels and restaurants exist. Having an easy to use CRM allows to employees be a bit more personal with the guest. Next, is integrated revenue management.Revenue management to be at the top of its game needs a fast system. When updating information if it takes too long it gets frustrating and can lose some opportunities to increase your daily revenue. Lastly, it should have the ability to connect to online sales channels. The article says that having a two way communication system is a crucial point to maximizing your company's point of sales.

This article discusses about 3 main features you should consider when you chose a PMS. First and most important feature is that whether it is guest centric or not. The hospitality business is all about guest, they are the source of your profits. So it is very important that your PMS has easy access to customer database or CRM system database. The second thing you should consider is Integrated Revenue Management. Hospitality market changes rapidly due to all not sure factors: holidays, events, festivals. So if you can forecast the changes of market rate and you update your rate in time, you are ahead of the game. Last, a excellent PMS should also has the ability to connect to Online Sales Channels. As the Internet is developed, lots of people make on-line reservations. Because the most accurate and updated information, your PMS should connect to on-line sales channels.

The "Going Green" trend has been a true blessing since it's marketability took birth several years ago. Many industries are taking advantage of this technological and ecological trend. There has never been a better time than now to turn our business ethics into the direction of a better world. Basic utility expenses at any hotel or business can sometimes make or break their existence. Technology today has given us the tools to give back to both our beautiful Earth and our bottom dollar. Luxury brands and all the like are implementing new green policies and technologies that will cut costs and even beautiful their environments. By the end of 2015 The Intercontinental Hotels Group plans on equipping over 4,000 of their hotels with a system that monitors and assists in energy use and conservation. They have a goal of reducing their overall water use by 12% in California in part due to the severe ongoing drought. The Loews in Santa Monica Beach is investing $96,000 in a laundry-water recycling system. It will recycle nearly 70% of water use and pay for itself in less than 2 years. Apart from it's ability to cut-costs and truly give back to the environment, "going green" is highly marketable. One of the Intercontinental's General Managers was quoted saying "It's not a huge savings. I think it's about sending the right message." I have personally seen many RFPs from large corporate companies that request green-initiatives from hotels. Improving sustainability is important to the customer and the establishment. Around 60% of travelers consider green initiatives when selecting a destination and activity. Of those 60%, over half said they would even pay more to stay at an establishment that respected and helped improve the environment. In a world where we are fortunate enough to live in excess should we choose to, it's a shame it took this long for a global movement to "go green". Sustainability alone has built such a giant indu

Malaysia and Southeast Asia is slowly but surely adapting strategic social media and e-marketing into their small and medium-sized enterprises (SMEs). This article focuses on the opposing views on how these tools are being utilized and adapted to help these small businesses. Scicom Education Group's head of Creative Services Vernon Adrian Emuang is confident that Malaysia is ahead of the games in terms of social media and "widespread public engagement". This may sound like a far cry considering that 64 percent of the SMEs in Mayalsia were not engaging in social media in 2012. Emuang emphasizes the impact that social media can have, considering that SMEs account for 99 percent of the 5 million registered Malaysian businesses. Zeno Group Malaysia's CEO told The Establishment Post that "lack of knowledge is holding back many of the SMEs. They feel they need not use social media for marketing purposes." Emuang also says that many of these companies are not implementing the proper technological infrastructure to support their ecommerce, should they receive an influx of traffic on their servers, etc. He even shamed the customer service that lacks the manpower to follow-up with the volume of customers. Many hotel and lodging businesses are adapting global initiatives, such as registering with Booking.com or Tripadvisor.com. These outlets allow ecommerce to flow to a much wider, international audience, boosting bookings and revenues at venues that wouldn't have otherwise. Julian Matthews, a famous Digital Media Trainer and Consultant, says companies are operating social media on a tactical rather than strategic level. The Trinetizen Media Sdn Bdn tells The Establishment Post that many companies aren't utilizing Social Media for crisis communication-something many companies we are familiar with fully rely on. In conclusion, social media adds accountability and reliability for the companies and their stakeholders.