Security has different meanings in different countries and is extremely important in creating and maintaining international leisure travel. In the United States this means technology: security cameras and monitoring, rapid communication and response technology. In developing countries such as Nigeria, the security conversation centers around much more primitive ideas. "A hospitality and tourism consultant, Emeka Attamah, has made a case for the establishment of 'Local Tourist Security'…in Nigeria." This idea centers on the belief that locals should be involved in the policing of public places because they are well versed in the terrain and the criminals that operate in these areas and are therefore in the best position to fish them out. After all, the success or failure of a tourism destination depends largely in part on how safe tourists perceive the destination to be. The idea of a Local Tourist Security in countries such as Nigeria means recruiting indigenous youth to provide surveillance and security near tourist sites. There are benefits and disadvantages to this proposal. These individuals will be well versed in the region and the people who live there. Many of them will have lived in the area for generations and have insider knowledge on who's who and where's where of the town in which they are operating. However, these youth would be more malleable and perceptive to outside influence. More than likely they would be easier to pressure into certain ways of thinking or actions than their adult counterparts. In addition, initiatives such as Local Tourist Security seem to potentially promote child labor (although potentially milder than the stigma would have us believe), which is looked down upon internationally. In conclusion, Local Tourist Security groups may be the best answer for areas such as Nigeria at the current time, but security in these countries is still miles behind the developed world. As a result these measure may attra

There are many difficulties with technology implementation in the hospitality industry. Often, as a result of these difficulties hotels, in particular, are left behind the curve. According to the article, "many companies have made it a philosophy not to be the leader on the tech side" and "large hotel chains tend to conduct major [technology overhauls] just once every seven years." The hope is that by adopting technology later, companies will avoid having to deal with the bugs and flaws that come along with brand new technology. However, as it turns out, due to the constant evolving state of technology bumps and flaws in design become apparent at all stages of the life of various technologies. For example, when the room keycard was introduced, it quickly replaced the traditional key-and-lock set of traditional homes. However, after some time hotels figured out that these keycards can become demagnetized-something the industry still faces today. The quick evolution of the television is another example. Consumers typically have a better TV at home than they experience within a hotel room. This is due to the fact that hotel televisions are still largely the same as the ones implemented in 2007. In conclusion, technology can be part of the getaway experience guests have at hotels, but due to the widely accepted "wait and see" approach the industry is currently pursuing, consumers are often left feeling as if they have to bring their own technology and put up with the minimal technology provided in hotel rooms and suites.

Atrio® is an app based PMS system that is completely hosted on the cloud. The program is built for the way most of us approach new technology. Many of us, especially those entering the hospitality business as young professionals, learn technology by simply looking at it. By this I mean that we expect technology and applications to be self-explanatory. It is an "I want to do X so I will click on X" mindset. Atrio® is set up so that a new user can use this approach to learn the basic functions of the system. Par Springer-Miller, the parent company, states that an individual will be able to check a guest in to a hotel room with zero training and should be able to make a reservation after only being shown one time! This significantly reduces training costs and time. In addition, the completely cloud based system minimizes on-site technology and therefore reducing implementation costs and hardware/software investments as well as allowing for seamless updates. After reading the article, I viewed a YouTube video posted by Par Springer-Miller here: https://www.youtube.com/watch?v=JtqtxN2SBJY. I must say, I wish my property would look into Atrio®!

All of the big three global distribution systems were still expanding as well as increasing productivity and revenue as of June 2014. Amadeus, Sabre and Travelport have each made significant moves in the hospitality industry, although primarily for airlines. Amadeus is by far the largest and currently most successful GDS with the highest profit, booking volume, and market share (air travel). As of 2014 Southwest Airlines was their biggest client, but they provide GDS services and access to over 100 other airlines as well. Sabre is second best to Amadeus. The company elected to go public in 2014 and since then their billable bookings, booking share and growth have all increased modestly. During the same year they gained American Airlines, newly reformed at the time, as a client. Presently, the company expects continued improvement in revenue. Travelport has made the decision not to compete directly with Amadeus or Sabre in that they have chosen not to provide "full passenger services systems to airline on a multi-host basis." However the company is still working closely with Delta Airlines and researching "add-on" features with their main focus being the continued growth of "beyond air" activities. Honestly, I was shocked that Amadeus is the largest and most successful GDS. I truly expected it to be Sabre. This belief was based on what I have personally experienced: every OTA I have used required a link to the Sabre GDS, but I can only recall one that required one to the Amadeus GDS. After reading the chapter 8 of D.V. Tesone's "Hospitality Information Systems and E-Commerce, along with the research report from our discussion forum I have changed my paradigm. Regardless, GDSs are still used widely in the hospitality industry. Different segments of the market prefer to book in different ways: via offline Travel Agents, OTAs, hotel websites or on the phone. Those that use either form of TA are using a GDS.

Leisure guests tend to book for themselves with rare exceptions including some forms of international travel and cruise travel. These guests use OTAs or intermediaries such as Travelocity (Owned by a GDS company) or TravelZoo. In the case of TravelZoo, a guest uses the TravelZoo website to access information such as availability and pricing that TravelZoo pulls from a GDS before making a selection and processing a transaction. On the other hand, business and corporate travelers are more likely to use an offline TA. An offline TA is better equipped to meet the needs of a customer whom is travelling for business. Offline TAs require less information when booking a hotel room then an OTA does, making it simple for a secretary to book the travel arrangements for the guest. In addition, offline TAs can work easily with a hotel to make special accommodations. The hotel receives contact information for the travel agency that booked the stay in case clarifications on requests are needed. In conclusion, as long as either form of TA is in the market, a GDS will be necessary to streamline bookings and ensure that each TA has the correct pertinent information when making a booking or completing a transaction. As a result, as new OTA options or hospitality enterprises enter the market GDSs are continuing to morph, merge and grow.

Follow this link to learn how a jammer works: http://electronics.howstuffworks.com/cell-phone-jammer1.htm Recently, Marriott was found to be noncompliant with FCC regulations that ban the use of any "Jammer"-to include cell, radio, Wi-Fi and others-by any individual or entity that is not an approved federal agent. The result? A $600,000 fine and removal of the jamming equipment from any Marriott property currently participating in the illegal activity. In a regular Wi-Fi network, a user connects to the Internet by connecting to the ISP, which could be a wired modem and separate Wi-Fi router or a combined wireless modem/router that will connect the computer to the ISP server and allow the user to launch their browser where they can search the web or access a particular URL. In Marriott's case, the company utilized a Jammer to prevent users from accessing their chosen ISP-their personal Wi-Fi networks, typically provided via cell phone companies. The jammer functioned by interrupting Wi-Fi signals that operated on a particular frequency. By placing their own Wi-Fi on a different frequency, Marriott's service was the only signal capable of connecting a user to an ISP service and the Internet and was therefore offered at a premium price. The management decision to utilize this technology was short sighted and over all a very poor decision. The decision was made based on the greed of money. By jamming competitors' signals, Marriott was attempting to force patrons into paying premium prices for Wi-Fi service during their stay, including large business accounts (meetings and events). What Marriott either failed to research or decided to ignore was the legality of such a decision. According to the FCC, Jammers of all types are strictly illegal except by approved Federal Entities and Agents. The Marriott management team made their own bed by making a poorly evaluated decision that has since come back to bite them in the rear.

FIFA has paid noticeable attention to the environmental impact of the World Cup since the 2006 World Cup and green management has increased with every World Cup since with the biggest plans already staged for years 2018 and 2022. The Green Goal environmental program has been in effect since 2005 when FIFA partnered with Local Organizing Committees (LOCs) in order to champion green initiatives. This program has been adapted for every World Cup since. The program combines the resources of host cities, governmental departments, local environmentalists and international partners. Now, FIFA is implementing green initiatives into the bidding process for 2018 and 2022 by requesting information pertaining to the reduction and control of negative environmental impacts from bidders prior to making a decision on where to host the World Cup. In my opinion, FIFA has adequately worked towards environmental sustainability over the past ten years and has powerful plans to continue and improve green initiatives going forward. Previously, the indoctrination of the Green Goal program in 2005 laid the foundation for green goals and growth. Each subsequent World Cup has relied on a Green Goal program to set and measure environmental initiatives. Also, FIFA has already begun working on the Green Goal for 2018 and 2022 by requiring potential host destinations to incorporate environmental sustainability into the management structure of the mega-event. Management is required to set measurable objectives in six key areas: water, waste, energy, transportation, procurement and climate change. In addition, potential host destinations are required to plan and explain how they will incorporate stakeholders and the community via an Environmental Advisory Board. All of these aspects must be outlined in the bid submitted for consideration by FIFA and will be weighed heavily during the host location decision process.

FIFA's decision to use involved green standards as part of the bidding process for World Cups 2018 and 2022 is ingenious. The rigorous standards and expectations eliminate cities that are unwilling or unable to do the research and prep work required for the environmental concerns associated with such a large and prestigious event. However, these same circumstances caused increased competition between the remaining cities and come with some sort of financial cost. The increased competition between potential host cities and the associated higher costs pertaining to the implementation of green strategies may be seen as negatives to involved commercial/government entities and community conservatives. The following comparison explains how this may be so. Companies often design buildings with minimal closets despite having a large need for storage space. The philosophy behind this is "closets don't make money." On the contrary, entertainments space (i.e. Casinos), larger sales floors (i.e. Car Dealerships) and management offices are all spaces in which money is generate and therefore income is maximized by maximizing the "money-generating space" and minimizing spaces (i.e. closets) that do not do so. Similarly, green initiatives guarantee extra expenses and do not generate a significantly increased income. Some entities may view green initiatives as "closets." In conclusion, FIFA is a powerful force in the green initiative campaign. The organization has worked tirelessly the last 15 years to implement and improve environmental initiatives related to the World Cup. Despite the outside chance that a significant portion of the population will view green initiatives as costly non-necessities, I believe that FIFA's Green Goal program will be a success. It provides an expanding platform for each subsequent Word Cup by requiring environmental initiatives to be implemented at the management level and begin at the earliest point possible: bidding.

The hospitality industry is experiencing a technological transformation. Current technology is improving and being put to better or new uses. According to this article in Hospitality Magazine, there are seven technologies that are taking the industry by storm. 1. Online Booking Systems I agree with the many industry insiders that now consider an online booking system essential. Penetrating the online marketplace is an absolutely mandatory part of the formula for success. However, opinions differ when it comes to how to accomplish this aspiration. As expressed in the article "Taking back control of the direct channel for hotels" posted on the class ScoopIt!, using online travel agents as a properties online booking system has easy setup and maintenance but lacks true customization and can put a sizable dent in profit margins, but building and utilizing a 100 percent customized system does not necessarily grant instant access to hundreds of travels sites on the web. Over all, I am of the opinion that online travel agents are still the best option-for now-because the pros out way the cons. 2. Electronic Point of Sale (EPOS) Primarily used for mobile or self-ordering, EPOS systems can replace waitresses' use of paper orders and remote/hidden POS systems. In my opinion, this streamlines the look of the restaurant floor and provides better and more instantaneous service. Panera Bread uses self-order tablets as some of their locations that allow customers who know what they want to order traditional menu items quickly and independently. Having used this system, I find it more of a novelty than a convenience because the system isn't exactly self-explanatory. Currently, the technology is much more enjoyable as an aid to waitresses where the restaurant can experience increased efficiency and a higher standard of service while guests can experience the "that's cool" factor without the frustration of having to navigate the service themselves.

3. Customer Relationship Management (CRM) CRM technology provides efficient electronic storage and management of contracts and customer information and many versions also feature cloud-based applications that provide easy access to frontline employees. Electronic storage and online back-up are not totally new ideas (i.e. the floppy disc) and despite the long way these technologies have come is, in my opinion, not enough to do away completely with paper back ups. Even with electronic files, my previous property kept basic papers for 1 year and more sensitive files for much longer. Basically, CRM technology is something we should utilize more, but I doubt many will do away with a paperback up system anytime soon. 4. Marketing Automation Automatic email and text communications have been made possible by the development and improvement of marketing automation technology. Having worked with this type of technology, there is not an overabundance of companies/technologies from which to chose; however, the technology available various greatly in effectiveness and quality. In my opinion, Constant Contact is the best marriage of quality and ease of use for marketing automation technology available. This type of marketing can really step us a properties game, but beware of poor performing products. 5. Social Media According to the article, photos are the most popular posts by social media users, but the arena has become a bonafide space for reviews. While sites such as TripAdvisor and Expedia provide a niche arena for travel/tourism/hospitality related communication, general social media sites also invite open, unfiltered discussion. Whole social media is BIG, it is important for companies to assess and utilize only the social media outlets that their demographic are actively using.

6. Smartphones Smartphones are already super convenient. They are constantly being integrated and synced with our daily lives. Applications such as Apple Pay, in combination with CapitalOne, have provided another level of integration. Currently, there is talk and work on guests being able to use their cell phones as hotel room keys but I wouldn't be surprised if in the future we will have QR Code or RFID storage for our driver licenses, insurance policies and other important information. 7. Smart Appliances A part of American households for sometime, smart appliances are beginning to make their way into the hospitality industry. Luxuries such as electronically controlled blinds, thermostats, lights and more are something we can expect to see in hotels sometime in the future. My biggest concern is the time between now and implementation because while these products are available for purchase by consumers directly, they have not taken off nor seemed to gain any ground in the typical household. Could the hospitality industry be just as slow to adopt these technologies? I believe that it is likely so-mainly due to the high cost of implementation. In conclusion, technology is still advancing and most industries are feeling the pressure to update existing technology and adopt new technology. In the hospitality industry this is especially true.