At first glance, transparency puts marketers at a tremendous disadvantage. Before the Internet, we could communicate our message through "one-way" media - newspaper and magazine advertising, for example, which consumers received but could not interact with. Opinions about us were largely limited to a handful of "critics" and travel writers. No longer; our critics can now be ubiquitous. But, in fact, this democratization of opinion has an upside if we use online marketing wisely. This is because the sheer number of comments and opinions on sites like TripAdvisor means that the truth about us will come to the surface; there are simply too many independent opinions to manipulate or distort the message unfairly. So, looking ahead, what do we need to do in order to master this transparent "brave new world?" First, we need to market to individuals, not groups. Much has been made of the importance of "generational marketing" and the need to target specific demographic groups. And, there is no doubt that different generations behave differently. Baby Boomers, we are told, search the Web less but send more email than Gen Y. Gen Y will continue to affect older and younger generations through its wholehearted embrace of all things digital. We have a worldwide aging population that has its own needs when it comes to online marketing, including things as simple as being able to read a computer screen. Many countries are already wrestling with issues of discrimination in regards to the digital age.

In the hospitality industry, "Near Field Communications" (NFC) now has an even more secure network that assists the utilization of total hotel security, individual room monitoring for the HVAC system, more bedside controls for lights, electronic drapes, monitoring who is at the door, fire and smoke security, excessive electrical usage, all centrally monitored by management and the individual guest, from network controlled smart devices that we all carry. Imagine a typical hotel (which already exists today). Your smart device is already registered with the hotel or hotel chain. You walk into the front door of the hotel and there are sensors by the entrance/exit. You press the hotel's "app" that is on your mobile device, you have now checked into the hotel, without going to the front desk. The hotel's system sends your smart device an arrival confirmation along your new room number. When you reach your room, the app opens the door using NFC. Look ma, no keys needed. The door security device registers your arrival time along with the device's ID info. In the meantime, the HVAC system now sets the temperature of your assigned room to the temperature from your profile. Housekeeping and the concierge are notified.

Poll hotel guests on which amenity is most important to them and chances are they’ll vote for connectivity. But it’s more than just raw Internet access they expect these days. In this new always-connected age, guests want easy and persistent access to all things digital that can enhance their experience, both within and outside the premises. It’s a big reason why hoteliers are now spending as much time and resources on network technology and applications as they are on the quality of their linens and food service. Hotel customers expect the same online convenience and customization they have in their homes. And with seemingly every traveler equipped with laptops, iPads, and smart phones, they also expect their hotel to be place of ubiquitous connectivity. Indeed, according to Scot Campbell, chief information officer for MGM Mirage, the core of a hotel’s ‘cool' factor is technology. Campbell says that "we are building rooms where everything is on a network.”(1) Installing new technologies will give hotels a competitive edge with travelers for whom digital devices have become just another normal bodily appendage of sorts.

Poll hotel guests on which amenity is most important to them and chances are they’ll vote for connectivity. But it’s more than just raw Internet access they expect these days. In this new always-connected age, guests want easy and persistent access to all things digital that can enhance their experience, both within and outside the premises. It’s a big reason why hoteliers are now spending as much time and resources on network technology and applications as they are on the quality of their linens and food service. Hotel customers expect the same online convenience and customization they have in their homes. And with seemingly every traveler equipped with laptops, iPads, and smart phones, they also expect their hotel to be place of ubiquitous connectivity. Indeed, according to Scot Campbell, chief information officer for MGM Mirage, the core of a hotel’s ‘cool' factor is technology. Campbell says that "we are building rooms where everything is on a network.”(1) Installing new technologies will give hotels a competitive edge with travelers for whom digital devices have become just another normal bodily appendage of sorts.

Network computing has enormous implications for marketing to customers on a global basis, as well as hotel operations. Consider the potential for the industry to connect with vendors worldwide for electronic purchasing, potentially achieving economies of scale and leveraging not yet possible. World purchasing functions will allow companies to customize their own catalogs. Virtual channels of distribution using computer networking capabilities will also allow hotel companies to market products and services - some traditional to our industry, others not - to customers whether they are in the hotel, at work, or at home. This will require a migration from today's central reservation systems to tomorrow's customer information systems using network-centric solutions. Development of customer profiles and guest recognition will make it possible for hotel organizations to interact in entirely new ways with customers, regardless of their physical location. Clearly, the large hotel companies will need to be the first to address questions raised by global networking capabilities and what this will mean in terms of technology investment. But for many hospitality companies presently struggling with the high cost of technology and the confusing state of our industry's technology affairs, this will not be an easy task. And the decisions will ultimately become further complicated by the opportunity to outsource certain functions into subscription-based networks. It is unlikely that the hospitality industry will be forced to bear the entire burden for networking infrastructure. Strategic alliances with major technology companies will be the catalysts in building this capability as they become strategic providers of networking capabilities to hospitality and other industries. And as network-centric computing comes of age and a company's proprietary information is stored in cyberspace, security will become an ever-more important issue requiring solutions. Whether it is an e-mail gateway through an internal network or customer access via the Internet, network fire walls and encryption systems will be required to mitigate the concern many will have with system security.

Network computing has enormous implications for marketing to customers on a global basis, as well as hotel operations. Consider the potential for the industry to connect with vendors worldwide for electronic purchasing, potentially achieving economies of scale and leveraging not yet possible. World purchasing functions will allow companies to customize their own catalogs. Virtual channels of distribution using computer networking capabilities will also allow hotel companies to market products and services - some traditional to our industry, others not - to customers whether they are in the hotel, at work, or at home. This will require a migration from today's central reservation systems to tomorrow's customer information systems using network-centric solutions. Development of customer profiles and guest recognition will make it possible for hotel organizations to interact in entirely new ways with customers, regardless of their physical location. Clearly, the large hotel companies will need to be the first to address questions raised by global networking capabilities and what this will mean in terms of technology investment. But for many hospitality companies presently struggling with the high cost of technology and the confusing state of our industry's technology affairs, this will not be an easy task. And the decisions will ultimately become further complicated by the opportunity to outsource certain functions into subscription-based networks. It is unlikely that the hospitality industry will be forced to bear the entire burden for networking infrastructure. Strategic alliances with major technology companies will be the catalysts in building this capability as they become strategic providers of networking capabilities to hospitality and other industries. And as network-centric computing comes of age and a company's proprietary information is stored in cyberspace, security will become an ever-more important issue requiring solutions. Whether it is an e-mail gateway through an internal network or customer access via the Internet, network fire walls and encryption systems will be required to mitigate the concern many will have with system security. In the final analysis, networking solutions will drive down the cost of technology investment "on-property" where hotel real estate and business interests merge. The solutions that hotel organizations will be able to choose from in terms of networking should also be less expensive than the current profile of technology spending. And we can expect that change to occur sooner rather than later, given the present rate of investment in Internet-based technologies.

In order to create a global resource for the hospitality finance industry, Hospitality Financial and Technology Professionals (HFTP®) began development on a global hospitality accounting system users guide this past March. Recognizing that operating hotels is a global industry, HFTP determined that there is not a globally accepted method that financial professionals, ownership structures, investors and benchmarking information services can use to support efficient operations. There is also not a globally accepted method to monitor investment performance from region to region without significant assumptions and data mining. HFTP’s Global Hospitality Accounting System Users Guide (GHASUG) will address this need. Where does the project stand right now? Currently, research is being conducted into current practices. This research will identify who is doing what in different parts of the world, with a view to establishing best practice and providing practical guidance for students, practitioners and professionals involved in the industry. The guidance will be formulated by industry experts, based on the research findings. To date HFTP has commitments from major information benchmarking companies, hotel corporations, hospitality associations and globally recognized hospitality schools around the world. Once completed, HFTP will make the outcome accessible online, together with analytical tools. It will be available at a minimal cost and users will have the capability to print versions if they desire. The hotel sector currently enjoys the benefits of an accounting structure developed in the USA specifically for the industry.  The Uniform System of Accounts for the Lodging Industry has been widely adopted, principally by US based operating companies, and linked to management contract terms.  HFTP has been involved in this project for many years and will continue to sponsor the 11th edition in support and via a monetary contribution.

As was mentioned above, the retail POS systems help in the sales transactions processes. The POS systems are one of the simplest and they are created in a way to operate with the purchase processes in ease and efficient way. Hence, the software has options for entering data which could possibly represent the whole inventory in the shop, for example. Additionally, when the purchase is made, the system automatically counts down the item from the inventory list and helps in that way contributes for improved inventory management. Also, regarding the customer relationship management and providing sales reports, there are other settings that could additionally be set in the particular POS software and all that for the purpose business operations to be more productive. Apart of the retail businesses, hotels and restaurants should have more complex POS systems. This is due to the fact that in such businesses which are service orientated, the POS software applied should be able, for example, to customize various orders from different tables and in alignment with that to keep track on price variations. The fact is that the POS systems that apply to service sector businesses such as restaurants, hotels and fast food businesses should be able to customize and manage multiple orders. Either the example is for fast food business, or dining out restaurant or even a hotel, POS software should operate with various orders made during the service process, and still providing the right bill for the right table, or the right bill for the right room order if the hotel business is taken into consideration. Clearly, when starting a business it is important to take the industry specific POS system into account. Therefore one should not just trying and finding the best deal, but rather invest in the system that will work best to make the everyday businesses activities more effective. Understanding why each system is unique will help when trying to make the decision for what type of POS system to purchase.

Utilizing its renowned satellite services, Google is now providing information to indigenous tribes on deforestation, giving them the ability to track and prevent the atrocity from taking place. Wildlife activist groups can use Google Earth to map areas at risk of being destroyed by logging companies and palm oil producers. With severe drought plaguing the countryside, French authorities have used Google’s mapping services to determine agricultural regions that should face water restrictions. After purchasing a wind farm in Iowa only a few years ago, Google announced its agreement to buy electricity from a wind generation facility in Oklahoma, boosting the use of renewable power on the electric grid that will power one of its new data centers. Under a twenty year agreement with the local service provider, Google’s long-term goal of running entirely on renewable energy is growing closer and closer. Advocating carbon neutrality in every aspect of its internal affairs, Google is constantly searching for ways to ensure that it never consumes excessive gas. Google has shuttles that run on biodiesel and encourages its employees to ride into work on bikes, skateboards, and scooters. Since 2007, Google has attempted to keep its operations carbon neutral. They’ve done it by reducing energy use, incorporating renewable energy, and offsetting carbon emissions. By adopting unconventional techniques for effectively lowering its environmental impact, the company has become a model for implementing green technology in a fiscally-efficient manner.

Electronic commerce or ecommerce is a term for any type of business, or commercial transaction, that involves the transfer of information across the Internet. It covers a range of different types of businesses, from consumer based retail sites, through auction or music sites, to business exchanges trading goods and services between corporations. It is currently one of the most important aspects of the Internet to emerge. Ecommerce allows consumers to electronically exchange goods and services with no barriers of time or distance. Electronic commerce has expanded rapidly over the past five years and is predicted to continue at this rate, or even accelerate. In the near future the boundaries between "conventional" and "electronic" commerce will become increasingly blurred as more and more businesses move sections of their operations onto the Internet.

E-Booking The first role of the internet in the hospitality industry is online booking. As aforementioned in the past, travel agents were the most common source for booking hotel rooms and other travel components like flight tickets and travel tours. However, the internet has changed this; manual booking and reservations have been transformed to E-booking or online booking via Central Reservation Systems (CRS). As of March 2008, there are over 1.4 billion internet users (Internet World Stats, 2008) and according to the Computer Industry Almanac, this number is assumed to increase to 1.80 billion in 2010 (Clickz Stats, 2005). The Travel Industry Association in the United States stated that in 2002 about 64 million out of 619 million online users were online travelers and used the Internet to purchase travel-related services and products (Zhang, 2004, p.3). "Online leisure travel sales totaled $20.4 billion in 2002 and hotel booked online reached $3.8 billion" (Ibid). In 2005 the online travel revenue reached $27.7 billion in the U.S. alone and has steadily increased (Webmetro, 2005). Now imagine how big these figures would be on a global basis.

Another important role of the internet is the use of it as a marketing tool. Before a hotel can offer e-booking it has to set up its own website. The hotel can apply attractive designs and offer guests a virtual tour of the entire property and show various room types. This strategy is considered a minor but may get a lot of appeal from online users. The internet also allows hotels to reach more customers by using search engine optimization (SEO), which is a tool that helps increasing the traffic and page ranking in search engine results (Hotel Travel Check, n.d.). Another internet marketing strategy for the hospitality industry is electronic customer relationship management (eCRM), which are activities to manage customer relationships by using the internet and web browsers (Hotel Marketing, 2007).