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Over the long-term, the result is the same: a massive, impending re-architecting of how properties are managed.

. “If I look at it from a city hotel perspective, absolutely; there’d be no downfall to cloud.”

. “If I look at it from a city hotel perspective, absolutely; there’d be no downfall to cloud.”

“If I look at it from a city hotel perspective, absolutely; there’d be no downfall to cloud.”

“If I look at it from a city hotel perspective, absolutely; there’d be no downfall to cloud.”

“If I look at it from a city hotel perspective, absolutely; there’d be no downfall to cloud.”

“If I look at it from a city hotel perspective, absolutely; there’d be no downfall to cloud.”

“If I look at it from a city hotel perspective, absolutely; there’d be no downfall to cloud.”

The company is in prototype on a social media integration project that would, among other things, let guests book a room through Facebook and then send a confirmation text to their mobile device.

Over the long-term, the result is the same: a massive, impending re-architecting of how properties are managed.

“If I look at it from a city hotel perspective, absolutely; there’d be no downfall to cloud.”

“If I look at it from a city hotel perspective, absolutely; there’d be no downfall to cloud.”

“If I look at it from a city hotel perspective, absolutely; there’d be no downfall to cloud.”

“If I look at it from a city hotel perspective, absolutely; there’d be no downfall to cloud.”

“If I look at it from a city hotel perspective, absolutely; there’d be no downfall to cloud.”

“If I look at it from a city hotel perspective, absolutely; there’d be no downfall to cloud.”

Over the long-term, the result is the same: a massive, impending re-architecting of how properties are managed.

“If I look at it from a city hotel perspective, absolutely; there’d be no downfall to cloud.”

“If I look at it from a city hotel perspective, absolutely; there’d be no downfall to cloud.”

“If I look at it from a city hotel perspective, absolutely; there’d be no downfall to cloud.”

“If I look at it from a city hotel perspective, absolutely; there’d be no downfall to cloud.”

The company is in prototype on a social media integration project that would, among other things, let guests book a room through Facebook and then send a confirmation text to their mobile device.

The company is in prototype on a social media integration project that would, among other things, let guests book a room through Facebook and then send a confirmation text to their mobile device.

The company is in prototype on a social media integration project that would, among other things, let guests book a room through Facebook and then send a confirmation text to their mobile device.

What’s still not clear is the extent to which social media can and should be integrated into formal property systems, so that user-generated content can be stored, mined, analyzed and tracked.

What’s still not clear is the extent to which social media can and should be integrated into formal property systems, so that user-generated content can be stored, mined, analyzed and tracked.

“One of the promises of the cloud is that it becomes easier to integrate, so you can go more best-of-breed in your solution choice, but you still have issues with data structure and architecture.”

What’s still not clear is the extent to which social media can and should be integrated into formal property systems, so that user-generated content can be stored, mined, analyzed and tracked.

What’s still not clear is the extent to which social media can and should be integrated into formal property systems, so that user-generated content can be stored, mined, analyzed and tracked.

“One of the promises of the cloud is that it becomes easier to integrate, so you can go more best-of-breed in your solution choice, but you still have issues with data structure and architecture.”

“One of the promises of the cloud is that it becomes easier to integrate, so you can go more best-of-breed in your solution choice, but you still have issues with data structure and architecture.”

If I look at it from a city hotel perspective, absolutely; there’d be no downfall to cloud.”

cloud.”

“We’re an hour and a half from a major metropolitan area. There are enough providers selling the bandwidth we’d need for redundancy in a true web-based cloud environment,” says Nickelson, whose 2,000 acre property is located in North Carolina’s rural heartland. “If I look at it from a city hotel perspective, absolutely; there’d be no downfall to cloud.”

“We’re an hour and a half from a major metropolitan area. There are enough providers selling the bandwidth we’d need for redundancy in a true web-based cloud environment,” says Nickelson, whose 2,000 acre property is located in North Carolina’s rural heartland. “If I look at it from a city hotel perspective, absolutely; there’d be no downfall to cloud.”

“We’re an hour and a half from a major metropolitan area. There are enough providers selling the bandwidth we’d need for redundancy in a true web-based cloud environment,” says Nickelson, whose 2,000 acre property is located in North Carolina’s rural heartland. “If I look at it from a city hotel perspective, absolutely; there’d be no downfall to cloud.”

“We’re an hour and a half from a major metropolitan area. There are enough providers selling the bandwidth we’d need for redundancy in a true web-based cloud environment,” says Nickelson, whose 2,000 acre property is located in North Carolina’s rural heartland. “If I look at it from a city hotel perspective, absolutely; there’d be no downfall to cloud.”

“We’re an hour and a half from a major metropolitan area. There are enough providers selling the bandwidth we’d need for redundancy in a true web-based cloud environment,” says Nickelson, whose 2,000 acre property is located in North Carolina’s rural heartland. “If I look at it from a city hotel perspective, absolutely; there’d be no downfall to cloud.”

“We’re an hour and a half from a major metropolitan area. There are enough providers selling the bandwidth we’d need for redundancy in a true web-based cloud environment,” says Nickelson, whose 2,000 acre property is located in North Carolina’s rural heartland. “If I look at it from a city hotel perspective, absolutely; there’d be no downfall to cloud.”

“We’re an hour and a half from a major metropolitan area. There are enough providers selling the bandwidth we’d need for redundancy in a true web-based cloud environment,” says Nickelson, whose 2,000 acre property is located in North Carolina’s rural heartland. “If I look at it from a city hotel perspective, absolutely; there’d be no downfall to cloud.”

“We’re an hour and a half from a major metropolitan area. There are enough providers selling the bandwidth we’d need for redundancy in a true web-based cloud environment,” says Nickelson, whose 2,000 acre property is located in North Carolina’s rural heartland. “If I look at it from a city hotel perspective, absolutely; there’d be no downfall to cloud.”

“We’re an hour and a half from a major metropolitan area. There are enough providers selling the bandwidth we’d need for redundancy in a true web-based cloud environment,” says Nickelson, whose 2,000 acre property is located in North Carolina’s rural heartland. “If I look at it from a city hotel perspective, absolutely; there’d be no downfall to cloud.”

“We’re an hour and a half from a major metropolitan area. There are enough providers selling the bandwidth we’d need for redundancy in a true web-based cloud environment,” says Nickelson, whose 2,000 acre property is located in North Carolina’s rural heartland. “If I look at it from a city hotel perspective, absolutely; there’d be no downfall to cloud.”

“We’re an hour and a half from a major metropolitan area. There are enough providers selling the bandwidth we’d need for redundancy in a true web-based cloud environment,” says Nickelson, whose 2,000 acre property is located in North Carolina’s rural heartland. “If I look at it from a city hotel perspective, absolutely; there’d be no downfall to cloud.”

“We’re an hour and a half from a major metropolitan area. There are enough providers selling the bandwidth we’d need for redundancy in a true web-based cloud environment,” says Nickelson, whose 2,000 acre property is located in North Carolina’s rural heartland. “If I look at it from a city hotel perspective, absolutely; there’d be no downfall to cloud.”

The industry is also mid-stream in a massive replacement cycle, with 40% planning to upgrade their PMS by the end of next year.

Over the long-term, the result is the same: a massive, impending re-architecting of how properties are managed.

Over the long-term, the result is the same: a massive, impending re-architecting of how properties are managed.

Over the long-term, the result is the same: a massive, impending re-architecting of how properties are managed.

next year.

next year.

“We’re an hour and a half from a major metropolitan area. There are enough providers selling the bandwidth we’d need for redundancy in a true web-based cloud environment,” says Nickelson, whose 2,000 acre property is located in North Carolina’s rural heartland. “If I look at it from a city hotel perspective, absolutely; there’d be no downfall to cloud.”

The industry is also mid-stream in a massive replacement cycle, with 40% planning to upgrade their PMS by the end of next year.

The industry is also mid-stream in a massive replacement cycle, with 40% planning to upgrade their PMS by the end of next year.

The industry is also mid-stream in a massive replacement cycle, with 40% planning to upgrade their PMS by the end of next year.

Over the long-term, the result is the same: a massive, impending re-architecting of how properties are managed.

The industry is also mid-stream in a massive replacement cycle, with 40% planning to upgrade their PMS by the end of next year.

The industry is also mid-stream in a massive replacement cycle, with 40% planning to upgrade their PMS by the end of next year.

The industry is also mid-stream in a massive replacement cycle, with 40% planning to upgrade their PMS by the end of next year.

The industry is also mid-stream in a massive replacement cycle, with 40% planning to upgrade their PMS by the end of next year.

The industry is also mid-stream in a massive replacement cycle, with 40% planning to upgrade their PMS by the end of next year.

Hotel management systems are shifting from on-property to cloud-based, from tethered to mobile, from data-heavy to insight-rich.

A significant chunk of hotel IT budgets -- 19% -- is spent on property management systems (PMS)

Some are ready to embrace cloud-based solutions; others want to expand their mobile capabilities; and others are excited about the possibilities rich data can provide in personalizing the guest experience

I think it’s really about the ability of the PMS to grow with the changing need. What we need today isn’t what we needed just two years ago

Both Nickelson and Yelley are experiencing different symptoms stemming from the same challenge: better integration between systems.

Every vendor and most of the hoteliers HT spoke to predicted that property management systems would eventually migrate to the cloud.

“We’re an hour and a half from a major metropolitan area. There are enough providers selling the bandwidth we’d need for redundancy in a true web-based cloud environment,”

“Just because they’re in the cloud doesn’t make it easier to integrate,

I agree, from a PMS standpoint, that I want to know everything about a guest when they show up at the front desk. I should be able to see that you’ve stayed with me, and if you posted about our hotel in our social space, and if it was a complaint.

Systems that track the other qualities that make each human unique are in development as well.

here are some systems being explored that can allegedly sniff someone, and also systems that can recognize the pattern of blood veins on a human being which are apparently unique to the individual,

new thing is contact-less Smartcards and RFID (Radio Frequency Identification) cards that need just be waved to allow room access.

Kimpton's 190-room Nine Zero Hotel in Boston was the first hotel to install a biometric iris scanner back in 2004

we navigate hotels is set to change in the blink of an eye. Or the swipe of a cellphone. Or the print of a finger. With futuristic systems like scent and iris scanners and digital facial-recognition, hotel security is being taken to the next level. #plain_module { width: 590px; height:170px; border: none; float:left; margin:0px; font-size:12px;} #plain_module img {border:none; width: 13px; height:14; border: 0px; margin:0px; } #plain_module .mini_main { margin: 0px; padding:0px; width:585px; height:220px; repeat scroll 0 0} #plain_module .mini_item_header {padding:10px 0px; margin: 0px 0px; font-size:16px; color: #555555; border-bottom:1px dotted #CCCCCC;} #plain_module .mini_item {padding:5px 0px; margin: 0px 0px;} #plain_module a { color: #49A3CA; text-decoration:none; } #plain_module a:hover { color: #F98419; text-decoration:underline;} span.gray {color:#949494;} .mini_main li{list-style-type: none;background-image: url(http://www.aolcdn.com/travel/bullet);background-repeat: no-repeat;background-position: 0 1px;padding-left: 10px;}

1. Security and Access

One of the main ways facial recognition can be deployed within the hospitality industry is for security and access purposes. Within a hotel setting, this might mean using the technology to grant guests access to their hotel room,

When it comes to security, the technology can also be vital in helping to identify troublesome guests, or guests who have previously been removed from the premises.

2. Customer Service

The technology can also be used by those within the hospitality industry to deliver a greater level of customer service. For example, facial recognition can allow employees to quickly identify guests, perhaps before they even check-in, and deliver more personalised greetings and a more tailored service.

3. Payment Authorisation

Facial recognition also has a role to play in helping to authorise payments, making that process more efficient. Companies like MasterCard have already implemented systems powered by facial recognition, where a customer can confirm a payment using the camera on their phone, or a camera supplied by the vendor.

4. Research and Information

The technology can be set up for market research purposes, helping companies to know exactly how many people are in a location at a particular time. Additionally, it can be used to draw conclusions about customers too, reading their expressions to ascertain their mood, or their facial features to ascertain their age or gender. Most impressively, this data can be gathered automatically, at any time of the day or night.

One of the challenges for hotel managers and others within the hospitality industry looking to introduce facial recognition is balancing the benefits with privacy for customers. Indeed, many people have concerns about facial recognition, due to the fact that it means even more data about them being collected and stored.

Furthermore, many people fear their data being sold on to other companies against their will, and dislike the idea of businesses being able to track their every move. It is, therefore, important that the hospitality industry takes these concerns seriously and takes steps to avoid misusing data. In some cases, one of the best solutions may be to make facial recognition an opt-in or opt-out service, so that users have a choice in the matter.

If a company has a customer reward scheme, members may be given the option to upload a photo during the sign up. Facial recognition can then allow that company to instantly identify members and provide them with rewards. The technology may also identify returning customers, allowing them to be rewarded too.

To date, one of the most effective uses of facial recognition within hospitality management has been as part of the hotel check-in process. In two different Marriott hotels in China, for example, guests now have the option to bypass the traditional check-in desk and instead head to a kiosk. There, facial recognition technology scans their face, identifies them and provides them with a key card, all in the space of around one minute.

imagine a hotel where guests go to a kiosk, check out using facial recognition and confirm their payment in the same way, with no need to interact with a single hotel employee. Kiosks can also be used in restaurants, allowing customers to pay seamlessly on their way out.

Finally, in order to understand customers, improve services and optimise processes, hotels and other companies need to be able to gather feedback and data. This is an area where the uses for facial recognition may be less immediately obvious, but where those uses can be extremely beneficial.

The technology can also be used more generally to recognise certain things about faces, such as whether a face belongs to a man or a woman, or what age range the person is likely to be in. Facial recognition is used by security services, law enforcement and technology companies, and is becoming more prevalent in the hospitality industry.

Facial recognition technology can help hotel owners and others in the hospitality industry to improve the customer experience, make processes more efficient and enhance security. In particular, it allows for queues to be avoided, check-ins to be automated, and security and research to be more comprehensive.

Near field communication (NFC) technology is the next-generation short-range high frequency wireless communication technology that gives users the ability to exchange data between devices.

Retina scanning is even more accurate and secure

Cloud computing is becoming the norm and we will continue to see hotel groups replacing their legacy IT infrastructure with cloud solutions.

Installing and maintaining a hotel-wide wireless network may be coupled with costs, but many leading hotel groups have started to install high density Wi-Fi and started to offer in-building mobile phone coverage as guests have come to expect these services during their stay (not only for themselves, but also for their guests if they are hosting a conference or function at the hotel).

While the amount of AV and digital equipment that goes into a typical conference room is fairly minimal, staging companies are often hired for various projects in order to equip the facility as required.

Guests want to be able to do everything from checking in at a venue’s automated kiosk to ordering room service with a digital device instead of standing in queues and moving around the hotel premises to order food.

investing in a check-in/cocierge app requires a small initial investment and can lead to greater efficiency and savings as hotel staff are able to focus on customer service and property developers don’t have to create large static reception desks at each entrance and hotel location.

can transfer data at up to 424 kbits/second and the communication is enabled when two devices touch each other, which makes mobile payments (by touching the smart phone to a credit card) an instant, secure process.

this technology could also be used to track loyalty points from a guest’s use of the conference facilities or room service.

Infrared scanners are now also used to minimise disruptions relating to housekeeping (which is a common complaint from customers).

All of these experiences need to be part of an integrated, dynamic system so that the guests’ experiences are at the forefront of the marketing and operational team’s mind.

Starwood (owner of the Sheraton, Weston and “W” hotel chains) has already upgraded 30,000 room locks across 150 hotels with this system and Hilton will be implementing a similar system at 10 of their US properties this year. In 2016, they will be deploying the smart room key technology globally.

This technology will mean that guests don’t have to worry about picking up keys and front desk staff won’t have to issue new keys in the event that a guest loses their room key.

The hotel room’s television, radio and clock are taking a backseat as travellers use their own technology to keep themselves entertained.

Many companies in the hospitality industry are already using social media to their advantage as guests check-in on location-based social media apps, tweet about their experience on Twitter and share their holiday photos with friends and followers on Instagram and Facebook.

his shift has led to many hotel and leisure groups developing active social media monitoring and communication strategies in order to stay on top of what’s being said about them online

Hotels will increasingly install smart room access systems that allow guests to unlock their doors by simply swiping their phones across a keyless pad on the door.

computers no longer see Wi-Fi as a perk, but as a must-have when they check in at a hotel.

computers no longer see Wi-Fi as a perk, but as a must-have when they check in at a hotel.

Equally as important, when considering whether to invest in new technology within the hospitality sector, is the need to recognize that technology is constantly changing and improving. Decision time frames are shortening. International hoteliers that have a good view on the future, realize that the technology decision they make today will only be relevant for the next 3-5 years at the most and are already planning next generation migrations.

As the wider hospitality industry continues to face a slow recovery, savvy hotel owners and managers should be looking inwards during this time with a view to ensuring that the technology they use to help run their facilities are best suited for the roles they have to perform.

Embrace The Discomfort

Be receptive and adaptive to change, however uncomfortable that may be.

Tech execs need to disrupt the current thinking within an enterprise, they need to be agile in decision-making, take risks and keep up with the innovation ecosystem.

Respond Rapidly To Change

Technology executives need to be able to respond rapidly to this change, not let it overwhelm them

Be Disruptive And Agile

It is important to understand the strengths and weaknesses of your team.

Focus On Innovation

Innovation isn't about managing at scale. It's about focusing on the one key product that will win an industry

Not Be Afraid To Ask 'Dumb' Questions

Be Innovative And Proactive Instead Of Reactive

With the rate technology advanced in the past, executives needed to be flexible and adaptable

Technology leaders need to innovate, to be proactive rather than reactive. The ones who will be successful are the ones who will find new, creative ways to use technology to make their teams better

Understand Scale

Technol

From the internet of things to artificial intelligence, the tech space is ever-evolving and is doing so at breakneck speed

his is how critical items, especially in cyber defense strategies, get missed or simply incorrectly configured. Leadership is knowing when your team needs help

he best thing I can say will bring success to any technology exec is to get a coach.

Their coach helps them be accountable, bounce ideas around and will be there for them when they need advice and support.

Are their technologies and teams going to scale to the challenges they are facing today and tomorrow

"I think that you will begin to see more hotels going to RFID and smartphone entry before using biosystem recognition," says Wolfe. "These systems are expensive, and there are many consumers who just don't want this information stored somewhere -- for a variety of reasons."

Systems that track the other qualities that make each human unique are in development as well.

Yet more card-free security systems are on the way.

Many industry watchers are keeping an eye on Houston's largest hotel, the vast 1,200-room Hilton Americas–Houston. The hotel has a facial recognition system that can identify and track guests, employees, and even suitcases. With 700 employees and an annual $16 million payroll, the system offers benefits such as employee time-theft monitoring and prevention for the hotel. But travelers aren't that concerned about employees taking an extra cigarette break. What it means for you is that the system includes alerts if unwanted people are on the property and a response time of mere seconds if there's an incident. Customer service is heightened as well: Returning guests will be recognized and greeted by name. And with 1,200 rooms worth of luggage in transit, the system makes it a lot easier to find lost or misdirected bags.

not everyone wants to be on-camera, all the time. With concerns about "snooping" and a Truman Show-like lack of privacy, might guests feel that systems such as this are too intrusive in our hotels? "

Technology is opening new doors to hotel safety, and the way we navigate hotels is set to change in the blink of an eye. Or the swipe of a cellphone. Or the print of a finger. With futuristic systems like scent and iris scanners and digital facial-recognition, hotel security is being taken to the next level. #plain_module { width: 590px; height:170px; border: none; float:left; margin:0px; font-size:12px;} #plain_module img {border:none; width: 13px; height:14; border: 0px; margin:0px; } #plain_module .mini_main { margin: 0px; padding:0px; width:585px; height:220px; repeat scroll 0 0} #plain_module .mini_item_header {padding:10px 0px; margin: 0px 0px; font-size:16px; color: #555555; border-bottom:1px dotted #CCCCCC;} #plain_module .mini_item {padding:5px 0px; margin: 0px 0px;} #plain_module a { color: #49A3CA; text-decoration:none; } #plain_module a:hover { color: #F98419; text-decoration:underline;} span.gray {color:#949494;} .mini_main li{list-style-type: none;background-image: url(http://www.aolcdn.com/travel/bullet);background-repeat: no-repeat;background-position: 0 1px;padding-left: 10px;} Those plastic key cards that once seemed so innovative will soon go the way of the actual key. The new thing is contact-less Smartcards and RFID (Radio Frequency Identification) cards that need just be waved to allow room access. Much like the cruise world's one card system, these cards may soon make hotel stays easier by allowing guests to pay for services, as well as to check-in and check-out, through a single device. Travelers may even be able to save preferences on the cards, from pillow type to floor choice. RFID cards are already in use at New York's Plaza Hotel, and Starwood Hotels are considering introducing them into their hip Aloft and Element properties. But travelers worried they will constantly have to traipse back to reception every time they lose their card need not despair. Security systems in some hotels do away with cards altogether. "In addition to Radio Frequency Identification, there are also systems that use a smartphone, such as an iPhone," says Frank Wolfe, CEO of Hospitality Financial and Technology Professionals. "When a guest checks into a hotel and provides their phone number, they get an encrypted sound code via text message." You can then play back the code to unlock your room door.

Systems that track the other qualities that make each human unique are in development as well. Movement-activated video-capture systems were showcased in New Zealand in September 2010. Researchers are at work on devices capable of recognizing an individual's gait or walk and even their DNA. Frank Wolfe says, "If you want to go 'way out there', there are some systems being explored that can allegedly sniff someone, and also systems that can recognize the pattern of blood veins on a human being which are apparently unique to the individual," says Wolfe. Quite common in Japan, vascular-recognition systems such as this are still "several years off," according to Wolfe. "I think that you will begin to see more hotels going to RFID and smartphone entry before using biosystem recognition," says Wolfe. "These systems are expensive, and there are many consumers who just don't want this information stored somewhere -- for a variety of reasons."

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.

The environmental focus is here to stay and must be embraced.

Clearly, hotels and resorts are in the business of making money, but they must do so in a conscientious manner

The focus on sustainability or "going green" is quickly becoming a major trend. But let’s face it, being environmentally conscious is the right thing to do, and it should be a business imperative for everyone. After all, a significant portion of the hospitality and tourism industries rely on the natural beauty and desirability of destinations: beach resorts, mountain ski lodges and canyon-land ranches

Deploying effective technology practices such as Energy Star compliance to power down computers automatically after periods of inactivity and server virtualization: This means having applications which share a common server rather than each application hosted on a separate server.

There are numerous opportunities for IT professionals to take leadership roles in helping their organizations to adopt sustainable practices.

Using IT responsibly and effectively to reduce energy, water and paper consumption: Energy management systems are effective at controlling guest comfort while saving energy consumption and costs.

Tackling e-waste and deploying recycling technologies to reduce environmental waste and impacts: Many electronic firms offer responsible recycling programs for used hardware. Technology can also be utilized to assist in the recycling process

 Digital marketing practices: Using digital media instead of print media is a great way to save money while reducing the impact on the environment. By tapping into social media, you can let guests be involved in green practices and spread the word virally about all the good the organization is doing

There is a growing environmentally conscious market, a profitable segment to tap

.    Educate employees and guests to improve awareness of environmental issues and green practices in your organization and the industry.

   Conduct an energy audit to see where and how energy is being consumed and to establish a baseline. Continue these audits on a regular basis.

Seek suggestions from employees and guests, and offer rewards for ideas that get implemented.

Celebrate and market key successes

Network computing has enormous implications for marketing to customers on a global basis, as well as hotel operations. Consider the potential for the industry to connect with vendors worldwide for electronic purchasing, potentially achieving economies of scale and leveraging not yet possible. World purchasing functions will allow companies to customize their own catalogs. Virtual channels of distribution using computer networking capabilities will also allow hotel companies to market products and services - some traditional to our industry, others not - to customers whether they are in the hotel, at work, or at home. This will require a migration from today's central reservation systems to tomorrow's customer information systems using network-centric solutions. Development of customer profiles and guest recognition will make it possible for hotel organizations to interact in entirely new ways with customers, regardless of their physical location. Clearly, the large hotel companies will need to be the first to address questions raised by global networking capabilities and what this will mean in terms of technology investment. But for many hospitality companies presently struggling with the high cost of technology and the confusing state of our industry's technology affairs, this will not be an easy task. And the decisions will ultimately become further complicated by the opportunity to outsource certain functions into subscription-based networks. It is unlikely that the hospitality industry will be forced to bear the entire burden for networking infrastructure. Strategic alliances with major technology companies will be the catalysts in building this capability as they become strategic providers of networking capabilities to hospitality and other industries. And as network-centric computing comes of age and a company's proprietary information is stored in cyberspace, security will become an ever-more important issue requiring solutions. Whether it is an e-mail gateway through an internal network or customer access via the Internet, network fire walls and encryption systems will be required to mitigate the concern many will have with system security.

Network computing has enormous implications for marketing to customers on a global basis, as well as hotel operations. Consider the potential for the industry to connect with vendors worldwide for electronic purchasing, potentially achieving economies of scale and leveraging not yet possible. World purchasing functions will allow companies to customize their own catalogs. Virtual channels of distribution using computer networking capabilities will also allow hotel companies to market products and services - some traditional to our industry, others not - to customers whether they are in the hotel, at work, or at home. This will require a migration from today's central reservation systems to tomorrow's customer information systems using network-centric solutions. Development of customer profiles and guest recognition will make it possible for hotel organizations to interact in entirely new ways with customers, regardless of their physical location. Clearly, the large hotel companies will need to be the first to address questions raised by global networking capabilities and what this will mean in terms of technology investment. But for many hospitality companies presently struggling with the high cost of technology and the confusing state of our industry's technology affairs, this will not be an easy task. And the decisions will ultimately become further complicated by the opportunity to outsource certain functions into subscription-based networks. It is unlikely that the hospitality industry will be forced to bear the entire burden for networking infrastructure. Strategic alliances with major technology companies will be the catalysts in building this capability as they become strategic providers of networking capabilities to hospitality and other industries. And as network-centric computing comes of age and a company's proprietary information is stored in cyberspace, security will become an ever-more important issue requiring solutions. Whether it is an e-mail gateway through an internal network or customer access via the Internet, network fire walls and encryption systems will be required to mitigate the concern many will have with system security. In the final analysis, networking solutions will drive down the cost of technology investment "on-property" where hotel real estate and business interests merge. The solutions that hotel organizations will be able to choose from in terms of networking should also be less expensive than the current profile of technology spending. And we can expect that change to occur sooner rather than later, given the present rate of investment in Internet-based technologies.

Adopting an operations management platform that allows hoteliers to import data into one centralized dashboard combines critical accounting and performance data to aid hoteliers in identifying trends and making more informed decisions.

Hoteliers must expect the best but prepare for the worst and have a back-up accounting team in place ready to resume operations in the event of a disaster.

While increased corporate travel demand and a healthy economy paint a rosy picture for the hotel industry, the report also warns that the lodging ecosystem is vulnerable to threats from multiple fronts.

These unique challenges require hotels to be nimble, educated, and equipped with the latest technology to streamline processes and drive financial performance.

Hotels live or die on the ebb and flow of fluctuations in their business.

hotel-specific accountants can scale on demand to offer the needed expertise and ramp up quickly.

Because the hotel industry has a very specific set of needs, it is imperative for hoteliers have the right tools to navigate today’s challenges. The global travel industry shows no signs of slowing down any time soon, so hotels must incorporate cutting-edge technology to streamline operations, optimize labor management, and access critical data while preparing for the next unexpected event.

On the other hand, hotel room access based on guest biometrics provides an integrated solution that is connected with the hotel management systems. Since there is no need to card, keys or any other form of possession, there is no fear of losing them or getting them stolen. Biometrically logged entry exit presents strong proof that only guest entered the room and no one else.

They can also be provided with access to assigned hotel facility in the package like pool or casino, which are also secured with a biometric access method like fingerprint recognition. The underlying system also keeps record of guest’s whereabouts and generate reports when needs, e.g. at the time of billing, checkout or audit.

Managing preferences of returning guests beforehand give them an idyllic experience and more business to the hotel in long run. This can be efficiently achieved with a hotel management system equipped with biometric ability. Preferences of a guest can be associated with their biometric identifiers, which are instantly fetched when they scan their biometrics in future check-ins and hotel staff can surprise them every time they visit.

A biometric powered check-in can give guest the experience they want and deserve. Registering their biometrics (for example, fingerprints) and enabling access to the room in the hotel management software will give them frictionless access to their room and concentrate on the next thing they want to do.

Biometrically secured entry / exit to a service / facility area will require guests or members to scan their fingerprint or face to enter the facility and will log the time spent in the facility area.

It also prevents any outsiders from using hotel facilities such as pool or casino that are reserved only for guests.

At the time of billing, a guest may insist on not availing a service that has actually been availed and forgotten. Biometric based entry and exit records present authentic proof of services availed.

biometrics is not just about customer convenience or security, it can be deployed for in-house applications like employee attendance, time tracking and to improve payroll efficiency. Keeping track of employee in and out timings brings in payroll transparency and managers can make sure that employees are being paid for the hours worked and not for breaks. It also curbs time theft and timesheet manipulation within an organization. Time theft and timesheet manipulation is a disastrous activity, in which an employee misinterprets amount of time she has put to complete an assignment or a project. When done on purpose, the time is spent in personal or other activities unrelated to the work and logged in payroll system, putting burden on company funds. A biometric based clock-in and out system can eliminate the possibility of timesheet fraud as employees have to be present to clock in or out time, they ask someone else to do it for them.

The biometric guest ID and preference tracking system facilitates keyless entry for guest rooms, eliminating the need for cards or keys. It facilitates automated check in fingerprints kiosks, whereby guests can check in with a simple touch of their finger. Billing becomes dramatically easy and reliable and customers can be reliably charged with biometrically authenticated logs of their entry and exit to facility area.

American suggests that distribution companies begin using Direct Connect, powered by Farelogix. Travel professionals view this alternative concept as having to use a separate system for American Airlines reservations, possibly complimentary on a trial basis to the travel management company.

This may be the biggest travel industry news in the United States and beyond, since the deletion of travel agency commissions. There is also the possibility that more consumers will begin relying on travel agents to locate the best airfares.

They suggest it will make ancillary fees, such as priority seat and meal fees easier to track for business travel.