SocialTables is one of the latest and most successful hospitality start-ups. It is essentially a hospitality SaaS. It was founded by Dan Berger, an event-planner turned programmer. Founded in 2012 and based in Washington D.C., one of the premier corporate hospitality locations in the US, the start-up has recently raised $8 million in Series A funding. The round was led by Bessemer Venture Partners, and followed by Thayer Ventures. This funding adds to the previous $1.6 million the company raised, which helped them streamline their event planning tools. According to its website, SocialTables is a cloud-based solution that offers event diagramming, seating, and check-in tools for event planners. The software can make room layouts that event planners can use to show clients, compose detailed seating charts and arrangements, and it offers a fast check-in app. All of this is done on a colorful, intuitive, cloud-based site with mobile integration. In two years, SocialTables has grown considerably. It has over 2,500 customers and 30,000 users. Additionally, two-thirds of its customer base is actually composed of venue-owners, including major corporations like Hyatt Hotels and Caesar's Entertainment. Academic institutions like Harvard Business School and The Ohio State University also subscribe to SocialTables. Additionally, one-third of its customers are private party planners. SocialTables is becoming an affordable, customizable, tech-progressive solution for event planners of all levels. Industry leaders like Hyatt and Caesar's already subscribe to its services. In the future, I think that the start-up should focus on increasing its ability to provide affordable and capable solutions for private event planners, particularly in the wedding category. While that is an extremely competitive and saturated market, SocialTables could provide an industry-leading software solution and use its credibility to entice private planners into its cloud-based ecosystem.

Marriott is seeking to become the Red Bull of the hotel industry. While I first thought that this meant that it wanted to become synonymous as a brand with hotels generally, as Red Bull's brand is with energy drinks, what Marriott is actually pushing for is a sophisticated eMarketing strategy. The company is focusing on content marketing by developing and producing (in-house or through contract) its own videos, shows, web series, movies, musical events, etc. and distributing it through their network of properties. The distribution strategy will focus on using Marriott's 4,000 rooms, which are located across 78 different countries globally. In addition to pushing content through in-room TVs, Marriott will also use its rewards program and mobile app to distribute what it produces to its consumers. Marriott does not plan to abandon its print or online advertising; it is simply adding another platform to increase and diversify its global reach and strategy. The ultimate goal is to fill rooms, but with Millennials, creating long-lasting, individual, memorable experiences is important to overall brand loyalty. Thus, content marketing provides a means by which Marriott can offer original, targeted content to its consumers. In the future, it can become a full-fledged development studio providing complete content for its consumers, in turn pressuring companies like Netflix, Hulu, etc. In the short-term, producing content and releasing it through their app will allow Marriott to increase brand awareness, loyalty, and the overall guest experience. Over time, Marriott is not simply pushing a product or service; they are building meaningful relationships with their consumers.

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.

Heartland Payment Systems has recently partnered up with ToGo Technologies to offer mobile and online ordering payment solutions for restaurants. The companies are actually focusing on expanding their market reach by targeting smaller franchises that typically could not afford the hardware and software cost of purchasing such technology. QSRs are hopping on the tech bandwagon. The article gives the example of Taziki's Mediterranean Café, which is a fast casual restaurant with 35 locations. Their guests have easily made the transition from manual to digital ordering. Like others in this market space, Heartland Payment Systems is offering a cloud-based product that is highly customizable. The software takes into account a litany of restaurant industry standards and methods, such as "takeout, delivery, curbside pickup, catering, order from the table, and gift and loyalty." By giving restaurants various templates, they can work on optimizing mobile solutions, including pay-ahead options for quick service. Moreover, their system integrates and tracks key metrics and analytics, improving data mining and collection efforts. More and more businesses are turning to data collection as a means of increasing efficiencies and decreasing waste. With the amount of waste it must deal with regularly, the restaurant industry is a great market to target with data-driven technology. Heartland Payment Systems already has a history of working with the hospitality industry, so it a recognized name. By partnering with ToGo Technologies, they will be able to provide a quality, whitelabel mobile solution for restaurants looking to stay ahead of the pack with technological advances. Heartland will actually be demonstrating their software at the Food Service Technology-Next Gen conference next weekend at the Sheraton in New Orleans, Louisiana for those interested in this product.

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.

A recent study by the top-ranked School of Hotel Administration at Cornell University has found that certification by the U.S. Green Building Council's Leadership in Energy and Environmental Design, also known as LEED certification, actually provides a boost in revenue for hotels. The Council takes various factors into account prior to certifying a hotel, including "water efficiency, energy use, and indoor environmental quality. When compared to 514 non-certified hotels, the 93 hotels afforded LEED certification excelled in their gross income based on the average daily rate (ADR) standard. Over a time of two years, the LEED-certified hotels outperformed their non-certified competitors. In fact, LEED-certified hotels were able to match the levels of occupancy of non-certified hotels in a single year. Since LEED certification in the hospitality industry is fairly new, there is little empirical evidence to further back the conclusions of this particular study. Though LEED certification of hotels has actually declined since 2010, I believe that the more hotel controllers start to understand its benefits, the quicker we will see it adopted as an industry standard. It is worth noting that this study specifically focused on 93 upscale and luxury properties, but compared them to nearly five times as many hotels without certification. I think a more accurate study will divide up hotels based on their pricing category (budget, midscale, upscale, luxury, extended stay, etc.) and compare the benefits of LEED certification with that in mind. Lastly, it is unclear if the study found any higher level of consumer preference for LEED certified hotels. Instead, the benefits seem to come with the standards that LEED certified hotels must meet, in turn resulting in lower expenditures. Perhaps more sophisticated customers at luxury properties are more keen to environmental protection and stewardship, and thus take LEED certification into account. However, I believe that most of

While is may seem like the future promised to us on shows like "The Jetsons" may have never really arrived, we might be one step closer to seeing the gadgets and gizmos of the cartoon world become a reality in the hospitality industry. Starwood's Aloft Hotels, an upscale, modern hotel line that appeals to Millennials, recently introduced Boltr - a check-in and delivery robot. This machine was created by Savioke - a Silicon-Valley design firm. Like other startups, Savioke aims to minimize unnecessary work and increase efficiency. There is no reason an employee needs to be paid to walk back and forth to deliver items when a robot can do the job. Royal Caribbean has also introduced its own robot, specifically for bartending, in its new luxury cruise ship, Quantum of the Seas.  Hotel staff unions see robots as a potential threat to their member-employees. Nonetheless, robots replacing employees is not just unique to the hospitality industry.