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cpaez007

Airline ticket distribution: How airlines might reduce Global Distribution System (GDS)... - 0 views

  • After a quick search I found and booked the same ticket through an online travel agency for a bit more than the price on the airline website, but less when you included the €8 fee. Unfortunately this small change in booking method would have cost the airline a substantial amount of money. Here’s why…
  • Selling costs generally represent around 4% to 8% of overall airline expenses
  • Many airlines sell a large proportion or the majority of their tickets through indirect channels.
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  • A key driver for the high cost of selling tickets through indirect channels is the fees charged by Global Distribution System (GDS) companies for each ticket sold. With airline profit margins under constant pressure airlines need to find ways of reducing distribution costs by selling tickets to customers directly instead of through 3rd parties.
  • The fees to distribute tickets through the GDS are relatively high averages around US$12 per return ticket [2]. In 2012, it was estimated that approximately US$7 billion in GDS fees was paid by airlines which was over twice the industry’s expected net profit for that year [3].
  • Quite simply, the GDS is something that airlines cannot live without. Why? If your competitors are using the GDS and you are not then your tickets will not appear in any searches by 3rd party distributors meaning it is unlikely your tickets will be sold by the 3rd party.
  • Even low-cost carriers such as Air Asia and Ryanair that have avoided the GDS for years have recently started selling tickets through the GDS as they have realised that they are missing out on revenue from not selling tickets through the GDS.  
  • The ‘New Distribution Capability’ (NDC) is a XML-based data transmission standard set by the International Air Transport Association (IATA) and provides a set of guidelines for communications between airlines and 3rd party distributors. The NDC will allow for the sale of ancillary products (for example, baggage, meals, special seating etc.), something which the GDS currently cannot handle. However, while the NDC has the potential to help airlines boost revenue, there are still questions as to whether there will be any benefits stemming from reduced distribution costs.
  • How can we make our direct channels so attractive that customers will want to use them over indirect channels?”
  • The simplest solution is to ensure that the user experience on the airlines website is seamless and easy. Users are highly likely to abandon online bookings and use another booking website if they encounter difficulties. Simple actions such as ensuring customers are not diverted to an error page can translate into a significant increase in direct bookings
  • Airlines might also want to re-think the way it provides incentives and commissions for ticket sales.
  • With the trend moving towards airline consolidation (for example, partnerships, equity interests and mergers) airlines might also consider how they can work together to sell each other’s tickets on their websites. This strategy goes well beyond the sale of interline or codeshare tickets and will give customers benefits including the ability to book multi-airline itineraries directly from an airline website. Of course airlines must be wary of how they do this to ensure they are not in breach of any anti-trust regulations.
  • There is no ‘one size fits all’ approach and for an airline to decide on the best distribution strategy it will need to conduct a solid analysis into their customer behaviours, channel usage and also the commercials of their different distribution systems.
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    In this article we discuss the issues that airlines are having with the GDS system. They give an example of someone attempting to purchase a ticket through an airline website, and then through a travel agency. The direct airline method was only cheaper, if the guest provided information to a direct bank account. The cost for airlines to sell is a bit less than 10%, and they are sold mostly through indirect channels, like travel agencies. The main reason this can happen, is the integrated GDS system. A GDS system is a data facility that shares inventory information for various airlines to different 3rd party channels. The issue with this, is that the total in fees for the use of the GDS system was around $7billion, which is twice the amount of net profit they are receiving. People state that the airline system cannot survive without the GDS, but is that statement really true? Airlines like Air Asia or Ryanair have really attempted to focus on selling tickets directly, and really expand on their profit. How can this be achieved? Well, airlines are making the booking process easier for guests to manage, which gives them more of a reason to book through there. Also, they are offering greater loyalty rewards for directly booking through the site. Different incentives need to be created to attract guests to book directly. Lastly, they would like to create another distribution system, to put GDS out of business. This new system will work to allow guests to handle meal and baggage fees. Concepts that the GDS cannot handle. With that said, will this new system reduce costs for airlines? I guess they will have to wait and see.
uhey77

Accor talks up loyalty deals, seeks new partners for some business elements | PhocusWire - 0 views

  • Accor says it expects to see a doubling of revenue derived from partnerships every year between now and 2022, as it works towards a target in that area of €100 million.
  • Visa agreement is just a first step and brings the company into “a world where we were not.
  • urther travel partnerships, such its agreement with Air France for miles and points, and ride-hailing brand Grab, will go live in 2020.
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  • the company is thinking about the businesses in terms of three buckets and deciding what is s
  • rategic, where investment is needed and who will make the investment.
  • D-Edge will require investment, likely from private equity, with Accor letting go of about 40% but remaining as its “big industrial strategic partner.”
  • bringing forces together
  • minimum viable product is expected within 18 months, with Accor providing the capital expenditure needed to fund the project over the next four years.
  • minimal impact of “macro events” such as the Iraq war, SARS and the financial crisis on 2008 on the travel and tourism industry.
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    Accor S.A. is a French multinational hospitality company that owns, manages and franchises hotels, resorts and vacation properties. It is the single largest hospitality company in Europe, and the sixth largest worldwide. Accor operates in 100 countries, with more than 4,800 hotels and 280,000 employees worldwide.
markh283

As New Turnaround King, Is HP Better Than Apple? | Tech Buzz | TechNewsWorld - 2 views

  • In the cases of IBM, Apple and HP, the widely held beliefs that they couldn't be saved from their respective problems were false. IBM just needed someone to step in and make the hard decisions. Apple needed someone who understood the company well enough to fix it, and who had a vision. HP needed much the same.
  • HP may top Apple,
  • Companies tend to wax and wane. IBM was the king of tech in the 1980s, but in the 1990s it was the king of turnarounds, after almost going under but managing to come back from a negative brand equity.
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  • HP is the new turnaround king -- but is it better than Apple?
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    IBM, Apple, and HP are all major companies in computer hardware. While IBM used to be the major player, that position has been overtaken by Apple. HP, on the other hand, has had its ups and downs. This article discusses the possibility that HP will make a comeback. I was more intrigued with the fall of IBM and if it will come back. It is interesting to note how quickly things change in this industry. IBM has fallen, but will Apple follow suit? Apple, without its founder, may be in the position to fall if its I-phones fail to keep pace. I believe that Apple is about to become the next IBM, which is out-of-date and fails to keep up with the latest developments. I'm not sure if HP will replace Apple, but I think that without its founder it is likely to rapidly lose its current standing.
anonymous

Blasting the 'gastro ceiling' with financial literacy - 0 views

  • former World Bank executive
  • trustee of the James Beard Foundation and co-founded the JBF Women’s Leadership and the Women’s Entrepreneurship Leadership programs
  • The culinary “gastro ceiling” is especially appalling with less than 7% leading women executive chefs
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  • scholarships and more education will not make a dent in parity. It’s not a lack of entrepreneurial spirit either — according to the National Restaurant Association, 40% of restaurants are women-owned businesses, or WOB, and startups by women are growing much faster than the industry overall.
  • grim reality that 96% of WOB do not cross $1 million in revenue. Fewer than 8% seek external financing,
    • anonymous
       
      Despite leading the way in education and opportunities, women are not accessing enough financial backing to support larger businesses
  • less than 4% of Small Business Administration loan dollars, and less than 2% of venture capital dollars.
  • o raise external financing and be successful entrepreneurs, however, women have to vanquish three areas.
  • women increasingly develop discomfort with math
  • by women learning to pitch themselves
    • anonymous
       
      Step One: Build confidence by learning how to pitch, not apologizing, not phrasing comments as questions, and not letting others take credit for their work.
  • investing in public speaking and negotiations coaching.
    • anonymous
       
      One way to accomplish this
  • 67% of executive women are in support roles (HR, Marketing, IT, et al) as opposed to running their own line businesses
  • ulinary world, women abound in the softer side (pastry, baking, freelance, cold stations, personal chefs
  • own best advocate
  • Policy should also incentivize commercial lenders and venture capital/private equity to do the same with their loan dollars
  • bottom-up solution of livable minimum wages and parental-leave benefits
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    Despite women leading the way in scholarship and culinary education, they are suspiciously vacant at the top of the leadership ladder. According to Bloomberg, only about 7% of executive chefs are woman, and "67% of executive women are in support roles...as opposed to running their own line of business." This doesn't appear to be because of a lack of entrepreneurial spirt, as "405 of restaurants are women-owned businesses or WOB, and startups by women are growing much faster than the industry overall." This made me reflect on my own city, as I do see women in executive positions, such as Stephanie Izard, Sarah Grunenberg, and Mindy Segal, they all got to their positions in very different ways. Probably the most successful, with currently 7-8 restaurants, is Izard, she got her start by winning a reality tv show and then joining forces with two male business owners (BOKA). Grunenberg also started visa vi the reality TV route, and now eventually owns and runs a very successful restaurant downtown. Mindy Segal is the only woman executive in this group that has built her business, her cookbooks, her brand, and now her cannibis retail, mostly by herself. It is interesting to relate these women to this article because while they are all three incredibly successful, only one was able to pull herself there through the three points mentioned in this article. In order for women to break the glass ceiling in restaurants and culinary, they will need to accomplish three main goals: 1. Gain confidence, 2. Increase their aspirations, and 3. Learn and Maintain Financial literacy. The "grim reality (is) that 96% of WOB do not cross the $1 million in revenue...(and) fewer than 8% seek external financing. Women "receive less than 4% of Small Business Administration loan dollars and less than 2% of venture capital dollars. For confidence, this article recommends to women to learn how to advocate for yourself. Use coaches, practices public speaking, and learn how to pitch your business
lethannelson268

Meet the burger-flipping robots that may take over fast food kitchens - Los Angeles Times - 0 views

  • The product of decades of research in robotics and machine learning, Flippy represents a synthesis of motors, sensors, chips and processing power that wasn’t possible until recently
  • Costing less to employ than a minimum-wage worker, Flippy is built to slip in right alongside humans on the fast-food line.
  • Off-the-shelf robot arms have plunged in price in recent years, from more than $100,000 in 2016, when Miso Robotics first launched, to less than $10,000 today, with cheaper models coming in the near future
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  • Miso can offer Flippys to fast-food restaurant owners for an estimated $2,000 per month on a subscription basis, breaking down to about $3 per hour
  • A human doing the same job costs $4,000 to $10,000 or more a month, depending on a restaurant’s hours and the local minimum wage. And robots never call in sick
  • So far, early versions of Flippy have put in time on the line at Dodger Stadium and at locations of CaliBurger
  • Jordan believes Flippy is poised to become a regular part of fast-food kitchens across the country in the next year, especially in markets with higher labor and real estate costs like California
  • Miso has raised more than $13 million in investment and is currently trying to raise an additional $30 million to fund its push into fast-food kitchens from small investors on the equity crowdfunding platform SeedInvest
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    This article discusses how Miso Robotics, an innovative technological company, invented and developed robotic arms that flip burgers and make fries. This robot, Flippy, is one that is the first of its kind in the restaurant industry, and was invented to work alongside humans. However, with its reduced costs and its efficiency, it may replace humans in the kitchen in the near future, especially with the turnover rate so high in the restaurant industry. With the invention of Flippy and testing it out at LA Dodger Stadium as well as CaliBurger, a fast food company owned by Miso Robotics, Miso Robotics are utilizing the ahead of the curve approach since Flippy is the first of its kind.
leonfai

Why cybersecurity matters | Hotel Management - 0 views

  • Cybersecurity is not just a buzzword. In today’s technology-abundant world, it has become a critical undertaking for companies across all industries—including hospitality.
  • Trustwave’s "2018 Global Security Report" lists hospitality as one of the top three industries most vulnerable to payment card breaches. Other estimates project that hotels are the unwelcome recipients of around 20 percent of all cyberattacks.
  • Additional anecdotal evidence supports these numbers. One need not look further than Marriott International’s Starwood Hotels & Resorts Worldwide group, which recently disclosed the theft of more than 25 million passport numbers and 380 million unique guests’ personal information.
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  • After all, the industry has been and continues to be focused on cultivating a user-friendly atmosphere. Unfortunately, for hackers this combination is nothing short of a gold mine.
  • Since a businesses' hard-earned reputation relies heavily on instilling confidence in its customer base, a breach of trust is sure to compromise that relationship. If an attack affects millions and is publicized to millions more, the impact on brand equity can be difficult to recover. 
  • Marriott, for instance, was criticized not only for the breach, but also for responding inadequately and unprofessionally.
  • In short, as more and more consumers become aware of the importance of reliable cybersecurity, a hotel that neglects this pain point is compromising the strength of its product among its competitive set. 
  • Considering that the annual frequency and severity of cyberattacks are only rising, the time is now to establish organizationwide security operations, recovery plans and budget allocations.
  • a cohesive top-to-bottom strategy is required and often is best delegated to a trusted strategic advisor with depth of experience in cybersecurity breach prevention and resolution.
  • Next, the goal becomes full-scale protection. From the technical side, this includes setting up firewalls and securing weak points (such as point-of-sale terminals).
  • There needs to be an efficient method for detecting the attack and mitigating any damages. Lastly, to avoid the pitfalls noted above, a predetermined plan to address this worst-case scenario is vital. From reviewing insurance policies to preparing for impending litigation, recovery is a process best started with a go-to advisor before it is needed. 
  • The only way to avoid being another statistic in future Internet crime reports is by staying as ahead of the looming threats as possible.
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    This article talks about how cyber security is very important to the safety of the personal information.
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    Author, Lena Combs, discusses why hospitality has become vulnerable to cyber attack. Ranging from the failure to secure POS systems and credit card data. To hotels' inability to detect and effectively respond to potential cyber threats. Combs outlines the steps involved in implementing a cohesive top- to bottom strategy that will effectively address these dilemmas. More importantly, why doing so protects a hotel's bottom line and brand positioning.
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    The following article highlights the importance of cybersecurity in general and why it is especially important in the hotel industry. This highlights many facets, one being the fact that the hotel industry is one of the most vulnerable to cyber-attacks, therefore, needing to have top-notch cybersecurity.
kenziemoody

Is 2020 the Year of Sustainable Business in Hospitality? - 1 views

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    The hospitality industry is implementing more sustainable practices in order to promote a green image that appeals to consumers- which is impacting sales. As the article quotes "companies that lead their competitors in terms of environmental performance also tend to enjoy a median Return-on-Equity that is 3% higher than that of their counterparts." By going green, industry's can can not only attract today's environmentally conscious travelers- but also can help the environment. The hospitality industry is practicing approaches of how to manage operations in an eco-friendly way to help the planet. 2020 will be the year for companies to operate their environmental policies, and marketing messaging around ecological themes.
lhick022

Disruptive Innovation: The Inevitable Change Every Market Must Face | MassChallenge - 0 views

  • According to Forbes, innovation could wipe out $8 trillion worth of U.S. public company equity
  • every company must have an effective strategy to either engage in or counteract disruptive innovation in its industry.
  • Clayton Christensen first coined the disruptive innovation theory in a Harvard Business School paper to refer to companies who meet market demands with a simpler, cheaper solution.
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  • This practice often results in game-changing products that are fundamentally different from any current choice on the market.
  • sustaining innovation seeks only to improve upon existing concepts or products
  • It happens slowly at first
  • Low-end market disruption occurs at the “low end” of existing value networks. Unlike new-market disruption, it does not launch a groundbreaking alternative.
  • Lower margins
  • Higher risks
  • Disrupts an existing market or creates a new on
  • Involves new technology and a new business model
  • New-market disruptors create products or solutions that are so much more affordable or convenient than existing options that entirely new segments of the population can begin using them.
  • New innovation is often ignored at the outset
  • It seems obvious only after the fac
  • Because of these potential costs, innovating in a disruptive fashion may be ill-suited for organizations that do not wish to commit these resources.
  • Software as a Service
  • Video Streaming
  • Smartphones
  • Personal Computers
  • Lightbulbs
  • Artificial Intelligence (AI)
  • Ride Sharing
  • It is important to note that you don't have to choose only one type of innovation at the other's expense.
  • Peer to Peer Accommodation
  • Lack of Leadership
  • Lack of Culture
  • . Sooner or later, your market is going to face a newcomer with a never-seen-before idea or business model. You must seek out ways of doing it first or else brace for the impact.
  • Listen To Your Customers
  • Focus On Your Business Model
  • Find an Innovation Partner
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    This article fully explains disruptive innovation, its almost as if the article listened to the lecture then wrote the paper. I could have highlighted the whole paper, it lists causes, characteristics and effects of disruptive innovations.
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