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aquin206

What Is Backup and Recovery? - Why It's Important | NetApp - 1 views

  • Backup and recovery describes the process of creating and storing copies of data that can be used to protect organizations against data loss. This is sometimes referred to as operational recovery.
  • The purpose of the backup is to create a copy of data that can be recovered in the event of a primary data failure.
  • Primary data failures can be the result of hardware or software failure, data corruption, or a human-caused event,
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  • Storing the copy of the data on separate medium is critical to protect against primary data loss or corruption.
  • his additional medium can be as simple as an external drive or USB stick,
  • The possibility of weather-related events may justify having copies of data at remote locations.
  • For best results, backup copies are made on a consistent, regular basis to minimize the amount data lost between backups.
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    Backup and recovery describes the process of creating and storing copies of data that can be used to protect organizations against data loss. This is sometimes referred to as operational recovery. The purpose of the backup is to create a copy of data that can be recovered in the event of a primary data failure. Primary data failures can be the result of hardware or software failure, data corruption, or a human-caused event. Storing the copy of the data on separate medium is critical to protect against primary data loss or corruption. This additional medium can be as simple as an external drive or USB stick. The possibility of weather-related events may justify having copies of data at remote locations. For best results, backup copies are made on a consistent, regular basis to minimize the amount data lost between backups.
emilywest5

Developing an eMarketing model for tourism and hospitality: a keyword analysis - ProQuest - 0 views

  • Advances in IT have prompted the hospitality and tourism industries to move in a new direction, i.e. internet marketing or eMarketing (Leung et al., 2015)
  • On the other hand, from the customer perspective, tourism and hospitality are an information-intensive consumption experience because a customer might make considerable efforts to collect information and understand the image of a travel destination before making a purchase decision (Kim and Law, 2015). In this regard, search engines and social media are two of most fundamental information sources for making such decisions (Xiang and Gretzel, 2010). With their information-sharing capability, social media empower customers, granting them a “democratic consumption culture” by reducing information asymmetry and increasing their bargaining power (Leung et al., 2013). The pervasiveness and powerful computational capability of mobile technology make it possible for tourists to easily access information, book online services or even make impromptu purchases (Kim and Law, 2015). Apparently, the tourism and hospitality industries have been facing a revolution that has arisen largely because of IT turbulence (Piccoli, 2008).
  • Studies suggest that IT plays a prominent role in the tourism and hospitality industries, and it will be imperative, and indeed beneficial, for tourism and hospitality practitioners and scholars to keep abreast of all the advances in IT
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  • Correspondingly, the frontiers of IT-related research will not only benefit the innovation and encroachment of the industry but also support managers, researchers, policymakers and other interested audiences in understanding the progress of developing trends and themes in the context of IT development
  • Among these analyzes, the keyword co-occurrence network particularly aims to construct knowledge, as the keywords of an article are anchored by the authors to distill the core concepts of a paper. Keywords generally represent the main idea of a research paper and express authors’ understandings of their work within the thematic context of their research domains (Ali et al., 2019). Keywords are regarded as one of the most meaningful indicators of an article’s content (Weismayer and Pezenka, 2017). Although keywords indicate the topic area and key variables/theories used in a study, they do not convey key findings such as the causal relationship between two keywords. Nevertheless, a group of keywords from the same domain creates an intellectual knowledge map of that realm. A knowledge map is generated from keywords according to the following steps
  • Keywords are collected from journal articles. A network of these keywords is built. A knowledge map connects the same keywords in different articles. A complete knowledge map is formed when all articles undergo the previous three steps.
  • eMarketing Capability As this study’s model of eMarketing capabilities is a major contribution and these capabilities play a critical role in marketing performance, future studies can investigate the antecedents/consequences of eMarketing capability, develop a scale or investigate the formation process of this construct. Future studies might validate the proposed model-based either on a single eMarketing capability or on multiple eMarketing capabilities. Empirical studies could benefit the development of research concerning eMarketing tourism and hospitality.
  • 3. Methods3.1 Data collection
  • 3.2 Data processing
  • 3.3 Analysis process and tools
  • Emerging Digital Technologies The purpose of this study is aimed at understanding the impact of IT on tourism and hospitality. However, as IT continues to evolve and advance, and as new technologies often alter customers’ behavior, as well as firms’ marketing strategies, it is necessary to pay attention to the impact of new digital technologies on focal fields. Specifically, it could be interesting and promising to explore the impact and role of forthcoming digital technologies in different eras, specifically, artificial intelligence, machine leaning, AR, virtual reality (VR), mixed reality (MR), chatbots, robotics, blockchain, 5 G or the internet of things (Park et al., 2018; Tung and Au, 2018).
  • As the database contains journals from various domains, this study first identified the target journals by using the keywords “travel,” “tourism” and “hospitality,” identifying 24 journals. Next, as these journals are affiliated with different publishers, the keywords “IT*,” “IS” and “technology*” were input to search ICT-related articles on the official website of each journal from its first issue to April 2020.
  • Customer Equity and Engagement Value Customer equity and engagement value are two of the crucial variables that require a better understanding in the eMarketing tourism and hospitality research. With the application and support of advanced IT and quantitative mathematical models, it will be valuable for future work to explore all aspects of the factors that influence customer experiences over time to synergize and maximize customer equity and CEV for DMOs or hotels.
  • Marketing Performance Apart from loyalty, other marketing performance indicators including financial and non-financial ones are encouraged to be developed. Such work will contribute to both the tourism and hospitality academia and allow industrial managers to link financial performance with innovative IT in terms of profit, sales revenue or cash flow. Moreover, assessing non-financial marketing performance (market share, quality of services or CEV) will help researchers and managers better understand the predictors of future financial performance than traditional accounting measures have in the past, and it should also supplement financial indicators in internal accounting systems (Ittner and Larcker, 1998). Finally, it will be contributory to develop a combined indicator linking financial and non-financial measures. Table 4 summarizes the overview of future research avenues.
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    This article is about how hospitality and tourism have been reshaped through IT, eMarketing and how it has helped prove sales, information, made destinations more popular and also help travelers plan. eMarketing also is a massive platform for word of mouth. This study also shows what helped eMarketing become what it is. When certain things are typed into search bars, this data is collected and used for eMakreting and to target specific groups of people.
emilywest5

Big data and analytics in tourism and hospitality: opportunities and risks - ProQuest - 0 views

  • The purpose of this paper is to examine and provide insights into one of the most influential technologies impacting the tourism and hospitality industry over the next five years, i.e. big data and analytics. It reflects on both opportunities and risks that such technological advances create for both consumers and tourism organisations, highlighting the importance of data governance and processes for effective and ethical data management in both tourism and hospitality
  • This paper identifies and examines key opportunities and risks posed by the rising technological trend of big data and analytics in tourism and hospitality. While big data is generally regarded as beneficial to tourism and hospitality organisations, there are extensively held ethical, privacy and security concerns about it. Therefore, the paper is making the case for more research on data governance and data ethics in tourism and hospitality and posits that to successfully use data for competitive advantage, tourism and hospitality organisations need to solely expand compliance-based data governance frameworks to frameworks that include more effective privacy and ethics data solutions.
  • Technology (and its rapid development) is one of the key megatrends and driving forces that are seen to shape the future of tourism (Yeoman, 2012, 2018; Yeoman and McMahon-Beattie, 2018) via changes that will impact the way tourism and hospitality providers interact with travellers.
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  • A recent business report on key megatrends and market disruptors suggests that technology and new ways of engaging and interacting with customers are fuelling the rate of disruption as currently businesses are able to reach new customers in new ways and can reinvent customer engagement around service and convenience (Boumphrey, 2019).
  • One of the most important uses of data is to improve personalisation, travel companies using the information they gather to make specific adjustments to their offerings.
  • Currently, considerable amount of structured and unstructured data are produced globally (Nunan and Di Domenico, 2013; Verdino, 2013), a so-called “digital exhaust” (Wang, 2013; Barocas and Nissenbaum, 2014) that is passively generated by users of products and services using mobile devices (Shilton, 2009), an abundance of publicly available data shared on social networking platforms (Nov et al., 2010) and customer data and information purposely collected by tourism organisations’ booking systems or customer relations management (CRM) systems
  • This abundance of data and the act of processing data on a large scale has led to the concept of “Big Data,” which Mayer-Schönberger and Cukier (2013) define as “things one can do at a large scale that cannot be done at a smaller one, to extract new insights or create new forms of value, in ways that change markets, organisations, the relationship between citizens and governments, and more” (p. 6
  • ndeed, one of the latest Euromonitor International travel industry reports confirms that big data and analytics is expected to be the most influential technology impacting the industry in the next five years (Bremmer, 2019), followed by artificial intelligence and the Internet of Things.
  • The use of data is viewed as a disruptive innovation in the tourism and hospitality industry, although it allows organisations in the industry to facilitate personalisation, offer convenience, save costs and overall gain competitive advantage (Evans, 2020).
  • These technological advances provide significant opportunities for businesses to harness the wealth of data to support their activities and gain competitive advantage. The efficient uses of data and analytics drive process and cost efficiencies and strategy and change (MicroStrategy, 2018).
  • In particular, in the tourism and hospitality sector, the effective use of big data is associated with revenue management (e.g. using and combining internal data, such as occupancy rates and current bookings, with external data such as information about local events, school holidays and flight information to forecast demand and maximise revenues); market research and strategic marketing purposes (e.g. identifying customer trends to best cater marketing opportunities); customer experience and reputation management (e.g. social media conversations and online reviews, service usage data and internal feedback via customer surveys). A good example of an organisation that successfully uses big data to gain competitive advantage is AirBnB (Evans, 2020; Guttentag, 2019).
  • These concerns have been intensified by recent global cyber-attacks and more specifically by significant data breaches in a wide range of industries and sectors, including the tourism and hospitality industry (Armerding, 2018; PwC, 2016, 2017). The hospitality industry is now in the media spotlight because of high profile breaches (PwC, 2016, 2017).
  • One of the biggest data breaches of the 21st century has affected one of the largest hospitality companies, Marriott International. Starting in 2014, the data breach occurred on systems supporting Starwood hotel brands, which were acquired by Marriott in 2016 and affected ∼500 million customers worldwide, with the breach only being discovered in September 2018. Data and information on names, contact information, passport numbers, travel information and other personal information were compromised, and information on credit card numbers and expiration dates of more than 100 million customers was stolen (Armerding, 2018).
  • Indeed, the 2018 Global State of Enterprise Analytics survey found that globally 49 per cent of companies surveyed believed that the primary challenges organisations most commonly face are data privacy and security concerns (MicroStrategy, 2018). Similarly, another recent industry report shows that over 40 per cent of tourism industry professionals claimed that data privacy and cybersecurity are one of the most influential factors impacting digital commerce in this sector (Bremmer, 2019).
  • Not surprisingly, privacy is now the top data issue and concern for organisations
  • When selecting analytics solutions, tourism and hospitality organisations are required to address the growing concerns around privacy and security of customer data by putting in place well-designed data governance frameworks capable of providing quality data and be able to provide effective frameworks of data security and protection for all stakeholders
  • Potential frameworks for ethical data management and digital privacy specific to tourism and hospitality would need to identify, in addition to the protections afforded under the recent General Data Protection Regulation (GDPR) (ICO, 2018), how data is collected, what it is used for and who has access to it and why
  • Big data and analytics are playing a crucial role in digital transformation efforts of organisations in general and in the tourism and hospitality industry, thus driving greater effectiveness and efficiency and the strategy to define new business models and bring about successful change (Evans, 2020; MicroStrategy, 2018)
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    This was about the risks in the hospitality and tourism industry when it comes to big data and analytics. Big data is so important in the hospitality industry because it's how companies know who to cater to and with what and how. In addition to the importance of big data, there are risks that come with it. A few risks are data leaks, hackers, etc. Companies invest money in their systems so these things are avoided.
sosor012

Ransomware attack on chip supplier causes delays for semiconductor groups | Financial Times - 0 views

  • Disruption from a ransomware attack on a little-known supplier to the world’s largest semiconductor equipment manufacturers will continue into March, in a new setback to chip production after years of coronavirus-related delays.
  • first identified on February 3,
  • MKS’s customers include many of the largest companies that produce semiconductors and the specialised equipment necessary to manufacture them, including TSMC, Intel, Samsung and ASML.
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  • The company had revealed on Monday that it could still take “weeks” more to restore operations and would cost hundreds of millions of dollars in lost or delayed sales. Most ransomware victims are able to recover in about three weeks, according to industry estimates.
  • The attack affected “production-related systems
  • , the company has now told the US stock market regulator that it is unable to file its annual report on time
  • the final impact on quarterly sales could total as much as $500mn — more than half what Wall Street had previously predicted
  • The semiconductor supply chain, which in many places relies on components made by only one provider, has faced repeated shortages over the past two to three years due to production and logistics delays.
  • However, demand for smartphones and other consumer electronics has waned in recent months as coronavirus lockdowns eased and consumer spending has been squeezed by inflation.
  • , it is unclear if MKS will be encouraged by US law enforcement to resolve the issue by paying a ransom.
  • Shares in MKS fell by about 15 per cent between February 3,
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    The article "Ransomware attack on chip supplier causes delays for semiconductor groups," discusses the affects on a company due to a cyberattack that occurred February 3rd. The company is believed to have setbacks into March and that it would cost hundreds of millions of dollars in lost or delayed sales. The company also believes they will be unable to file its annual report on time and possibly have to resolve the issue by paying a ransom. This also cost a 15% decrease of shares for the Company.
chadidscha

Cyberattacks are surging. CT's workforce isn't keeping up - 0 views

  • A growing wave of cyberattacks is threatening governments, businesses and everyday residents. Across the globe, there is a critical shortage of skilled professionals to guard against these criminals.
  • The state’s cybersecurity workforce increased by only 1 percent between 2015 and 2020, which was the seventh slowest rate in the nation, according to data from the Bureau of Labor Statistics. By comparison, the ranks of these key professionals more than doubled in a dozen states over that timeframe.
  • Globally, cybersecurity experts are in extraordinarily high demand. An analysis from Cyberseek, a public-private partnership that measures cybersecurity workforce shortages in the United States, notes the talent gap is severe in every state besides Maine.
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  • Nationally, the number of unfilled cybersecurity jobs is estimated to be 464,000, including 3,800 in Connecticut, according to Cyberseek, which is backed by a subdivision of the U.S. Department of Commerce.
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    Cyber-attacks has become an increasing problem within the US and the lack of unfulfilled jobs regarding cyber security poses just as big, if not bigger, of a problem. All states, besides Maine, are in dire need to fulfill jobs across the private business sector and government related positions. At this point, many companies, including the government, offer free training (acquiring proper certifications) in hopes of gaining more employees to help with the fight against cyber war.
naxiang2001

What is a Global Distribution System (GDS)? 2022 Guide for Hotels - 3 views

  • What is a Global Distribution System (GDS)? 2020 Guide for Hotels
  • The History of the GDS
  • a GDS functions as a middleman between a travel agent and a hotel’s (or airline’s) central reservation system. Travel agents can see real-time rates and inventory for a given hotel via the GDS, though the GDS doesn’t actually hold its own inventory.
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  • Besides the time savings, the GDS allows travel agents to tap into reservation systems for a world of travel providers.
  • What are the Most Popular Global Distribution Systems?
  • Did you know you could book a flight, tour operator, car rental or hotel room in real-time via electronic GDS systems since the 1960s? You may be thinking, “hmm… online travel agencies like Expedia and Booking.com aren’t that old, are they?” But years before the OTAs gained prominence, global distribution systems provided real-time access to hotel and flight inventory for travel agent service providers across the world. 
  • The GDS industry has come a long way since the 60s; while Sabre is still a major player, several GDS companies operate today. The major global distribution systems for travel reservations include: Amadeus is the world’s largest GDS, accounting for about 40% of GDS transactions, and it’s especially popular in Europe. Though many of these reservations are for airfare, it’s still a powerful tool for hotels, with over 600,000 hotels connected. Sabre is the second-largest GDS, accounting for about 35% of travel agency bookings. Around 175,000 hotels are connected to Sabre, but its portfolio in North America is larger than its competitors. Travelport GDS  owns systems called Galileo, Worldspan, and Apollo. Travelsky is a state-run GDS in China.
  • Does the GDS still serve a purpose when travelers can easily book directly with the airline or hotel? In many cases, yes, the GDS still delivers value, especially for airlines and corporate travel companies. Airlines still distribute their inventory to OTAs via the GDS, and corporate travel planners continue to use the GDS to find corporate rates.
  • American Airlines was the first company, in partnership with IBM, to implement an electronic reservation system for their reservations agents to use. This new technology, called the Semi-Automated Business Research Environment (SABRE), allowed American Airlines to greatly expand their reservations team beyond the number of people who could huddle around the paper booking files.
  • For hotels, airlines, and the like, the GDS offers massive marketing power.
  • No one GDS can be called the “best” travel service provider, since they all provide similar functionality and have their own unique differences.
  • travel comp
  • With decades of history and an enormous user base of travel agents, using the GDS can be a great way to expand your hotel’s marketing and distribution strategy. But the GDS doesn’t necessarily provide value to every hotel; if you’re wondering how to use the GDS or why to add it as a distribution channel, it’s important to weigh the pros and cons for your individual hotel.
  • No one GDS can be called the “best” travel service provider, since they all provide similar functionality and have their own unique differences.
  • hotels would need to undertake huge marketing efforts in order to be seen by travel agents. The GDS effectively democratized this process, with chain hotels getting the same visibility on the GDS as independent hotels.
  • Today you can book not only airfare and hotels via the GDS, but also rental cars, cruises, rail tickets, and tours.
  • In 2006 the volume of internet reservations exceeded GDS reservations for the first time,
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    This arctic is about what is a global Distribution System, history of the GDS, how does a GDS work and what benefits GDS offer.
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    A brief history of the GDS gives us a glimpse of the important this technology which as been around for over 50 yrs. Although it has evolved, the consumer has evolved with it but the basic idea still prevail and still very much in use.
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    This article gives a complete description of what the GDS is and its history. It goes over how the GDS works, the benefits of using it, and whether the GDS has a role in the future of global distribution.
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    A GDS or Global distribution system can come in handy for many different purposes. Some of these companies such as Expedia and Travelocity are know ones in the United States. It is important to weight pros and cons when deciding who to book with when choosing a hotel or an airlines especially since there are so many options. Depending on how you book especially when bundling with a GDS you could get a great deal.
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    This article evaluates the past and current roles of GDS in the travel and tourism industry. It is clear that the GDS has adapted and changed with the times and now is able to do even more than at its initial conception. However, as the article pointed out the all the functions of the GDS it is clear that OTA's ad websites are also able to provide a lot of these same functions. We discussed this week whether the GDS system is still currently a relevant system and most agreed that it is. However, as we look to the future it will be interesting to see what evolutions the GDS has yet to go through and how it will attempt to remain relevant in the ever changing tourism market.
naxiang2001

How Augmented Reality Can - and Can't - Help Your Brand - 0 views

  • According to Mobile Marketer, 52% of retailers say that they’re not ready to integrate AR into their shopping experiences.
  • 56% of shoppers surveyed by NielsenIQ said that AR gives them more confidence about the quality of a product, and 61% said they prefer to shop with retailers that offer AR experiences.
  • shoppers who sampled lipsticks on the AR interface spent almost 50% more time at the sampling fixture. These shoppers also sampled 7.5 times more products on average.
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  • These results suggest that by making the sampling process more convenient (compared to physical product testers), AR encourages shoppers to explore and try more products.
  • their likelihood of making a purchase during the session was also 19.8% higher than customers who did not use AR,
  • AR usage has a stronger influence on purchases for customers who have never purchased a specific product from an online channel
  • challenges can be broadly classified into six areas: cost of implementation issues, lack of talent and expertise, ability to build AR filters and narratives, latency issues, lack of adequate resources, and keeping with rapid changes in technology.
  • managers must have a proper understanding of how AR can help their brand before they invest in the technology.
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    This article discussed research done on the integration of AR into shopping experiences and highlights the discrepancies between company and customer perceptions. While companies seem to continue to be hesitant to invest in AR technology, consumers are certainly chomping at the bit to try it out. In the survey done for this article it would appear that AR technology is incredibly helpful for virtual try on especially during the pandemic as in store shopping has slowed down and even when in stores consumers would be hesitant to try on clothes or makeup that had been touched by someone else. The results showed that this virtual try on experience was especially helpful for lesser known brands as the ease of trying on virtually meant people often tried brands beyond those they would usually purchase. For hotels this could mean greater interest even without a large brand backing so AR technology could be important for smaller independent hotels. For hotels AR technology could not only help set them apart from other hotels but also could increase consumer confidence during booking as it takes a little bit more out of the mystery of booking a hotel room. Giving guests the ability to "walk" the hotel and visualize where they fit in could definitely increase bookings.
chicao27

Customers' acceptance intention of self‑service technology of restaurant industry: expanding UTAUT with perceived risk and innovativeness - 0 views

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    The article presented above was published in 2020, making it a perfect example of the speed of technological advancement. Focusing mainly on implementing kiosks in a fast food chain two years ago caused strangeness and resistance among the age group above forty, the pre-computer generation. Nowadays, just two years later, we can see that this technology is a reality mostly in the fast-food market, mainly the big chains, and the theory that the intercommunication between generations would provide a greater acceptance of the older age group has been positive. However, despite the quantitative content of the research being competent, presenting data relevant to the content, we must emphasize two reticences: the research was directed only to the fast-food market, centralizing the study only to a segment of the restaurant market; second, all analysis is based on the South Korean reality, which does not necessarily show a global vision of the theme. Despite the reluctance, the article works as a reflection of how technological evolution has influenced the hospitality market, also serving as an eye-opening for future investments in this tool.
blope130

The Next 100 Years: Innovators and Disruptors Shaping the Future of Hospitality | Cornell SC Johnson - 1 views

  • Whereas innovators develop “new products, processes, or business models to create value for customers or employees, “disruptors,” according to Professor Kim, take it a step further by “significantly [changing] how the industry works.”
  • Kim noted that while disruptors often “seem threatening,” most of them actually fail—it’s more important for incumbent companies to play to their strengths than to try and expand into every avenue.
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    The article highlights major points of the next one hundred years for disruptors and innovators in the hospitality industry during a keynote webinar among female leaders at Cornell Nolan School of Business. According to one of the keynote speakers, Professor Kim, there is a difference between innovator and disruptor. Innovators create "new products, processes, or business models to create value for customers or employees," while disruptors "significantly change how the industry works". We are all aware of the major disruptor to the hotel industry which is Airbnb; however, according to the article, there are other disruptors such as CitizenM, a modular hotel company and Sonder, a short-term rental company. However, these disruptors should not be seen as competition because most start-ups actually fail. Hotels should rather make space for the disruptors and focus on enhancing on their companies' strengths. It is recommended that hotels formalize specialized teams that can create new products to build on the hotel's strengths. Personally, I believe that it is possible for smaller hotels to work in partnership with local Airbnbs. To do this, they can offer a specialized program with reputable Airbnb owners to offer their place as a recommendation with the same hotel perks if the hotel is fully booked. In this way, the hotel can take a percentage of profits rather than losing all profits to another hotel. Nonetheless, the implementation of cell phones is a driving force for innovation and disruption in the hospitality industry creating more convenience for guests. Furthermore, the COVID-19 pandemic is still driving innovation such as contactless technology, work from home arrangements, Virtual reality and Metaverse. In conclusion, the panelists commented that future disruptions are unpredictable, and companies must look at both smaller and larger companies for changes.
lflor087

Social Media Marketing for Hotels: Expert Tips to Boost Your Visibility | Cvent Blog - 0 views

  • social media marketing for hotels will be the make-or-break factor for many hospitality brands
  • why it’s so important, detailed tips, suggested best practices to follow, and examples you can use
  • real-life examples of social media marketing for hotels
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  • Social media marketing is a vital
  • integral part of every hotel's operations
  • has the potential to increase direct bookings and improve brand awareness
  • eight new users join TikTok every second
  • social media marketing increase visibility
  • generate a higher ROI
  • you’ll really stand out from competitors who aren’t putting in the effort on these same channels
  • advises hotels to consider social media as a channel for direct communication with potential new customers
  • that could lead to bookings
  • clear connection between the multi-touch opportunities
  • 1. Share slice-of-life content
  • recommend an 80/20 rule
  • day to day at the hotel
  • share “daily snippets, small but heart-warming stories
  • keep it personal and relatable
  • 2. Use your Google Business Profile
  • clients tend to overlook is Google’s own business review feature
  • they should be regularly posting new photos and encouraging customer reviews by sharing their unique link
  • Any offers, news, and updates should also be added to the posts section to inform potential new customers
  • helpful for tracking
  • connecting content to bookings
  • we have noticed a quick improvement not only on Google 3-Pack ranking but organic searches and direct inquiries are improved
  • 3. Start with music
  • 4. Follow 80/20
  • Social media marketing also gives hotels creative new ways to interact with their audiences.
  • content creation
  • 80% of the content should be related to your destination, travel tips, encouraging engagement
  • 20% should be self-promotional
  • analytics that prove its success
  • “Always focus on quality over quantity.”
  • posting consistently, the algorithm will likely reward you for it on any platform
  • 5. Partner up
  • one strategy that has worked very well for us has been re-posting traveller (reStayer) and influencer photos
  • the benefits go beyond saving time and money on content creation
  • 8. Use a calendar
  • Doing this has also helped build up our brand because those who visit our page see us as a hotel with real people visiting and following us, rather than only professionally-produced photos
  • We choose our influencer and ambassador partners carefully to ensure that the content they produce, their values and key messages resonate with our audience and brand
  • partner share data on what content performed best, this guides our own content strategy
  • great way to get direct feedback
  • love seeing how our stayers interact with the suites and report on what they value to the most
  • 6. Be playful
  • 7. Don’t overthink
  • By engaging with local influencers and those who have taken photographs of our hotel, we have reached new audiences that we otherwise wouldn't be able to, since the creator will often engage back with our content
  • Plot out the exact times and dates you’ll post
  • Create content ahead of time
  • 9. Project manage
  • 10. Choose content pillars
  • 11. Follow SEO rules
  • 2. Analyze the competition
  • Figure out how you can make it better, fill a much-needed gap, or start a marketing channel none of the others are currently using.
  • What are other hotels in your area posting online?
  • 13. reStays
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    This article gives many tips on how to use social media for advertising purposes. You may think that you know a lot about how to advertise or what to use, but this gives you more ideas as well as better ways ito implement you posts in a better and timely manner so that you know your ROI.
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