The article focuses on the expansion of the retail mobile marketing. It talks on the adoption by the travel industry of the mobile marketing. It mentions the continuous influence of social media on traveler's buying behavior and the impact of a traveler's social graph on mobile marketing. It adds that effective mobile marketing should be part of an overall customer relationship management (CRM) process.

As retail mobile marketing efforts expand, consumers will learn to expect and anticipate these offers as part
of their travel experience. The travel industry has a unique opportunity to use mobile marketing to
provide targeted offers to the traveler, provided they are personalized and location-sensitive. Social media will continue to influence traveler buying behavior, and with the increasing use of mobile technology to access
social media, mobile marketing will be influenced by a traveler's social graph. At the heart of successful mobile marketing must be greater customer insight and knowledge that are part of a comprehensive CRM process.

Hospitality companies implement various communication and information technologies to improve efficiency and customer service, among other aspects. However, the literature has paid little attention to investment in technology by restaurants. Therefore, this article aims at testing the use of technology as a differentiation instrument by restaurants. As a result of this analysis for a sample of 150 restaurant owners or managers, these findings allow the identification of the specific technology solutions that make the difference across restaurants and, thus, to infer the information and communication technologies that should be prioritized by restaurant owners/managers depending on their restaurant profile.

The article reports on hotels' increased use of mobile point of sale (POS) systems. Topics discussed include the factors behind the growing popularity of mobile POS, the ways in which mobile POS systems improve guest experiences in hotels and resorts and the biggest challenges facing hotels that mobile POS systems help alleviate. Also discussed are the advantages of mobile POS over traditional POS systems.

Resistance to sustainability practices often stems from the industry's view that sustainable tourism requires a profitability tradeoff where the additional costs associated with sustainability do not pay off in increased economic returns, yet few studies have been attempted to prove or disprove this viewpoint. This study analyzed spending patterns and length of stay of visitors to Montana, USA to determine if strong geotravelers (higher sustainable behaviors) were different than those with less sustainable behaviors. Results found that total trip spending by strong geotravelers (US $1164) was significantly higher than the overall spending of both moderate (US $866) and minimal geotravelers (US $668). These findings suggest that sustainable travelers are a travel market to be reckoned with in the tourism marketing and business world. The combination of their pro-sustainable behavior and increased spending provides evidence of a market segment in which destinations can benefit.

This article aims to evaluate hospitality organizations and how they improve their responsibility of being environmentally sustainable. The report propose strategies, plans, processes and tools, to industry executives and all other stakeholders (employees, local communities, vendors, operators, owners, investors) to make decisions that have immediate impact to triple bottom line (economic, environmental, and socio-cultural sustainability). The following content has no other ambition than to focus on effective ways to ensure sustainable business environment, at corporate and operational level, for existing properties and new projects.

According to Sethi and King, when it comes to analyzing a company's competitive advantages, we have two main approaches: the "outcome" and the "trait".
The outcome approach is associated with management productivity, business value, and efficiency. It is analyzing the company from a macro-level perspective. This approach relates the use of IT to outcome measures, such as return on assets, revenue growth, net growth, and profits. A limitation of this approach is that these outcome variables are aggregate and thus insensitive to the effects of a single IT application.
On the other hand, the "trait" approach, the starting point for sources of competitive advantage reside within the company rather than starting by looking at the challenges caused by the external environment. It identifies traits or attributes that reflect how an individual IT application impacts an organization (micro level perspective). The advantage of the trait approach is that it is more likely to measure first order impacts while the outcome approach is more likely to reflect second and higher order impacts.
This approach takes into consideration the company's capabilities, strategic thrusts, value activities, and the consumer resource life cycle.
How all these can be evaluated by one single IT application? The answer is CAPITA.