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delaneyverger

Thinking Outside the Vendor RFP Process in Hospitality Digital Marketing | By Jason Price - 0 views

  • Some believe the vendor RFP process allows a hotel company to pick the most qualified service/product provider through an unbiased decision process. Perhaps this is the case for commoditized supplies or services (housekeeping supplies, linens, laundry, etc.) where the RFP process allows for comparing the proverbial "apples to apples."
  • At a typical hotel, who is equipped with the latest best practices in digital technology and marketing to sufficiently and adequately prepare a vendor RFP? Very few hotel companies have the bandwidth and depth of knowledge to adequately identify the digital needs of the property. Nor can they convey the property's needs and wants in the digital space and where it needs to be in 6, 12, 24 and 36 months from now. Lastly, who at the property can afford to devote considerable time to research and prepare a vendor RFP that asks the right questions, conveys the right objectives and provides a solid framework for evaluating and comparing one digital technology and marketing firm to the next?
  • On the hotel side, the typical vendor RFP process easily takes 50+ hours from beginning to end. On the digital technology and marketing vendor side, time to review, respond, and present takes upwards of 25-40 hours. Typically, three vendors compete and with all parties combined the entire RFP process will cost upwards of $15,000-$20,000. Beyond the cost, this process consumes the time and energy of multiple people and departments on an average of every two years for the hotel company.
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  • The traditional vendor RFP process is not suited for evaluating and choosing a digital technology and marketing partner who will be entrusted to guide the hotel in maximizing revenues from the most important distribution and marketing channel in hospitality: the direct online channel (i.e. the property website). Such an RFP process is typically riddled with contradictions and self-selecting biases, and also represents an antiquated method unsuitable for a fast-paced digital world
  • The traditional vendor RFP process cannot provide answers to crucial questions concerning familiarity with industry's best practices, strategic approach to digital marketing technology and marketing, digital technology innovativeness, quality and depth of direct online channel consulting services, etc
  • Common observations on the RFP experience: It serves as a tool to fulfill administrative requirements or to simply "shop around" when in fact the digital marketing/technology firm has already been privately selected. On paper, every digital technology and marketing firm can present itself at its best and can creatively diminish any weaknesses or embellish any strength. The hotel does not know what questions to ask to get to the heart of what the hotel needs. Digital marketing and technology firms can easily make promises and fall short on delivery and meeting expectations. Over-promising and under-delivering has become modus operandi for a number of players in the industry. Properties can get carried away and request proprietary information like methodologies, access to code, and design work as part of the vendor RFP.
  • Some hotel companies never follow up and leave the evaluated vendors in limbo. Oftentimes hotel companies do not give the digital marketing firm adequate time for proposal development, which demands further use of resources or the delay of other key projects. When management changes, the hotel company is more likely to go into a vendor RFP without evaluating the results and contributions of their current vendor, which can disrupt existing relationships and potentially impede the successes to date. Given the arduous process of the vendor RFP process, there could be a sense of entitlement on both sides that could result in a mutually caustic relationship from the onset.
  • Digital agencies may propose lower costs to win the contract and introduce additional fees later only leading to resentment and regret. Hotels will often push needs beyond the original scope in the vendor RFP and use the proposal as leverage to get more services without paying. Not all digital agencies are the same but as mentioned, any agency can demonstrate on paper its superiority to solve any problem and deliver any service. Behind the scenes an agency can outsource and end up costing the hotel twice what is originally proposed in additional fees.
  • Not all digital agencies are the same but as mentioned, any agency can demonstrate on paper its superiority to solve any problem and deliver any service. Behind the scenes an agency can outsource and end up costing the hotel twice what is originally proposed in additional fees.
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    This article discusses how the traditional vendor RFP (Request for Proposal) model is no longer the ideal way to integrate the right technology marketing that a hotel needs. The traditional vendor RFP model is time-consuming and expensive, and with the way that technology is constantly expanding and changing, hotels need to stay up-to-date with technology more and more frequently, which can mean this process is wasting time and money on an ever-increasing scale. Furthermore, it is not always an accurate indicator of the kinds of technology a hotel might need, especially what a hotel might need in the future, and it is difficult to determine who would best be capable of knowing what the property will need or what exactly to ask for in an RFP. The article talks about three alternatives to the traditional model: the Scorecard model, the Digital Marketing Partner Interview model, and the Trusted Partner model. With the Scorecard model, hotels have a checklist of things they need and can check off each point from each potential vendor. With the Digital Marketing Partner Interview model, which is similar to the traditional vendor RFP process, except that the interview focused on finding a Digital Marketing Partner that aligns with the hotel's management philosophy, values, and culture in order to find the right partnership. With the Trusted Partner model, the hotel works with one particular company with whom they share common goals and objectives, and they work together to solve problems and adapt new technology as the hotel's technological needs are manifested over time.
Nicole Dudley

GDS usage on the rise as travel demand grows - 0 views

  • Industry leaders’ speculations that the global distribution system is dying a slow death have lingered for the last decade, ever since online-travel agencies made their debut in the hotel distribution space.
  • A study conducted by the American Society of Travel Agents in 2009 found the percentage of member travel agencies that used the GDS channel declined from 98% in 1999 to 79% in 2009.
  • However, despite the decrease in GDS usage amid the most recent global economic downturn, hotel companies and travelers still find value in the channel, according to sources interviewed for this report.
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  • Sabre Travel Network, for example, saw an increase of more than 7% in its GDS bookings during the first quarter of 2012 over the same period last year
  • “And it’s a steady trend that’s gone up over the last several years,”
  • Many hoteliers are attempting to leverage those increases in demand through dynamic pricing models, which offers clients a percentage off a hotel’s best available rate on each travel date as opposed to a fixed, negotiated rate for the year
  • But that does not mean leisure travelers are not using the GDS as well.
  • “If they are shopping online with (the OTAs), then they are using the GDS
  • Indeed, overall demand has increased from both leisure and corporate travelers
  • Corporate travel demand is primarily responsible for that uptick
  • “Hotels that have typically had a negotiated rate for each corporation can actually work better with corporations with dynamic rates, as long as they are able to ensure they are giving that corporation access to whatever the deal of the day is
  • One of the trends she is seeing in the GDS channel is the increase of combined business and leisure trips
  • “Insurance companies are also pushing today that (companies) know where their employees are,” which the GDS facilitates,
  • There’s more opportunities for hotels to put promotions, put leisure opportunities on there … It enables hotels to really take value of the GDS.”
  • More and more, Kennedy is seeing corporate account managers ask: “What would you offer our travelers for their weekend stay if they wanted to stay longer or extend?” “What can you offer for group rates?”
  • The GDS is not going away any time soon because of the unique solutions it provides for hotels and travelers alike
  • For instance, it is better-suited to handle incredibly large look-to-book ratios
  • The GDS also provides enhanced marketing support
  • Although these and other benefits will continue to attract hoteliers’ inventory, Cole said the GDS would provide additional value if distribution costs were lowered
  • Travel-management companies are coming up with many security reporting and informative ways to show corporations where people are at any point in time, which can be important for insurance purposes
  • . “People are traveling for business in parts of the world and extending it to stay for leisure.”
  • The pricing model provides corporations with a lower rate when demand decreases but also gives hoteliers the opportunity to achieve higher rates when demand increases, Kennedy said. “It’s a win-win for both sides.”
  • Many hoteliers are attempting to leverage those increases in demand through dynamic pricing models, which offers clients a percentage off a hotel’s best available rate on each travel date as opposed to a fixed, negotiated rate for the year,
  • Corporate travel demand is primarily responsible for that uptick
  • Sabre Travel Network, for example, saw an increase of more than 7% in its GDS bookings during the first quarter of 2012 over the same period last year,
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    This article is about the current rise in the use of the GDS system again. This rise has been seen primarily with corporate travelers, but has also been used by the leisure traveler. While GDS usage percents dropped from 98% in 1999 to 79% in 2009, it has slightly started to increase again. Sabre one of the larger GDS companies has seen a 7% increase in use of the system in 2012. Hotels have tried to give companies better rates to their consumers, for example as more corporate travelers are extending their stays from a business trip and then turning it into a leisure trip for a few more days. This gives the traveler a lower rate a night at the hotel, as they are staying for more nights. Overall, while there was a decline in the use of GDS because of the OTA, there is now a slight increase, bringing life back to the GDS system.
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    This article gives an in depth explanation of the importance of GDS's in the hotel industry and the increased usage of the GDS due to the rising travel demand. The American Society of Travel Agents conducted a study in 2009 and found the percentage of member travel agencies that used the GDS declined from 98% in 1999 to 79% in 2009. A significant portion of the decrease was due to the economic downturn, but regardless hoteliers and travels still found value is the GDS channel. According to Sabre Travel Network, there was an increase of more than 7% in GDS bookings during the first quarter of 2012 over the same period last year. The demand for corporate travel is the main reason for the increase. Many people that are traveling for business want to extend their trips for leisure. This allows hotels the opportunity to adjust their pricing strategies by putting travel promotions for leisure for the business travels as well. Many people utilize the GDS to find the most affordable prices, but it is also beneficial to hoteliers as well. Elaine Kennedy, one of the two interviewed in the article, stated the pricing model provides corporations with a lower rate when demand decreases but also gives hoteliers the opportunity to achieve higher rates when demand increases, which ultimately is a win-win for both sides. The GDS also provides many opportunities for hotels to cut costs. Robert Cole, the other person interviewed in this article, stated "The GDS also provides enhanced marketing support….immediately when you use the GDS to put your product, your service, your room, your rate, you're getting it in front of an audience without using your own marketing budget." According to Robert Cole, the GDS is not going away any time soon because of the unique solutions it provides for hotels and travelers alike. I believe this article was very informative on how the GDS is currently being utilized and where it is going in the future. It basically helped answer question 3
lderi004

Interview. Alexandru Balan (eMenu): How can a digital menu help restaurants - Business ... - 0 views

  • After five minutes of waiting we got slightly annoyed and started wondering if there isn’t a technology out there that takes care of this problem
  • Because of Millennials, what they want and how they want it. Everything now spins around technology, so why not a restaurant menu?
  • Here the eMenu lets them have translations in virtually as many languages as they want to, without turning the menu into a tome
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  • No more paper wasted on small menus that get lost under the furniture and have to be reprinted every week. With this option, the guest can have the full menu on the TV, with dazzling pictures, in any language he wants, having the option to check hotel amenities and services, all whilst having full internet access to verify any tourism related information he might please
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    I found this article incredibly interesting, as it is an interview with the co-founder of eMenu, Alexandru. He speaks about how he thought up the idea of eMenu, when he was at a restaurant trying to pay the bill, but after five minutes of trying to call the server and being ignored, he got annoyed; and believed there was a way to fix this. Additionally, he makes great points about why the eMenu is so efficient, such as it being technology based, it is very popular amongst Millennials. He also makes the great point of it being on a tech system, it allows restaurants to have the menu in several language options more conveniently. As well as, it being flexible enough to make changes, such as newly added plates, without needing to reprint several new menus. He then goes on to say, he now looks forward to bringing this technology into the hotel industry, where room service menus can now be available from the TV, rather than in a "small wasted paper menu." All in all, I believe Alexandru makes some very valid points as to why the eMenu should be considered in many aspects of the hospitality industry. 
Maria Zuniga

Top recruiting trends for hotel Human Resources - 2 views

  • Business and leisure travel activity has recently increased and your guests expect a unique and memorable experience for spending their hard-earned dollars at your hotel.
  • n addition to staying ahead of the curve with new technology, amenities, and conveniences for your guests, the same is true for your employees.
  • By 2022, the hospitality industry will support 328 million jobs: that’s 10% of the U.S. workforce and represents a 49% increase in job postings since 2013.
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  • It’s a people business and keeping your employees happy and engaged is a big part of talent attraction and retention.
  • The Affordable Care Act 
  • Baby Boomers are retiring
  • Service Staff 
  • Technical & Professional Staff 
  • New technologies in reservations, room upgrades, amenities, etc., means more technology specialists to provide reliable service
  • Hiring at the Managerial Level
  • 67% of professionals state they’re searching for a more interesting challenge when they change jobs and more than half are looking for a better work-life balance.
  • Companies are also planning to diversify their management demographics to include more women and to promote younger and diverse employees into management roles. Career recruitment events (held at your hotel) attract large numbers of diverse and qualified applicants that you can meet in person, thereby reducing the hiring time required.
  • Keeping your staff engaged, happy and motivated are key factors in retaining talent. Stay on top of your skill gaps by monitoring your people analytics, providing career development and education to those already working with you and promoting from within.  Keep your wages in line with current salary statistics and look beyond the borders to hire workers with H-1B visas to hire temporary workers for special occupations
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    This article is very interesting because it shines light on the importance of using technology for HR purpose. It discusses the issues being faced that need to be resolved. It is important to note the generational differences and the social responsibility aspect.
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    I liked this article, but thought that it could have been more detailed. It offered many suggestions, but not that much intel into the systems that have been created or are in use to actually connect with candidates. For example, video interviewing. The best fit for the job might not always live close enough to travel for an interview. Skype interviews have become increasingly popular with hotels allowing them to quickly interview candidates without a person having to carve out a large portion of their day. The article did touch on the importance of following up very quickly which I agreed with, my property specifically is down 42% of our management due to hiring processes that are often drawn out.
Dalton Draper

Integrating e-commerce into a hotel's overall business strategy - 0 views

  • commerce should be a compliment to every part of a hotel's operations. All staff members need to be briefed on the advantages of taking a collaborative approach to e-commerce
  • needs to understand the correlation of stellar customer service on online guest reviews and the ability of a hotel to sell its products online.
  • sales departments
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  • understand the advantages of using e-distribution channels to aid travel agents and offline sales and get involved in the process
  • But hotels are trying to use e-marketing more effectively as well as focusing on social media outlets to lure prospective customers to their direct channels
  • At the end of the day, the channels that provide the most conducive environments to consumers (i.e. price, ease of use, accessibility) will win the business.
  • What do you think is the most critical aspect of integrating e-commerce into a hotel's overall business strategy?
  • Maximising direct business is most critical as it is the most profitable strategy for a hotel.
  • Ratings and reviews are a trend that is becoming more and more important. I've read that nearly 50% of consumers won't choose a hotel until they read a review. Hotels and brands need to consider this.
  • Earlier this year, an e-commerce professional mentioned that customers do not like pre-made packages, they love to package themselves by cherry picking on different sites.
  • The packaging site of tomorrow could just be a travel shopping cart that lets you add different components from different sites then price it for you when you are ready and even finding the lowest price and you are ready to book.
  • Price and quality are now more transparent than ever and sites that are more transparent will enjoy more conversions
  • Online travel shopping is still in its infancy. What we need to do is facilitate what consumers really want.
  • As an industry, we are not very sophisticated regarding our need for and requirement of intermediaries. In dire times, we are very aggressive with them
  • we must understand the true cost of bookings through each channel.
  • We need to understand when we need them and when we don't so we can minimise cannibalisation.
  • We need balance. There should be a partnership. It's unfortunate that intermediaries feel they need to cannibalise. Margin and share of business needs to be fair for both entities.
  • Which according to you is going to be biggest development in the travel distribution space this year?
  • Mobile. There has been quite a bit of traction, and we have plans of our own for this space.
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    This interview talks to Gareth Gaston, senior VP of Global E-comerse in the Wyndham Hotel Group, about recent trends in E-comerse.He believes that E-comerse should be apart of every department in the hotel, Front Office, Sales, Marketing, and the departments should help the Online Travel Agencies to draw more guest. Mr. Gaston believes that hotels need to start to create a partnership with online travel agencys(OTA) and begin to create a better system for price consolidations online rather than fight them at every turn for overbooking or under-pricing.
salmanalabiooani

HRIS systems: What you need to know | HRD America - 0 views

  • HCM The systems that fall under the human capital management (HCM) category are aimed at recruiting and retaining employees throughout their life cycle. They can include anything from recruitment and onboarding tools to salary planning, budgeting, goal-setting, and performance assessment. These tools assist the HR team in guiding employees toward success.
  • HRMS Human resource management systems (HRMS) may contain some elements of HCM solutions, but they also have several tools to help employees as well. These include an efficient and flexible way for workers to clock in and out, manage their schedules, and easily communicate with colleagues even if they are working remotely.
  • Company database An essential HRIS system component is a database where all pieces of information about employees and company HR procedures will be stored for use in other HRIS tools.
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  • Financial components HRIS also includes components for handling payroll, benefits, and employee recognition programs. The payroll and benefits components will maintain information such as salary rates, commission and incentive plans, payment accounts, and paycheck deductions (e.g., taxes, retirement plans, and insurance options).
  • Time and attendance
  • Recruitment and onboarding HRIS systems come with components that ease the work done throughout the hiring process, including posting job applications, handling employee referrals, sending interview requests, and tracking applicants. Often, you can access applicant profiles, record notes from job interviews, conduct employment tests, perform background checks, and send job-offer letters.
  • Centralized employee communication
  • Employee self-service
  • Training and development Most HRIS systems provide an option to design a training path for employees and even integrate training courses, tests, and professional certification preparation in a portal that employees can easily access.
  • Increased HR automation
  • Powerful people insights
  • Software – HR software for small business costs between $1 and $15 per month per employee. Some firms add monthly fees, while others provide only the basics. Setup fees – These are used to pay for the time of configuring the software to a company. Price ranges from zero to thousands per year, depending on the vendor. Consulting fees – These vary from zero (if included in your software subscription) to about $150 per hour if you seek the help of an outside HR consultant. Support fees – Some HRMS software companies charge additional support fees that may run a few hundred dollars per year. Free
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    A human resource information system (HRIS) is a software used for managing employee information while aiming to increase their engagement and productivity. Overall, an HRIS system is made up of the following components: a database, financials, time & attendance, recruitment, and training/development. The tools available in these allow for automated processes, data storage, handling of payroll, benefits, employee recognition programs, track work absences and tardiness, manage job applications, referrals, and interview requests, assist scheduling, employee communication, performance tracking, and goal setting. The costs involved when adopting a HRIS include software, setup, consulting, and support fees.
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    This article talks about the different types, components, benefits, and costs of a human resource information system. The two categories of HRIS are human capital management (HCM) and while the components include financial, time and attendance, recruitment and onboarding, employee management, company database, and training and development. The benefits include increased automation of human resource, employee self-service, centralized employee communication, and more important insights.
jnoll001

The Future of The Restaurant POS: An Interview with the Experts - 3 views

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    Here is a great article that explores the future of POS systems by interviewing an industry professional. The article delves into some great topics including the future is mobile iPad based systems, and it goes on to describe the rationale behind it. The article continues into the many benefits of a mobile POS versus a traditional, and even not having one at all. The article closes with the speculation that the long term future could be a POS system that all customers have on their mobile devices that never leaves their side, an interesting concept to consider.
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    Thank you for sharing. I find these articles that are geared to making carefully thought out suggestions of POS systems for budding companies, to be the most fascinating. I understand why some places would prefer an iPad based POS setup than the traditional ones. Fast food establishments are definitely upon the primary benefactors of this type of service.
jfuen093

The Applications of Environmental Technologies in Hotels: Discovery Service for FIU Lib... - 1 views

  • This article investigates
  • the use of environmental technologies in the hotel industry. Data was collected via a series of in-depth, semistructured interviews with hotel professionals. The research findings reveal that the environmental technologies most commonly used in the sampled were light-emitting diode lights, T5 fluorescent tubes, motion sensors, the key-card system, and water-cooled chillers
  • However, the escalating number of environmental laws and increasing pressures from the market have raised their environmental awareness. Many hotels and other hospitality businesses now implement environmental programs to save energy and water, reduce waste, and improve their environmental performance in response to increasing pressure from "green" customers, local government, business partners, and the shareholders of their holding companie
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  • . Many hotels do not intend to take a lead in implementing new environmental technologies as hotel managers are not often well educated in these technologies, causing the hotel industry to lag behind in their us
  • Energy, water, and waste in the hotel industry
  • . Hoteliers can use technology in a number of ways, from taking guest reservations to saving energy and water in hotel guest rooms. Energy and water saving require environmental technologies. Examples of environmental technologies related to the hotel sector are a key-card system for energy saving, a centralized air conditioning system that can reset a guest-room's temperature to the hotel's established temperature when integrated with a building management system to save energy, and light-emitting diode (LED) lights and heat pumps. In addition, many advanced environmental technologies have entered the market such as solar heat pumps, solar control film, solar batteries, light pipes, energy efficient lighting, light sensors and dimmers (Chan, [17]), different types of food decomposers, and water-saving devices.
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    This is an excellent, comprehensive article and research study that fully looks at environmental technology through interviews with hotel professionals. It has many specific examples of hotel environmental technologies. It also specifically looks at energy, water and waste in the hotel industry.
Xu Wang

Emerald | Have human resource information systems evolved into internal e-commerce? - 0 views

  • Human resources (HR) have been a well-established function in organizations for decades,
  • the department was typically perceived by many organizations as a “necessary evil,” that is to say, as an essential but in no way profitable or advantageous element,
  • even at the current time HRIS is not limited to technological elements alone, such as computer hardware and software applications, but also includes the people, policies, procedures, and data required to manage the HR function.
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  • Nevertheless, these well-accepted attributes of HR have been challenged in the past few years, as several indicators reflect fundamental changes within the HR function,
  • although little has changed in this function over the past decades, there are growing expectations that HR will improve corporate competitive advantages by adding real measurable value to the organization.
  • The apparent difficulties in upgrading HR to a strategic position in organizations result in missed opportunities especially in hospitality and tourism, where the human capital has substantive potential to improve the competitive advantage of enterprises, particularly due to the growing competitiveness of the industry, as well as the centrality of the human element in the delivery of hospitality products and services
  • The second change in contemporary HR which, interestingly, is closely related to the previous one, is the growing trend of incorporating advanced information technology (IT) in HR practices.
  • There is extensive evidence to the growing transfer of HR functions to digital formats, as can be seen in the growing popularity of human resource information systems (HRIS) among organizations. HRIS is currently perceived as one of the important factors influencing the role of the HR function, as well as the workplace as a whole. Although in many aspects, technology remains under-utilized in HR functions (Jones and Hoell, 2005), recently its effects have begun to be evident in many organizational aspects,
  • Furthermore, it is widely argued that the adoption of HRIS is likely to promote HR to the awaited position of strategic partner in the organization. The main reason for this is that by using HRIS, HR professionals can improve their performance by gaining better knowledge of the organization and its employees, thus facilitate participation in strategic planning and implementation. In addition, by improving the efficiency and effectiveness of the HR day-to-day administrative tasks, HRIS allows the HR staff to dedicate more time to strategic decision making and planning, which consequently provides more value to the organization to enhance its position within it
  • modern HRIS make optimal use of internet and web capabilities for performing their tasks
  • successful HRIS support the planning and implementation of managerial key processes in the organization, such as executive decision making, technology selection, interdepartmental integration, and organizational reporting structures.
  • Intranet-based employee self-service (ESS) provides employees direct access, mainly through a web browser but also through a centralized kiosk, to personal HR-related information. Thus, the employees can individually handle transactions that used to be carried out by HR personnel,
  • Both MSS and ESS create a trend of delegation of responsibilities and activities that were once considered to be the domain of HR professionals and administrative personnel, directly to employees and managers
  • HRIS was seen mostly as a special form of office automation systems, the emphasis being on reducing costs and staff while making the standard HR tasks more efficient
  • In addition, in today's workplace the HR tasks have become more complex, along with organizational trends such as globalization, consolidations, strategic partnerships, and greater than ever governmental and regulatory reporting requirements for employees.
  • Therefore, from the administrative perspective, by providing powerful computing capabilities, HRIS are changing and improving procedures and processes that were carried out less efficiently before,
  • the automation of routine transactions provides HR professionals with time to perform strategic functions related to the human capital
  • HRIS allow the firm to be proactive in HR planning, by giving managers a constant flow of employee information
  • since HRIS can significantly improve the way employees and managers communicate with each other through various communication channels, this improves the flow of information and expertise throughout the organization, thereby enhancing the firms' strategic capabilities
  • Another prominent perceived characteristic of the HR function has been its reliance on relatively low-tech methods in implementing its tasks
  • Although HRIS can provide both administrative and strategic advantages, it should be noted from the onset that they are usually expensive systems to purchase and implement. Designing and implementing customized HRIS, adapted to the specific needs of the organization, will significantly enhance its functionality, but will result in increased software and hardware costs, as well as time-to-deployment
  • the initial costs of developing such HRIS are high,
  • In order to reduce the costs of HRIS, an organization can purchase off-the-shelf applications composed of HR database programs, aimed at meeting the general needs of HR functions
  • These findings point to the vital need of the HR function to provide evidence of the effectiveness of HRIS, for the purpose of attaining the executive management support for the change.
  • for a successful implementation of HRIS, it is no less important to obtain the support of managers and employees in the organization. Although modern HRIS offer clear advantages to managers, through the use of MSS, for better management of their staff, the implementation of such systems is likely to be followed by a certain level of resentment on the part of the managers. Since MSS transfer the responsibility of performing employee HR-related transactions from the HR staff to the direct managers, many of them are frustrated since they feel that additional administrative tasks are being imposed on them
  • Another relatively common problem, concerning both the implementation and the flowing management of HRIS, is the question of who is in charge of the system. Since the successful development of HRIS requires the input of both the IT and the HR departments, it is not uncommon for disputes over areas of responsibility to break out between these departments.
  • Other territorial conflicts around HRIS may arise when departments feel that the system expropriates some of its authorities; for example, the payroll department might resist HRIS that combines payroll functions. A possible solution to such a problem can be the establishment of cross-functional teams that run HRIS projects
  • the implementation of HRIS raises both ethical and legal issues that need to be addressed by the organization. First, the use of relational database technology provides access to more detailed employee information than ever before.
  • Second, HRIS usually contain private information on the employees, while the access to this information is often allowed to employees outside HR, as well. As a result, some employees feel that their private lives are not protected adequately.
  • The hospitality industry is characterized by a higher turnover rate than other sectors of the economy
  • Traditionally, HR in organizations has utilized low-tech methods in recruitment.
  • Internet recruiting benefits both the organization and the job seeker's perspectives (Pearce and Tuten, 2001; Singh and Finn, 2003). The benefits to the recruiters include: Cost savings, as it is significantly cheaper to advertise on the internet than in a newspaper. Compared to the use of professional search firms (also known as headhunters) the amounts saved are even higher. Recruiters generally receive more applications, which results in a greater pool of candidates from which to choose. Recruiters may receive applications faster, often even on the same day a position is announced. Improved ability to target a specific audience, thereby decreasing future turnover. Time saving, as more unqualified or unfit applicants can be eliminated, through online contact, in the initial phases of the recruitment process.
  • On the other hand, internet recruitment is not without limitations.
  • Once the recruitment process has ensured a large pool of applicants to choose from, the next phase is to select the most suitable candidates.
  • Traditionally, these selection methods involve the visit of the candidate to the organization or, to a lesser degree, to an assessment center, for interviewing, pen-and-paper testing, or situational testing, including group dynamics.
  • The use of advanced technology allows the selection process to complete the widespread online recruitment methods.
  • Nevertheless, the main impact of technology in selection procedures is in relation to employee interviewing and testing.
  • Anderson (2003) broadly described the prominent technology-based selection procedures, along with an assessment of their acceptance and effectiveness.
  • Adequate training is essential in providing quality services, yet traditionally hospitality organizations have not invested adequate resources in training their employees (Conrade et al., 1994). Most of the knowledge and skills of hospitality employees is transferred through on-the-job training,
  • However, as noted by Collins (2004), delivery of organized and structured training programs in the hospitality industry is a constant challenge, mainly because of the size and geographical dispersion of the workforce, as well as the extensive resources – financial, work, and time – needed to establish in-house training programs.
  • Although technology-based training methods have been available for a long time, the hospitality industry has usually lagged behind other sectors in adopting them.
  • Web-based training (WBT) can deliver courses nationwide or worldwide at all time zones to any connected computer, and is easy to update and monitor.
  • Effective performance evaluation plays a critical role in the successful implementation of organizational strategy and in gaining a competitive advantage. Therefore, in addition to important HR decisions that greatly rely on performance evaluation, such as promotions, outplacements, dismissals, many organizations link performance to compensations and rewards. As noted by Bowley and Link (2005), a performance-based compensation plan, often known as “pay-per-performance,” should reflect the organization's goals.
  • the traditional methods, based on a disconnected blend of discrete applications, spreadsheet programs and paper-based systems, to communicate goals, track employee performance and manage compensation, are insufficient in the contemporary challenges of linking performance evaluation to organizational strategy (Bowley and Link, 2005). Yet, although sophisticated HRIS were developed to meet these contemporary challenges, Ensher et al. (2002) found little effect of HRIS on the process of performance management among HR executives, who still rely on paper-and-pencil administration and hard copy documentation of employee evaluation.
  • Nevertheless, CPM has drawbacks that are highly relevant to a service industry such as the hospitality industry (Miller, 2003). The main concern that CPM raises is that reliance only on quantitative criteria is likely to lead to the neglect of more qualitative aspects of performance.
  • Consequently, an effective CPM must be followed by the establishment of an employee development plan, designed in collaboration with his/her supervisor. The second application of technology in appraisal management is online evaluation and appraisal software (Miller, 2003). In contrast to the aforementioned CPM, in these cases technology facilitates delivering performance feedback, rather than generating the actual evaluation outcome.
  • 360° feedback,
  • In addition, evaluation software packages can be used as stand-alone applications or as an integral part of the organization's HRIS, which offers computerized standard evaluation forms. The use of user-friendly software in evaluating employees allows managers to focus more on the contents of the evaluation, rather than on the forms.
  • Therefore, the use of computer software programs allows better coping with these challenges, while saving time and money.
  • While the organization enjoys the reduced need for complex bureaucracy, the employees enjoy better control and enhanced anonymity, as there is no need for dealing directly with HR staff on personal financial matters.
  • The use of HRIS has significant impact on the current affairs between the management and the employees, as well as the characteristics and the environment of the contemporary workplace. From the administrative perspective, through the HRIS the managers and the employees have access to relevant information on employee work rules, policies, and regulations on issues like privacy, illegal discrimination, and work diversity. In addition, the HRIS can assist discharged or displaced employees in finding alternative employment, by providing links to career counselors, training programs, and information, all of which are required for a successful and effective job search
  • technology has changed the nature of the workplace and employer-employee relations more fundamentally than just providing more accessible information.
  • Traditional e-commerce technology provides product/service, promotion, placement, and pricing strategic initiatives to external constituents through the use of extranet platforms merged with intranets (for instance, customer relationship management). HRIS technology provides the same initiatives through the use of intranets merged with extranet platforms (for example, recruitment). Thus, HRIS technology may be considered to represent internal e-commerce systems, which are crucial to the alignment of HR functions within strategic initiatives aimed at sustainable competitive advantages.
  • The evolution of HRIS platforms provides a range of tools for use by enhancing employee-employer relationships. The full service range of HRIS functions brings human capital closer to the strategic direction of the organization.
  • However, the technology is merely a tool that may enhance strategic alignment.
  • There is also evidence from the literature that a disengagement of the HR function from strategic initiatives exist in many hospitality enterprises.
  • It is common knowledge that the hospitality industry is labor intensive with many points of intimate service interactions of long duration. HR will produce sustainable competitive advantages for those firms that include the HR function in a united strategic direction.
  • The literature identifies the advantages of aligned human capital as a means to accomplishing sustainable competitive advantage for enterprises.
  •  
    This article is a research paper did by Amir and Beer-Sheva. The purpose of this paper is to discuss the impact of technology on the human resources function in organizations, in general, and in hospitality firms, in particular. At the beginning, it introduced the role of human resources department in organizations for decades. And the trend or changes in contemporary human resources. Then it came out that we cannot skipped the effect of technology on the HR function, especially in tourism and hospitality industry. So, next it gave the definitions of HRIS by introducing technology. And list some advantages and challenges of using HRIS. In the end, it listed how technology put infusion across HR function, including recruitment, selection, training, performance evaluation and compensation, payroll, benefits and pension administration, labor relations and outplacement.
anonymous

What are 'Green' IT Initiatives? | RecycleNation - 1 views

  • So-called Green Information Technology (IT) initiatives have been sprouting up at corporations, organizations and governing entities in a variety of sectors
  •  
    Green practice not only save companies money in the long run, but contribute to creating a healthier planet. Various industries are taking part in the implementation of green strategies to do so. As this article points out, universities are using green IT. The University of Pittsburgh is taking part in several of these. First by using Pitt Printing, which "effort reduces the likelihood of multiple print jobs, according to the university, and also stems the tide of students printing a document and not picking it up. By the university's estimation, this change in technique has saved upward of 100,000 sheets of paper that would have wound up discarded, making it 20 times less wasteful than full-service printing"." In addition the school has committed to using "read green" by reducing paper waste and committing to using electronic copies and using web conferences versus in person interviews for candidates and meetings. Small steps can make a big difference and IT is assisting in the green implementation.
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    I love how you brought up Universities. Its amazing how everything now is pretty much done online. Even professors like everything turned in via email or via blackboard. This saves so much on paper and ink for printers. I believe that one day there will barely or any use for printers and so forth due to the evolution of sustainability.
Sasha Bravo

Industry Outlook | Top Stories | | Hospitality Magazine (HT) - 0 views

  • Steve Barrow, VP of IS, Luby’s Inc
  • have seen some next generation hotel management systems that are truly cloud-based (no thin client installs). They have the ability to integrate with social media outlets, CRM and all the other major management modules, allowing the guest to ultimately have a better interaction with their online hotel profile and booking abilities.
  • I believe a mobile payments standard such as Google Wallet or NFC on smartphones is an emerging technology with profound implications. The service will allow a customer to access all of his account balances and payment methods
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  • I hope to see a single mobile device be your unique and secured identifier for everything from loyalty programs to payment transactions, to hotel room entry. This might be NFC or something else. Such a large percentage of our guests are carrying mobile devices, we should be able to identify them uniquely and have them authorize the sharing of this information for multiple purposes. Personally I hate having to carry 30 cards in m
  • I would expect apps to be available to give the guest a new, unique experience to their guest room, not only from the booking side, but also the experience once they have entered your hotel; much more than just a booking widget.
  • Tech is experiencing an innovation boom, and many in the hospitality industry are ready to replace the “slow to adopt” mentality with strategic IT investments. From cloud computing to mobile devices, hotels and restaurants are monitoring, testing and deploying new solutions that improve the guest experience, streamline operations across vast franchise networks, and bring greater security to their enterprises.
  • y wallet for varied functions. I know there are multiple vendors doing some facets of this chip-based ID, but the entity that standardizes and creates buy-in from consumers will be huge in the future of hospitality and retail markets.
  •  
    This article looked at the views on IT investments of Hospitality Technology's Editorial Advisory Board. The Board represents a variety of hospitality industries. The article focused on areas of improvement, emerging technologies, IT priorities for 2012, "wish list" IT investments, and more. Among the areas for improvement, guest Wi-Fi and mobile apps, loss prevention technologies, and social media targeting older clientele topped the list. Older guests connecting to and understanding social media are a worry among many of the Board members as well as lack of standardized, secure payment methods. Many also mention that their current systems (POS in particular) tend to hold them back from implementing new IT technologies because they would not be compatible.  Most Board members listed having mobile devices that could be used for a variety of purposes on the guest end as well as on the business end would be top on their "wish list" for IT implementations. With almost everyone owning smartphones today, I think this would be the smartest and most effective IT implementation to invest in. Many customers and guests are looking for easy and accessible ways of navigating through the hotel and restaurant environments without extensive help from others. Since many people, especially the generation coming up, are more and more attached to their phones and tablets, mobile apps for nearly everything seems like the smart way to go.  Cloud-based servers were a close second in terms of what they wanted in invest in. Many of the Board members pinpointed technologies that have been around but are still new, especially in their respective areas, when speaking of useful emerging technologies. Mobile apps, tablet and 73456
  •  
    this article gives a great overview of the steps leaders in the Hospitality industry are taking towards new technology. In this article members of the industry were interview regarding weaknesses in the current hospitality market as well as emerging trends that each believe is in rapid increase. Some of the answers give very interesting approach towards technology. Although, overall it seems that the number one emerging technology is the use of cloud-based/mobile-based services.
Yue Li (3011472)

Hotel's Free Wi-Fi Comes With Hidden Extras - NYTimes.com - 0 views

  • The hotel’s Internet service was secretly injecting lines of code into every page he visited, code that could allow it to insert ads into any Web page without the knowledge of the site visitor or the page’s creator. (He did not actually see any such ads.)
  • The lines of code include references to “rxg,” which stands for Revenue eXtraction Gateway, a service aimed at generating money from Internet access points. On its Web site, a company called RG Nets, which makes Revenue eXtraction Gateway, explains that its system rewrites every Web page on the fly so that it can include a banner ad.
  • Even though this ad-serving system was apparently not serving ads, it was the principle of the thing that upset the online critics. Mr. Watt said that the technique not only affected people browsing the Web, but also the content creators, because they would not get a cut of the revenue and their own ads could be blocked.
  •  
    Mr. Watt, a customer who was spending his weekend at the Courtyard Marriott in Midtown Manhattan was browsing the website. He realized that there was a strange drawing appeared on the top of the web page, which did not exist before. At first, he did not pay too much attention to it, but he still determined to check source codes to see if there was anything wrong with the computer or the Internet. After checking the source codes, he found lines of code which include references to"EXG". He thought it was a hacker attack, but his IT background enabled him quickly figured out that lines of code that include EXG had nothing to do with a hacker attack, but was a service named Revenue Extraction Gateway used by RG Nets company to inject advertisement secretly without the knowledge of the users, which aims at generating revenue from the Internet access points. Mr. Matt claimed that although this service will not bring harm to the users, but the principle of the thing that upset the users most. The hotel then apologized to Mr. Watt, and promised not to use this service anymore. What I feel interesting is that I also had such problems before, and after I interviewed some of my classmates and friends, I realized that this is a pervasive problem. However, what surprised me the most is the truth that most of the hotels do not know that their hotels' internets are exposed to secret ads injection because this kind of secret service is not on the contracts that the hotels signed with the internet company. In my opinion, it is an unethical service. Customers who use the internet feels that he/she is being spied on, and for the web content creators, they could not get a cut of the revenue from this.
Carl Miller

Meeting the Expectations of Last-Minute Mobile Bookers. - Wednesday, 25th January 2012 ... - 0 views

  • “Travellers are increasingly demanding the ability to access and do anything, anywhere from any device. Their push of travel purchases towards the moment of necessity, coupled with their growing spontaneity, has created a new segment of mobile consumers
  • HotelTonight’s research shows that these last-minute mobile bookers, if not for Impulse Rates and the convenience of mobile apps, would have stayed with a friend or at home instead of a hotel.
  • Travellers no longer plan the details of their trip in advance, and instead rely on instant advice,
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  • We obsess over user feedback via user emails and phone calls, app store reviews and social media.
  •  
    This article describes how a new company, HotelTonight, is attacking the market of spontaneous travelers. The company made an app for iPhone an Android users that sends "Impulse Rates" to users who have the app. Impulse Rates are heavily discounted rates on hotel rooms offered by hotels through HotelTonight for rooms that have been unsold that day. If users like the offer, they can book the room through the app in eight seconds with only three clicks.  There is also a little interview with HotelTonight CEO, Sam Shank in which he answers questions about how the company runs.  I think this is a great idea for company. It helps everyone involved - hotels increase revenue by selling rooms that otherwise would have been empty, consumers get great deals on rooms, and HotelTonight profits off of a nominal fee for processing the transactions. This is similar to the Ding! app from Southwest airlines but designed solely for mobile devices. 
  •  
    Here is a link to the company's website. I don't have the app but it looks like it would be pretty easy to use. http://www.hoteltonight.com/
  •  
    A great idea. Truly a win-win for all. I'm glad that they are finding the impulse rates are not affecting the amount of regular booking guests. I would like to try this myself and live life to the fullest.
anonymous

Travel Industry Trade Shows |Hospitality Upgrade | Videos - 0 views

  •  
    This is a short but insightful interview with the CIO of Marriott International at the Hospitality Upgrade CIO Summit last year. When asked about how much the company expects to spend on technology, he essentially says that they will be spending more but spending wisely to be more efficient, and to ultimately keep their costs down. He goes on to say that attending a conference like the CIO Summit is beneficial to stay current on trends and new technologies, and to connect with peers in the industry. In a sense, one could say it's s a "wait and see" approach, networking and observing what others are doing and seeing what's already big in the industry.
Claire Conway

GDS usage on the rise as travel demand grows - 1 views

  • A study conducted by the American Society of Travel Agents in 2009 found the percentage of member travel agencies that used the GDS channel declined from 98% in 1999 to 79% in 2009.
  • However, despite the decrease in GDS usage amid the most recent global economic downturn, hotel companies and travelers still find value in the channel, according to sources interviewed for this report.
  • Sabre Travel Network, for example, saw an increase of more than 7% in its GDS bookings during the first quarter of 2012 over the same period last year, said Nancy St. Pierre, a spokeswoman for Sabre, which is one among several major GDS companies including Abacus, Amadeus, Galileo and Worldspan.
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  • The GDS is not going away any time soon because of the unique solutions it provides for hotels and travelers alike, according to Robert Cole, founder of hotel marketing firm RockCheetah.
  • The GDS also provides enhanced marketing support, St. Pierre said
  • Many hoteliers are attempting to leverage those increases in demand through dynamic pricing models, which offers clients a percentage off a hotel’s best available rate on each travel date as opposed to a fixed, negotiated rate for the year
  • GDS would provide additional value if distribution costs were lowered. “I think that what hotel companies don’t like about GDS is there’s a relatively high transaction fee.”
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    In 2009 the GDS usage declined from 98% to 79%. ALthough there has not been a demand to use this technology, there has been a demand in the first quarter in 2012. There has been an increase because of corporate business demand. GDS is being used to transfer room inventory to global distribution partners as well as travel agents and OTA's. Hotels using the GDS technology offer a percentage to a client instead of a fixed rate. This happens as long as companies have access to the hotel's system everyday. According to Robert Cole, The GDS system is notgoing anywhere because of its unique solutitons to hotels and travelers. It makes it easier for everyone.
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  •  
    Although there was a significant slowdown of GDS usage between 1999 to 2009, bookings are steadily increasing over 2012's first quarter. The growing demand is primarily from corporate travel, but leisure travel reservations are also picking up speed as well, especially in the form of job related trips that end with vacation days. Hoteliers are increasingly following a "dynamic pricing model" which has flexibility of rates to increase during high demand and vice versa, encouraging weekend stay-overs and group rates. In spite of previous estimations, GDS enhances the online search tools rather than being replaced by them, since it is much better suited to handle large amounts of site traffic than smaller companies and independent, as well as providing a cost-free marketing presence for the tourism providers. Hotels still consider GDS transaction fees high, but this is an ongoing negotiation. Corporations appreciate GDS' security reporting features which pinpoint employee locations as well.
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    Corporate travel demand is primarily responsible for the rise of GDS usage. There has been an increase in business travel. Many consumers are attempting to leverage those increase in demand through GDS. The pricing model provides consumers with a lower rate through GDS than the actual average rate. The GDS is not going away anytime sooon.
  •  
    This article shows that although GDS were thought to be the end, with its efforts of changing price and strategies, it still can postpones its life circle and continue growing gradually. However, I am a little doubt about this article, because the result it concludes just based on the interviews of three person.
  •  
    This article is about how global distribution systems are still in demand even though they were said to be dying out. Industry leaders thought that with the development of online travel agencies, GDS's would soon be out of business. This isn't the case though. Well it is proven that member travel agencies have been using GDS's less this could be linked to the economy. The people who are purchasing travel through online travel agencies are still using the GDS every day. Business travel is also up in the past 10 years and also an increase in business travelers extending their stays for leisure. With that leisure and corporate traveler are help keeping GDS's alive. But GDS's would be even more profitable if they lowered their transaction fees.
  •  
    The GDS has decreased steadily over the past decade, but recent studies have shown that there has been a small increase. The increase is thought to be due to corporate travel.  Many hotels are trying to increase the use of the GDS through dynamic pricing models. This model offers a percentage off the hotels best available rate depending on what the demand is. The GDS provides many benefits like facilitating the online search process, offering immediate access to information without using a marketing budget, and high sense of security. The only downfall is that the distribution costs are too high, because transaction fees usually are around $5. 
Cecilia Lucas

Mobile POS usage growing among restaurants | Nation's Restaurant News - 1 views

  • I think this will become a reality in fast food in the next two to three years. It will be tied to the success of mobile wallet technologies
  • anywhere in hospitality where speed of the transaction is critical and cash is a big part of the process today
  •  
    Technology researcher, Greg Buzek is interviewed by Nation's Restaurant News about the future of Mobile POS among restaurants. He says that Mobile POS will be the fatsest penetration of any technology in the hospitality industry since the introduction of internet connectivity. We see that the fastest growing market for this technology are the smaller bussinesses such as food trucks and fast food restaurants where the speed of the transaction is critical, but eventually will find itself popular amongst larger restaurant chains. The appeal for smaller bussinesses is the price point, since it's cheaper than installing $2000.00 traditional POS.
Yoshihiro Kanno

Multiple Properties, Multiple Flags: Texas Western Uses Cloud BI to Automate Data Gathe... - 0 views

  • Texas Western began evaluating a cloud-based business intelligence system to take a load off its accounting staff by automating its property data gathering and reporting. The effort paid off – and produced some surprising results.
  • The company"s hotel software requirements included automatic downloading of property performance metrics from its Hilton OnQ and Marriott PMSes daily, as well as merging the data with labor numbers, Smith Travel Research output, and a variety of other information from TW"s corporate accounting system.
  • Texas Western selected Aptech Computer Systems, Inc. and implemented its Execuvue® hospitality Business Intelligence (BI) solution. Aptech built TW"s data warehouse and worked with Marriott and Hilton to identify, gather the data, and create the report formats TW needed for better performance management
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  • Texas Western"s BI system automatically collects and combines data from its 53 properties with ten flags, performs performance analysis and multi-property roll ups and comparisons, generates daily revenue and flash reports, and emails property specific reports to the appropriate managers.
  • Aptech offered to host our system at its secure data center in Pittsburgh and this has taken all system responsibility off our hands. They handle our data security, backups, and system maintenance so we can run our hotel company."
  • Our BI reports are mobile optimized so our executives can monitor performance anywhere." Smith added that some TW managers like to review reports on their iPads and he can track operations from his iPhone as needed.
  •  
    This article is about a decision made by Texas Western, Hotel Management Company, to introduce Cloud-Based Business Intelligent system. According to the interviews with the company executives, this investment is really paying off. This system has taken system responsibility off their hands and allowed them to cut labor costs which were used to prepare daily revenue reports or spread sheets. Mobile access to all the information also appears to be a useful feature offered by Cloud-based system. 
Paige Hanna

IT investment proves a help to struggling Station Casinos - 1 views

  • The updates to the Station Casinos network have helped the company connect 15,000 different devices, including some of the 23,000 newer slot machines installed at its various casinos. All the networked slot machines and gaming area monitors, including surveillance cameras, operate in real time and connect to a real-time data warehouse -- still a rare practice in the gaming industry, Baltz said. The UCS and related technologies that Station Casinos has installed have made the network more adaptable and resilient, according to Baltz. "About 80% of our revenue comes from slot machines -- that's why our network is so important. Downtime is not an option," he said.
  • "There's absolutely savings on our costs with these technologies," said Van Baltz, a vice president and chief technology officer at Station Casinos, in an interview. Baltz wouldn't quantify the savings that the new systems have delivered, but at one point during the interview he said the return on investment has been "wildly" better than expected.
  •  
    The article shows how a unified computing and communication system helps a company implement a new technology. While the new technology system is worth a multimillion-dollar investment; the benefits have provided the company excellent financial results. It allowed the company to consolidate 18 room reservation and telephone operations into a single location. Another advantage from the update is the capability for Station Casinos to connect 15,000 different devices which include some of the newer slot machines that have been installed. The new technology reduces downtime; this is an advantage as downtime could lead to potential monetary loss. Finally, the update while costing millions of dollars, the financial return on the investment is tremendously impactful to the company.
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  •  
    The article highlighted reports how hotels in Vegas had great return on investment after making changes to their computer and networks systems. They claimed that the technology allowed them to be the best providers in service and operate more effectively. The company has Cisco as a network provider that allows them to connect their slot machines and computer system in real time. They were also able to establish an intranet network to allow customers to also gamble from home. By connecting their machines to the ir system they plan to avoid down time. It was also mentioned that some old style machines often requested by customer had to kept otherwise customer will find somewhere else.
  •  
    This article speaks about a seemingly successful turn around for a struggling casino group in Las Vegas after making multimillion-dollar investments for I.T. over a period of time. While it has not completely eradicated all their problems, Stations Casinos Inc., which operates 18 hotels, and casinos off the Vegas Strip has saved tremendously by providing a cohesive communication computer system that has allowed greater efficiency ultimately saving money. An example of efficiency is cutting down data center server racks from 12 to one. More advantages showed with reduced cost due to less power and energy being used to maintain more infrastructures. An upgrade in network allowed for their slot machines and security cameras to connect across the board. This is important because, " about 80% of revenue comes from slot machines," said Baltz. These are just a few advantages the Stations Casinos Inc., has experienced since their investment. After reading this article, it just goes to show how important the I.T. department can be to the profitability of a hotel, casino or other hospitality entity. Usually we think of the product or service as the revenue generators of a business, but this type of article shows that, by saving money, the trickle down effect of increasing profits will occur when you cut expenses.
  •  
    If there was ever any question that IT investment could drastically benefit companies, this scenario is the proof. A group of struggling Las Vegas Casinos really turned there negative situation around with the use of new interactive technology. This interactive technology is not only beneficial in the hotel world, but apparently casinos as well. The possibilities for this technology are endless, as long as it continues to advance. Guests and costumers who continue to be satisfied with their enhanced technological experience, will give companies and businesses large profits. Just as the casinos had a drastic turnaround by utilizing technology, other groups will do the same.
Ashlee Livingston

Green Marketing: The Benefits of Green Marketing | Hotel Industry Magazine - 0 views

  • enables them to generate additional positive publicity and engage with existing and new target customers.
  • 80% of travellers are willing to pay extra to visit an eco-friendly destination or business
  • meant that environmental issues were given a low priority – ignoring the fact that there are often cost savings associated with such things as improved energy and waste management.
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  • responding to the challenges of the recession and keeping overheads down
  • hoteliers who rely on business trade may be the first to start seeing customers staying elsewhere if they aren’t making any efforts to demonstrate environmental responsibility.
  • greenwash’ accusations
  •  
    This article is an interview with Leigh Tymms from Green Edge Environmental on the marketing benefits of going green. The most beneficial is generating a positive reputation with customers looking to go green. These customers are increasing everyday. According to the article, a report by Travelocity stated that 80% of travelers are willing to pay extra to visit an eco-friendly destination. Basically, more and more guests are taking into consideration the size of a hotels carbon footprint. Although it may be costly originally, in the long run it is also economically beneficial for hotels to go green. Tymms warns that hotels ignoring the green trend in hospitality risk losing customers. And he also suggest that hoteliers make sure they are actually taking steps to go green and not just marketing false claims for revenue gain. 
Yunfan Wu

TECHNOLOGY, MEDIA & TELECOMMUNICATIONS ISSUES IN THE HOSPITALITY SECTOR - Al Tamimi & C... - 0 views

  • Using hotels as a basic reference, one key area where specialist TMT legal support is essential is in respect of technology. 
  • Most hotels employ a combination of ‘off-the-shelf” and customized software applications in order to manage a variety of functions, such as reservations and F&B inventory. Such software applications must be appropriately licensed to the hotel by the software provider, and suitably maintained (eg. by an annual maintenance agreement with a service provider), so as to ensure that updates are applied and any errors in respect of such applications do not adversely affect operations.  Another example of the type of Technology work we handle is in advising some of the well-known international on-line travel or accommodation booking service providers about the extent to which their on-line activities may need to be licensed in the Middle East region.
  •  
    This is an interview between and head of hospitality practice and a technical specialist. They talk about the benefits the telecommunication skill brings to the industry, including to the hotels and  the customers.They also discussed some of the problems, such as the respetive practices overlap. The TMT team provide some legal support in this area.
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