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smend120

Benefits of Global Distribution System | GDS Booking System - 0 views

www.flightslogic.com/global-distribution-system.php

Hospitality Technology Travel-agent GDS

shared by smend120 on 06 Sep 22 - No Cached
amdelgad liked it
  • a central reservation system that allows travel agencies and their clients to access travel knowledge, buy and compare reservations choices and book travel
  • connects the travel service suppliers or vendors to the travel agencies in real-time, by providing a centralized service that covers the bookings of airline tickets and more.
  • The leading global distribution systems are Amadeus, Sabre, Galileo, and Worldspan.
  • ...15 more annotations...
  • Travel Agencies have historically relied on GDS for services, products & rates to produce travel-related services to end customers.
  • The GDS system is one of the most necessary tools for the travel business
  • OTA (Online Travel Agent) can access the inventory of airlines in real-time. Users can book and process the travel offers that best work their needs.
  • Amadeus GDS helps to distribute the services in order that the audience or clients may get the specified result out of it. In the world of travel, Amadeus API Integration is one of the ancient and trusted technologies.
  • Galileo is one of the global suppliers of travel product within the world and that they currently provide the Galileo Global Distribution system. Galileo is an application program interface (API) that permits customers to make an interface like a website, connected to the Galileo.
  • Sabre Global Distribution System is one of the leading suppliers of travel reservation systems with over 55000 travel agencies. Sabre is an efficient and cost-effective distribution channel that helps airlines and travel corporations to extend their market reach to leisure and corporate traveler.
  • travel agents to search, price, book, and ticket travel services provided by airlines and tour operators. Sabre provides users with schedules, availability, pricing, policies, and rules, yet as reservation and ticketing capability for travel suppliers.
  • Travelport is a leading Global Distribution System, that operates in 170 countries including globally accepted and allows Worldspan and Galileo GDS platforms. The Travelport network consists of 400 Airline partners serving to travel corporations increase revenue, lower value and efficiency reach leisure and company travelers globally in each continent and channel.
  • Worldspan GDS System provides data-rich solutions that offer travel buyers and suppliers distinctive insights into their operations that facilitate to manage your travel business, reducing prices and improving revenues. Worldspan travel software acts as a single source for providing travel deals and information all over the globe.
  • he integration of Worldspan travel software permits the travel agents to boost the client's expertise by providing information like rates, inventory, discount and description that is finished on a real-time
  • market your latest sales message, special offers, and discounts directly to travel agents. 
  • A single global travel distribution system is connected through B2B, B2C, B2E and B2B2C websites.
  • OTAs have greatly improved the travel shopping experience & convenience for consumers and have increased pricing transparency.
  • GDS systems deliver worldwide data, rates, inventory, offers, real-time availability of airlines, hotel rooms, car rental, bus tickets, and many more to make the travel industry more informatics and sophisticated.
  • Benefits of Global Distribution System Global distribution systems are widely responsible for the growth of travel industry and stepping stone of most internet based travel services.
  • djohn304 on 06 Sep 22
     
    Global distribution systems work by connecting travel companies (airlines, car rentals, cruise lines) to travel agencies (online or human) who then connect with the interested traveler. By this chain, the travel agent is able to offer real time availability from the companies to the traveller. The benefits of this system are the ability to deliver tons of information direct from the relevant companies, it is convenient for those that use them and easy to track travelling trends and interests. To me, it works like a mass marketing strategy. The content is generated by the owners and instead of enlisting their own man power, they utilize the efficiency and convenience of remote technology to mass distribute. The intended consumer receives the information without ever having to think where it's coming from, but inevitably trusts its reliability. The productivity of this system is something that those in the hospitality industry cannot ignore because this represents moments of the first interaction between the interested consumer and your operation. In order for the information to reach them in a convenient medium. In summary, GDS's help information get from the travel company to the consumer everyday in real time via global networks.
  • smend120 on 12 Sep 22
     
    Global Distribution Systems (GDS) are largely responsible for the expansion of the travel industry. They provide the foundation for most internet-based travel services offered globally, and they link the providers of travel services in real-time. To make the travel business more complex and informatics, the GDS system provides global data, pricing, inventory, offers, and real-time availability of flights, hotel rooms, car rentals, and even bus tickets. GDS enables travel agencies and their customers to access travel information, purchase and compare options for reservations, and schedule trips. One of the most essential tools for the travel industry is the GDS system. Global Distribution Systems are server-hosted web platforms that offer worldwide discounts on the booking of travel-related goods like airfares. Amadeus, Sabre, and Travelport are the three main GDSs in the market, and they are connected to more than 650,000 travel agents. Travel agencies depend on GDS's assistance to maximize their own profits because GDS is a direct seller of airline tickets. To increase their revenues and their ability to offer tickets to customers, travel agencies enter into an agreement with GDS and gain access to a listing of fares.
  • smend120 on 12 Sep 22
     
    " Benefits of Global Distribution System Global distribution systems are widely responsible for the growth of travel industry and stepping stone of most internet based travel services. Benefits of Global Distribution System for Travel Agents and Tour Operators GDS systems deliver worldwide data, rates, inventory, offers, real-time availability of airlines, hotel rooms, car rental, bus tickets, and many more to make the travel industry more informatics and sophisticated. How Travel GDS Marketplace Is Reshaping the Travel Industry GDS stands for Global Distribution System and it's essentially a central reservation system that allows travel agencies and their clients to access travel knowledge, buy and compare reservations choices and book travel. functions across the world and connects the travel service suppliers or vendors to the travel agencies in real-time, by providing a centralized service that covers the bookings of airline tickets and more. permits travel agents to access, in real-time, availability, feature and costs for airlines and extra travel services worldwide. The leading global distribution systems are Amadeus, Sabre, Galileo, and Worldspan. This permits users to buy tickets from various suppliers or completely different airlines. GDS can link services, rates, and bookings that combine a spread of products and services in travel sectors: e.g., airline bookings. Independent travel agents, travel agencies are now using an increasing sophisticated GDS system to seek out the best travel and accommodation and rates for their clients. Travel Agencies have historically relied on GDS for services, products & rates to produce travel-related services GDS system is one of the most necessary tools for the travel business the system will yield results with real-time pricing and availability comparisons There are 3 major GDS within the market- Amadeus, Sabre, and Travelport here are over 650,000 and travel agents connected via a GDS system Systems enable users to bu
noreen1

The Property Management Puzzle | Top Stories | | Hospitality Magazine (HT) - 0 views

hospitalitytechnology.edgl.com/...roperty-Management-Puzzle87632

shared by noreen1 on 07 Feb 15 - No Cached
  • The company is in prototype on a social media integration project that would, among other things, let guests book a room through Facebook and then send a confirmation text to their mobile device.
  • The company is in prototype on a social media integration project that would, among other things, let guests book a room through Facebook and then send a confirmation text to their mobile device.
  • “If I look at it from a city hotel perspective, absolutely; there’d be no downfall to cloud.”
  • ...70 more annotations...
  • Over the long-term, the result is the same: a massive, impending re-architecting of how properties are managed.
  • . “If I look at it from a city hotel perspective, absolutely; there’d be no downfall to cloud.”
  • . “If I look at it from a city hotel perspective, absolutely; there’d be no downfall to cloud.”
  • “If I look at it from a city hotel perspective, absolutely; there’d be no downfall to cloud.”
  • “If I look at it from a city hotel perspective, absolutely; there’d be no downfall to cloud.”
  • “If I look at it from a city hotel perspective, absolutely; there’d be no downfall to cloud.”
  • “If I look at it from a city hotel perspective, absolutely; there’d be no downfall to cloud.”
  • “If I look at it from a city hotel perspective, absolutely; there’d be no downfall to cloud.”
  • The company is in prototype on a social media integration project that would, among other things, let guests book a room through Facebook and then send a confirmation text to their mobile device.
  • Over the long-term, the result is the same: a massive, impending re-architecting of how properties are managed.
  • “If I look at it from a city hotel perspective, absolutely; there’d be no downfall to cloud.”
  • “If I look at it from a city hotel perspective, absolutely; there’d be no downfall to cloud.”
  • “If I look at it from a city hotel perspective, absolutely; there’d be no downfall to cloud.”
  • “If I look at it from a city hotel perspective, absolutely; there’d be no downfall to cloud.”
  • “If I look at it from a city hotel perspective, absolutely; there’d be no downfall to cloud.”
  • “If I look at it from a city hotel perspective, absolutely; there’d be no downfall to cloud.”
  • Over the long-term, the result is the same: a massive, impending re-architecting of how properties are managed.
  • “If I look at it from a city hotel perspective, absolutely; there’d be no downfall to cloud.”
  • “If I look at it from a city hotel perspective, absolutely; there’d be no downfall to cloud.”
  • “If I look at it from a city hotel perspective, absolutely; there’d be no downfall to cloud.”
  • “If I look at it from a city hotel perspective, absolutely; there’d be no downfall to cloud.”
  • The company is in prototype on a social media integration project that would, among other things, let guests book a room through Facebook and then send a confirmation text to their mobile device.
  • The company is in prototype on a social media integration project that would, among other things, let guests book a room through Facebook and then send a confirmation text to their mobile device.
  • The company is in prototype on a social media integration project that would, among other things, let guests book a room through Facebook and then send a confirmation text to their mobile device.
  • What’s still not clear is the extent to which social media can and should be integrated into formal property systems, so that user-generated content can be stored, mined, analyzed and tracked.
  • What’s still not clear is the extent to which social media can and should be integrated into formal property systems, so that user-generated content can be stored, mined, analyzed and tracked.
  • “One of the promises of the cloud is that it becomes easier to integrate, so you can go more best-of-breed in your solution choice, but you still have issues with data structure and architecture.”
  • What’s still not clear is the extent to which social media can and should be integrated into formal property systems, so that user-generated content can be stored, mined, analyzed and tracked.
  • What’s still not clear is the extent to which social media can and should be integrated into formal property systems, so that user-generated content can be stored, mined, analyzed and tracked.
  • “One of the promises of the cloud is that it becomes easier to integrate, so you can go more best-of-breed in your solution choice, but you still have issues with data structure and architecture.”
  • “One of the promises of the cloud is that it becomes easier to integrate, so you can go more best-of-breed in your solution choice, but you still have issues with data structure and architecture.”
  • If I look at it from a city hotel perspective, absolutely; there’d be no downfall to cloud.”
  • cloud.”
  • “We’re an hour and a half from a major metropolitan area. There are enough providers selling the bandwidth we’d need for redundancy in a true web-based cloud environment,” says Nickelson, whose 2,000 acre property is located in North Carolina’s rural heartland. “If I look at it from a city hotel perspective, absolutely; there’d be no downfall to cloud.”
  • “We’re an hour and a half from a major metropolitan area. There are enough providers selling the bandwidth we’d need for redundancy in a true web-based cloud environment,” says Nickelson, whose 2,000 acre property is located in North Carolina’s rural heartland. “If I look at it from a city hotel perspective, absolutely; there’d be no downfall to cloud.”
  • “We’re an hour and a half from a major metropolitan area. There are enough providers selling the bandwidth we’d need for redundancy in a true web-based cloud environment,” says Nickelson, whose 2,000 acre property is located in North Carolina’s rural heartland. “If I look at it from a city hotel perspective, absolutely; there’d be no downfall to cloud.”
  • “We’re an hour and a half from a major metropolitan area. There are enough providers selling the bandwidth we’d need for redundancy in a true web-based cloud environment,” says Nickelson, whose 2,000 acre property is located in North Carolina’s rural heartland. “If I look at it from a city hotel perspective, absolutely; there’d be no downfall to cloud.”
  • “We’re an hour and a half from a major metropolitan area. There are enough providers selling the bandwidth we’d need for redundancy in a true web-based cloud environment,” says Nickelson, whose 2,000 acre property is located in North Carolina’s rural heartland. “If I look at it from a city hotel perspective, absolutely; there’d be no downfall to cloud.”
  • “We’re an hour and a half from a major metropolitan area. There are enough providers selling the bandwidth we’d need for redundancy in a true web-based cloud environment,” says Nickelson, whose 2,000 acre property is located in North Carolina’s rural heartland. “If I look at it from a city hotel perspective, absolutely; there’d be no downfall to cloud.”
  • “We’re an hour and a half from a major metropolitan area. There are enough providers selling the bandwidth we’d need for redundancy in a true web-based cloud environment,” says Nickelson, whose 2,000 acre property is located in North Carolina’s rural heartland. “If I look at it from a city hotel perspective, absolutely; there’d be no downfall to cloud.”
  • “We’re an hour and a half from a major metropolitan area. There are enough providers selling the bandwidth we’d need for redundancy in a true web-based cloud environment,” says Nickelson, whose 2,000 acre property is located in North Carolina’s rural heartland. “If I look at it from a city hotel perspective, absolutely; there’d be no downfall to cloud.”
  • “We’re an hour and a half from a major metropolitan area. There are enough providers selling the bandwidth we’d need for redundancy in a true web-based cloud environment,” says Nickelson, whose 2,000 acre property is located in North Carolina’s rural heartland. “If I look at it from a city hotel perspective, absolutely; there’d be no downfall to cloud.”
  • “We’re an hour and a half from a major metropolitan area. There are enough providers selling the bandwidth we’d need for redundancy in a true web-based cloud environment,” says Nickelson, whose 2,000 acre property is located in North Carolina’s rural heartland. “If I look at it from a city hotel perspective, absolutely; there’d be no downfall to cloud.”
  • “We’re an hour and a half from a major metropolitan area. There are enough providers selling the bandwidth we’d need for redundancy in a true web-based cloud environment,” says Nickelson, whose 2,000 acre property is located in North Carolina’s rural heartland. “If I look at it from a city hotel perspective, absolutely; there’d be no downfall to cloud.”
  • “We’re an hour and a half from a major metropolitan area. There are enough providers selling the bandwidth we’d need for redundancy in a true web-based cloud environment,” says Nickelson, whose 2,000 acre property is located in North Carolina’s rural heartland. “If I look at it from a city hotel perspective, absolutely; there’d be no downfall to cloud.”
  • The industry is also mid-stream in a massive replacement cycle, with 40% planning to upgrade their PMS by the end of next year.
  • Over the long-term, the result is the same: a massive, impending re-architecting of how properties are managed.
  • Over the long-term, the result is the same: a massive, impending re-architecting of how properties are managed.
  • Over the long-term, the result is the same: a massive, impending re-architecting of how properties are managed.
  • next year.
  • next year.
  • “We’re an hour and a half from a major metropolitan area. There are enough providers selling the bandwidth we’d need for redundancy in a true web-based cloud environment,” says Nickelson, whose 2,000 acre property is located in North Carolina’s rural heartland. “If I look at it from a city hotel perspective, absolutely; there’d be no downfall to cloud.”
  • The industry is also mid-stream in a massive replacement cycle, with 40% planning to upgrade their PMS by the end of next year.
  • The industry is also mid-stream in a massive replacement cycle, with 40% planning to upgrade their PMS by the end of next year.
  • The industry is also mid-stream in a massive replacement cycle, with 40% planning to upgrade their PMS by the end of next year.
  • Over the long-term, the result is the same: a massive, impending re-architecting of how properties are managed.
  • The industry is also mid-stream in a massive replacement cycle, with 40% planning to upgrade their PMS by the end of next year.
  • The industry is also mid-stream in a massive replacement cycle, with 40% planning to upgrade their PMS by the end of next year.
  • The industry is also mid-stream in a massive replacement cycle, with 40% planning to upgrade their PMS by the end of next year.
  • The industry is also mid-stream in a massive replacement cycle, with 40% planning to upgrade their PMS by the end of next year.
  • The industry is also mid-stream in a massive replacement cycle, with 40% planning to upgrade their PMS by the end of next year.
  • Hotel management systems are shifting from on-property to cloud-based, from tethered to mobile, from data-heavy to insight-rich.
  • A significant chunk of hotel IT budgets -- 19% -- is spent on property management systems (PMS)
  • Some are ready to embrace cloud-based solutions; others want to expand their mobile capabilities; and others are excited about the possibilities rich data can provide in personalizing the guest experience
  • I think it’s really about the ability of the PMS to grow with the changing need. What we need today isn’t what we needed just two years ago
  • Both Nickelson and Yelley are experiencing different symptoms stemming from the same challenge: better integration between systems.
  • Every vendor and most of the hoteliers HT spoke to predicted that property management systems would eventually migrate to the cloud.
  • “We’re an hour and a half from a major metropolitan area. There are enough providers selling the bandwidth we’d need for redundancy in a true web-based cloud environment,”
  • “Just because they’re in the cloud doesn’t make it easier to integrate,
  • I agree, from a PMS standpoint, that I want to know everything about a guest when they show up at the front desk. I should be able to see that you’ve stayed with me, and if you posted about our hotel in our social space, and if it was a complaint.
  • noreen1 on 07 Feb 15
     
    Hoteliers are expecting a lot more out of their PMS's such as data acquisition, integration with other systems, mobile capabilities, and social media. This article describes some of the different directions hoteliers are taking based on their specific focus and desired results. Some of the advantages and disadvantages of cloud based PMS's are discussed such as mobility, internet connection redundancy for rural vs. urban areas, and multiple system integration. The increasing role of social media is also explored and the degree to which it should be utilized by the hospitality industry. There are many possibilities including using social media posts to mine guest reviews, as well as the ability to book your hotel on Facebook and receive a confirmation via text. I apologize for the diminishing hi-lighting towards the end, my tool bar is having some issues!
marble_bird

Recognizing-events_4.0.pdf - 1 views

shared by marble_bird on 22 Jul 20 - No Cached
  • The purpose of this research is to explore and define the digital maturity of events using the Industry 4.0 model (I4.0) to create a definition for Events 4.0 (E4.0) and to place various relevant technologies on a scale of digital maturity.
  • These surveys and the thorough literature review that preceded them allowed us to map the digital technologies used in events to levels of a digital maturity model.
  • This study has responded to calls from the academic literature to provide a greater understanding of the digital maturity of events and how events engage with digital technology.
  • ...54 more annotations...
  • We found that engagement with technology at events and delegate knowledge satisfactorily coexists for and across a number of different experiential levels. However, relative to I4.0, event research and the events industry appear to be digitally immature.
  • Events are in the midst of rapid social and technological change. With a growing variety of technological means, the industry is fast-paced and increasingly delivered to a discerning consumer market while finding ways to connect with consumers through technology
  • Digital technology is the thread of the fabric of organisations (Li et al., 2018). It is an increasingly important part of how they engage with their customers.
  • Moreover, engagement with events as fans, spectators, delegates or organisers can be augmented with digital technology by improving access and sociability capabilities, refining the personalisation of events, and thereby creating enhanced experiences.
  • As we advance into what many in business and academia consider to be a fourth industrial revolution, the capacity to control and exchange data electronically has extended our ability to create, edit, maintain, transmit and retrieve information.
  • I4.0 can be described as the digitisation and automation of the manufacturing environment. It also creates digital value chains to enable the communication between products, their environment and business partners. Digital applications have impacted the tourism sector too giving rise to ‘Tourism 4.0’
  • The events industry is an ideal environment to benefit from the implementation of a widespread digitised approach with numerous organisations empowering managers and improving the overall event experience with the integration of extensive ICT practices and systems.
  • With the more widespread adoption of digitalization in event delivery and as the supply chains of all events become intertwined with technology, we can learn how the digital maturity of events in the 21st century is shaping event management and event control.
  • The team set out to answer the following research questions: RQ1. Can digital maturity in events be defined? If so, RQ2. How should the levels of digital maturity of events be classified with regard to the digital maturity of the events industry and the development of event management theory?
  • Successful events are no longer measured by simply achieving a respectable attendance, a great deal more engagement is manifest through digital technologies
  • Successful events require organisers to create something that is considered by those who attend as a valuable and memorable experience (Pizam, 2010; Tung, 2011). Creating memorable event experiences can be described as being dependent on a number of factors including creating regular attendee engagement, providing appropriate activities, relevant subject matter, topical and contemporary focus and targeted to a sizable receptive audience.
  • technological factors being one of the most important areas of demand for companies along with the implementation of I4.0. SMEs (Small to medium enterprises) are [lagging] behind in developing strategies to implement new solutions.
  • The development of digital maturity in events can be compared to smart tourism, which Gretzel et al. (2015) expressed as a logical progression from traditional activities. Smart tourism is characterised by an ability to transform large amounts of data into enhanced tourist experiences and increased destination competitiveness thanks to the interconnection of the different stakeholders through latest ICT advancements
  • As the components of I4.0 become more prevalent in the events industry, much value can be obtained from understanding how businesses are adopting new levels of digital engagement in order to engage their audiences
  • it is prudent to suggest that the survival, and future success of events can depend upon digital maturity and transformation
  • owever, dealing with digital maturity requires careful attention as Neuhofer (2016) urges caution advising that applied technology solutions have proven to have the ability to create or destruct the value of the experience.
  • I4.0 therefore acknowledges the impact of connected computers with the key constituents being cyber-physical systems, the Internet of Things, cloud computing and cognitive computing
  • highlighted that the use of communication networks globally has risen dramatically and become ubiquitous due to the rise of smartphone ownership. This has been fuelled by social media, apps and faster broadband speeds to create a networked society
  • By combining the Internet of Things data and big data (extremely large data sets that may be analysed computationally to reveal patterns, trends and associations, especially relating to human behaviour and interactions), event managers are able to create a competitive advantage.
  • As event companies develop new and innovative ways to connect, the events themselves are absorbing aspects of I4.0 at every stage of the process; pushing the boundaries of event experiences far beyond the physical world
  • They are used to promote events before, during and after delivery and are used to gather data and inform decision-making. Generating responses from an event can be achieved using a number of methods and through both qualitative and quantitative data.
  • With the advent of big data and analytics, new sources of valuable data are available to guide decision-making processes in a more informed manner. Businesses were once looking at historical data, but advances in database technology and system processes have led to near real-time data collection and analytics
  • Failure to adopt aspects of digital technology does not necessarily suggest a poor experience or the end for those businesses less digitally mature; not every event business relies on this kind of data support to survive. Instead, this research provides an opportunity to better understand where event businesses do engage and more importantly, how communication between non-digital and fully integrated individuals/businesses can be improved.
  • Digital maturity and transformation today differs from previous periods as it not only provides the change in the main business processes but also reveals the concepts of smart and connected products through service-driven business models
  • Our analysis begins with an attempt to uncover the potential challenges, on-going developments and various strategies that will provide the events industry and academics with a forward-facing approach to the growth of technology within events. By including industry professionals and academics, the research contributes to bridging the gap between practise and academia.
  • Because the research and empirical data collection includes industry perspectives, we believe this research will provide value to event managers, marketers and practitioners around the world who wish to understand more about the digital maturity of events.
  • After conducting the social media analysis (1), it became evident that the discussions appeared to be around topics that utilise digital technology rather than the technology itself. Furthermore, and probably a reflection on the value of the group, a lot of the data included questions about understanding the topics rather than providing usable information to our research.
  • We did not have detailed information about the precise characteristics of the individuals who contributed to the dataset of posts. However, to an extent, their roles listed in LinkedIn were informative. These included events consultants, social media managers, marketing professionals, EventTech managers, CEOs at tech companies and events students.
  • Although this response rate of 52 academics may be considered low, this did allow for the creation of the initial insights into the E4.0 concept and crucially it provides a starting point to better understand the levels of the developing digital maturity model.
  • The most referenced themes were social media, marketing, apps, GDPR and mobile. The top 14 themes are shown in Figure 1 below.
  • The results of the thematic analysis reveal the most pertinent events and technology topics in this group in the time period specified. The most common topics were social media and marketing. Marketing appeared alongside other topics as a verb, a noun and an adjective. This certainly influenced its prominence.
  • This statement reinforces the knowledge and general use of social media during events. Mobile and event apps were recognised as presenting opportunities to enhance events and were considered to be a permanent part of events.
  • Carefully managed and fully integrated data and digital systems including social media, apps and CRM create digital value chains to enable the communication between events, their environment, and business partners.
  • Event organisers invest heavily on social media engagement and expect a great deal in return through social media retweets, tagging and sharing of images. However, it is just as important to understand if delegates consider technology at events that important.
  • Our expert respondents were asked if they considered the events industry to be at the cutting edge of technology. Responses were largely supportive of the suggestion that it is. 64% agree, 22% neither agree nor disagree and 14% disagree.
  • Online registration/digital booking was very familiar with 65% ‘extremely familiar’ with the technology.
  • The survey also collected a selection of qualitative data as respondents were asked to if there were any specific examples of connected/digital technology considered to be essential to the delivery of an event that had not been discussed in the survey. Significantly, 23% answered no to this question.
  • With regard to the digital maturity of the events industry affecting the development of event management theory, the literature review indicates that academics are making contributions to theory and a broad understanding of digital technology exists.
  • industry appears not to be digitally mature. Also, our findings suggest that relative to I4.0 not all events are digitally mature. Therefore, the ‘digital immaturity’ of the events industry may be having some effect on event management theory
  • It became evident from the survey that many respondents suggested they were not familiar with technology that they would all have experienced.
  • The results from the survey suggest that widespread academic understanding of technology at events is extensive. Some digital technology is considered routine, while other comprehensively used technology appears to be unfamiliar to the end user.
  • The growing digital maturity levels form the foundation for E4.0 and will contribute to what Gerbert (2015) described as greater efficiencies and changing traditional relationships among suppliers, producers, and customers.
  • Therefore, satisfaction from the event comes down to providing delegates with the right communication levels they need to complete their individual objectives. This can range from the most basic social engagement to the gathering or observation of big data. Events are evidently a melting pot of experiences and goals and not all of them demand the highest levels of technology to complete.
  • Artificial intelligence has the ability to provide events with endless systems that sense, learn and decide throughout the delivery process though many gaps exist.
  • The data also indicates that there is good knowledge across all types of digital technology. This is reassuring for the development of education as the events industry embraces digitalisation
  • However, as more value is placed on the use of digital technology and events mature through greater access to technology, we see the emergence of an E4.0 era.
  • Thus, this model anticipates that events will grow in their digital maturity to level E3 and E4. Thus, digital technologies may become sufficiently embedded so that data related to one element of an event will be used to inform other elements of an event in real time
  • Online registration and wearable technologies such as delegate smart badges are superficial digital experiences and only considered as a process rather than as a fully perceived digital experience.
  • Our findings indicate that digital communications have enabled a shift in the content of events, marketing and the use of social media as a communication tool before, during and after the event.
  • On the limitations of our research, one might argue that engagement with technology, or indeed lack of it, does not provide evidence of the immaturity of digital technology in events. However, the digital maturity model that we propose is principally informed by the literature on digital technology and events.
  • This research has provided a revealing perspective on the use of digital technology in events. It has built on theory that has been previously developed in this and similar subjects of research, such as business and tourism. From this, the research can claim a number of contributions. It (i) provides an empirical investigation into how event businesses and individuals engage with digitally technology at events, and (ii) it provides a definition of E4.0 and other preceding levels that contribute to digital maturity.
  • Our research has shown that event delegates are aware of the ability to communicate in a reciprocal process with technology rather than through a linear/top down process. This in itself is evidence of E4.0. Furthermore, this research highlights how industry is continually striving to optimise the delegate/event relationship through apps and other technology. The industry’s on-going mission to create deeply flexible communication opportunities is eliminating the possibility of gaps in the communication process in order to optimise delegate engagement at events.
  • A broader discussion on potential issues such as IT & data security, skill-sets, expensive production costs and outages; these are significant problems within internet and cloud-based technology. Furthermore, the emerging topic of E4.0 itself requires both conceptual and empirical development.
  • This research has shown that there remains a great deal to discover about the use of technology at events and many opportunities exist for further research from academics and practitioners working together to provide mutual benefits for both industry and education.
  • marble_bird on 22 Jul 20
     
    This article covers a study performed to determine the digital maturity of events. The research conducted reveals that the majority of industry professionals are aware of technology in events. The study ultimately finds that events have a low digital maturity, but high potential for advancement. The article also addresses the limitations of the study performs and agrees that additional research should be performed to determine the relevance of technology in the events industry while acknowledging that digital engagement is not necessary or conducive to every type of event.
  • hankunli on 24 Jul 20
     
    This article has discovered the fact that the event industry was digitally immature. It also introduced a new concept which is called E4.0 into the academic literature. The article is meaningful since it has filled a gap in the literature relating to events and digital maturity and responded to some of the calls for research. The authors were also planning to make further research on E4.0, events, and digital maturity. They have mentioned that the studies on E4.0 itself were also requiring deeper research.
marble_bird

CloudBasedvsDesktopBased_PMSHotels.pdf - 0 views

shared by marble_bird on 09 Jul 20 - No Cached
  • Even though keeping up with the modern developments in IT sector is crucial for the success and competitiveness of a hotel, it is usually very hard for new technologies to be accepted and implemented.
  • On the example of hotel property management system (PMS) and comparison between features of its older desktop-version and new web-based programs, this research aims at finding out at which stage and how effective is usage of cloud technology in hotels.
  • Constant innovation in hardware, software, and network developments and applications means that only dynamic organizations that can respond efficiently and effectively to these innovations, will be able to outperform their competitors and maintain their long-term prosperity.
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  • It is crucial for tourism and hospitality practitioners to proactively incorporate new technologies into their businesses as these will improve service quality and differentiate their products and services.
  • In order to be able to follow the increasing guests' requests for qualitative services, it is mandatory for hotel management to constantly work on improving its functions and operations. For this it is necessary to keep track of innovations in sectors outside the hospitality, like IT sector that works on creating, developing and introducing new technologies
  • Hospitality is one of targeted sector that is considered appropriate for application of cloud technologies and services. Hotel Management System or widely known as Property Management System (PMS) is one of the system where IT practitioners saw the chance for improvement by ''moving it to the cloud''.
  • Hotels will be forced to upgrade their current systems so that they can respond to various and changeable guests' habits and requirements. However, until today, there was not enough academic papers related to usage of cloud technology in hospitality industry even though this sector is under continuous changes caused by usage of new technologies which made search, evaluation and payment of the hotel rooms easier than ever.
  • After comparing the two groups of hotels, from which one was using desktop PMS and other group cloud- based PMS, the results of the research were derived and presented. In conclusion of the paper, challenges with which the hotels are facing and which affect their decision of starting to use cloud- based technology as well as recommendation for future work will be discussed.
  • As stated by the Sharif (2010), cloud computing is the latest technology that is being introduced by the IT industry as the next (potential) revolution to change how the internet and information systems operate. The term “cloud” was probably inspired by IT text books’ illustrations which depicted remote environments (the Internet) as cloud images in order to conceal the complexity that lies behind them (Sultan,2010).
  • The goal of a new computing world is to develop software for millions to consume by easily accessing it over a network. Cloud service providers are making profit by charging consumers for accessing these services.
  • Products offered via this mode include the remote delivery (through the Internet) of a full computer infrastructure (e.g., virtual computers, servers, storage devices, etc.); the building blocks of an IT enterprise.
  • Services provided in this category include CPU processing on demand, virtual Web hosting, and storage on demand. The most notable vendors are Amazon’s EC2, GoGrid’s Cloud Servers, and Joyent.
  • With cloud computing, services and applications that were managed locally in the past requiring hardware, operating systems, web servers, as well as teams of network, database and system management experts are now provided remotely by cloud providers under this layer.
  • Cloud computing services can be adopted by firms in three different forms (Goscinski and Brock, 2010):
  • Public clouds - online applications that are open to everyone for free, such as Google
  • Private clouds - involves firms deploying key enabling technologies, such as virtualization and multi-tenant applications, to create their own private cloud database
  • Hybrid clouds - mix of the previous two types that are emerging with the intention of providing clients with a level of “control” over their resources
  • The cloud offers enterprises the option of scalability without the financial commitments required for infrastructure purchase and maintenance.
  • Reallocating information management operational activities to the cloud offers businesses a unique opportunity to focus efforts on innovation and research and development. This allows for business and product growth and may be even more beneficial than the financial advantages offered by the cloud.
  • These investments and efforts for a new technology to be presented open a new progress circle of technology advancements and it continues in the same way.
  • When creating software or an application for a hotel, IT personnel have to possess a certain level of flexibility, openness and creativity. On the other hand, hotel employees are expected to have more insightful and openminded approach towards new ways of performing business operations, sometimes take risks and have experiences with using different programs and applications.
  • A hotel's PMS can gather and keep valuable information about hotel guests by incorporating business intelligence tools which help hoteliers organize and make sense of the gathered data. Regardless of whether room reservations come from Online Travel Agency, Global Distribution Systems or by telephone, all of them are gathered, stored and managed in the PMS.
  • low investment costs were main reason for hotels from Group B to decide in favor of cloud based version.
  • Business intelligence options provide hoteliers with a threedimensional view of guest data, which allows easily statistical reporting and increased hotel management efficiency.
  • The aim of this study was to investigate the difference in practical usage of the two types of PMS systems – cloud based and classical (desktop) ones.
  • On the question about the reasons for using the current PMS type in hotels, answers of Group A were based on usage of their current PMS for years and on the fact that employees in all hotel departments were used to work on it. As time passed by, hotels upgraded their system to new versions for several times and additional customization was implemented with regard to hotel preferences.
  • Hotels from Group B were consisted of relatively new boutique hotels that operate for more than a year and from those that were not using any kind of PMS solution (they were using Excel tables and creating reservation records manually). The reason why hotels from this group wanted to use cloud PMS was a desire to try the latest technology used in hospitality industry.
  • Other reasons for using it were: PMS could be reached from any place where Internet connection is available, simple but effective design with lots of visual solutions, more options to enter the important information and the fact that it is working not only on any PC but also on any mobile device due to its mobile applications.
  • Simplicity of the cloud based property management system allows it to be productive. Cloud based PMS's can operate on any advice that has a web browser and the companies are putting their efforts to make it even more friendly on smaller devices like tablets and smart phones.
  • The similar amount of initial investments were confirmed by the Group A. Being considered as great amount of money for newly opened and small sized hotels to invest, management decided to try out the cloud version which allows access to this system based on monthly subscription with very little or no investment cost, depending on the solution provider.
  • After initial investments in the system implementation, hardware, software and training of employees, every year hotel makes a one-year-based contract for additional support services and, if needed, extra training. Support is provided any time a hotel reports an issue or malfunction by directly connecting to hotel's computer through remote programs.
  • Changes are made either for each hotel at a time, or after releasing new version, when provider try to convince all the current users to upgrade to it. Upgrade is provided by the extra charge, so these costs should be also considered during planning investments in classical PMS.
  • Regardless of which type of system they used, all participants were very careful about and interested in the matter of data security.
  • However, it is totally different situation with cloud based system, which is mainly open system where all authorized users and providers from outside have access to. Of course, it is up to hotel management to whom the authorization rights will be given and being an open system it makes support, development and innovation activities much easier. Cloud based PMS are hosted on some of the world's best known servers so there is no need for additional computers to be used as servers.
  • Although there are some great differences in functions and way of managing regarding classical and cloud based system, both have their advantages from which hotels do not want to give up.
  • One of the biggest advantages of cloud based PMS for the Group B is the fact that this system can be directly integrated with hotel online booking engine. This is considered as a great advantage for the hotels that besides having functional web site, wish to maximize use of its online booking engine, receive more online reservations directly from the guests and gain more profit.
  • Such a functional connection between hotel’s PMS and online reservation system allow hotels to have a social media integration as well. This means that hotels are able to receive online reservation through their Facebook page as well as receive direct links to its page from the biggest review sites such as TripAdvior.com.
  • In this paper two different approaches and perspectives on usage of cloud based and classical hotel management systems were exposed. Hotels from Group B have shown a tendency for usage of new technologies and readiness to adopt and continuously learn about them.
  • Among factors, affecting why hotel prefers one system over another, are type and size of hotel, through which channels are guest reservations coming, previous experience with IT stuff and different programs, etc.
  • Cloud based program can help them in order to update prices and room availability information to hotel's booking engine. This prevents overbooking, provides easily management of CRM functions and information, with no first investment costs or extra expenses which results in revenue increase.
  • Hotels that use classical PMS pay a great attention to the security issue because they do not want to risk opening their hotel for external intervention. In recent years we can find in media lots of evidence of information linkage from system that had much higher security measures than an average hotel.
  • Measuring the performance of cloud-provided services is another challenge for the hotel management, primarily due to the lack of measurement standards.
  • While investigating the previous knowledge about the other system solutions, hotels in Group A have claimed lack of information about the cloud technology and its solutions.
  • Even though IT stuff in these hotels has some basic knowledge about it, it is still not enough to convince the other managers about its benefits. Therefore it may be concluded that, besides trying to overcome the above mentioned challenges, developers of cloud based solutions to hotels should also work hard on training the potential clients about the positive aspects and correct usage of cloud technologies.
  • Lack of measurement standards for cloud-provided services in general as well as for hotels is another important limitation due to which qualitative research was conducted. Authors’ recommendation is that academicians should focus more on topics of cloud computing, cloud solutions for other business operations and on defining measurements standards for cloud services.
  • marble_bird on 09 Jul 20
     
    This article, published in 2015, covers a study performed in Turkey to analyze factors in hotels that lead management to prefer desktop-based PMS over cloud-based PMS or vice versa. The study uses qualitative research to determine the reasons for the usage of PMS and the advantages and disadvantage of either system. The study found that, among others, significant factors that contribute to the form of PMS implemented by mangement may include the size of the property, reservation channels, and prior level of IT experience.
nbakir

Shifting ahead of the curve when re-opening your F&B business with the right technology - 0 views

www.shijigroup.com/...ness-with-the-right-technology

hotel

shared by nbakir on 13 Sep 20 - No Cached
  • nbakir on 13 Sep 20
     
    The article by Shiji Group (2020) focuses on how companies can utilize technology in responding to post-crisis operations, increasing their competitiveness in their respective industries. In itself, the Shiji group is a software solutions company that provides its services in the Food, hospitality, entertainment, and retail industry. The company was founded in 1998 and currently employs approximately 5,000 individuals in its over 80 subsidiaries. As of 2020, Shiji Group serves approximately 200,000 restaurants, 74,000 hotels, and 600,00 retail businesses (Shiji Group, 2020. To this effect, the Shiji Group (2020) provides that the utilization of point-of-sale software and technologies is the best suit technological alternative for foods and beverages companies in the post-crisis period. In this line, the article indicates that the best alternative in implementing such technology is ensuring that the company's systems can communicate effectively. In this line, Shiji Group (2020) notes that approximately 65% of all purchasing decisions are affected by the availability of point-of-sale features, modules, and functionalities. Shiji Group (2020) further provides one of the transitioning alternatives: the utilization of cloud-based technologies that provide secure, convenient, flexible, and open application programming interfaces (APIs). Some of the accrued benefits include better customer experiences due to software ease of use, multi-function applications and reports building, and capacity to alter the software and hardware accessibility. Having noted these advantages, Shiji Group (2020) provides an example of its software business partnership with Barstock Exchange. They focused on helping Food and beverage businesses extend their capacity through the upgrading of its technological base. This was achieved through the upgrading and integration of the point-of-sale software and their cloud-based software functionality, hence increasing their operational capacity and effi
anonymous

Managed WiFi Hotel Solutions, Benefits, Features | Blueprint RF - 1 views

www.blueprintrf.com/olutions-do-todays-hotels-need

shared by anonymous on 01 Sep 20 - No Cached
  • Yet, adding IoT solutions or hosting large conferences may strain your existing system. Your tech amenities won’t deliver a high return on investment without a stable and secure wireless network.
  • Overseeing your WiFi system is a full-time job. It requires time and financial resources to update infrastructure, replace old equipment, and patch firmware.
  • Fortunately, managed WiFi providers solve your wireless dilemma with tailored recommendations.
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  • What does managed WiFi mean? With managed WiFi, you outsource your wireless network to a third-party vendor.
  • Hotel owners switch to a managed WiFi service to preserve time and financial resources while providing a secure and reliable guest WiFi network. Managed solutions offer features, like reporting options and capital planning assistance, that support your current and longterm goals. 
  • In short, your managed WiFi network runs seamlessly in the background. Your IT team isn’t overburdened with infrastructure improvements. And management has access to advanced analytics and reporting features to adjust bandwidth and predict future needs. 
  • With managed WiFi services, your provider develops a secure wireless network and monitors it 24/7/365. You pay a monthly fee, which helps you avoid unexpected expenses.
  • Enterprises turn to managed service providers for their “skilled human resources, infrastructure, and industry certifications.”
  • For many hoteliers, the best part of a managed WiFi service is that you can simply call for help. Your provider remotely evaluates your system. They perform updates, identify hazards, and work with you to troubleshoot minor issues. From afar, a managed WiFi provider can even boost a nearby signal as a temporary patch during a device outage. For challenging problems, a certified technician visits your location and resolves the issue. 
  • The system learns, tracks and adapts to your guest and property needs without forgoing essential security and privacy protocols.
  • top managed WiFi providers also offer options like:  Conference management features handle VLAN configurations, bandwidth shaping, extra ports, and even online scheduling and resource guides for events.  24/7/365 customer support services assist your hotel staff and hotel guests for positive experiences with your high-speed wireless network. 
  • It no longer makes sense to employ a full staff to manage your hotel’s wireless network. Instead, partner with a reputable managed WiFi service provider dedicated to the hospitality industry.
  • anonymous on 01 Sep 20
     
    The author presents the argument that optimum performance of a hotel's wi-fi network is critical to a hote and that the demands of IoT, large conferences and the need to update infrastructure require constant oversight. It is argued that outsourcing the hotel wi-fi network to a managed WiFi provider has many advantages over placing the burden and responsibility on the hotel IT team. In my opinion, the article makes a strong case for engaging a managed WiFi provider. What would have been a useful addition to the article is how hotel's should go about managing and overseeing the provider that they engage.
cborregomarsh

Cloud Computing Continues to Transform Hospitality - RTInsights - 1 views

www.rtinsights.com/inues-to-transform-hospitality

shared by cborregomarsh on 31 Aug 21 - No Cached
amdelgad liked it
  • Just like databases in the early 90s allowed hotels to manage large numbers of reservations and requests efficiently, cloud solutions offer the chance to remove common frustrations and frictions across the entire ecosystem.
  • Reduce cost: Cloud services allow hospitality industries to pay only for the services they need. Cloud computing also puts smart building management into reality, as well as facilitating projects and maintenance.
  • Improve experiences: Cloud services also provide flexibility in services by allowing staff to operate from anywhere, as an example. Guests also receive the same flexibility to manage their needs from anywhere.
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  • Build responsive infrastructure:
  • Cloud Security
  • Cloud reliability The hospitality industry wants to know that they aren’t adopting another solution that will prove obsolete in just a few years.
  • Even if it’s no fault of the establishment, customers will remember frustration reconciling a bill or having to wait a long time for check-in. The cloud adds a layer of protection against minor hiccups in their experience.
  • Personalize guest offers: Captured data offers a wealth of information. Cloud computing helps hoteliers and other hospitality organizations provide customized experiences and responsive, convenient services.
  • Cloud computing can offer a seamless experience to customers while reducing obstacles to service from the staff side.
  • The Airline was able to improve customer service by providing an instant response to various customer requests and reducing wait times.
  • Pre-arrival: Cloud services capture data from the moment guests first interact with the company or service. The hotel, for example, can make a note of what services or rooms the customer looked at and offer suggestions for upgrades.
  • Arrival: When guests arrive, their information is saved and ready for each member of staff. This offers personalization right from the beginning.
  • The stay: Knowledge of previous stays provides insight into customer preferences. A hotel may address mistakes right from the beginning or identify missed opportunities. Personalization continues with upsell offers that happen as the customer continues to interact with the business.
  • Departure: Not only does the cloud enable a frictionless checkout experience with no surprises, but it can also follow up afterward to continue to nurture relationships and reward loyalty.
  • Preparation: Following guest stays, businesses can enable targeted follow-up. Cloud computing can also handle things like predictive maintenance to reduce downtime, especially during peak seasons.
  • The Hilton made use of cloud computing to monitor all locks within its properties.
  • It’s only one instance of the Hilton’s shift to cloud computing. It has digitized rooms and created a type of mission control for everything from entertainment to ordering room service.
  • Cloud services can offer the full security expertise with automatic updates that the hospitality industry needs to keep information secure.
  • The cloud provides a real end-to-end solution for hospitality that brings back the excitement of travel. In an industry facing stiff competition, this type of solution could be a differentiator for success.
  • Companies can choose a provider familiar with the nuances required for hospitality excellence and reap the benefits of an end-to-end experience.
  • Cloud services allow hospitality industries to pay only for the services they need.
  • Cloud services also provide flexibility in services by allowing staff to operate from anywhere
  • Moving to cloud operations also allows the hospitality industry to scale.
  • In that case, cloud services allow a smooth transition with a central line of communication.
  • Cloud computing helps hoteliers and other hospitality organizations provide customized experiences and responsive, convenient services.
  • cloud solutions offer the chance to remove common frustrations and frictions across the entire ecosystem.
  • rigidity causes issues in connectivity and service. When the internet goes out, or a system goes down, operations cease.
  • Staff can work from anywhere, change devices if necessary, and mitigate the risk of lost or unsecured information.
  • The Hilton’s Room Lock Problem
  • The American Airlines Integration Challenge
  • The space continues to evolve, offering new ways to ingest, process, and protect customer data. And it’s this free flow of data that will allow the hospitality industry to move into the new era of the industry.
  • Use of cloud computing in hospitality continues to evolve, offering ne
  • w ways to ingest, process, and protect customer data.
  • cloud solutions offer the chance to remove common frustrations and frictions across the entire ecosystem.
  • Cloud services also provide flexibility
  • Cloud services allow hospitality industries to pay only for the services they need.
  • operate from anywhere,
  • cloud services allow a smooth transition with a central line of communication.
  • provide customized experiences
  • Staff can work from anywhere
  • he cloud adds a layer of protection against minor hiccups in their experience.
  • security is built-in.
  • Cloud computing can offer a seamless experience to customers while reducing obstacles to service from the staff side.
  • personalization right from the beginning.
  • address mistakes right from the beginning or identify missed opportunities. Personalization continues with upsell
  • handle things like predictive maintenance to reduce downtime
  • this type of solution could be a differentiator for success.
  • It has digitized rooms and created a type of mission control for everything from entertainment to ordering room service.
  • reducing wait times.
  • dlevine4195 on 31 Aug 21
     
    Cloud computing has come a long way. The hospitality industry is quickly incorporating cloud computing services for guest satisfaction and productivity of employees. The article shares several real life examples where cloud computing were beneficial.
  • ...2 more comments...
  • acole066 on 02 Jul 22
     
    As we know, cloud computing is becoming the new norm and is the future for technology but is also transforming the hospitality and tourism industry. Cloud computing allows the hospitality industry to improve travel experiences, provide personalized offers, and also helps the industry reduce cost. With so many advantages, there are some cons of cloud computing that may pose as an issue such as the security and reliability that comes with using cloud computing. However, the pros outweigh the cons and if cloud services can overcome those barriers, the hospitality industry will reach new heights not seen in previous years. With the implementation of cloud computing in the hospitality industry, it will provide a travel experience like no other from start to finish, literally.
  • claudecole on 31 Aug 22
     
    This article discusses the impact that the integration of cloud computing has had on the operations and growth of the hospitality industry as a whole. Companies are optimizing their usage to help them carry out daily tasks while using data and sharing to provide the best guest experience possible. The article also goes into detail regarding the steps being taken by companies to prevent data theft and downtimes. One aspect of the post that I found to be extremely interesting was how it walked me through the integration of cloud computing in every step of guests' stay from pre-arrival to departure.
  • kyleemcroberts on 23 Jan 23
     
    Cloud computing is the future whether businesses want it to be or not. With the growth of technology, we need to embrace one tool that is become very developed, cloud computing. It gives more efficiency to businesses who need to know more about their clientele and also can provide information and data that humans could never do. It gives a more personalized experience to each guest while organizing data much faster than on a excel sheet that stuff have to manually update. It improves experience and reduced cost for business as well. It allows information to be reached anywhere and business can be taken home or traveled with. It brings a new level of security to businesses and customers and allows more flexibility in service in the hospitality industry.
  • cborregomarsh on 17 May 23
     
    Cloud computing transforms hospitality by a offering seamless experience to customers while reducing obstacles to service from the staff side. It also offers individualized, quick solutions in an industry that is highly competitive.
Xu Wang

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

www.emeraldinsight.com/journals.htm

shared by Xu Wang on 01 Dec 12 - No Cached
  • 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.
  • Xu Wang on 01 Dec 12
     
    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.
Leann Taylor

Sceptre Hospitality Resources Names Thing5 LLC Preferred Provider of Call Center Servic... - 0 views

www.marketwatch.com/...all-center-services-2012-05-10

shared by Leann Taylor on 23 May 12 - No Cached
  • Sceptre Hospitality Resources, the hospitality industry's foremost top line revenue enhancement service provider, announced today their "voice services will be powered by Thing5 LLC", the leading provider of telecommunications and reservation services to the hospitality industry
  • They have a long track record of helping hospitality clients achieve consistent sales revenue growth.
  • "Thing5 is a managed telecommunications technology leader built on the strategy of offering comprehensive, Communication-as-a-Service (CaaS) and BPO Solutions for the Hospitality and Travel Industries"
  • ...13 more annotations...
  • Sceptre's Call Center Services' combined offerings will allow clients access to innovative and flexible services. The services cover full Central Reservations Office support, augmentation of In-House staff with overflow and after-hours reservation call support, to PBX operator calls, Click-to-Chat/Call, Email, concierge and loyalty program services.
  • Sceptre Hospitality Resources maximizes revenues for hotels and resorts
  • the company now serves more than 4,000 properties on its reservation platform
  • include MotionNotes, a video messaging platform, SpaLinx, a spa management and appointment booking application, HotelIQ business intelligence, custom internet marketing services and revenue management services.
  • combined offerings will allow clients access to innovative and flexible services.
  • Our technology, combined with our vast agent pool, allows us to offer the type of comprehensive solution that hoteliers need to optimize their voice reservations
  • maximizes revenues for hotels and resorts
  • specializes in electronic distribution, reservations connectivity, channel management, site and search engine optimization, revenue management strategies, reservation call centers and direct booking engines
  • interactive marketing programs, including website design, online advertising campaigns, social media solutions and other guest communication systems.
  • allow hotels to have access to powerful, cost-effective solutions that enable unparalleled control over the voice and online channels.
  • enable access to advanced analytics for all customer voice interactions including central reservations, on-property reservations, front desk and other business lines such as restaurants and spas.
  • offering better security and control
  • sophisticated reporting and intelligent routing tools
  • Ted Rood on 23 May 12
     
    Sceptre Hospitality Resources, one of the hospitality industries leading revenue enhancement service providers recently announced that they will be using voice activated services powered by Thing5 LLC. Their switch over to Thing5 is largely due to the fact that this company has been one of the leading telecommunication providers in the industry. Sceptre is hoping that the quality service Thing5 offers will help them achieve consistant sales revenue growth. Thing5 offers a wide array of services including complete reservation office support, after hours reservation call support, as well as concierge and loyalty program services to guests.  I think that by utilizing the services Thing5 have to offer, Sceptre will continue to be one of the bigger revenue enhancement service providers in the industry. The many features of Thing5 voice activation systems will allow for a better customer service experience. Guests will have full access to reservation services  as well as in-house staff and will also be able to book at any time of day or night with after- hours reservation call support. 
  • Leann Taylor on 24 May 12
     
    Sceptre is a company that provides useful resources to resorts and hotels to optimize performance and service; thus increasing revenues. Thing5 provides users with control over voice and online channels to provide better security and has better reporting tools. The two are among the most reliable and popular in their lines of business and are working together.
anonymous

Beyond Digital equips airport hotel with flight information | Bdaily Business News Network - 2 views

bdaily.co.uk/...-hotel-with-flight-information

shared by anonymous on 15 Jan 13 - No Cached
  • Kashif Rabbani, general manager of the Hampton by Hilton Luton Airport Hotel, said:  “The information provided by the screen is vital for our guests, most of whom are utilising LutonAirport flights. “It provides live flight information, which is particularly important if flights are delayed for any reason allowing the guest to remain in the comfort of the hotel while still receiving the most up to date details of their flight.
  • Kashif Rabbani, general manager of the Hampton by Hilton Luton Airport Hotel, said:  “The information provided by the screen is vital for our guests, most of whom are utilising LutonAirport flights. “It provides live flight information, which is particularly important if flights are delayed for any reason allowing the guest to remain in the comfort of the hotel while still receiving the most up to date details of their flight.
  • anonymous on 15 Jan 13
     
    A digital solutions named Beyond Digital Solutions based in the United Kingdom provided a technology for an airport hotel to enable guests to check their flight status. The technology is being used at the Hampton by Hilton near the Luton Airport just north of London. The hotel "installed a digital screen in its reception area to provide live flight arrival and departure details." This system also allows guests of the hotel to check-in for flights and print boarding passes. The company Beyond Digital Solutions has provided other hospitality technology for the industry such as digital signing that helps to provide information for guests regarding the local area or activity schedules.  I personally believe this is a smart idea for an airport hotel. Having the ability to check a flight status before you leave the hotel can help guests decide if they need to leave or wait if their flight is delayed. When traveling abroad not all the time do I have access to an internet device or my smartphone, so I feel this would be convenient. If my flight is delayed for a longer period of time, I could have the ability to stay at the hotel longer if I did not want to wait at the airport for an extended period of time. Even when traveling in the United States not all the time do I think to check my flight status ahead of time. If I saw this screen I would have the option to check my flight status because it is right there in front of me. I hope to see a system like this added to more airport hotels in the future. I see this as a huge benefit to airport hotels. 
Irine Wallace

Stefanie Michaels: HOTELS TAKING "GOING GREEN" TO NEW TOPS WITH GREEN ROOFS - 1 views

www.huffingtonpost.com/...king-going-green_b_133748.html

shared by Irine Wallace on 28 Aug 12 - No Cached
  • Green roofs, also called 'vegetative', 'living', or 'eco-roofs', are living plants installed on top of traditional roofs. In addition to providing a haven for birds and other wildlife, the green roof provides many other benefits for the environment-- the reduction of storm water runoff, reduction in the amount of blacktop roofs in the city which reduces the heat island effect and reduction of HVAC cooling loads resulting in the lowering of utility bills. Green roofs also have the additional advantages of lengthening the waterproofing membrane life of the roof and help to improve the air and water quality of the area.
  • Green roofs, also called 'vegetative', 'living', or 'eco-roofs', are living plants installed on top of traditional roofs. In addition to providing a haven for birds and other wildlife, the green roof provides many other benefits for the environment-- the reduction of storm water runoff, reduction in the amount of blacktop roofs in the city which reduces the heat island effect and reduction of HVAC cooling loads resulting in the lowering of utility bills. Green roofs also have the additional advantages of lengthening the waterproofing membrane life of the roof and help to improve the air and water quality of the area.
  • Green roofs, also called 'vegetative', 'living', or 'eco-roofs', are living plants installed on top of traditional roofs. In addition to providing a haven for birds and other wildlife, the green roof provides many other benefits for the environment-- the reduction of storm water runoff, reduction in the amount of blacktop roofs in the city which reduces the heat island effect and reduction of HVAC cooling loads resulting in the lowering of utility bills. Green roofs also have the additional advantages of lengthening the waterproofing membrane life of the roof and help to improve the air and water quality of the area.
  • ...1 more annotation...
  • Green roofs, also called 'vegetative', 'living', or 'eco-roofs', are living plants installed on top of traditional roofs. In addition to providing a haven for birds and other wildlife, the green roof provides many other benefits for the environment-- the reduction of storm water runoff, reduction in the amount of blacktop roofs in the city which reduces the heat island effect and reduction of HVAC cooling loads resulting in the lowering of utility bills. Green roofs also have the additional advantages of lengthening the waterproofing membrane life of the roof and help to improve the air and water quality of the area.
  • Irine Wallace on 28 Aug 12
     
    Green Initiative by Hilton Hotel Hotels as well as other service industries are looking for new ways to run more efficiently and looking to nature to give them some ideas. The latest in green technology is allowing hotels to push the eco-envelope and create energy efficient roof systems that also help the environment, and provide a visually beautiful space for their guests to enjoy. Hilton Hotel chain recently constructed Hilton Baltimore to break records with their proactive "green" policy, by creating garden to cover the entire roof, which Hilton looks upon as a commitment to the community and environment- a top level priority which stems from the top at the corporate level and is implemented down to the property level. This kind of innovation benefits all the major stakeholders…….it helps the environment by reducing rain water run-off, creates habitants for birds to thrive, helps to keep the hotel cool thereby reducing utility expense, it also provides a conducive atmosphere for the guest to enjoy and above all it generates good will for Hilton Hotels. This is not just happening in the U.S. Hotels around the globe are choosing to guide their business towards efficiency utilizing green roof technology. Besides recycling, and purchasing 'Green Sustainable Energy Credits' for 50% of the energy it utilizes annually, InterContinental Chicago hotel initiated "waste minimization" with a program that donates table scraps and leftover foods to local farms or composting sites. They have also introduced 'Green Weddings' and 'Green Meetings' options for event planners, bicycle rentals, organic wines and foods, and distribute seeds to employees to encourage giving back to the environment.
Nicole Dudley

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

www.hotelnewsnow.com/...he-rise-as-travel-demand-grows

shared by Nicole Dudley on 04 Sep 12 - No Cached
  • 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.
  • ...22 more annotations...
  • 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
  • . “People are traveling for business in parts of the world and extending it to stay for leisure.”
  • 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
  • “Insurance companies are also pushing today that (companies) know where their employees are,” which the GDS facilitates,
  • 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,
  • marilyn diaz on 04 Sep 12
     
    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.
  • Nicole Dudley on 16 Sep 12
     
    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
smaka004

Sabre Acquires Hotel-Tech Provider Genares as Competition Heats Up - Skift - 0 views

skift.com/...enares-as-competition-heats-up

shared by smaka004 on 15 Sep 14 - No Cached
  • Sabre acquired a fellow Texas company, Irvington-based Genares, a provider of central reservations systems software and digital marketing services for hotels.
  • Sabre Hospitality Solutions is an established player in the hotel-tech arena as its CRS was the largest third-party provider “based on our approximately 27% share of third-party hospitality CRS hotel rooms distributed through our GDS
  • smaka004 on 15 Sep 14
     
    Sabre Technology, based in Southlake, an affluent suburb of the Dallas-Fort Worth Metroplex, recently acquired neighboring technology company Genares. Genares now provides GDS connections to Sabre, in addition to other major players, including Apollo, Worldspan, and Amadeus. Genares provides CRS, hotel marketing, and revenue management solutions, particularly to independently-owned hotels and chains, with a network that is over 2,300 strong. This will provide Sabre some control of the market as new competitor Booking.com, owned by The Priceline Group, enters the B2B arena with its recent acquisitions of Seattle-based hotel digital marketing startup Buuteeq and Barcelona-based Hotel Ninjas. Genares became a part of Sabre Hospitality Solutions, a subsidiary of Sabre Technology, which generated $711.7 million of the $3.04 billion in revenue that Sabre made in 2013. The acquisition of Genares will give Sabre more avenues to access independent and boutique hotels. It is worth noting that Sabre Hospitality Solutions already controlled "approximately 27% share of third-party hospitality CRS hotel rooms distributed through [their] GDS," making it the largest third-party provider in this space last year.
rachelrosen

Network Solutions | Role of Computer Networking in Hospitality Industry - 1 views

www.networksolutions.qa/orking-in-hospitality-industry

hospitality networking computer safety LAN Wi-Fi

shared by rachelrosen on 01 Sep 15 - No Cached
  • Network inside your organization is as important as outside. Things not end there; when some guests reach your hotel you will need a network to keep track of reservation, inventory, services, and maintenance. Free Wi-Fi accessibility, guests’ connection with front desk and monitoring for safety; these things have now become the signature of modern hospitality. LAN connection for easy and safe data transfer and all other things are needed in networking for smooth running of your hotel.
  • nization is as important as outside. Things not end there; when some guests reach your hotel you will need a network to keep track of reservation, inventory, services, and maintenance. Free Wi-Fi accessibility, guests’ connection with front desk and monitoring for safety; these things have now become the signature of modern hospitality. LAN connection for easy and safe data transfer and all other things are needed in networking for smooth running of your hotel. In hotels, computer networking play a vital role, communication between workers and staff creates a stable environment. Communication between front desk and manger office is important as in case of any unusual event. And the link of rooms with the service providers’ staff creates a healthy effect on guest’s mind when services are provided to them in no measure of time. Fire alarm or emergency alarm in case of any accident ensures the guest’s safety and also increase the rating of your hotel. The interlinked electronic systems in rooms which control all the electronic devices in room are too much helpful. The Wi-Fi accessibility now becomes an essential thing in hotels. So networking makes it possible to provide that service efficiently. Some five star hotels provide alarm bells on the table in the dining restaurants. These bell ring in the kitchen and makes it possible for the staff to attend each incoming guests at that time and avoid complaints. Here we present a complete solution to all your network problems; Network Solutions Why Network Solutions? Network Solutions is an organization with an extensive geographic stretch providing IT guides. They have worked with almost every kind of business organization and have an extensive vision of their work. They have genius IT specialists who not only show their professional aptitude during their work but also show personal interest in your business that content you mentally. They have an experience of almost all fields as they have worked with almost every genre of business you can think off from health care to education or flaunting fashion to secret secure banking systems. They know perfectly how to prove themselves as the best option available. They work with you, understand you, give respect to your needs and know how to use resources efficiently and bring up with something that does wonders your business. Some of their core networking values are: Envisage They do a lot of research work and observation, and try to sum up things. First they give a close view to your business in order to know your need of networking. They predict the average traffic you are going to have on your network. So that they can provide you with the best and never disturbing network facilities. In Hospitality industry the network traffic depends on your choice, how much you want to give ease to your business or your guests, connecting every room with the front desk or you just want to establish a connection between you workers and manager. Identification  They observe your style and know your needs. And now is the time to identify your problems and your pains. In hotels the problems you face in network in unresponsive and slow communication which creates irritation both among your guests and workers. So to save you from pain Network Solutions is there. Monitoring They monitors the WAN accessibility and the performance of the established network. Measure Fair usage policy and to monitor the traffic of net is another important thing in networking. Network Solutions has made it possible for you. Analyze Analyze the general or common pattern traffic utilization patterns and try to make it more seamless. Automation The network change and configuration are under Automation. Troubleshoot Any kind of trouble in network afterwards, network solution is there to fix it.  To ensure the quality of their  service. (function() { var po = document.createElement('script'); po.type = 'text/javascript'; po.async = true; po.src = 'https://apis.google.com/js/plusone.js'; var s = document.getElementsByTagName('script')[0]; s.parentNode.insertBefore(po, s); })(); Leave a Reply Click here to cancel reply. Comment
  • rachelrosen on 01 Sep 15
     
    Networks provide efficiency in the hospitality industry on a multitude of platforms. They are useful to the resort itself, who can connect and make reservations, check guests in, allow guests to charge food or additional items to their rooms, and provide service for any additional guest needs. For guests they can make reservations, learn about the hotel, and be connected and feel at home even away from home. More than that, networks can connect in the article posted and provide security, connecting the entire resort. For example, if there is an emergency the network can link to all rooms and set off the alarm to inform the guest.
marble_bird

Conditions Associated with Increased Risk of Fraud A Model for Publicly Traded Restaura... - 0 views

shared by marble_bird on 12 Jul 20 - No Cached
  • Many restaurant industry examples provide evidence that as a firm’s internal control structure weakens and deficiencies are found, the opportunity for fraud increases significantly.
  • The main premise of the study tests the application of the fraud triangle framework constructs to publicly traded restaurant companies during the time period of 2002–2014, using proxy variables defined through literature. The proxy variables selected were company size, amount of debt, employee turnover, organizational structure, the Recession, inflation rate, interest rate, executive stock compensation, return on assets, and international sales growth.
  • growing pressures from both passive and active investors to constantly increase their stock value in a competitive world where meeting performance goals are necessary to maintain a competitive edge
  • ...69 more annotations...
  • To meet targets, it is typical for companies to put additional stresses on their internal control structures by reducing head counts, requiring employees to perform more than one job, and rearranging risk profiles
  • The deceptive and corrupt business practicesofthesecompaniesandothersresulted largely from a failure of corporate governance and lack of ethical business practices, in which internal control mechanisms were circumvented by conflicts of interest that enriched executives and damaged shareholders
  • Deficiencies are often observed through review of the main business cycles: revenue and receivables, purchasing and payables, treasury and stock, and financial reporting
  • Internal controls are often the first avenue of protection in safeguarding assets and thwarting and discovering errors and fraud
  • Some research has been conducted in this area, and findings suggest that companies in the telecommunications, technology, financial, and services industries experience the most difficulty with SarbanesOxley compliance efforts because of increased risk of fraud from industry and company risk factors
  • Therefore, pressure resulting from expectations of financial performance, opportunity to circumvent internal controls, and rationalization coupled with certain inherent industry factors may contribute to increased risk of fraud
  • opportunity to engage in unethical behavior may stem from the macro environment, the operational features, and the specific nature of the business cycles
  • Because of this potential for fraud on the company, shareholders, and the public, examining the conditions that may prompt fraud is necessary for the efficiency of the restaurant industry, and namely, for those passive and active investors that are relying on the financial statements to be true and accurate
  • the restaurant industry is often susceptible to deficiencies because of its inherent characteristics and high control risk
  • Corporate scandals, misappropriation of assets and financial statement misstatement are all very real threats to the restaurant industry.
  • the central focus of this study is to understand the factors that contribute to increased risk of fraud to determine why fraud may occur despite the imposed regulation of the Sarbanes-Oxley Act.
  • numerous researchers have found indication that executive stock option compensation provides encouragements for behavior that is fraudulent or corrupt
  • the study seeks to identify the factors that may provide the optimal criteria to engage in fraudulent or opportunistic behavior, using the incidence of a reported control deficiency as the measurable dependent variable.
  • The fraud triangle is the model that explains the factors that may cause an individual or a company to commit occupational fraud.
  • The differing classifications and definitions of pressure provide evidence that the construct is not directly observable; therefore, researchers in this field have measured the construct of pressure through proxy variables
  • consists of three constructs: pressure/motivation, opportunity, and rationalization. The three constructs offer an explanation as to why management commits fraud, and the dynamic relationship that underlies the acts of occupational fraud.
  • pressure may best be classified into four general types that may lead to fraud: financial stability, external pressure, manager’s personal financial situations, and meeting financial targets (
  • when considering measurements of external pressures relating to debt financing, the financial leverage ratio is the most common measurement of the amount of debt.
  • Both pressures and opportunities are often determined by factors that occur at both the individual and company level (
  • ROA, or asset composition, is an appropriate proxy measurement for the pressure of meeting financial targets.
  • according to the fraud triangle, it can be said that opportunity does not exist unless a pressure exists.
  • nonshareable problems could also motivate groups of individuals, representative of a company’s culture, to commit fraud.
  • Opportunity is described as an atmosphere or temporary environment that enables fraud to be committed, usually with a small perceived probability of being caught or reprimanded
  • In a study of Swedish restaurant companies, it is noted that competition is very high, often resulting in price wars among different companies that reduce prices and then try to compensate through increased sales
  • Some risk factors include the susceptibility of the industry to market changes as well as the nature of the industry, coupled with the specific operations of the company such as whether there are significant or complex international operations; how effective management is at monitoring activities within the organization; and the level of complexity that exists in the organization
  • This environment is therefore dependent on the discretionary income of consumers, and this increased pressure may lead to earnings mismanagement through overstatement.
  • Public companies in the restaurant industry are susceptible to opportunities for fraud on the basis of the aforementioned opportunities
  • The ability to commit fraud in the restaurant industry results from inside knowledge of processes and procedures, and the ability to circumvent controls through weaknesses (
  • strong evidence has also linked the CEO position to fraud when the CEO is also the Chairman of the Board. In incidences like this, the CEO is the dominate decision maker for an organization that may provide an increased opportunity for fraud.
  • The underlying reason for these three categories of increased opportunities for fraud is the state of the internal controls structure, and management’s commitment to strong corporate governance
  • Rationalization is essentially an attitude, belief, or position of the mind or ethical personality that enables an employee or group of employees of a company to intentionally misappropriate assets and then defend their dishonest activities
  • Weak corporate governance structures are often presented through ineffective monitoring of management.
  • A quantifiable means of capturing this could be through review of executive stock compensation measures.
  • excessive use of discretionary accruals may lead to poor audit opinions, providing a rationalized thought for business activities.
  • the nature of the restaurant industry is often described as a periodic, seasonal, and cyclic trade
  • Defining parameters for financial reporting can also have an effect on reducing the rationalized behavior and the opportunity to commit fraud
  • Because these conditions have an obvious effect on earnings and measures of success, this seasonal variability and volatility should be considered when analyzing pressures in the restaurant industry
  • For restaurant companies, this means that rationalizations and attitudes can be managed by assessing the internal control environment and understanding the pressures and opportunities that exist for employees.
  • Some restaurant industry pressures that may impact profitable sales growth include a lack of understanding of the consumer’s perception, including the relevance of existing brands, and delays in opening new restaurants. Likewise, an inability to consider cost pressures, including increasing fees for supplies, utilities, and health care providers contracted by restaurants, as well as an incapability of obtaining economies of scale in procurement, could compress margins and negatively impact sales and operations profit margin.
  • The value in the application of the fraud triangle to the restaurant industry provides an opportunity to extend theoretical contributions that originated from mainstream accounting to hospitality literature, which is severely lacking in the current literature
  • Likewise, restaurant companies that are smaller (and therefore may not have strong internal controls) with increasingly complex transactions create additional opportunities for fraud to be committed
  • competitiveness is a condition that makes meeting financial targets difficult and provides opportunity for fraudulent behavior. External pressure from analysts and investors may create an incentive to misappropriate assets, which, in turn, distorts common financial measures of success such as return on assets.
  • when debt financing exists, in order to address past and future obligations, and remain competitive, restaurant companies are at an increased risk of fraud especially when disruptions in financial and credit markets exist.
  • Studies have revealed that restaurant company victory and demise is eventually correlated to restaurant leadership abilities and intentions; therefore, it can be stated that executives and managers’ intentions are of utmost concern in understanding risk of fraud
  • firms with increasingly complex operations coupled with changes in organizational structure have less resources to put into internal controls and are therefore at an increased risk for accounting errors.
  • .Internationalgrowthissubjecttorisks such as international political and economic conditions, foreign currency fluctuations, and divergent cultures and consumer inclinations
  • This study will focus on the variables most pertinent to the restaurant industry on the basis of the inherent characteristics of U.S. publicly traded restaurant companies, as previously described in this section.
  • a s a result of workforce diversity and the presence of many perceived low-skilled workers. In addition, as companies within the industry respond to declining performance, publicly traded restaurant companies may be subject to activist investors who wish to see a change in the executive management team. If a shake-up such as this would occur, the organizational structure of the company may become unstable, resulting in much greater opportunities for fraud to occur at all levels.
  • this study looks to assess the relation between the amount of debt a company has occurred and the incidence of reported internal control deficiencies.
  • Variables relating to rationalization are present in the restaurant industry when considering the motivations and attitudes of management. It is noted that in difficult times, such as the Recession, aggressive financial reporting tactics may be used
  • this study seeks to understand the effect of substantial stock compensation on increased fraud risk.
  • this study also hypothesizes that poor ROA could increase the risk of fraud, as the pressure provides executive management with the motivation to manipulate earnings.
  • this study suggests that the organizational structure of the company may provide opportunity for increased fraud risk through a unitary tone at the top.
  • this study analysed the disclosures of publicly traded restaurant companies to determine whether a company has a higher probability of increased fraud risk on the basis of the presented variables.
  • The results of the applied probit model reveal for the entire population set of publicly traded restaurant companies that the macroeconomic factors of the Recession, interest rate, inflation rate and unemployment rate all have a significant impact on the increased risk of fraud, as evidenced through a reported internal control deficiency.
  • As noted in the overall model, the results reveal that the model as a whole is a significant fit to the data. Although the company-level variables were not significant in the overall model, external factors were each significant.
  • Therefore, it can be said that the results of this study empirically support the intuition that changes in macroeconomic conditions may impact increased risk of fraud for companies in the restaurant industry.
  • It can be said that there is a significant relation between increased risk of fraud and the macroeconomic factors of interest, inflation, and unemployment rates.
  • from a managerial perspective, the study provides evidence that macroeconomic conditions that might affect consumer demand may increase the risk of fraud for publicly traded restaurant companies.
  • In addition to the high costs of compliance, it is also important to recognize additional managerial characteristics that may heighten the effects of the macroeconomic conditions on increased fraud risk.
  • As indicated by the results of the study, however, many times executive management does not recognize the problems associated with the macroeconomic conditions because of systematic perceptual filters that play the crucial role in the functioning of the company.
  • By focusing on the changing macroeconomic conditions that may have an empirical effect on demand, executive leadership will be able to streamline processes to avoid incidences of reporting internal control deficiencies when exposed to the macroeconomic conditions.
  • In the restaurant industry in particular, information is also not readily quantifiable, which makes it even more difficult to transform into meaningful and timely information for executive management. Particular examples include consumer insights and how well new promotions are received and moved throughout the market.
  • it should be noted that reported internal control deficiencies are indicative of increased fraud risk, but not necessarily conclusive that fraud has occurred. Therefore, just because a company has reported a deficiency, it does not indicate fraud, necessarily.
  • According to the model, the managerial factors are only exacerbated by the presence of macroeconomic factors.
  • the identified conditions could help managers to improve internal control when a high risk factor is realized. The contribution of this study may allow restaurant companies to deter activities that may result in increased risk of fraud.
  • Because the study revealed that the macroeconomic conditions were significant for the entire population of restaurant companies, an area of future research might explore the relevance of the co alignment model (Olsen &R o p e r , 1998) to strategic management decisions to reduce the risk of fraud.
  • for purposes of this study, privately traded companies are excluded. This is a limitation of the study because the results may indicate a problem that is more or less pervasive since the sample is representative of a small number of companies in the United States.
  • the model is limited in application because it does not take into account fluctuations among the variables over time.
  • marble_bird on 12 Jul 20
     
    This article covers the methodology and findings of a study conducted to examine the factors contributing to fraud risk in publicly traded restaurants. The article discusses factors in the fraud triangle, macroeconomic factors, and internal company factors that may contribute to fraud despite protections implemented per Sarbanes-Oxley. The study ultimately finds that internal company factors are insignificant when considering the impact on fraud risk, while macroeconomic factors, such as inflation or unemployment, drastically impact the level of fraud risk that a company may face.
Hana Musilova

Internet Access Keeping Up with Changing Requirements - 1 views

Rock, Jeremy. 2012. "Internet Access Keeping Up with Changing Requirements." Hospitality Upgrade 48-52. Hospitality & Tourism Complete, EBSCOhost (accessed January 26, 2013).

shared by Hana Musilova on 27 Jan 13 - No Cached
  • Hana Musilova on 27 Jan 13
     
    As technologies are evolving at all times, providing a good and reliable high speed Internet for hotel properties has become a challenging task. The ultimate goal of every hotel is to provide exceptional service to guests therefore the expectations for having a fast and reliable Internet are high as well. According to the Internet Access article by Jeremy Rock, there are a few factors that need to be considered when a hotel is planning to partner with an industry solution provider. The first factor is a hotel needs to consider is understanding the providers. As stated in the article, "the key difference between many of the providers come down to the backend solution, technical capabilities and overall support." The second factor is bandwidth management, which discusses is the number of devices that can be attached to the network. It is critical for a property to have the right amount of bandwidth to serve their guests. The next factor regards the usage of Wi-Fi. As we are moving forward with our technologies, more of our systems are connected to wireless network in a hotel and service providers have to ensure a secure storage and access of all of our data. The last key factor is the infrastructure and overall network design to ensure effective coverage throughout the hotel to ensure all of our guests can easily access the network at all designated areas. As we look at all the factors important in providers' selection, whom should we choose? We can either select guest Internet service providers, who provide consistent Internet service in guests rooms which is connected to the PMS for charging purposes. We can also select IPTV solutions providers who "have the ability to combine video and Internet access into single packages" as stated in the article. The last choice would be audiovisual companies that deliver solution between meeting spaces and guest rooms. In my opinion, this article was extremely educating and interesting. When we come to a hotel nowa
smaka004

Becoming a King of the Cloud: How Hoteliers Can Level the Playing Field Using Cloud Tec... - 0 views

skift.com/...r-kings-of-the-cloudsiteminder

shared by smaka004 on 29 Sep 14 - No Cached
  • For revenue managers, however, perhaps the most important offering for hotels on the cloud is the low, predictable fees that come with a model that is typically subscription-based. This pay-as-you-go model removes the commission costs to the technology provider. Ultimately, this not only provides a boost to a hotel’s bottom line but an opportunity for that hotel to be connected to a greater number of booking sites and meta-search engines – to find travelers, and to be found.
  • Through the cloud, hotels are equipped with one architecture that is not only powerful today but is equally prepared for the change that is inevitable in future. According to Criteo’s Travel Flash Report, the first half of 2014 saw: Mobile bookings on travel websites are growing faster than desktop, at 20 percent versus 2 percent Smartphones and tablets account for 21 percent of hotel bookings In-app bookings account for 12 percent of total mobile bookings made on travel websites
  • Cisco has forecast that cloud applications will account for 90 percent of global mobile data traffic by 2018.
  • smaka004 on 29 Sep 14
     
    This article summarizes how a particular advance in IT, specifically cloud technology, has made it easier for hotels to actually provide hospitality. By democratizing the industry-leading technology solutions, the cloud provides independent hoteliers with the ability to compete with their larger counterparts by increasing efficiencies. While the article identifies many of the general benefits of cloud technology that we have been discussing in class previously, such as uninterrupted access to business solutions and much lower hardware costs, it goes on to provide specific examples of how hotels can actually integrate software within the cloud to power their business. For example, revenue management solutions on the cloud often work on a pay-as-you-go model, not a subscription. This increases the number of connections that hotel revenue managers can make with OTAs, in turn driving conversion to actual bookings. Moreover, cloud-based revenue management solutions provide integrated software that decreases the need for a large revenue management staff. The article also cites the prevalence of mobile bookings, which are growing at 20% versus 2% for desktop bookings. More than a fifth of bookings are actually done using a mobile device. With all of this new consumer data, hotels can actually personalize their offerings for their guests. This will decrease generic advertising costs over time. The reason why it is important to take these mobile bookings into account is that mobile consumers are already connected to the cloud as they make these arrangements. With that in mind, hotels need to turn around and continue to push storage, advertising, and booking solutions on the cloud to meet this demand.
lvela051

The Hospitality Industry Welcomes Chatbots With Open Arms | BCW - 2 views

www.businesscomputingworld.co.uk/lcomes-chatbots-with-open-arms

technology Hospitality ebusiness

shared by lvela051 on 25 May 18 - No Cached
  • Six months ago, 15% of airlines used chatbots, that could be closer to 20% today,
  • reduce the stress of travel.
    • lvela051
      lvela051 on 25 May 18
       
      the idea of planning a trip without stress and having someone else to the work for you seems like the best way to advertise Chatbot.
  • see a way to differentiate their business in a very competitive industry
    • lvela051
      lvela051 on 25 May 18
       
      The goal for companies is to set themselves apart from others by using the bot.
  • ...7 more annotations...
  • The industry has moved on from just a room to using bots to help make the travel, dining and tourist experience as good as possible.
    • lvela051
      lvela051 on 25 May 18
       
      Works as a personal concierge. Also reminds me of Mobile app or GXI within my work place.
  • Most of these bots operate on Facebook for maximum exposure, but there are plenty of other chatbot destinations, solutions and vendors willing to provide them.
    • lvela051
      lvela051 on 25 May 18
       
      It could help with exposure using Facebook as the main source of Chatbot. Seems that most individuals have the app so connecting both together helps
  • European giant KLM’s bot shows how they can extend beyond flight finding and booking by offering a smart way to receive flight documentation. Booking confirmation, check-in notifications, boarding passes and flight status updates can all be delivered by Messenger.
    • lvela051
      lvela051 on 25 May 18
       
      The functions are very time effective for the consumer.
  • This is where chatbots step in, as they’re able to mix conversational interfaces, with product images, descriptions and calls to action. The best conversational commerce bots are also social, allowing friends to share the online shopping experience.”
  • They can help build, connect and publish intelligent bots to interact with customers on Messenger, Skype and other platforms.
  • they won’t think twice before spending money with a bot,
    • lvela051
      lvela051 on 25 May 18
       
      with every technology, the threat on security is important to take into consideration.
  • benefits, bonuses and instant, reliable customer service.
    • lvela051
      lvela051 on 25 May 18
       
      Accuracy and reliability are always important.
  • lvela051 on 25 May 18
     
    The topic of the article is about the use of Chatbot within the industry and how it could be valuable to e business. Chatbot is a messenger tool that allows for customers to communicate with someone to provide a more personalized and better customer experience when booking online. The article mentions that Chatbot is used on a variety of hotels, airlines and even booking agents to provide a different way of booking trips and experiences. It focuses on providing images, prices and descriptions to enhance the "online shopping experience." (Knight, 2018) The way Chatbot seems to operate through different partners by providing the guest with requests, transportation, last minute reservations and up to date information regarding hotels, airlines, etc. Knight takes into account the potential that Chatbot has in the future to help the hospitality industry grow earnings while positive service. Although, Chatbot seems like the newest way to appeal to those guests that are within the technology wave, i feel like apps like these are already implemented. It is convenient to have the information coming from one source, but hotels brands like Marriott have the mobile app and GXI where you can communicate with someone in assist with creating reservations, add requests and also create a profile that gives the hotel an idea of what someone expects at the hotel. The same goes for those airline apps such as American and Delta, providing similar services. What i do take into consideration is that bots like these where it be a direct bot or Chatbot are being used more and more daily to enhance the experience a customer receives which helps to increase sales for the industry.
ldevaul

Making the Move to a Cloud-Based Restaurant POS - 0 views

upserve.com/...cloud-based-restaurant-pos

POS hospitality cloud-based restaurants technology business decision-making mobile Software solution Tech

shared by ldevaul on 16 Sep 19 - No Cached
  • The beauty of the cloud-based POS format is how scalable and customizable it is—it can work for single-location full service and quick service restaurants, multi-location restaurants, and restaurant groups alike.
  • Most cloud-based POS systems also update with new features as technology improves across the industry—something you’re unlikely to get with a legacy POS system.
  • Cloud solutions facilitate faster, easier, and more extensive business insights, which can help you make strategic decisions. By connecting what’s happening in the back of the house to the front, restaurant operators get a holistic picture of how the business is running
  • ...26 more annotations...
  • Real-time data means real-time solutions to situations before they become problems. Just think of the time and money you’ll save by identifying issues before they blow out of proportion
  • Instead of printing out lengthy reports for every shift, now you can access your insights from any smart device—such as your computer, phone, or tablet—and get updated sales, inventory, customer feedback, and more, no matter where you are. 
  • Legacy systems only allow on-premise access to data, which means you have to be in your restaurant in order to access the information on your POS system.
  • If you anticipate growth or change, a cloud-based POS system is better enabled to grow with you. 
  • While buying up all of the necessary technology to get a cloud-based POS system off the ground may seem expensive, they tend to have cheaper operating costs in the long run and some, like Upserve, offer free support 24/7/365. 
  • With a cloud-based restaurant POS, you have the ability to add on a mobile POS unit that provides a number of benefits.
  • That decrease in time spent waiting for their check or credit card to return to the table also increases guest satisfaction, boosting your reputation. A mobile restaurant POS also provides contactless payments with a built-in EMV reader, minimizing the exchange between servers and guests – something that is particularly important in this moment.
  • Cloud-based POS systems update automatically and for free, just like the apps on your mobile device, while traditional POS systems require manual updates that can be labor intensive and costly. 
  • The beauty of the cloud-based POS format is how scalable and customizable it is—it can work for single-location full service and quick service restaurants, multi-location restaurants, and restaurant groups alike. 
  • Whether it’s updating your menu on the regular, launching new or improved loyalty programs, or requiring more precise inventory tracking, the more your needs will shift over time, the more sense it makes to opt for cloud-based.
  • If the internet ever goes down, the system that your legacy POS relies on will be offline and non-functional. Luckily, on a cloud-based restaurant POS system you have the option of switching to offline mode as a back-up. You’ll stay up and running until the internet is able to connect again.
  • Thanks to the cloud and its encrypted online storage, there’s no risk of hardware or software incompatibility or failure, no viruses or driver hiccups, and no risk of a hard drive accidentally deleting a weekend’s worth of sales reports. It’s all backed up, automatically. 
  • Plus, younger generations of workers—think millennials and Gen Zs—will be able to get right on board with a cloud-based POS solution with little-to-no training.
  • Customers will feel good knowing their credit card information is secure and encrypted with the most up-to-date technology. 
  • No matter what type of establishment, your cloud-based POS can track every last drop of product, allowing you to spot discrepancies in an instant and fix gaps before they become problematic.
  • Hardware costs are separate from service, and maintenance and support services often come with a hefty fee. 
  • While traditional POS systems certainly have lower start-up costs, they tend to come with plenty of hidden costs that reveal themselves over time.
  • upfront costs are kept to a minimum and monthly subscription fees are lower. 
  • Best of all, instant free upgrades mean no lost revenue from downtime or inconvenient hardware upgrades as your business grows. Instead, plans can be upgraded or downgraded at will, and most providers don’t even charge a fee for the trouble. 
  • If you have existing setups in place, many third-party vendors have upgraded apps for cloud POS systems to help you maintain your current rewards and promotions planning. 
  • Most studies are showing that those who switched are sticking with a cloud-based solution, and that legacy POS systems will only decline moving forward.
  • After over three decades with a legacy POS system that only slowed them down, they made the move to a cloud-based POS to bring their restaurants into the future.
  • “Our restaurants are chef-driven, so we have specials that change every day. We need to add buttons every day. We change pricing every day. Having to stop and reset all the terminals because it’s not instantaneous was a headache.”
  • Not only did constant resets of the system create roadblocks for the team at Homegrown Hospitality, but service was also less than stellar and cost more than what it was worth.
  • We went through a lot of pain—our system would crash all the time, credit cards wouldn’t spool, and data would be lost. Our IT department would spend numerous hours a week just trying to recover data,” Simon explained.
  • “That was pretty much the breaking point: we were at the point where we needed to upgrade, but it would have cost us several hundred thousand dollars. So we decided to source something new. The functionality and capability of Upserve won us over.”
  • mmadar on 16 Sep 19
     
    This article takes you through why your restaurant may want to switch to a Cloud-Based POS. There are many positive attributes associated with making the switch, such as; data accessibility, cheaper operating costs, easier upgrades, less frequent downtimes, increased security, and adaptability. If you are a growing business, the Cloud would grow with you.
  • shannaton on 29 Jun 20
     
    Cloud based POS systems can be apprehensive at first, but we are always satisfied once we are able to se the technology work to keep the business safe, effiecient and also more profitable. Cloud based POS systems are speedy and saves a lot of time which frees up staff to do other things in the establishment.
  • ldevaul on 11 Sep 21
     
    This article discussed the benefits of switching from a localized POS system to a cloud-based restaurant POS. The article touched on how cloud-based systems provide real-time data and how that instant data could provide a management team real-time solutions. You can save so much time and money by identifying issues before they even arrive. I found it very interesting that with cloud-based systems you have the "ability to add on a mobile POS unit that provides a number of benefits." With this option, your servers do not have to run back and forth to a POS station. They simply have the option in the palm of their hands. It also decreases the time spent waiting for a check or credit card to return to the table. This not only increases guest satisfaction, but helps with table turnover. The article also touched on how cloud-based POS systems are "better enabled to grow with you." They are super adaptable and the article mentioned that restaurants can update their menu whenever, launch new loyalty programs, and help with more precise inventory tracking. This article also touched on setup, increased security, staff accountability, and the ability to make better business decisions due to the cloud software being able to provide extensive business insights. Finally, the article touched on POS cost and how " upfront costs are kept to a minimum and monthly subscription fees are lower." It also ended with a case study about Homegrown Hospitality Group and their switch from Aloha to Upserve Cloud-based POS. It was very interesting and I'd recommend everyone read the brief two paragraphs about how the switch changed their business trajectory.
olaya5

InterContinental Hotels Group Selects Cloud-based MICROS Simphony for Next-Generation P... - 0 views

www.hotelnewsresource.com/ice_for_Its_UK_Properties.html

micros

shared by olaya5 on 27 Feb 13 - No Cached
  • MICROS Simphony offers significant benefits to our business. We were keen to move to a hosted solution and MICROS was able to provide the system to achieve that, while also providing us with the centralised reporting that we require to analyse sales across all of our restaurants and bars. By standardising our systems and business processes, we will be able to realise opportunities for revenue growth and improve the offerings that we deliver to our guests .”
  • MICROS Simphony offers significant benefits to our business. We were keen to move to a hosted solution and MICROS was able to provide the system to achieve that, while also providing us with the centralised reporting that we require to analyse sales across all of our restaurants and bars. By standardising our systems and business processes, we will be able to realise opportunities for revenue growth and improve the offerings that we deliver to our guests
  • MICROS Simphony offers significant benefits to our business. We were keen to move to a hosted solution and MICROS was able to provide the system to achieve that, while also providing us with the centralised reporting that we require to analyse sales across all of our restaurants and bars. By standardising our systems and business processes, we will be able to realise opportunities for revenue growth and improve the offerings that we deliver to our guests
  • ...7 more annotations...
  • MICROS Simphony offers significant benefits to our business. We were keen to move to a hosted solution and MICROS was able to provide the system to achieve that, while also providing us with the centralised reporting that we require to analyse sales across all of our restaurants and bars. By standardising our systems and business processes, we will be able to realise opportunities for revenue growth and improve the offerings that we deliver to our guests.”
  • “MICROS Simphony offers significant benefits to our business. We were keen to move to a hosted solution and MICROS was able to provide the system to achieve that, while also providing us with the centralised reporting that we require to analyse sales across all of our restaurants and bars. By standardising our systems and business processes, we will be able to realise opportunities for revenue growth and improve the offerings that we deliver to our guests.”
  • MICROS Simphony, a cloud-based enterprise point-of-service solution that offers full support to multi-property hotel chains
  • Abo u t MICROS Systems, Inc.
  • About MICROS Systems, Inc.
  • Over 330,000 MICROS systems are currently installed in table and quick service restaurants, hotels, motels, casinos, leisure and entertainment
  • retail operations in more than 180 countries
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