Current thought in facility management, and specifically hospitality operations, is largely focused on optimizing operational efficiency (and the resultant cost savings) in primarily three areas: energy, water, and waste.

Cost savings. The realization of a bottom line financial return from implementation of sustainable business practices is arguably the strongest motivating factor to encourage private sector participation. Energy efficiency and conservation measures have been studied in depth over the past several decades, leading to assessments that the majority of building stock throughout the world is consuming more energy than necessary. There are also potentially significant opportunities for cost savings in the areas of water consumption and waste handling/recycling.  From a financial perspective, many of the cost reduction and efficiency strategies can be achieved with no-cost or low-cost measures focused on optimization of the performance of both equipment and personnel. Given the competitive nature of the lodging industry and the associated difficulty of increasing revenue, the potential for reduction of operating costs provides a compelling incentive for hoteliers to consider investment in environmental technologies, as well as more efficient operational procedures. 

Vetting and confirmation of technology. Within the past decade, a tremendous number of green technologies have been introduced into the marketplace.  With numerous vendors and differing technologies (including emerging forms of alternative energies), hospitality owners require vetting and confirmation of these technologies as being cost effective and contextually appropriate for hotel and lodging use.

Imagine a future where you leave your credit card at home while going on vacation or a business trip. You walk through the doors of a hotel. Without even going to the front desk, you are checked in. You receive a text message with your room number. You walk into the elevator and it knows which floor. As you step out, the elevator politely says your room is on the right. The room unlocks for you and only you. You walk in and the room is already set to your ideal temperature. Someone is coming up soon to deliver the type of pillows you prefer. Drinks and meals are paid for the moment you order them. And checking out is as easy as walking out the front door. All of this is possible with RFID technology.

Effectively managing requests for proposals (RFPs) is an important process that can get fumbled by even the most capable hotel general managers and sales departments. Since this time of year is "RFP season", now is a good time to review your RFP procedures. Of course, you should be receiving and responding to RFPs throughout the year-but because many travel management organizations plan on a calendar-year schedule, you will receive most RFPs for the upcoming year during July through September.

Travel managers have been using RFPs for years for selecting hotels for group business and volume transient accounts. Ten years ago, they mailed or faxed long forms to be completed and returned. Now, most RFPs are sent by e-mail or posted on RFP Web-sites. RFPs for group travel are sent year-round; and the volume-transient RFPs are usually done once a year.

In 2017, menus will continue to evolve - as they must! Taking advantage of industry trends while they’re hot is a great way to show your guests that your brand is current. Restaurants that can satisfy that need will excel in the new year. Another popular trend in 2017 will be meal kits. People will not only want an exceptional dining experience, they will want to be a part of it. Restaurants can take advantage of this by offering cooking classes and whole meal replacement packages of their own. 

Too many restaurant owners and chefs still think they know it all when it comes to guest wants. Their menus are a reflection of this. We often throw around the term “chef driven,” but for too many, the words “chef driven” should really be replaced with “ego driven.” Perhaps in 2017, restaurants should be more “guest driven.” When you are reworking your menu to be more efficient and to satisfy the cravings of the current market, make sure that you use the data from your restaurant POS system. This is a gold mine of information if you tap into it, decipher the data, and apply it to future menu design. Your product mix report will tell you exactly where your guests are spending their money. If you’re smart, you’ll drop the high food cost egocentric items and create more profitable guest desirable ones. 

While the benefits are obvious, the GDS is not the answer for all properties. Connecting to the GDS is an investment and one that doesn’t normally come cheap. In addition to a one-time sign-up fee, there are annual maintenance fees, booking fees per reservation, and commissions payable to the travel agency or travel website through which GDS reservations are made.

Considering the cost and the fact that a GDS cannot influence demand for your property, a GDS is most beneficial to hotels with approximately 25 rooms or more and/or located in a popular travel destination. These properties should attain sufficient GDS bookings to outweigh the costs—after all, getting 80-90% of your rack rate is better than an empty room. If your hotel fits the bill it is worthwhile looking into a GDS that suits your needs and budget.

"Element is experiencing tremendous growth momentum, fuelled by strong demand from consumers who are increasingly interested in environmentally-friendly practices and sustainable living,"

Element Hotels uses sustainable products and practices wherever possible. The brand's core design components include low flow rainfall and showerheads, 100% non-PVC flooring, energy efficient LED lighting, electric-vehicle charging stations, filtered water, green materials such as low-VOC paints and recycled-content carpeting and guestroom designs that incorporate sustainable features.