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Matt Turner

Hotel Technology and the Importance of the IT Manager - 1 views

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    After the tragic events of September 11th, 2001, the travel business was damaged for many years. Profits became much lower in the hotel business, but were not nearly as bad as airline profits. As a result, many larger hotel chains began innovation on their websites in order to streamline promotions, advertising, reservations and bookings. In the hotel industry, there are individuals who create hotel technology platforms and there are IT professionals that make sure they work properly when needed. Some of these IT professionals, for smaller businesses, work from remote locations. At larger hotels, however, they are often times required to be onsite. Onsite IT professionals are an important part of the hotel's staff. Some hotels, however, assign IT duties to hotel management, as well as other key employees, in order to not have to invest the salary of an IT manager. The author of this article, Christine Cadena, states that it is a better idea to invest in an IT manager with specific education and training, than just assigning duties to hotel management. She also touches on how many hotel chains fail to promote education and certification in IT, resulting in hotel managers learning the IT processes by trial and error or hands on experiences. As the hotel industry continues to recover, there has been an emphasis on improving technology onsite. Many hotel managers, however, are lacking the education necessary to help with technological improvement. When hotels begin to invest more in IT education and certification, they should see an improvement in levels of service, as well as profits.
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    Great Article Matt- I struggle with not having an IT department on site and not being too techie. Its a great advantage when you ring that extension, someone answers and can quickly identify why the credit card machine is not working or the projector has fuzzy lines right before a big conference. Too many times, we find ourselves being place on hold for countless minutes usually 10 or more for someone from support services to identify the problem. I'm a foodservice manager not the IT manager, so talking technology to me is like talking French. If companies invested in a manager with the proper training and skill level to fullfill the position of running the hotel, then the same should be done for IT.
shoss003

Destination World E-Newsletter - 0 views

  • Based on the false premise that security adds nothing to the bottom line, police departments and professional security agencies have seen their budgets curtailed precisely when they are most needed. This police and security cutback is especially challenging to every form of tourism: from hotels to attractions, from restaurants to transportation providers. To help you place this need in perspective, consider the following:
  • Do not let the media scare you about an increase in crime due to an economic turndown.
  • Without tourism security even the best marketing will fail
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  • Use tourism security to attract baby boomers
  • Passive security equipment is helpful but does not take the place of real human beings.
  • Advertise to both your guests and locals and make sure they understand that you have a tourism security plan
  • Do not just use security professionals, be they private or public, as merely passive officers
  • Think through what your tourism security priorities are.
  • Promote tourism security as you would promote a new business
  • Never forget that no one ever needs to take a vacation
  • Despite some of the optimistic talk of global economic recovery, the highest likelihood is that the tourism industry still has several challenging months or even years ahead of it.
  • t only takes one incident to destroy the sense of security that visitors demand.
  • Even before September 11, 2001 visitors wanted to know if a locale provides good tourism security.
  • As people age, the issue of security and safety moves to the forefront. Presence is essential and the cost of a security professional is a lot less than the cost of additional advertising due to loss revenue. 
  • Promote safety and security programmes to people in this niche.
  • Machines, however, do not provide a sense of empathetic hospitality that is essential for a successful tourism industry. The best course of action is to blend human security with technology.
  • perception often governs a tourist's reality and if our visitors believe that an economic downturn will produce an increase in crime, then showing a tourism security presence becomes even more important.
  • These are the times to think out of the box. When people are scared then tourism security is part of economic security. 
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    This article shows the relationship between tourism security and economy. Tourism security is an important factor that will affect the economy, people should pay attention to it and also the staff in tourism industry should pay attention to it, cause they can make full use of this factor to improve the economy.
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    Great read!! Explains how tourist need to feel safe in order to travel. The importance of safety is the most important thing tourist look for when traveling. Currently the world is in a disarray. 
natalieemmanuel

M3 Accounting + Analytics Launches M3 Professional Services - 1 views

  • M3PS is structured to offer customized solutions to its customers, from basic accounting functions (such as bank reconciliation and accounts payable) provided on an a la carte basis, to comprehensive management of the full accounting cycle. Outsourcing of these accounting functions will allow M3PS customers to improve margins, increase shareholder value, streamline operations and deliver more focused services to ownership groups. Two major advantages for customers partnering with M3PS will be scalability and talent acquisition. As portfolios change, M3PS will take care of providing service when customers need it, eliminating the scenario of inflexible and non-variable overheads that negatively impact the ROI of a property. By specializing exclusively in hotel accounting, M3PS will have access to top-tier talent in the industry and has two CPAs and multiple MBAs currently on staff. The team will be led by industry veterans with decades of hotel accounting experience.
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    M3 is a leading provider of accounting and analytic software, business intelligence and operations reporting. The company has been providing accounting assistance to customers for 15 years and has relied heavily on the feedback of their customers to improve their services. As a result of their customers wanting to outsource their accounting functions M3 has developed a customizable software that allows customers to choose from basic accounting functions to a complete accounting cycle depending on their business needs. By using M3PS and outsourcing accounting needs customers will be able to focus more on management functions as well as guest experience. M3PS launched operations on August 1st and since then has expanded its services to over 100 hotels as well as other businesses. M3PS is providing customers with outsourced accounting assistance from a team of CPAs and business professionals that have years of hotel accounting experience. Also, M3PS is saving customers from having to invest a large amount of time and money on IT infrastructure costs.
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    Where the article I posted emphasizes a total PMS solution, this company focuses primarily on back office functions. This doesn't make it wrong. On the contrary, if the firm is able to conduct all the back office functions and remain integrated with the existing PMS, it could be beneficial. That is of course, if the money being saved by exporting these functions to external CPAs outweighs the costs of keep the functions in-house.
lin081989

Hospitality, event management and tourism | Education | The Guardian - 0 views

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    Courses in this field teach you about event bidding, finance and accounting, project management and much more. Hospitality, events and tourism students often sit within one department and, understandably, they gain many of the same professional skills. Hospitality students tend to focus more specifically on the running of hotels, restaurants, catering businesses and events. They have lectures on quality control, the latest food and drink, front of house and housekeeping skills. On event management courses, an emphasis is place on the broader picture, for example, how do you plan, promote and run events? And the term events is incredibly diverse, including anything from a small wedding to a big corporate meeting or the American super bowl. Tourism students will learn all about how to manage the movement of people around the planet, and think about what the economic, environmental and social impacts of this movement are. Our national heritage, forests, coastlines and culture are dependent on tourism, and need to be managed by professionals who understand who travels, how they travel and why they travel. When natural and manmade disasters strike, tourism professionals need to know how to respond and how to help companies and destinations recover.
apate114

Top 5 risks and security challenges for hotels in 2015 - eHotelier - 0 views

  • 1. Identity theft leading to credit card fraud
  • Identity theft and credit card fraud is the new form of pick pocketing, but on a much larger scale. The number of compromised credit cards is expected to increase this year.
  • 2. Silent invasions
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  • 3. Longer or no security audit cycles
  • APTS are considered the most dangerous type of cyber-attack as they simply bypass the defenses that are in place.
  • Cyber-crime shows up on the security radar as the second highest risk the hotel industry is exposed to.
  • The gap between the low number of qualified security auditors worldwide and new hotels built is getting bigger and bigger.
  • Nearly 1.26 million hotels worldwide are dealing with all sorts of safety & security issues.
  • 4. Physical crime will remain an issue for hotels
  • Physical crime ranges from professional burglaries using nifty social engineering techniques to temporary drug laps in hotel rooms.
  • Holdups at night involving firearms have increased since hotels are easily accessible and less protected compared to other industries operating at night.
  • 5. Loss of competitive advantage after a major security incident
  • The recovery costs after a security incident, including the attention of the media, are often much higher than the investment in security and risk management.
  • Reputation is a vital yet fragile advantage that requires its very own security plan in a strong competitive market where guests nowadays love to make their booking decisions with the help of online travel review sites such as Tripadvisor & Co.
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    The article highlights the top five risks and security challenges in the hospitality industry. The following are the top five security risks according to the article. 1. Identity theft leading to credit card fraud - compared to other industries, the hotel industry is at more risk for credit card fraud and identity theft. This is because hotels are highly targeted by hackers. Hotel properties for the most part have credit card information for each and every guest that has stayed at a specific property. Hotels must be ahead of the technology curve when it comes to security however this is not always the case. 2. Silent invasions - This consists of all the cyber attacks that can affect a business by infecting the network. As discussed during the first module, hotels run majority if not all of their business using technology. If a hotel were to have their networks hacked it would leave them in a very bad situation. Since hotels operate their entire business using technology and multiple different systems, they would not be able to operate if they experienced a network breach. 3. Longer or no security audit cycles - Most branded hotels are required by the franchise to have consistent security audits done for each property. Independent hotels are deemed greater at risk for a security attack because they are not mandated to have security audits. These hotels sometimes skip audit cycles to save money. 4. Physical crime - This ranges from professional robberies to drug laps in hotel rooms. Hotels are at risk for armed robbery due to to lower chance of security compared to other industries that operate overnight. 5. Reputation risk - Hotels that experience a security breach almost always will see some sort of loss in competitive advantage. Nowadays with social media and the news travelers are more aware with what is going on and they would be more inclined to book their reservation somewhere else if they heard of the property having a security breach.
anonymous

Harbortouch Releases New Bar and Restaurant Point of Sale Solution - 0 views

  • keyword tags for easy item grouping and searching
  • Since HBR is built on the Android platform and features hybrid-cloud architecture, the software adapts easily to both traditional POS workstations and mobile tablet solutions. In addition to the core software, various value-added modules are available such as tableside ordering via tablet, online ordering and online reservations.
  • The software is connected to the cloud for remote reporting and POS management through the company’s powerful Lighthouse portal.
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  • Our free POS program has transformed the entire point-of-sale industry by making high-value POS solutions more affordable and accessible to small and mid-sized businesses.
  • businesses can obtain a best-in-class POS system with no up-front costs, including state-of-the-art hardware, premium software, custom programming, professional installation, onsite training and 24/7 support, all for $49/month.
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    Last year, Harbortouch released a new POS system that had all the features of a standard POS while also adding new features such as an easier search function, online reservations, online ordering, and tableside ordering. The POS system is cloud-based and uses Android as a platform, making it easily adaptable to standard POS systems and tablets. The company also made things easier and more affordable to smaller businesses by having a monthly fee of $49 for these businesses to get the POS system and everything that it includes, such as onsite training, 2/7 support, professional installation and more.
bnort002

Revolutionize Your Event Planning With These 7 Technological Innovations - 0 views

  • Apps are now commonplace in the event planning space, and according to a Guidebook survey, 88 percent of event professionals utilizing them say they've seen an increase in the vital metric of attendee satisfaction.
  • 3. Stay on budget.
  • event -- technology can help improve attendance by 20 percent
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  • meaning increased exposure at the event and on social media after it has wrapped up.
  • uccess
  • 1. Delegate tasks to team members
  • 2. Create a professional event registration page
  • More and more event tickets are now bought online, and an app such as Eventbrite Organizer can help you cater to this online majority with a professional event ticketing and registration
  • Enterprise Event Marketing also found that event technology can increase productivity by as much as 27 percent, thanks to faster communication and a more accurate view of team member responsibilities.
  • 4. Check attendees in.
  • Allowing attendees to purchase tickets or register online eliminates one potential chokepoint but creates another
  • 5. Plan for the unknown
  • 6. Schedule social media
  • Social media is used by 58 percent of U.S. marketers to drive engagement during events in real time, primarily through posts that highlight aspects of the event such as presentations or performances.
  • 7. Get feedback to determine ROI.
  • Even once the crowds go home, your event is
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    This article discussed the importance of planning within an event and all of the aspects that have evolved with advancements in technology. Ultimately, making event planning more organized for the planner and the client. These interactive technology pieces can help keep all parties in the loop and prepared for anything.
kimmumford

4 Ways Technology Is Changing the Events Industry - 2 views

  • events contribute $115 billion to the United States gross domestic product (GDP), with subsequent billions funneled to both state and federal tax revenue.
  • it's also getting bigger in nations like the U.K., India and Japan.
  • Mobile ticketing also allows vendors to do a lot more.
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  • As a result, venues, promoters and planners need to partner with providers who can take their experiences mobile.
  • he use of event technology can create a 20 percent increase in event attendance while reducing related costs by up to 30 percent. Even so, numerous studies also indicate that one of the biggest reasons events professionals don’t integrate new technologies is due to costs.
  • Technologies like scannable QR codes, much like the ones used for online ticketing, can help event professionals collect data from attendees that are actively scanning different objects at a live event.
  • The most likely development in the near term is cashless events.
  • Virtual attendance has the potential to provide low-cost options for people who otherwise wouldn’t be willing to spend money on tickets. Additionally, those people could have a view from the best seats in the house without damaging ticket sales in those areas.
  • ut factors like cost and concerns surrounding the way tech integration may impact event experience continue to prevent some professionals from trying new solutions.
  • For event organizers, the key will be assessing what technologies have the best return on investment, both in revenue generation and attendee satisfaction. Those that capitalize on the right technologies stand to gain a significant competitive advantage in the evolving event landscape.
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    The events industry is growing in the United States and around the world. Event managers need to keep up with the current and future technology trends in the industry. Mobile ticketing, cost reduction, gathering data from event attendees, and cashless events are all areas that event managers need to use in their operations. Using technology at events can help to reduce costs and improve attendance. In addition, the future in events could mean having a cashless event and also implementing virtual attendance. Event managers need to evaluate the technology that is the most cost-effective. The initial cost may be high; however, event managers need to look at the return on investment.
Maria Zuniga

Top recruiting trends for hotel Human Resources - 2 views

  • Business and leisure travel activity has recently increased and your guests expect a unique and memorable experience for spending their hard-earned dollars at your hotel.
  • n addition to staying ahead of the curve with new technology, amenities, and conveniences for your guests, the same is true for your employees.
  • By 2022, the hospitality industry will support 328 million jobs: that’s 10% of the U.S. workforce and represents a 49% increase in job postings since 2013.
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  • It’s a people business and keeping your employees happy and engaged is a big part of talent attraction and retention.
  • The Affordable Care Act 
  • Baby Boomers are retiring
  • Service Staff 
  • Technical & Professional Staff 
  • New technologies in reservations, room upgrades, amenities, etc., means more technology specialists to provide reliable service
  • Hiring at the Managerial Level
  • 67% of professionals state they’re searching for a more interesting challenge when they change jobs and more than half are looking for a better work-life balance.
  • Companies are also planning to diversify their management demographics to include more women and to promote younger and diverse employees into management roles. Career recruitment events (held at your hotel) attract large numbers of diverse and qualified applicants that you can meet in person, thereby reducing the hiring time required.
  • Keeping your staff engaged, happy and motivated are key factors in retaining talent. Stay on top of your skill gaps by monitoring your people analytics, providing career development and education to those already working with you and promoting from within.  Keep your wages in line with current salary statistics and look beyond the borders to hire workers with H-1B visas to hire temporary workers for special occupations
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    This article is very interesting because it shines light on the importance of using technology for HR purpose. It discusses the issues being faced that need to be resolved. It is important to note the generational differences and the social responsibility aspect.
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    I liked this article, but thought that it could have been more detailed. It offered many suggestions, but not that much intel into the systems that have been created or are in use to actually connect with candidates. For example, video interviewing. The best fit for the job might not always live close enough to travel for an interview. Skype interviews have become increasingly popular with hotels allowing them to quickly interview candidates without a person having to carve out a large portion of their day. The article did touch on the importance of following up very quickly which I agreed with, my property specifically is down 42% of our management due to hiring processes that are often drawn out.
rfahi001

Expected Global Tourism Boom in 2020 is Fueling the Need for Voice Translation Technology at Check In and Beyond | By David Berger - Hospitality Net - 0 views

  • Research suggests that customer-experience (CX) technologies that serve every touchpoint, add personalization and drive satisfaction were at the top of operators' wish lists for 2020.
  • The new voice translation technology is improving the quality of interactions between hotel staff and guests, resulting in better communications and high-value service. Google Assistant's Interpreter Mode can translate 29 languages in real time
  • With Volara's support, hotels can receive a Google Nest Hub to place at their front desk or Concierge station. When a guest needing translation assistance approaches, the staff simply says "Hey, Google, be my Spanish interpreter." Then, the interpreter mode will show text on the screen that translates their words as they speak and repeat the message in English.
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  • This technology will enable international travelers to receive voice-automated professional hospitality in real time when they travel.
  • According to the 2019 Customer Engagement Technology Study, 42% of hoteliers will be investing in staff-facing technologies in 2020 to enhance the customer experience.
  • Happy employees mean happy guests, and happy guests spend more money. By giving hotel staff tools that will make it easier for them to do their jobs, it will ultimately increase guest satisfaction and drive revenues. Perhaps that's why 27% of hoteliers say they plan to add guest-facing self-service technology next year, and 24% are looking for technologies that automate service - both of which can be accomplished by the Google Assistant interpreter mode.
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    Voice translation technology will enable international travelers to receive voice-automated professional hospitality in real time when they travel.
vanessavioli

Choosing the right IT and cloud services provider post-Covid: A guide - Cloud Computing News - 1 views

  • Now, as most economic indicators begin to trend positive, companies are once again ramping up their IT projects. Long term solutions are necessary at the scale required for sustained operations and cost effectiveness.
  • In this article, we look at three options – IT consulting firms, IT outsourcing companies, and cloud systems integrators
  • There’s also the reality that many of the larger consultancies really aren’t positioned to efficiently or cost effectively help organisations implement necessary IT strategies. Their areas of expertise lie in assurance services, taxation, management consulting, advisory, actuarial, corporate finance and legal services, to name a few.
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  • They may have the staff to take on something like a cloud migration or cloud-native application development project. But technology implementation is not a strategic part of their business, so they aren’t necessarily eager to take on these types of projects — particularly if they aren’t of a scale that would allow them to make a sizable profit.
  • They have to rely on proven, repeatable methodology to remain efficient — even if it’s at the expense of better project outcomes for their customers.
  • Companies that specialise in IT outsourcing aren’t faring much better than the big consultancies. While they may be more cost effective than a large professional services provider or consultancy, many potential clients are becoming hesitant about working with them.
  • That’s not to say there still isn’t a place for the large technology consulting firms or IT outsourcing companies. But for companies that want the flexibility, scalability and cost benefits that cloud services provide, working with a company specialising in cloud technologies – as a true, long-time strategic business partner, rather than just a point-in-time technical resource – may be the optimal solution.
  • A viable option may be to go with a mid-sized company that specialises in technology implementation — particularly in the areas of cloud migration and cloud-native app development.
  • Cloud systems integrators are able to be more innovative than larger companies that have no wiggle room for experimentation or exploring new methodologies.
  • These companies develop solutions that can meet current requirements and adapt as those new requirements emerge. For many, their work for a customer is just the beginning of a much longer partnership that will evolve to help that customer continually leverage cloud technologies to meet changing needs.
  • However, many of the cloud-centric companies have chosen to focus their efforts on specific platforms, such as Amazon Web Services (AWS) or Microsoft, enabling them to gain familiarity with and expertise in the many tools and services those particular platforms offer. They can effectively leverage those resources to help their customers implement targeted, effective solutions.
  • Like the large technology consulting and professional services companies, the IT outsourcing companies also tend to rely on standard processes that can be repeated over and over to keep costs down. There’s no room for innovation.
  • Pandemic or not, hiring a big-name IT consulting firm often comes with an equally big price tag. Forgoing work with these higher-priced companies or simply cancelling projects reduces expenditures.
    • vanessavioli
       
      Cost is something that is a very serious part of any technological consideration by management. Will that investment be worth it in the long run and pay for itself. Smaller businesses cannot afford a misstep.
  • Few, if any, industries escaped the effects of the Covid-19 pandemic. Even in the technology sector, where change is a normal part of business, many professional services and technology consulting firms struggled to cope with the disruption.
    • vanessavioli
       
      COVID-19 was/is the ultimate disruptor. It affected every single industry, but affected the hospitality industry in the most profound ways.
  • Yet another potential downside: larger firms tend to be less agile than their smaller counterparts. While they sell innovation to their customers, they are often too big and cumbersome to embrace the new ways of working and thinking that they promote on the consulting side.
    • vanessavioli
       
      It is interesting that it actually takes larger businesses to adapt to new technology, however once again it must come down to cost. Revamping a large company technologically is extremely costly and a very long complicated project.
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    This article provides insight on three various types of IT providers and there methodologies. It definitely emphasizes the benefits of specialized companies that focus on cloud computing as their IT service and business model and their ability to b=continually adapt to the changing environment and their desire to create long term relationships. It also talks about how larger IT companies are more focused on strategy rather than implementation of systems. It also talks about how the larger IT companies are much more focused on their own profit than providing services to the client and how cheaper off shore IT companies basically provide the same services at a lesser quality
marble_bird

Recognizing-events_4.0.pdf - 1 views

shared by marble_bird on 22 Jul 20 - No Cached
  • The purpose of this research is to explore and define the digital maturity of events using the Industry 4.0 model (I4.0) to create a definition for Events 4.0 (E4.0) and to place various relevant technologies on a scale of digital maturity.
  • These surveys and the thorough literature review that preceded them allowed us to map the digital technologies used in events to levels of a digital maturity model.
  • This study has responded to calls from the academic literature to provide a greater understanding of the digital maturity of events and how events engage with digital technology.
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  • We found that engagement with technology at events and delegate knowledge satisfactorily coexists for and across a number of different experiential levels. However, relative to I4.0, event research and the events industry appear to be digitally immature.
  • Events are in the midst of rapid social and technological change. With a growing variety of technological means, the industry is fast-paced and increasingly delivered to a discerning consumer market while finding ways to connect with consumers through technology
  • Digital technology is the thread of the fabric of organisations (Li et al., 2018). It is an increasingly important part of how they engage with their customers.
  • Moreover, engagement with events as fans, spectators, delegates or organisers can be augmented with digital technology by improving access and sociability capabilities, refining the personalisation of events, and thereby creating enhanced experiences.
  • As we advance into what many in business and academia consider to be a fourth industrial revolution, the capacity to control and exchange data electronically has extended our ability to create, edit, maintain, transmit and retrieve information.
  • I4.0 can be described as the digitisation and automation of the manufacturing environment. It also creates digital value chains to enable the communication between products, their environment and business partners. Digital applications have impacted the tourism sector too giving rise to ‘Tourism 4.0’
  • The events industry is an ideal environment to benefit from the implementation of a widespread digitised approach with numerous organisations empowering managers and improving the overall event experience with the integration of extensive ICT practices and systems.
  • With the more widespread adoption of digitalization in event delivery and as the supply chains of all events become intertwined with technology, we can learn how the digital maturity of events in the 21st century is shaping event management and event control.
  • The team set out to answer the following research questions: RQ1. Can digital maturity in events be defined? If so, RQ2. How should the levels of digital maturity of events be classified with regard to the digital maturity of the events industry and the development of event management theory?
  • Successful events are no longer measured by simply achieving a respectable attendance, a great deal more engagement is manifest through digital technologies
  • Successful events require organisers to create something that is considered by those who attend as a valuable and memorable experience (Pizam, 2010; Tung, 2011). Creating memorable event experiences can be described as being dependent on a number of factors including creating regular attendee engagement, providing appropriate activities, relevant subject matter, topical and contemporary focus and targeted to a sizable receptive audience.
  • technological factors being one of the most important areas of demand for companies along with the implementation of I4.0. SMEs (Small to medium enterprises) are [lagging] behind in developing strategies to implement new solutions.
  • The development of digital maturity in events can be compared to smart tourism, which Gretzel et al. (2015) expressed as a logical progression from traditional activities. Smart tourism is characterised by an ability to transform large amounts of data into enhanced tourist experiences and increased destination competitiveness thanks to the interconnection of the different stakeholders through latest ICT advancements
  • As the components of I4.0 become more prevalent in the events industry, much value can be obtained from understanding how businesses are adopting new levels of digital engagement in order to engage their audiences
  • it is prudent to suggest that the survival, and future success of events can depend upon digital maturity and transformation
  • owever, dealing with digital maturity requires careful attention as Neuhofer (2016) urges caution advising that applied technology solutions have proven to have the ability to create or destruct the value of the experience.
  • I4.0 therefore acknowledges the impact of connected computers with the key constituents being cyber-physical systems, the Internet of Things, cloud computing and cognitive computing
  • highlighted that the use of communication networks globally has risen dramatically and become ubiquitous due to the rise of smartphone ownership. This has been fuelled by social media, apps and faster broadband speeds to create a networked society
  • By combining the Internet of Things data and big data (extremely large data sets that may be analysed computationally to reveal patterns, trends and associations, especially relating to human behaviour and interactions), event managers are able to create a competitive advantage.
  • As event companies develop new and innovative ways to connect, the events themselves are absorbing aspects of I4.0 at every stage of the process; pushing the boundaries of event experiences far beyond the physical world
  • They are used to promote events before, during and after delivery and are used to gather data and inform decision-making. Generating responses from an event can be achieved using a number of methods and through both qualitative and quantitative data.
  • With the advent of big data and analytics, new sources of valuable data are available to guide decision-making processes in a more informed manner. Businesses were once looking at historical data, but advances in database technology and system processes have led to near real-time data collection and analytics
  • Failure to adopt aspects of digital technology does not necessarily suggest a poor experience or the end for those businesses less digitally mature; not every event business relies on this kind of data support to survive. Instead, this research provides an opportunity to better understand where event businesses do engage and more importantly, how communication between non-digital and fully integrated individuals/businesses can be improved.
  • Digital maturity and transformation today differs from previous periods as it not only provides the change in the main business processes but also reveals the concepts of smart and connected products through service-driven business models
  • Our analysis begins with an attempt to uncover the potential challenges, on-going developments and various strategies that will provide the events industry and academics with a forward-facing approach to the growth of technology within events. By including industry professionals and academics, the research contributes to bridging the gap between practise and academia.
  • Because the research and empirical data collection includes industry perspectives, we believe this research will provide value to event managers, marketers and practitioners around the world who wish to understand more about the digital maturity of events.
  • After conducting the social media analysis (1), it became evident that the discussions appeared to be around topics that utilise digital technology rather than the technology itself. Furthermore, and probably a reflection on the value of the group, a lot of the data included questions about understanding the topics rather than providing usable information to our research.
  • We did not have detailed information about the precise characteristics of the individuals who contributed to the dataset of posts. However, to an extent, their roles listed in LinkedIn were informative. These included events consultants, social media managers, marketing professionals, EventTech managers, CEOs at tech companies and events students.
  • Although this response rate of 52 academics may be considered low, this did allow for the creation of the initial insights into the E4.0 concept and crucially it provides a starting point to better understand the levels of the developing digital maturity model.
  • The most referenced themes were social media, marketing, apps, GDPR and mobile. The top 14 themes are shown in Figure 1 below.
  • The results of the thematic analysis reveal the most pertinent events and technology topics in this group in the time period specified. The most common topics were social media and marketing. Marketing appeared alongside other topics as a verb, a noun and an adjective. This certainly influenced its prominence.
  • This statement reinforces the knowledge and general use of social media during events. Mobile and event apps were recognised as presenting opportunities to enhance events and were considered to be a permanent part of events.
  • Carefully managed and fully integrated data and digital systems including social media, apps and CRM create digital value chains to enable the communication between events, their environment, and business partners.
  • Event organisers invest heavily on social media engagement and expect a great deal in return through social media retweets, tagging and sharing of images. However, it is just as important to understand if delegates consider technology at events that important.
  • Our expert respondents were asked if they considered the events industry to be at the cutting edge of technology. Responses were largely supportive of the suggestion that it is. 64% agree, 22% neither agree nor disagree and 14% disagree.
  • Online registration/digital booking was very familiar with 65% ‘extremely familiar’ with the technology.
  • The survey also collected a selection of qualitative data as respondents were asked to if there were any specific examples of connected/digital technology considered to be essential to the delivery of an event that had not been discussed in the survey. Significantly, 23% answered no to this question.
  • With regard to the digital maturity of the events industry affecting the development of event management theory, the literature review indicates that academics are making contributions to theory and a broad understanding of digital technology exists.
  • industry appears not to be digitally mature. Also, our findings suggest that relative to I4.0 not all events are digitally mature. Therefore, the ‘digital immaturity’ of the events industry may be having some effect on event management theory
  • It became evident from the survey that many respondents suggested they were not familiar with technology that they would all have experienced.
  • The results from the survey suggest that widespread academic understanding of technology at events is extensive. Some digital technology is considered routine, while other comprehensively used technology appears to be unfamiliar to the end user.
  • The growing digital maturity levels form the foundation for E4.0 and will contribute to what Gerbert (2015) described as greater efficiencies and changing traditional relationships among suppliers, producers, and customers.
  • Therefore, satisfaction from the event comes down to providing delegates with the right communication levels they need to complete their individual objectives. This can range from the most basic social engagement to the gathering or observation of big data. Events are evidently a melting pot of experiences and goals and not all of them demand the highest levels of technology to complete.
  • Artificial intelligence has the ability to provide events with endless systems that sense, learn and decide throughout the delivery process though many gaps exist.
  • The data also indicates that there is good knowledge across all types of digital technology. This is reassuring for the development of education as the events industry embraces digitalisation
  • However, as more value is placed on the use of digital technology and events mature through greater access to technology, we see the emergence of an E4.0 era.
  • Thus, this model anticipates that events will grow in their digital maturity to level E3 and E4. Thus, digital technologies may become sufficiently embedded so that data related to one element of an event will be used to inform other elements of an event in real time
  • Online registration and wearable technologies such as delegate smart badges are superficial digital experiences and only considered as a process rather than as a fully perceived digital experience.
  • Our findings indicate that digital communications have enabled a shift in the content of events, marketing and the use of social media as a communication tool before, during and after the event.
  • On the limitations of our research, one might argue that engagement with technology, or indeed lack of it, does not provide evidence of the immaturity of digital technology in events. However, the digital maturity model that we propose is principally informed by the literature on digital technology and events.
  • This research has provided a revealing perspective on the use of digital technology in events. It has built on theory that has been previously developed in this and similar subjects of research, such as business and tourism. From this, the research can claim a number of contributions. It (i) provides an empirical investigation into how event businesses and individuals engage with digitally technology at events, and (ii) it provides a definition of E4.0 and other preceding levels that contribute to digital maturity.
  • Our research has shown that event delegates are aware of the ability to communicate in a reciprocal process with technology rather than through a linear/top down process. This in itself is evidence of E4.0. Furthermore, this research highlights how industry is continually striving to optimise the delegate/event relationship through apps and other technology. The industry’s on-going mission to create deeply flexible communication opportunities is eliminating the possibility of gaps in the communication process in order to optimise delegate engagement at events.
  • A broader discussion on potential issues such as IT & data security, skill-sets, expensive production costs and outages; these are significant problems within internet and cloud-based technology. Furthermore, the emerging topic of E4.0 itself requires both conceptual and empirical development.
  • This research has shown that there remains a great deal to discover about the use of technology at events and many opportunities exist for further research from academics and practitioners working together to provide mutual benefits for both industry and education.
  •  
    This article covers a study performed to determine the digital maturity of events. The research conducted reveals that the majority of industry professionals are aware of technology in events. The study ultimately finds that events have a low digital maturity, but high potential for advancement. The article also addresses the limitations of the study performs and agrees that additional research should be performed to determine the relevance of technology in the events industry while acknowledging that digital engagement is not necessary or conducive to every type of event.
  •  
    This article has discovered the fact that the event industry was digitally immature. It also introduced a new concept which is called E4.0 into the academic literature. The article is meaningful since it has filled a gap in the literature relating to events and digital maturity and responded to some of the calls for research. The authors were also planning to make further research on E4.0, events, and digital maturity. They have mentioned that the studies on E4.0 itself were also requiring deeper research.
cmick006

Professional Travel Advisors Key to Cruise Industry Rebound | TravelPulse - 0 views

  • Working
  • professional travel advisors will be key to helping it rebound by counseling clients about new health protocols and onboard changes.
  • provide guidance,
  • ...16 more annotations...
  • ravel adviso
  • travel agents
  • educated
  • cruise industry
  • doing onboard, in terminals, and on motorcoaches to protect the health of its clients and crew amid the COVID-19 pandemic.
  • heavily enforced screening standards and pre-boarding cleaning protocols,
  • additional cleanliness
  • more frequent sweeps of public areas,
  • increased housekeeping
  • high cost
  • maintaining these additional levels of screening and services
  • Flexibility in canceling and rebooking also should continue
  • travel agent education program is undoubtedly in developmen
  • industry will pull out all the stops to give the tools necessary to the travel agents to sell the product effectively, including how to handle the virus issues and solutions
  • Working
  • Working together as an industry is key for the cruise lines
  •  
    Cruise industry must work together to address safety & sanitation measures re:Covid-19. Travel advisors will be key to selling cruises to passengers. Industry is creating an education program for travel agents/advisors hoping that they will be able to effectively instill confidence in wary travelers.
jfuen093

The Applications of Environmental Technologies in Hotels: Discovery Service for FIU Libraries. - 1 views

  • This article investigates
  • the use of environmental technologies in the hotel industry. Data was collected via a series of in-depth, semistructured interviews with hotel professionals. The research findings reveal that the environmental technologies most commonly used in the sampled were light-emitting diode lights, T5 fluorescent tubes, motion sensors, the key-card system, and water-cooled chillers
  • However, the escalating number of environmental laws and increasing pressures from the market have raised their environmental awareness. Many hotels and other hospitality businesses now implement environmental programs to save energy and water, reduce waste, and improve their environmental performance in response to increasing pressure from "green" customers, local government, business partners, and the shareholders of their holding companie
  • ...3 more annotations...
  • . Many hotels do not intend to take a lead in implementing new environmental technologies as hotel managers are not often well educated in these technologies, causing the hotel industry to lag behind in their us
  • Energy, water, and waste in the hotel industry
  • . Hoteliers can use technology in a number of ways, from taking guest reservations to saving energy and water in hotel guest rooms. Energy and water saving require environmental technologies. Examples of environmental technologies related to the hotel sector are a key-card system for energy saving, a centralized air conditioning system that can reset a guest-room's temperature to the hotel's established temperature when integrated with a building management system to save energy, and light-emitting diode (LED) lights and heat pumps. In addition, many advanced environmental technologies have entered the market such as solar heat pumps, solar control film, solar batteries, light pipes, energy efficient lighting, light sensors and dimmers (Chan, [17]), different types of food decomposers, and water-saving devices.
  •  
    This is an excellent, comprehensive article and research study that fully looks at environmental technology through interviews with hotel professionals. It has many specific examples of hotel environmental technologies. It also specifically looks at energy, water and waste in the hotel industry.
jordanfernandez

Disruption In The Business Events Industry: Rising To The Challenges Of COVID-19 - Congrex Switzerland - 0 views

  • If there is one subject driving the conversation among meeting and event planners and organisers today, that has to be disruption. In a matter of weeks, the global landscape has changed enormously, and professionals in the meetings industry now face the pressing need to make tough decisions quickly.
  • In this unusual scenario, event organisers are required to reconsider their options and to balance two priorities: on the one hand, it is crucial to uphold the health and safety of staff, sponsors, and attendees; and on the other, it is necessary to meet financial obligations – or at the very least to minimise the losses caused by disruption.
  • Over the past few weeks, a significant number of meetings and conferences have been redesigned as virtual events. If adaptable, this meeting format is probably the best alternative in these challenging times.
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  • Hybrid events feature a mix of live and virtual components. In this model, a number of people may be present at a physical location, while the audience at large attends the event remotely. Hybrid events have several advantages: they may attract sponsors who would not have otherwise been drawn to a live event, and if needed, they can be easily modified and turned into virtual events.
  • Professional events have several key functions: bring brand awareness and revenue for the organiser, sharing up-to-date information, and networking.
  • With the current technology, anything from scientific sessions to workshops and exhibitions can be delivered virtually.
  • Do not overlook the social aspect of meetings. Remember that virtual meetings should fulfil two critical functions: circulating information and providing a space for professionals to network.
asanc036

Understanding Digital Business Models: Virtual Restaurants And Ghost Kitchens - 1 views

  • difference between a virtual restaurant and a ghost kitchen
  • both models are part of an emerging restaurant segment that primarily exists online, with no physical storefront and with a major focus on off-premise dining and delivery.
  • a recent report by Statista predicted that worldwide
  • ...27 more annotations...
  • Virtual Restaurants
  • 324 billion in 2022
  • online food delivery revenue will reach over $
  • physical kitchens
  • work with existing restaurants and kitchens, from mom-and-pop diners to big chain
  • perators of commercial kitchen spaces,
  • Typically, an eatery may only be utilizing some 30% productivity out of their kitchen and labo
  • incremental orders can increase revenues and margins, particularly as labor costs rise,
  • boon for existing restaurateurs who have off hours, where the kitchen and staff are under-utilized
  • only exists online
  • designed and optimized for an off-premise (only pick-up and delivery) experienc
  • 30 or more individual commercial kitchens, with one central area for delivery drivers to pick up from
  • matter
  • additional costs, including rent, equipment, freezer/storage space, garbage pickup, staff salaries, runner fees
  • virtual restaurants
  • require a top-notch marketing plan
  • A winning digital-only restaurant marketing plan should include leveraging national partnerships with the online ordering/delivery platforms, sophisticated digital marketing, search engine optimization and social media
  • professional food photography, menu design
  • strategies
  • if you are not listed on a certain app, you simply don’t exist
  • reviews
  • typically house a variety of brands, from national players like Chick-fil-A and Wendy’s
  • more than ever
  • about
  • mindful
  • arrival experience of the food
  • Set up your own website
  •  
    Alex Canter, CEO of Nextbite and Ordermark explains the difference between virtual restaurants and ghost kitchens. Both exist online, with no physical storefront. A report by Statista predicted online food delivery revenue will reach over $324 billion in 2022. Virtual Restaurants - only exist online, work with existing restaurants and kitchens. Helps increase productivity of their kitchen and labor, increase revenue and margins. Ghost Kitchens - Physical kitchens designed off-premise (pick-up and delivery only). Some have 30 or more individual commercial kitchens for rent and one area for delivery drivers to pick up. These kitchens house many brands and new local restaurants for a rent fee. Virtual restaurants require great marketing strategies, such as digital marketing, SEO, social media, professional photography and menu design. Some of the strategies suggested for success are utilising and being part of apps, focusing on the reviews, setting up a website.
smajo003

The Future Of Cloud Computing - 0 views

  • he explosion of data globally over the last few years is utterly staggering. We are all constantly processing, interacting with, sharing and creating data, both personally and professionally.
  •  
    As mentioned in this article, the amount of data creation on a daily basis is rapidly increasing personally and professionally. This data is more high quality now than ever and the space required to save the data has to be large enough to hold all the information. This is shy most people are switching to the cloud, because it is affordable, easy to use, and typically has large amounts of space.
Franc Pulido

Event Planning - Technology Solutions - Wi-Fi Wars: What You Need to Know to Negotiate a Data Plan for Your Next Event - Successful Meetings - 0 views

  • Internet access for meetings and events has become something of a headache for planners
  • access in the meeting room is a requirement
  • Attendees have come to expect complimentary high-speed access in their rooms, at meals, and even at the gym. The task of assessing your data needs and negotiating a fair price is daunting, at best. 
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  • The site inspection is a planner’s best opportunity to put a property’s Internet setup through its paces
  • Free” Wi-Fi is a tempting perk, but what are you really getting? 
  • Another factor to consider is security; free  Wi-Fi can be accessed by virtually anyone
  •  
    Providing an easily accessible and reliable internet connection to their guests has become a major task for event planners in the hospitality industry. These days, free Wi-Fi is basically a requirement for all hotel guests whether or not their trip involves business or pleasure. As the title suggests, this article provides event planners with suggestions on how to negotiate a data plan that's both effective and efficient. It all starts with a site inspection visit by a technology consultant. In doing so, event planners could ask all sort of questions regarding the proper service (DSL, satellite, T1, etc) proper bandwidth limit and the necessary number of access points. Personally, I stayed a resort a few days ago in which the complimentary wi-fi wasn't reliable in the common areas of the hotel. It was a struggle trying to access the internet and the situation became frustrating since I wasn't able to complete some of my work. Like me, I am sure there were business men and college students who may have experienced the same problem. For the event planning team, this must have been a headache since the wi-fi amenity wasn't up to par as previously advertised. In conclusion, it is every important that event planners conduct the proper research on what type of data needs their establishment requires. The use of the internet is inescapable especially in today's world since guests handle all types of personal and professional business through their technology artifacts.
Yichen Yang

Online Reservations Streamline Event Planning for Iconic Hotel - 1 views

  • In order to streamline and simplify event planning for meeting professionals working with their hotel, The Red Lion Hotel on the River - Jantzen Beach has implemented the GroupMAX online reservation system from Passkey.
  • Planners that choose Red Lion Hotel on the River for their event will be equipped with a powerful set of tools that include various templates and themes, libraries, bundles and customized event websites
  • The booking process for each event also includes a dedicated social network, which helps drive attendance and extend the event lifecycle, allowing attendees to connect before, during and after the event. An event-centric social networking option dramatically boosts the perceived value of the event.
  • ...1 more annotation...
  • While guests enjoy the convenience of online booking and networking, meeting planners can track the progress of their events via their own set of online dashboards that provide automated email alerts and other tools helping to mitigate the difficulties of managing room blocks and bookings.
  •  
    According to the article, the Red Lion Hotel on the River - Jantzen Beach has implemented the GroupMAX online reservation system in order to streamline and simplify event planning for meeting professionals. Planners that choose Red Lion Hotel on the River for their event will be equipped with a powerful set of tools that include various templates and themes, libraries, bundles and customized event websites. The booking process for each event also includes a dedicated social network, which helps drive attendance and extend the event lifecycle, allowing attendees to connect before, during and after the event. An event-centric social networking option dramatically boosts the perceived value of the event. While guests enjoy the convenience of online booking and networking, meeting planners can track the progress of their events via their own set of online dashboards that provide automated email alerts and other tools helping to mitigate the difficulties of managing room blocks and bookings.
  •  
    The Red Lion Hotel has implemented the GroupMAX online reservation system to streamline and simplify the event planning. For hosting the events and also using the related facilities, Red Lion has became the convention destination. Now GroupMAX may combine the housing management, communications, booking processes and logistics together and working with the hotel. Red Lion has a lot of powerful tools to guarantee the event. Also, the mobile version of booking website can be accessed from other mobile devices. Booking process for each event is more like a social network. The event will present the value. Meeting planners will track the progress of the events through the dashboards that provide automated email alerts. Those things all make sure the events going smoothly.
Qianlin Wang

The Evolution of HR Systems: Update from HR Technology Conference 2010 - 0 views

  • "Integrated Talent Management" is officially the new product category
  • With the exception of Softscape (which was built to work together), most of the product sets in the market come from multiple acquisitions, so each vendor is going through a range of product roadmaps to build an end-to-end solution.
  • As the market shifts in this direction, companies are now differentiating themselves with the newer areas of talent management:  analytics, workforce planning (a new beachhead), onboarding, and social networking.
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  • The Next Generation HRMS Market is Emerging
  • There are three real ways companies upgrade or replace their HRMS.
  • They do a "forklift" replacement.
  • They build a mid-level software layer to slowly replace the HRMS.
  • They build a middle-ware solution that co-exists with the HRMS.
  • First, the market for integrated talent management software has now taught all HR departments that data integration is far more valuable than we might have believed.  
  • Second, there is a tremendous amount of innovation now flowing into the HRMS market.
  •  
    There are few processes about how to select a HRIS technology. What is the degree of flexibility and scalability that the HR information technology software provides? HR professionals should determine if the software can import data from multiple Excel spreadsheets, databases, and paper documents and the level with which it can interface with all kinds of systems and data. Will the HR information technology be able to grow and scale with the organization? Is the HR information technology software able to integrate with other systems? HR can obtain greater efficiencies when data and other employee information entered into one system can be shared with another system. Who is responsible for implementing, or building, the solution? What level of training is involved? HR should have a clear understanding of the level of training and technical expertise that will be required and the amount of time expected. If training is involved, is there a charge? What types of maintenance and upkeep are required? What security measures are built into the HR information technology? If the software is available online, through an ASP or SaaS model, the provider should offer daily backups, backup servers, and added protective layers. Will employees be able to enroll in benefits plans and make changes in real-time to their personal data and plan choices? The system should clearly present the plans available and enable employees to make selections at their convenience, simplifying these actions throughout the process with wizards.
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