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slain006

7 Advantages of Digital Marketing in Hospitality Industry - Hotel Intelligence - 0 views

blog.hotelintelligence.io/keting-in-hospitality-industry

shared by slain006 on 19 Sep 22 - No Cached
  • Most of the customers in this industry are social travelers and tourists, who spend a lot of hours online researching on places to visit, hotels to book, and restaurants to dine in
  • become the best way to get in touch with potential customers, establishing a brand, and developing a group of loyal customers.
  • 1. Content marketing
  • ...11 more annotations...
  • The key issue in this strategy is to get the content right.
  • 2. SEO
  • Currently, over 80% of internet traffic originates from search engines.
  • The strategy itself involves a lot of technical workings.
  • market research on the keywords used by customers seeking your service.
  • 3. SEA
  • Making it to the top of search results pages can be a tedious and time-consuming task.
  • 4. Expand your social media presence
  • The social media marketing strategy will, therefore, aim at reaching users of all social networking sites including Facebook, Twitter, Instagram, Snapchat, Pinterest, and LinkedIn.
  • 5. Email marketing
  • Email marketing requires creativity.
  • slain006 on 19 Sep 22
     
    This article goes into depth about the advantages of going into eMarketing in the hospitality industry. The article talks about different types of eMarketing and the strategies behind them in order to retain customer attraction. One of the major type of eMarketing that we have seen that impacted the world on a greater scale would be social media platforms.
artandmer

Working with OTAs: The Indirect Distribution Dilemma - 0 views

www.hospitalitynet.org/...125000132.html

OTAs GDS direct bookings indirect commissions distribution strategy

shared by artandmer on 25 May 22 - No Cached
  • properties that work with Online Travel Agents (OTAs) perform significantly better financially than those that do not, with commissions being more than compensated for by the increased revenues, resulting in higher bottom-line profits
  • However, in reality, many hotels still have a (perhaps historic) negative opinion of OTAs
  • the commission levels reaching 25%, sometimes even 30%, that was steep. The current situation is more within the 15-20% range
  • ...13 more annotations...
  • The real question is: How much dependency on the OTAs is healthy for your property: 20%? 30%? 50% or more of of booked room nights?
  • OTAs are a necessary evil, and they bring value most of all whenever they bring incremental revenue to hoteliers. The challenge is to strike the right balance in the distribution mix.
  • play the role as a true partner — must offer independents and chain hotels alike greater flexibility around closing out dates, close to arrival/departure, MLOS, and related tools in their inventory management toolkit
  • Few property owners or managers would object to paying higher margins on inventory that they can't sell on their own; but having to eat that cost on last room available, or even close to last room, during high demand periods is too high a price to pay
  • hoteliers tend to think these bookings are "free." Well, bad news is that they're not: booking engine commissions, advertising on search/metasearch engines, website creation, promo-codes, hosting, SEO, etc.
  • would you have gotten that booking without the OTA?
  • I believe a healthy distribution ratio is the one of 2.5:1 direct online vs OTA booked room nights, enjoyed by the major hotel chains. Marriott and Hilton are doing even better with 3:1 ratio.
  • So what is a smart distribution channel strategy? Blended distribution strategy is the smart thing to do in hospitality
  • OTAs are storms of computer engineers with a pack of money. Would you bet them at their own game? Not sure. Can you "use them" for your own needs only when necessary under particular conditions? I'm sure you can! 
  • OTAs can help hotels gain market insights and business intelligence by applying machine learning algorithms to analyze property-level data. Some OTAs might have already provided some of those value-added reports to their hotel partners. If that is the case, I encourage the OTAs to engage the hotel sales team and see what additional value/reports they can add to the partnership.
  • In fact, we would advise hoteliers to take advantage of OTAs' online reach by listing on their platforms while, concurrently, strongly reinforcing their direct channels by adopting new technology solutions. 
  • The 2021 travel landscape has dictated that the leisure guest is all-important and that guest loyalty should be the prize, not channel loyalty.
  • To put it simply, OTAs are perfect for a first-time visitor to your hotel destination.  If a returning guest books via the OTA for their 2nd visit, then this is a complete failure on the hotel for missing the opportunity to create value or establishing a compelling reason for the guest to book directly.
  • artandmer on 25 May 22
     
    The relationship with OTAs should be about finding the right balance (or mix of business) for your specific hotel. A commonly held point of view is that OTA commissions are exorbitant (in dollars, or as a % of revenue), but shouldn't we be glad if they sold a room we were not going to sell otherwise?
sydneywolfson

The Impact of AI on the Hospitality Industry | by Willa Zhou | Towards Data Science - 0 views

towardsdatascience.com/spitality-industry-8ba7adb66be

shared by sydneywolfson on 04 Feb 22 - No Cached
  • Countless hospitality industry leaders are increasingly leveraging the use of one specific tool in their hotels to increase personalization and exceed customer expectations: artificial intelligence or more commonly known as AI.
  • More and more hotels, especially large global hotel chains such as Marriott International, Hilton Hotels & Resorts, and Caesars Entertainment, have started implementing the use of AI in their hotels in the form of chatbot messaging, AI powered customer service, and data analytics in hopes of redefining the current industry standards on a personalized guest experience.
  • Marriott International, for example, has multiple chatbots including Marriott Rewards chatbots which are available on various platforms such as Facebook Messenger, Slack, WeChat, and Google Assistant (Bethesda
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  • By allowing guests to communicate in their native languages, chatbots seamlessly remove the language barrier with guests from all over the world
  • ilton introduced the world’s first AI powered hotel concierge robot named Connie, after its founder Conrad Hilton,
  • Connie was developed in collaboration with IBM with three main goals in mind: to decrease wait time in line, provide added efficiency in hotel operations, and surprise guests with an innovative and completely unique too
  • Connie is able to inform guests on hotel features, local attractions, and dining recommendations just like any front desk agent, concierge, or hotel phone operator would
  • Besides customer service improvements through chatbots and concierge robots, AI has also impacted the hospitality industry with the use of data analytics.
  • AI demonstrates a real promise in increasing convenience, enhancing personalization, as well as raising satisfaction and loyalty for hotel guests
  • sydneywolfson on 04 Feb 22
     
    This article talks about AI in hotels. For example, the article mentioned the use of chat boxes for Marriot International. Another example is Connie, the first AI powered hotel concierge robot at the Hitlon. It is a unique tool and can help decrease wait time and provide added efficiency in hotel operations.
pjohn091

The Property Management System (PMS) of the future is already here | By Max Starkov - 0 views

www.hospitalitynet.org/...4102965.html

hospitality technology

shared by pjohn091 on 10 Mar 21 - No Cached
  • The traditional, legacy PMS is an on-premises software platform with features and functionality ranging from barebones to rich and very complex. These legacy platforms have a number of serious disadvantages: a) too expensive to install, train staff and maintain, b) their "all-in-one solution approach" stifles innovation and prevent quick adoption of new functionality needed to meet new guest requirements or sudden changes in the market conditions, like the contactless experience from last year, and c) as closed systems they are reluctant to open up to third-party integrations, applications and solutions, depriving the property and its guests from some very innovative and much-needed applications and services.
  • Some of the benefits of the cloud PMS are significant and timely: No upfront costs - its pay-per-use model makes it an operating expense (OpEx), which helps the constricted cash flow Easy to install, train staff and use which increases staff productivity Automation of many administrative tasks, saving the property team time and effort AI driven workflows and database management and intelligence Automatic software upgrades with minimum downtime and no extra cost No need for on-property IT support, which is getting quite unattainable in the post-crisis era Complete automation of redundant processes and tasks, allowing the property to operate with leaner staff The ever-changing data security requirements are handled by professional data security engineers at the cloud PMS vendor Provides guests with contactless guest experience and mobility. Upgrade and up-sell capabilities or easy integration with an upsells vendor, important in this depressed revenue environment Easy access to reporting and performance analytics from any device anywhere. Most importantly, an Open API for seamless, fast and free or low-cost connectivity with the myriad innovative third-party vendors out there. Ex. Oracle's legacy OPERA PMS has 400 API capabilities vs the OPERA Cloud PMS with 3,000 API capabilities.
  • he three main advantages of the OPERTA Cloud PMS over the legacy PMS:
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  • Ability to achieve more with fewer resources,
  • Security of data
  • Ability to be agile, adapt and evolve
  • the three key advantages of the cloud PMS over the legacy PMS:
  • Flexibility:
  • According to Laura Calin from Oracle Hospitality, switching from a legacy to a cloud PMS has occurred traditionally when a) on-premises hardware reaches end-of-life and warranties are expiring, or b) when a brand affiliation comes to an end and a replacement system is required.
  • Connectivity:
  • I believe over the next 5 years the adoption of cloud PMS solutions will explode and this will be the highest growth component of the hotel tech stack
  • Why? Low costs, efficiencies, higher productivity and data security aside, in the near and mid-term a full-service 3-4-5-star hotel will need over 100 plus APIs with third-party tech applications and solutions to be able to function and meet the basic needs and wants of today's digitally-savvy travelers.
  • Ease and efficiency:
  • (PMS) is the hotel 's command center for rooms and F&B management, sales and catering, distribution, availability, pricing, reservations, guest interactions, issue resolution, housekeeping, reporting, billing, guest communications, etc. and is often described as "the central nervous system of the hotel operations."
  • Luckily for our industry, the future is already here in the form of a cloud PMS with Open API (application programming interface) integration platform, just on time in this most challenging era in our industry.
  • the three key advantages of the cloud PMS over the legacy PMS:
  • Ever since the emergence of the cloud-first PMS platforms like Cloudbeds and Mews, there has been a monumental shift in the PMS vendor community's mindset: from closed system mentality to cloud PMS with Open API mentality. At Oracle Hospitality, with the adoption of the Oracle's self-service cloud technology tools, the OPERA Cloud PMS with Open API has become the most important innovation strategy
  • eeiro123 on 10 Mar 21
     
    This article deals with cloud PMS and its advantages. Some of the advantages stated by the article are efficiency, low cost, and provides guest with more contactless experience. This is a new trend we are starting to see emerge into the industry especially now more than ever after the events that have occurred due to the pandemic.
  • jbjer002 on 19 May 21
     
    Seems to me this took a lot longer for companies to start getting onboard then I would have anticipated. The cost perspective and ease of use should have attracted people right away. Not having to house or protect on site servers from damage and theft is also a critical point. Not to mention the ability to grow the system when necessary.
  • pjohn091 on 27 May 22
     
    The article discusses traditional PMS, an on-premises software platform that can range from very basic to extremely powerful and complex. Installation, training and maintenance are expensive for such platforms, and they stifle innovation by not allowing third-party integrations, applications, and solutions. Cloud-based hotel management systems with Open API integration platforms are the future of hotel management software. They are cost-effective and offer many operational benefits. Operating expenses such as the OPERA Cloud PMS improve cash flow, are easy to install, train personnel, and automate many administrative processes. Also, it provides easy access to reporting and performance analytics, as well as contactless guest experiences and mobility.
imgonnarecit

Why unattended retail is exploding in response to consumer acceptance| NAMA 2022 | Reta... - 0 views

www.retailcustomerexperience.com/...esponse-to-consumer-acceptance

shared by imgonnarecit on 29 May 22 - No Cached
  • A host of technologies and service concepts have come on the scene as of late: "smart" coolers, third party delivery, artificial intelligence, computer vision and biometric identity verification
  • Moderator Bill Moxey, director of strategy and planning at PepsiCo Inc., made one thing clear at the outset: Thousands of locations will be adding unattended retail concepts and technologies in the near future as the consumer's preference for self service is stronger than ever.
  • Consumers wanted to know exactly what they were getting… and they didn't feel pressure about somebody asking if they wanted a side."
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  • When consumers feel less pressure, they feel more comfortable…and we buy more," he said. They will spend 20% to 40% more per transaction in an unattended setting.
  • According to the research, half of consumers think unattended is faster and more than a third of consumers think unattended is more efficient, Moxey said. Two thirds say it is more comfortable, and one third like the ability to browse and purchase without interacting with employees.The biggest takeaway is consumers don't feel pressure and they feel safe.
  • When consumers get full control over the experience, they get more excited.
  • The expansion will include a projected 12,000 lodging sites, a projected 3,000 airports, a projected 11,000 health care sites, a projected 3,000 college and university sites (including gyms, libraries, common areas and auditoriums), Moxey said. The majority of expansion will be in healthcare, travel and recreation channels.
  • Coffey pointed out that consumers on average increased snack consumption from 2.2 snacks per day to over five snacks."The people at home were rewarding themselves between Zoom calls," he said.When they go back to work, these habits won't change, he said
  • lassman said the pantry/OCS future is hard to gauge since it depends on customer budgets. With economies scaling and budgets cycling, there will be some type of need, he said, but the scale of it is uncertain.
emilywest5

Developing an eMarketing model for tourism and hospitality: a keyword analysis - ProQuest - 0 views

www.proquest.com/...2498998516

technology hospitality tech software business hotel travel

shared by emilywest5 on 13 Feb 23 - No Cached
  • Advances in IT have prompted the hospitality and tourism industries to move in a new direction, i.e. internet marketing or eMarketing (Leung et al., 2015)
  • On the other hand, from the customer perspective, tourism and hospitality are an information-intensive consumption experience because a customer might make considerable efforts to collect information and understand the image of a travel destination before making a purchase decision (Kim and Law, 2015). In this regard, search engines and social media are two of most fundamental information sources for making such decisions (Xiang and Gretzel, 2010). With their information-sharing capability, social media empower customers, granting them a “democratic consumption culture” by reducing information asymmetry and increasing their bargaining power (Leung et al., 2013). The pervasiveness and powerful computational capability of mobile technology make it possible for tourists to easily access information, book online services or even make impromptu purchases (Kim and Law, 2015). Apparently, the tourism and hospitality industries have been facing a revolution that has arisen largely because of IT turbulence (Piccoli, 2008).
  • Studies suggest that IT plays a prominent role in the tourism and hospitality industries, and it will be imperative, and indeed beneficial, for tourism and hospitality practitioners and scholars to keep abreast of all the advances in IT
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  • Correspondingly, the frontiers of IT-related research will not only benefit the innovation and encroachment of the industry but also support managers, researchers, policymakers and other interested audiences in understanding the progress of developing trends and themes in the context of IT development
  • Among these analyzes, the keyword co-occurrence network particularly aims to construct knowledge, as the keywords of an article are anchored by the authors to distill the core concepts of a paper. Keywords generally represent the main idea of a research paper and express authors’ understandings of their work within the thematic context of their research domains (Ali et al., 2019). Keywords are regarded as one of the most meaningful indicators of an article’s content (Weismayer and Pezenka, 2017). Although keywords indicate the topic area and key variables/theories used in a study, they do not convey key findings such as the causal relationship between two keywords. Nevertheless, a group of keywords from the same domain creates an intellectual knowledge map of that realm. A knowledge map is generated from keywords according to the following steps
  • Keywords are collected from journal articles. A network of these keywords is built. A knowledge map connects the same keywords in different articles. A complete knowledge map is formed when all articles undergo the previous three steps.
  • eMarketing Capability As this study’s model of eMarketing capabilities is a major contribution and these capabilities play a critical role in marketing performance, future studies can investigate the antecedents/consequences of eMarketing capability, develop a scale or investigate the formation process of this construct. Future studies might validate the proposed model-based either on a single eMarketing capability or on multiple eMarketing capabilities. Empirical studies could benefit the development of research concerning eMarketing tourism and hospitality.
  • 3. Methods3.1 Data collection
  • 3.2 Data processing
  • 3.3 Analysis process and tools
  • Emerging Digital Technologies The purpose of this study is aimed at understanding the impact of IT on tourism and hospitality. However, as IT continues to evolve and advance, and as new technologies often alter customers’ behavior, as well as firms’ marketing strategies, it is necessary to pay attention to the impact of new digital technologies on focal fields. Specifically, it could be interesting and promising to explore the impact and role of forthcoming digital technologies in different eras, specifically, artificial intelligence, machine leaning, AR, virtual reality (VR), mixed reality (MR), chatbots, robotics, blockchain, 5 G or the internet of things (Park et al., 2018; Tung and Au, 2018).
  • As the database contains journals from various domains, this study first identified the target journals by using the keywords “travel,” “tourism” and “hospitality,” identifying 24 journals. Next, as these journals are affiliated with different publishers, the keywords “IT*,” “IS” and “technology*” were input to search ICT-related articles on the official website of each journal from its first issue to April 2020.
  • Customer Equity and Engagement Value Customer equity and engagement value are two of the crucial variables that require a better understanding in the eMarketing tourism and hospitality research. With the application and support of advanced IT and quantitative mathematical models, it will be valuable for future work to explore all aspects of the factors that influence customer experiences over time to synergize and maximize customer equity and CEV for DMOs or hotels.
  • Marketing Performance Apart from loyalty, other marketing performance indicators including financial and non-financial ones are encouraged to be developed. Such work will contribute to both the tourism and hospitality academia and allow industrial managers to link financial performance with innovative IT in terms of profit, sales revenue or cash flow. Moreover, assessing non-financial marketing performance (market share, quality of services or CEV) will help researchers and managers better understand the predictors of future financial performance than traditional accounting measures have in the past, and it should also supplement financial indicators in internal accounting systems (Ittner and Larcker, 1998). Finally, it will be contributory to develop a combined indicator linking financial and non-financial measures. Table 4 summarizes the overview of future research avenues.
  • emilywest5 on 13 Feb 23
     
    This article is about how hospitality and tourism have been reshaped through IT, eMarketing and how it has helped prove sales, information, made destinations more popular and also help travelers plan. eMarketing also is a massive platform for word of mouth. This study also shows what helped eMarketing become what it is. When certain things are typed into search bars, this data is collected and used for eMakreting and to target specific groups of people.
emilywest5

Big data and analytics in tourism and hospitality: opportunities and risks - ProQuest - 0 views

www.proquest.com/...2533423793

hospitality tech software business travel hotel Technology

shared by emilywest5 on 26 Feb 23 - No Cached
  • The purpose of this paper is to examine and provide insights into one of the most influential technologies impacting the tourism and hospitality industry over the next five years, i.e. big data and analytics. It reflects on both opportunities and risks that such technological advances create for both consumers and tourism organisations, highlighting the importance of data governance and processes for effective and ethical data management in both tourism and hospitality
  • This paper identifies and examines key opportunities and risks posed by the rising technological trend of big data and analytics in tourism and hospitality. While big data is generally regarded as beneficial to tourism and hospitality organisations, there are extensively held ethical, privacy and security concerns about it. Therefore, the paper is making the case for more research on data governance and data ethics in tourism and hospitality and posits that to successfully use data for competitive advantage, tourism and hospitality organisations need to solely expand compliance-based data governance frameworks to frameworks that include more effective privacy and ethics data solutions.
  • Technology (and its rapid development) is one of the key megatrends and driving forces that are seen to shape the future of tourism (Yeoman, 2012, 2018; Yeoman and McMahon-Beattie, 2018) via changes that will impact the way tourism and hospitality providers interact with travellers.
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  • A recent business report on key megatrends and market disruptors suggests that technology and new ways of engaging and interacting with customers are fuelling the rate of disruption as currently businesses are able to reach new customers in new ways and can reinvent customer engagement around service and convenience (Boumphrey, 2019).
  • One of the most important uses of data is to improve personalisation, travel companies using the information they gather to make specific adjustments to their offerings.
  • Currently, considerable amount of structured and unstructured data are produced globally (Nunan and Di Domenico, 2013; Verdino, 2013), a so-called “digital exhaust” (Wang, 2013; Barocas and Nissenbaum, 2014) that is passively generated by users of products and services using mobile devices (Shilton, 2009), an abundance of publicly available data shared on social networking platforms (Nov et al., 2010) and customer data and information purposely collected by tourism organisations’ booking systems or customer relations management (CRM) systems
  • This abundance of data and the act of processing data on a large scale has led to the concept of “Big Data,” which Mayer-Schönberger and Cukier (2013) define as “things one can do at a large scale that cannot be done at a smaller one, to extract new insights or create new forms of value, in ways that change markets, organisations, the relationship between citizens and governments, and more” (p. 6
  • ndeed, one of the latest Euromonitor International travel industry reports confirms that big data and analytics is expected to be the most influential technology impacting the industry in the next five years (Bremmer, 2019), followed by artificial intelligence and the Internet of Things.
  • The use of data is viewed as a disruptive innovation in the tourism and hospitality industry, although it allows organisations in the industry to facilitate personalisation, offer convenience, save costs and overall gain competitive advantage (Evans, 2020).
  • Not surprisingly, privacy is now the top data issue and concern for organisations
  • In particular, in the tourism and hospitality sector, the effective use of big data is associated with revenue management (e.g. using and combining internal data, such as occupancy rates and current bookings, with external data such as information about local events, school holidays and flight information to forecast demand and maximise revenues); market research and strategic marketing purposes (e.g. identifying customer trends to best cater marketing opportunities); customer experience and reputation management (e.g. social media conversations and online reviews, service usage data and internal feedback via customer surveys). A good example of an organisation that successfully uses big data to gain competitive advantage is AirBnB (Evans, 2020; Guttentag, 2019).
  • These concerns have been intensified by recent global cyber-attacks and more specifically by significant data breaches in a wide range of industries and sectors, including the tourism and hospitality industry (Armerding, 2018; PwC, 2016, 2017). The hospitality industry is now in the media spotlight because of high profile breaches (PwC, 2016, 2017).
  • One of the biggest data breaches of the 21st century has affected one of the largest hospitality companies, Marriott International. Starting in 2014, the data breach occurred on systems supporting Starwood hotel brands, which were acquired by Marriott in 2016 and affected ∼500 million customers worldwide, with the breach only being discovered in September 2018. Data and information on names, contact information, passport numbers, travel information and other personal information were compromised, and information on credit card numbers and expiration dates of more than 100 million customers was stolen (Armerding, 2018).
  • Indeed, the 2018 Global State of Enterprise Analytics survey found that globally 49 per cent of companies surveyed believed that the primary challenges organisations most commonly face are data privacy and security concerns (MicroStrategy, 2018). Similarly, another recent industry report shows that over 40 per cent of tourism industry professionals claimed that data privacy and cybersecurity are one of the most influential factors impacting digital commerce in this sector (Bremmer, 2019).
  • These technological advances provide significant opportunities for businesses to harness the wealth of data to support their activities and gain competitive advantage. The efficient uses of data and analytics drive process and cost efficiencies and strategy and change (MicroStrategy, 2018).
  • When selecting analytics solutions, tourism and hospitality organisations are required to address the growing concerns around privacy and security of customer data by putting in place well-designed data governance frameworks capable of providing quality data and be able to provide effective frameworks of data security and protection for all stakeholders
  • Potential frameworks for ethical data management and digital privacy specific to tourism and hospitality would need to identify, in addition to the protections afforded under the recent General Data Protection Regulation (GDPR) (ICO, 2018), how data is collected, what it is used for and who has access to it and why
  • Big data and analytics are playing a crucial role in digital transformation efforts of organisations in general and in the tourism and hospitality industry, thus driving greater effectiveness and efficiency and the strategy to define new business models and bring about successful change (Evans, 2020; MicroStrategy, 2018)
  • emilywest5 on 26 Feb 23
     
    This was about the risks in the hospitality and tourism industry when it comes to big data and analytics. Big data is so important in the hospitality industry because it's how companies know who to cater to and with what and how. In addition to the importance of big data, there are risks that come with it. A few risks are data leaks, hackers, etc. Companies invest money in their systems so these things are avoided.
mmoutsatsos

Digital Transformation in the Hospitality Industry | Boston Hospitality Review - 0 views

www.bu.edu/...on-in-the-hospitality-industry

hospitality software technology

shared by mmoutsatsos on 31 Jan 22 - No Cached
  • We are now experiencing the fourth industrial revolution, a period marked by emerging technologies such as artificial intelligence, robotics, virtual reality, the Internet of Things, and fifth-generation wireless technology.
  • The recent Covid-19 pandemic has accelerated this digital transformation resulting in a widening technology-mediated customer experience.
  • Service robots are “system-based autonomous and adaptable interfaces that interact, communicate, and deliver service to an organization’s customer” (Wirtz et al., 2018, p. 109).
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  • The core interactive and communicative features differentiate service robots from other self-service machines, which result in unprecedented human-technology interactions in the hospitality industry.
  • he service production process, disinfection robots, which emit UV light to kill viruses and bacteria, were announced to be used in airports and hotels worldwide to ensure a safe and clean environment (Greg, 2020).
  • The robots drive around autonomously in high-touch public areas and select rooms at the hotel, removing all airborne viruses and bacteria. As an extension of the hotel’s “SmartStaySafety” operation, the use of UVD robots not only provides a safe environment but also assures guests that they are being protected. 
  • In
  • the service delivery process, service robots assist frontline staff in a sequence of service encounters. For instance, the robot concierges assist employees with guest greetings upon arrival, transporting luggage, guiding guests, and delivering room service.
  • service robots can effectively respond and interact with guests, even in multiple languages. 
  • While robots make significant contributions to operational efficiency, they also raise concerns.
  • Service robots are still novel in hospitality. Their ability to cope with unexpected, dynamic conditions remains to be fully explored.
  • If guests do not follow the pre-set route, service robots may fail to respond, which can lead to a service failure.
  • AI-powered online chatbots are also employed to provide swift answers to customers via live chats.
  • provide customers with immediate responses 24 hours a day, significantly improving customer engagement.
  • customers believed VR simulations would be the best tool for hospitality operators to create a compelling customer experience.
  • VR can make a huge difference in a customer’s booking stage.
  • Through the digitally accommodated environment, customers can have a much clearer sense of what they are expecting, thus attracting more prospective customers.
  • VR application is the virtual tour video,
  • This not only offers customers a chance to experience prior to booking, but also allows the hospitality business to benefit from the “try before you buy” marketing strategy. 
  • Unlike VR, which puts customers in a completely virtual environment, augmented reality (AR) is about enhancing the physical environment and the experience of exploring one’s surroundings in real-time.
  • The current applications of AR in hospitality are largely for entertainment and practical purposes.
  • One example is the Best Western Hotel Group’s experiment with AR and Disney stars.
  • Another application of AR is indoor navigation
  • Internet of Things (IoT) refers to “an ever-growing network of connected devices which communicate with a central server as well as with each other” (Car et al., 2019, p. 163).
  • IoT provides integrated services, such as automated door locks, light switches, electric blinds, and voice-assistant devices, which are connected on a network.
  • These allow customers to control or monitor their devices from a central server, such as a mobile phone or a tablet. 
  • For example, customers can use their mobile phones for self-check-in and check-out.
  • Rooms also become “smart” with the help of IoT, which is also called the “connected room” at Hilton hotels.
  • Customers can also use voice-controlled assistants, for example, the Amazon Alexa, to control those in-room features, and order food or drinks, which can be delivered by autonomous delivery robots.
  • In addition, devices, such as luggage carts with GPS function and sensors in the parking lot, can help customers to locate their luggage and cars. Thus, IoT helps improve service processes and makes customer experiences smoother.
  • It obtains real-time data through continuous tracking from various devices, as well as a collection of customer information that was previously unavailable, such as preferences, routines, and habits (Marek & Woźniczka, 2017).
  • there are several emerging issues that hospitality practitioners must take into consideration when embracing digital technologies, which include security, privacy, costs, and human touch in hospitality. 
  • IoT with locational information can send real-time personalized recommendations to customers based on their stored preferences.
  • IoT can collect customers’ preferences for in-room features, and the data can then be used to customize the room settings for their next stay.
  • Security is a fundamental issue in digital transformation in any industry, including hospitality.
  • Also, t
  • he broad connection of various devices brings vulnerability to digital networks.
  • Thus,
  • hospitality managers must prepare for security implications of digital transformation, which can be accomplished by adopting high-security technologies to reduce software vulnerabilities, building resources to mitigate risk of cyber-attacks, and training employees on cyber-attack prevention.
  • Privacy is another important factor as highly personalized services rely on storing and tracking customer preferences and behavior through digital technologies.
  • a transparent, strict, and clear privacy policy clarifying what data can be collected and shared, and who can own the data, is necessary.
  • Another challenge is associated with the high costs of employing these digital technologies.
  • For small businesses, using digital technologies in their daily operations may require significant upfront investments.
  • it is becoming critical for hospitality businesses to consider what digital technologies would most benefit their business.
  • for small hospitality businesses, they need to prioritize what works best for them when adopting digital technologies.
  • the paradox between digital convenience and in-person experience.
  • hospitality, particularly in fine dining restaurants, customer-staff interaction is highly valued by customers.
  • it is important for hospitality businesses to strike a balance between digital convenience and in-person experiences
  • Key considerations include judging what services cannot be replaced by digital tools, preservation of the choice for customers to decide between digital or human services to maximize customer experience, and incorporation of interactive digital features in the process.
  • mmoutsatsos on 31 Jan 22
     
    This article talks about the current applications of 3 innovative technologies and how they are used in the hospitality industry.
mmoutsatsos

Digital Marketing Trends for Hotels - What'll Be Big in 2020 : 4Hoteliers - 0 views

www.4hoteliers.com/...12957

hospitality Digital Marketing

shared by mmoutsatsos on 07 Feb 22 - No Cached
  • Digital marketing is absolutely vital for maximising bookings and increasing your revenue,
  • Customer Experience Marketing
  • Hotels are (and, more importantly, have to be) more customer-centric than ever before.
  • ...27 more annotations...
  • creating an enjoyable experience is absolutely vital – hence the rise in customer experience marketing!
  • This is essentially the idea that customers pay for experiences, not “things”.
  • The key is to promote the reasons people stay in hotels in the first place, and can cover activities like offering unique features in hotel rooms and providing premium facilities.
  • Artificial Intelligence
  • Virtual Reality
  • User Generated Content
  • 93% of consumers say user generated content (UGC) – content created by past customers – is helpful when making purchasing decisions!
  • modern form of word-of-mouth marketing
  • Influencer Marketing
  • Mobile Booking
  • the on-arrival moment
  • The motivation behind this is similar to the motivation behind UGC – namely that consumers trust the opinions and words of their peers and people they trust (like influencers) more than brands.
  • Savvy consumers of today are far more likely to listen and believe the images and words of their fellow travellers than the well-polished marketing campaigns dreamed up by hotels!
  • hotels collaborating more with macro-influencers (like celebrities)
  • but we’ll also see more going really focused and partnering up with micro-influencers.
  • These are social media users
  • Creative and Human Storytelling
  • Consumers today want to build more of a connection with the brands they buy from, and social media is tapping into this trend by producing more and more features that allow brands to show their “real-ness”.
  • Moment Marketing
  • different moments to interact with travellers during the hotel booking process
  • search stage,
  • he post-booking stage
  • partnering up with industry influencers to promote
  • Booking Retargeting
  • research has shown that the majority of people who visit a hotel website won’t book the first time they land there, but they might book on their second, third, or seventh visit!
  • It’s All About Direct Bookings
  • Travellers are beginning to realise they can get better deals by booking directly with a hotel, and they are able to take back power from the OTAs to create their own, personal travel experiences.
  • mmoutsatsos on 07 Feb 22
     
    This article talks about the different trends in Digital Marketing that hotels will be facing in 2020.
georgemacintyre

The Demand for Contactless Technology is Here - and Here To Stay | By Jasmine Seliga - 0 views

www.hospitalitynet.org/...4108835.html

shared by georgemacintyre on 13 Feb 22 - No Cached
  • While hospitality technology is my passion, a pre-pandemic snapshot of our industry proves that adoption was on the slower side
  • Serving guests is the heart of our industry, and there are risks with automating processes that could potentially disrupt the seamless guest experience we have worked so hard to establish.
  • I am seeing an evolution of hospitality like I've never seen before, and it seems it is here to stay.
  • ...5 more annotations...
  • Our industry has been uncharacteristically receptive to new development and technology since the onset of the pandemic.
  • We are seeing the need for automated solutions to support staff in a way we never have before.
  • We must start looking to invest our dollars in a solution that handles everything from booking and contactless check-in, seamless guest communication all the way to business intelligence t ools that track the guest experience.
  • What should you be looking for if you haven't adopted an integrated solution already? Your system should give guests options to personalize and take control of their experience with online reservations, mobile check-in and check-out, self-service kiosks, communication through a guest portal, and support for online and mobile payments. The more convenient self-service options you can provide, the greater your guest satisfaction will be.
  • Be open to the agility of a product that can do more than take a reservation and check a guest in. And most of all, stay engaged. Stay engaged in what's going on in and around our industry.
  • georgemacintyre on 13 Feb 22
     
    The Hospitality industry has been somewhat hesitant to adapt to new technologies. This may be the case of hospitality companies being scared to go away from what we consider good customer service. The pandemic helped to jumpstart the hospitality industry into accepting new forms of technology. Technology is on the rise in the hospitality industry and is only going to continue to be more and more prevalent.
chicao27

Customers' evaluation of mechanical artificial intelligence in hospitality services: a ... - 1 views

This paper provides an overview of everything discussed during the class week (HMG 6446). A study that evaluates different hotels around the continents examines the implementation of robots perform...

https:__www.emerald.com_insight_0959-6119.htm

started by chicao27 on 31 Mar 23 no follow-up yet
robfitzpatrick

Virtual event platform market to see skyrocketing rise as global companies move operati... - 1 views

www.traveldailynews.com/...e-operations-to-remote-working

shared by robfitzpatrick on 06 Oct 20 - No Cached
  • The recent turn of events in the global economy have created a need a for a rapid adaption to the situation.
  • Virtual Event Platform Market have been ideal in transitioning to remote working, ensuring business continuity.
  • corporate enterprises will all migrate to virtual event platforms to tackle the going COVID-19 pandemic.
  • ...12 more annotations...
  • collection of registration data helps virtual event organizers to gain actionable insights for decision making operations.
  • integration of networking capabilities to establish connectivity among attendees
  • network-based platforms enable attendees to connect and schedule appointments with sponsors, performers and exhibitors.
  • Virtual fair, conference, and trade show platform providers are entering into strategic partnerships and collaborations with innovative technology providers in order to procure and integrate technologies like artificial intelligence (AI) and Deep Learning into their solutions.
  • virtual event platforms are expected to collected copious amounts of data
  • identifying the prominent consumer sentiment to deliver improved and customized solutions.
  • will allow the vendors to adapt to the changing needs of businesses and institutions.
  • deploying cloud-integrated virtual events management and hosting solutions for emerging end-users operating in banking, financial services, and insurance
  • healthcare and consumer electronics industrie
  • virtual conferencing solutions for medical institutions and societies in order to virtually accommodate high profile meetings with heavy public throughput.
  • operating in healthcare and research and academia industries as professionals rushed to gain insights on the clinical studies performed to tackle rising COVID-19 infections.
  • are gaining technical support by forming partnerships and collaborations with leading networking and connectivity technologies providers.
  • robfitzpatrick on 06 Oct 20
     
    The article talks about the switch companies are making from in-person to virtual event platforms. With the current pandemic and the increase of remote working, virtual events are gaining in popularity. They are convenient and allow attendees to network and connect with sponsors, performers, and exhibitors digitally. Virtual event platform companies are using the cloud to integrate customizable solutions for clients. They are also engaging in collaborations and strategic partnerships with innovative companies to incorporate new technology solutions such as AI and Deep Learning into their platforms. This technology also enhances data collection from your attendees that businesses and organizations will use to identify consumer sentiment and deliver customized and improved solutions on future events. Vendors will use this data to develop new strategies for technology enhancements and modifications to their virtual content to adapt to businesses' changing needs. This technology isn't just being used in the hospitality industry. End-users in many different sectors such as banking, financial services, healthcare, and academia, are using this technology to stay connected for high profile meetings and share information to provide better research on COVID-19. These businesses are partnering with networking and connectivity providers to gain technical support and collaboration. This will be a trend that will significantly impact events in the hospitality field as it provides convenience for attendees and cost savings for the companies as they do not need to spend on venues, F&B, and hotel accommodations.
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