This article discusses the most effective ways for hotels, both small and large, look to email their prospective clients. The ages of emails spam from companies in order to engrave their name onto their client's eyeballs are over. Personalized emails with relevant information, discounts, and rewards are much more effective and are increasing revenues for hotels everywhere. The article goes into all of these aspects with great detail and allows hoteliers to improve on their own methodology with these tried-and-true techniques.

This article discusses the new trend of booking entire planes for private events in order to increase comfort and ease of travel for the attendees of the specific event. In the article, the author discusses a specific company called Freespeed that plans the entirety of the trip from the plane and pilot to meal and beverages been offered. This allows for complete customization of the air transportation experience.

This article discusses one of the largest fears of most hospitality firms, and that is keeping their client's personal information private. Most large companies in this industry have become giant data centers for the personal information of millions of people. Breaches of this type of information place the lives of many people at stake. For example, Marriott International had a security breach of over half a billion of its clients which began in 2014 and was not detected until September of this year. Keeping an individual's information away from malignant forces is just plain business sense and any more attacks of this manner will severely hurt the reputation of the business experiencing it.

This article discusses the recent findings of a study conducted by the Expedia Group of over 1,200 hotel properties. The study revealed that hotel chains are twice as likely to prioritize a technology investment as opposed to an independent property which is 1.5 times more likely to invest in room renovations. The gap in the capital available between these two groups is only going to widen with time as smaller properties cannot invest in the most bleeding-edge technology and will struggle to keep up with the billion-dollar giants of the industry. Will this gap threaten independent properties to move with the times or risk losing large amounts of business? We will only find out with time.

This article discusses the new partnership between Hotel Software companies RMS and M3. RMS is one of the industry's leading cloud-based property management systems, meanwhile, M3 is a hotel accounting software. Also, a cloud-based software, M3, was created by hoteliers, for hoteliers. This partnership creates a new level of immersion for properties that adopt the two platforms. Unrivaled communication between the two systems would generate more detailed reports and analysis combing the two largest databases used on property: the property management system and the accounting software system.

This article discusses how POS integration in the workplace is becoming the caveat of restaurant management everywhere as increases in efficiency, documentation, and CRM capabilities are essentially guaranteed. Having multiple systems connected and share information improves all facets of a restaurant operation, however, as it has been for years the upfront costs of such integration is high and discouraging.

This article discusses how many hotel properties are finally getting rid of their legacy property management systems (PMS) for more advanced ones which enable a more seamless experience for both guests and employees. These PMSs are huge data collection centers and being able to connect multiple facets of the hotel operations under one software is extremely advantageous. Many systems are now diverse enough to be used by departments other than Front Desk, Housekeeping, and Sales. Matter of fact, some PMSs now are been used for inventory management, group scheduling, and for other departments such as golf and spa. Adopting the right PMS is vital for a hotel's success. A full-service luxury resort will require a complex PMS being able to connect multiple departments, meanwhile, a limited-service budget hotel might still only require the most essential PMS functions.

This article discusses the InterContinental New York Barclay Hotel's mission to become New York's most sustainable hotel. In order to do so, the Barclay has aligned its own initiates with those of the United Nations and look to follow its standards 100% by 2010. Some of these initiatives include donating unused toiletries to impoverished nations as well as partnering with New York's Repeat Roses, an organization that reuses floral arrangements from weddings and other events for nursing homes and hospitals.

This article discusses the massive amounts of lost revenue experienced by hotels due to their outdated methods of collecting payment. By requesting guests to pay after the duration of their stay they are leaving up to 35% of "on-the-books" revenue to be lost due to cancellations, fraudulent bookings, or invalid credit/debit cards. By allowing guests to pay for their stay at the time of booking they are collecting payment sooner and reduce cancellation risks.

This article is discussing one of Hilton's latest projects. In a collaboration with futurist Gerd Leonhard, Hilton visualizes what staying at one of its properties 100 years into the future would like. Their vision includes constantly changing visuals individually tailored to every hotel guest to provide a unique welcome experience and even 3-D printed food made from renewable resources. Incredibly interesting and impressive!