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~75% of leisure and ~80% of business) admitted they have booked and paid for travel on mobile at some stage. 

The possibilities for artificial intelligence and machine learning in travel are immense.

If providing an end-to-end customer experience is truly the problem the travel industry is trying to solve, the super app could be the solution.

forward-thinking travel brands focused on growth recognize the opportunities AI is creating for them in corporate travel.

an accelerated rate of change in the way travel is retailed and purchased online.

the future of customer acquisition will see the travel brands who undertake more targeted traveler engagement – and not the ones with the biggest budgets to spend on search tactics –win the customer.

Consumers want an experience that is transparent, immediate and connected 24/7. 

With the constant flow of new technologies behaviors have changed and consumers now expect to be able to interact with travel brands when they want, how they want, on the right channel, and at the right moment. 

The consensus among panelists was that the GDSs have been slow to advance the technology needed to help airlines achieve their distribution goals with NDC.

h a gun to their head.

customers simply want access to content

Our role is to use our size and influence to talk to GDSs, get them to the table, to airlines about how do we move forward.

The distribution model is broken, and airlines are signing GDS contracts pretty much with a gun to their head, and I don’t think that’s a healthy or sustainable way

But the longer we cling to this old model that’s been around forever and doesn’t work

The distribution model is broken, and airlines are signing GDS contracts pretty much wit

They’ve been very slow to advance their technology. When NDC becomes a commercial issue, that’s not what [NDC] is

GDSs are realizing, you better catch up or you’re going to be in trouble.”

has been slow to meet the needs of the end traveler, and it’s up to those in the industry to scrutinize whatever is blocking that path.

the GDS doesn’t acknowledge products, it’s hard to build.

The customer is suffering. There are products created for their benefit they cannot see and cannot buy

It’s not just about shopping, not just about selection

“We have to do it in a way where the whole process can be effectively managed for the traveler/buyer. Different suppliers are going at different paces. What we don’t want is an inconsistent experience for the end custom

With airlines having different capabilities and services and moving at different speeds, and the GDS having to do individual implementation for each, it becomes more complicated.

You did shit across the last decade. The GDS playbook for the past 10 years was, ‘What if we sit here and do nothing and see if it goes away?’ Now airlines have some success, and now your hand is forced. You had ample time to do it

An automated accounting system makes it easy for you to generate invoices, daily sales, produce balance sheets, analyze expenses, estimate budget & forecast and much more.

When integrated your cloud-based Hotel PMS with an accounting software, it becomes easier for you to access all your accounting data from anywhere

real-time view of your cash flow – accounts receivable, and accounts payable etc.

Real-time Information:

The data entry process become simple and hassle- free

accounting process will work at a faster speed

automated hotel accounting software will save an enormous amount of time

Operational costs associated with your hospitality management can be minimized with a next-generation hospitality accounting software.

maximize the revenue by analyzing profits,

altogether optimizes your cash flow.

The NGE team had big dreams for the MagicBand. It would need to interact with short- and long-range sensors that would be installed around the park. The short-range sensors would let guests scan their MagicBand at sales terminals in Disney park stores to pay for merchandise, for example, or to seamlessly check in at their hotel.

The long-range sensors would allow Disney to track guests as they navigated the park. The potential benefits were manifold. By monitoring where crowds were forming, the company could better optimize flow.

The MagicBand would also collect valuable consumer data.

The tussle over digital access points,

The tussle over digital access points

where customers would use their MagicBands to enter each ride, was typical of the dysfunction between Frog and Imagineering.

More than 28,000 hotel doors needed their locks replaced in order to connect wirelessly with the MagicBand, even as some 80% of the rooms at Disney’s resorts, on average, were occupied. Two dozen workers spent eight months upgrading 120 doors per day. The company rolled out 6,000 mobile devices to support MyMagic+ in the parks. More than 70,000 cast members got MyMagic+ awareness training, with 15,000 learning service-specific tasks for, say, FastPass+ kiosks or MagicBand merchandising

Disney World’s physical infrastructure, which was first built in the late 1960s, needed major capital improvements. Two hundred eighty-three park-entry touch points needed to be upgraded. Much of Disney World lacked a Wi-Fi connection, so in order for guests and cast members to take advantage of MyMagic+ and its mobile apps (which would offer a map service and real-time wait times for attractions), the company had to install more than 30 million square feet of Wi-Fi coverage.

There is no line at the main entrance to the park, where cast members and a row of polished, golden digital access points greet me, and it takes just seconds to stream through with my MagicBand. According to Disney, the MagicBand has cut turnstile transaction time by 30%. Park capacity has also increased.

“Honestly, it’s not so magical,” one cast member tells me about MyMagic+, echoing a common sentiment I hear from park employees during my visit. “It’s just for your hotel room [door] and paying for things.” When you look closely, there’s less to MyMagic+ than what some on the team had hoped for.

MyMagic+’s rocky rollout makes the Imagineers’ case for conservatism in the face of technological change seem sound. A slew of problems reared up after launch

The Imagineers and Frog certainly did disagree during the MyMagic+ development, as did many others, and that disagreement had repercussions and costs. But it ultimately led to a successful conclusion. What Staggs calls “constructive discomfort” is what sophisticated collaboration is all about.

Carefully choosing the right time to upsell a guest's hotel booking is crucial to a hotels' additional revenue stream. After a booking has been made there is a fresh window of opportunity to upsell, as guests will reflect on their budget spend and perhaps feel there is room to spare on extra luxuries and see what they may be missing out on.

Having all the data in one system makes presenting and acting on the data much more effective. For example, Amazon don't deliver packages 100% of the time but the rest of the experience they control, making it so easy for people to buy from them. Hotel systems will need to move this way in order to provide similarly strong guest experiences." Says Andrew

Consumers are becoming accustomed to self-service systems as they appear across retail, leisure & transport industries. Another study, suggested that guests favour hotel self-service check-in's as it provides a faster service, results in more privacy and waiting time/lines are much shorter3. Hoteliers could consider how their core data system might be centralised as much as possible in order to make it a less complex & more efficient guest journey from booking to check in. Technology such as guest portals can be efficient for customers to retrieve their invoices quickly and will centralise all the data for the hotelier.

Omni channel platforms enable you to centralise operational systems, take back control of your revenue flow and transparency of guest data, so hotel management can focus on creating the best experience for customers.

In a recent survey of 2,654 consumers by the Travel Leaders Group, 78% of respondents said they would like to see self-service kiosks more widely available for check-in2.

The growing concern over sustainability in the business sector led to developments in innovative environment friendly processes and tools collectively called green technology

Green technology enables the eco-friendly practices of business firms.

The concept of sustainability emerged in the field of natural sciences in recognition of the scarcity of natural resources and the need to rationalize usage to secure sufficient resources for future generations (Kirk, 1995).

The concern of sustainability is ensuring the continuation of the well-being of people and protection of the environment from wasteful use or destructive activities.

The implementation of sustainability plans involves innovative methods and tools accessible to hotels and responsive to the multi-dimensional issues including impact of operations on the environment experienced by hotels. Green technology understood as eco-friendly tools and processes or environment friendly products support the successful implementation of sustainability plans in the hospitality industry.

1.      Minimized pollution and rational energy and water consumption. 2.      Respect for culture and tradition. 3.      Community involvement in the hospitality economy. 4.     Consideration of quality instead of quantity in terms of the visitors to tourist destinations. 5.      Economic benefits redound to the community. (Robertson, 2007)

In relation to environmental sustainability, there are also considerations for inclusion into the sustainability plan of hotels to ensure that they meet environmental compliance (Butler, 2008)

However, even if sustainability planning is a tedious task, the expected outcomes are long-term and compelling because this determines the continuity or viability of hotels, firms whose future survival depends on sustainability (Butler, 2008).

1.      Scale and distribution of operations in a given area. 2.      Hotel demand and means of alleviating the negative effects. 3.      Protection of key assets historic buildings, townscape or coastline. 4.     Contribution to other related areas such as economic development and cultural preservation. (Sharma, 2004)

Since the sustainability of hotels spans multidimensional aspects, the contribution of hotels to other areas such as employment or job creation also supports its sustainability.

Green technology received recognition as an aspect of human society and therefore part of sustainability. In a sustainability panel of representatives from the hospitality industry, sustainability as a strategy meant addressing today’s needs without adversely affecting tomorrow’s needs (Knowles, 2008).

Examples of product enhancement are energy saving appliances and fixtures such as fluorescent instead of incandescent lights or intelligent air conditioning systems that regulate room temperature depending on the presence of its occupant

The extent of reduction of waste varies since this could range from minimal to significant decrease in the volume of waste generated, capacity of landfills, and transportation needs. By benefiting the environment, economic benefits also accrue. (Billatos & Basaly, 1997)

dopting waste management processes and tools accrues financial, economic, and environmental benefits for hotels.

Key to these activities is the ability to harness the full functional value of materials and product components at the least possible additional processing cost for recovery and reuse. (Billatos & Basaly, 1997)

First is design of recycling or the cost-effective manner of recovering and reusing materials. The design provides support during the disposal stage to ensure low added cost for recovery. Second is design for disassembly encompassing the methods enabling the minimization of cost in segregating reusable materials. This leads to savings that accumulate when design interventions are made during the stages of material selection and assembly that already separates reusable materials

Third is toxics management comprised of the activities of controlling and eliminating toxic materials that are innate components of products such as cadmium or lead. Excessive levels of these toxic materials are hazards to health and the environment. (Billatos & Basaly, 1997)

Environmental benefits include reduced accumulation of waste and lesser risk of soil, water and air contamination of toxic production. (Billatos & Basaly, 1997)

Pollution prevention involves the elimination of processes in manufacturing that cause pollution. This requires change by redesigning the production process in a manner that prevents the accumulation of harmful by-products or the redesign of the finished products so there would be no use for processes that result in hazardous by-products. The prevention of pollution in production design exacts capital investments but the cost of redesign is deemed less when compared to the cumulative cost of controlling pollution, which would likely increase with new regulations imposing more active methods of pollution control. (Billatos & Basaly, 1997)

Green technology as a process and a collection of tools addresses four objectives, which are a) waste reduction, b) materials management, c) pollution prevention, and d) product enhancement (Billatos & Basaly, 1997). There are processes and tools specifically targeting any one, some or all of these objectives so that the appropriate choice depends on the priority of hotels.

The technological development of product enhancement innovations is escalating and promise greater functions for business establishments. (Billatos & Basaly, 1997)

Utilizing product enhancement technologies influence the sustainability of hotels in terms of savings on operating cost, lesser pollution and waste in the built environment, and value creation for environmental conscious customers (Yaw, 2005).

Overall, green technology supports the sustainability of hotels by decreasing a wide range of economic and non-economic costs to support the financial viability of hotels in the long-term and conserving the natural environment on which the hospitality industry depends for the continuity of business. By adopting green technology, hotels gain processes and tools it can use to secure its sustainability.

A range of energy saving technologies is available to the hotel industry. These technologies could make hotels green buildings by targeting various areas for energy saving.

One is electric heating pumps as alternatives to conventional electric boilers or condensing/non-condensing boilers requiring gas to run. The use of this green technology by a hotel in Hong Kong with a rooftop swimming pool showed a reduction in energy consumption by 26.5-32.5 MWh and a reduction in greenhouse gas emissions by 12,000 kg. When computed over a ten-year period, using this technology would save the hotel HK$226,400 in energy cost savings. The hotel can earn back the cost of adopting this technology in two years. (Chan & Lam, 2003)

Building designs able to harness alternative sources of energy comprise green technologies that support the sustainability of hotels. Solar panels continue to gain function in energy saving for hotels (“Building in a green edge,” 2008) although the payback period is longer than expected, the energy saving potential extends to the long-term. The use of building designs that harness natural light such as skylight atriums that do not use artificial lighting during the day are also green alternatives for hotels (Kirby, 2009).

Another direction of green technology for the kitchen is the reuse of exhaust heat from the kitchen by harnessing the heat from the exhaust or condensing hot air to produce steam for use in cooking. This is a means of recycling energy. However, this involves the integration of the design in the structure of the kitchen or the building itself, which means greater investment. (Higgins, 2008) Nevertheless, further innovations in this technology could enhance practical value for hotels.

In other areas of hotels such as rooms and bathrooms, e-sensor systems and LED lights comprise green technology options. E-sensor systems apply to different systems such as lighting and air conditioning. The e-sensors have the capability to change automatically the lighting or air conditioning settings depending on the area of the room where there are people or temperature changes in the room. LED lights offer greater energy savings than fluorescent lights so this represents the third generation in lighting technology. (Kirby, 2008) Systems thinking in energy management comprise a promising green technology in saving on energy costs (Sobieski, 2008).These technologies are widely available and accessible to different hotels. The energy saving is experienced in the short term and the payback period is shorted. The problem with this is hotel guests tampering with the system leading to added cost for repairs. This means that awareness and information dissemination are important for the effectiveness of these technologies.

Another green technology for rooms is the biodegradable key cards. These have the same life span as the conventional key cards except that these are biodegradable or recyclable. (Gale, 2009) These require little cost with high environmental impact.

This involves the placement of water treatment plants that recycle water used in baths for flushing in toilets. (Edwards, 2004) These comprise viable and accessible water conservation practices that would contribute savings on the cost of water to rationalize the consumption of water as a scarce resource.

One is the conscious involvement of hotels in the protection of the environment since the nature of the business of the hospitality industry and the closely connected industries such as tourism heavily rely on the soundness of the natural and socio-cultural environment for business

The other is the investment in environment protection in a manner that secures economic and financial as well as a range of non-monetary benefits for hotels in the long-term (Vermillion, 2008).

Energy consumption is also a benchmark of the eco-friendliness of hotels

The water conserving technologies provide the process and tools for hotels to achieve this benchmark.

Waste and pollution management are also benchmarks of the ecological involvement of hotels.

Green technology takes the role as an enabling process and tool for hotels to become sustainable.

With hotels competing to maintain its customer base and pull customers to shift to the hotel’s services, green technology could become an enabler for hotels to become competitive.

Investing in green technology enables hotels to significantly cutback on operating cost. This enables hotels a wider profitability margin and room to offer promotional prices to attract more customers (Jones, 2002).

Green technology has taken a central role in the sustainability of hotels. The concept of sustainability of hotels involves the aspects of environmental protection and business viability.

The use of green technology also contributes to the viability of business firms in terms of financial standing and non-financial competencies in the long-term. Going green attracts the niche market of environment enthusiasts that contribute to sales. Using the range of green technologies available would also result in savings from operating costs in the long-term, which increases the profit of hotels and gives them flexibility to invest in marketing activities.

It is a sound strategy for hotels to consider green technology as a process and a collection of tools in support of sustainability goals.

Resale is another option.

Manufacturers have a role to play here, too: for example, by assisting in the creation of e-waste recycling centers in developing countries rather than using them as dumping sites.

Proximity marketing—also sometimes called hyperlocal marketing—uses cellular technology to send marketing messages to mobile-device users who are in close proximity to a business.

While the audience is limited to those in the proximity of the business and those using its Wi-fi or Bluetooth signal, the message is very user friendly and reaches those most likely to visit a store. Who employs Proximity Marketing?

Major retailers, such as Ikea or Macy’s, can send store maps and coupons or offers to apply for their credit card or to enroll in their loyalty or rewards programs. Hotels can inform guests about on-site events and promotions or can offer to enroll them in loyalty or rewards programs. Restaurants can send special menus/daily specials, coupons, offers for loyalty programs, or perhaps send trivia questions or other games to help them pass the time while they wait for their table to be ready. Shopping malls can offer a proximity marketing benefit to their tenants by putting together a package of coupons or offer a discount at any mall retailer. Travel hubs such as airports and public transportation centers can provide maps or display ads that can be sold to local tourist destinations. General information about a product or service can be delivered through proximity marketing even if the fixed location of the business or service agency changes

This makes just about every consumer with a smart phone potentially susceptible to a proximity marketing campaign, particularly younger, tech-savvy shoppers who are more likely to own smartphone and use them while shopping.

With mobile devices becoming a staple of modern society and the preferred way of accessing digital content, today’s successful marketing professionals will need to understand how to connect successfully with mobile consumers.

One of the key benefits of proximity marketing is that its messages reach a high percentage of potential customers who are in the area.

The main purpose of the proximity marketing plan is to connect with customers while they are near your business or service and spur them into action

In the case of mobile messaging, it’s important to consider adding an opt-in component to your campaign.

More and more, customers value control over the messages they receive and desire privacy from unwanted solicitations

Mobile devices are made for short messages and quick interaction, and there is intense competition for the attention and time of the mobile device user. Therefore, in developing a proximity marketing plan, messages must be sharpened and honed to be as clear, concise, and impactful as possible.

If the goal is to drive as much traffic as possible to the business and maximize sales that day, then an electronic coupon or special offer might be the best strategy. If the store has a high turnover rate, the goal may be to make a connection with customers by offering them incentives to return.

The digital and interactive nature of most proximity marketing campaigns provides the advantage of real-time data collection of response and success rates. If a message is failing to connect, it can be easily and quickly adjusted.

Most crucially, a cybersecurity strategy must include a solid plan for Business Continuity and Disaster Recovery in order to prepare for any worst-case scenarios. In the era of COVID-19, incidents of the worst kind are fast emerging and businesses deserve a fighting chance to succeed.

Today, the systems used for various functions in a hotel’s back and front operations are manned by employees who are not yet well-equipped to pick up on and counter large-scale cyber-attacks until it’s too late.

Mobile phones, tables and laptops connected to open networks become a hunting ground for hackers to harvest banking details through card payments. 

While financial services and the public sector have been forced to endure an endless stream of cybercrime, the hospitality industry has also become a prime contender for hackers in the wake of its rich data-base. 

No matter the size of the business, inefficient cyber support diverts crucial time from business activities and relationships with customers.

With global business fighting relentlessly to survive against the chaotic threat of the Coronavirus, all industries are exposed to criminal cyber-threats, and so the security of highly sensitive data must be handled appropriately.

British Airways and Marriott International are two major hospitality companies to be victims of high-profile breaches in recent memory. They serve as a stark reminder of the heavy costs faced when the safety of customers’ data is compromised. 

bring in high-value, corporate guests or other guests who decide to book with travel agents?

been overlooked by many hoteliers, the GDS is still a very viable booking channel

hoteliers

put

on the back-burner

GDS

when

success of the online channel.

The use of travel agents is, once again, on the rise -

now highly valued

expertise

ability to build complex, multi-stop itineraries quickly, affordably and with little fuss

appeal to the luxury segment

best possible experience

r.”

taking home anything less than 100% of the revenue from each booking has become unacceptable,

here is a fee associated

effective distribution channels just because they have a cost of acquisition

they eliminate

smaller percentage than what most hotels pay in commissions to the top OTAs.

you still use them

about the OTAs

gripe

and pay the high commissio

you know it works.

GDS

opportunity

corporate bookings!

bulk

ravel agents,

visibility

cost of acquisition of a booking from the GDS/travel agents is lower (than the OTAs)

visibility

o a whole new segment of travelers: corporate and/or luxury travelers.

leisure travelers

book

corporate travelers are less concerned about the rate

primarily on price

business travelers typically spend more money on-site

break-even on GDS bookings because the higher room rates PLUS the ancillary revenues

GDS is, once again, a viable distribution channel for your property

Solomon: Is the human element getting lost?  Allen: Absolutely not! A key differentiator of casual dining is the personalized service model. Our technology innovation is not only a win for our guests, but also a win for our team members. With technology, we’re able to remove some of the mundane tasks of the server and allow them to make our guests feel special with a memorable dining experience. Furthermore, technology is completely optional and guests can choose to opt out if they wish. These tablets do not eliminate the personal service our guests receive from servers. In fact, these tablets have served as a good tool for our team members to help eliminate some transactional pain points, such as paying the bill or ordering dessert, and have helped our team members do their job more efficiently. This allows our team members to focus on the duties that make a personal impact on the dining experience, such as getting to know the table, taking entrée orders and delivering meals, among other duties.

Micah Solomon:  Can you bring me up to speed on how the Chili’s digital service came to be deployed, and how it’s going so far? Wade Allen, vice president of digital innovation and customer engagement, Chili’s Grill & Bar: We started our digital guest experience journey in Sept. 2013 as the first mover in the casual dining industry to bring tabletop technology to our restaurant tables. The goal was to remove common guest pain points around paying the bill and re-ordering drinks. We’ve seen rapid adoption with 75 percent of guests using the tablets to quickly pay their bill. Furthermore, we’ve been able to gather valuable insights through real-time feedback where 25 percent of guests use the tablets to complete the Chili’s survey at the end of their dining experience. This feedback allows us to make improvements on an individual restaurant level, as well as, provide proof points for national-scale decisions around our Fresh Tex and Fresh Mex menu favorites. Once we had the tablets in place, we took a different approach and launched a fully digital loyalty program, “My Chili’s Rewards,” in May 2015. The goal was easy access/participation for all guests. We also included unique elements around gamification to keep guests engaged. In six months, we went from no loyalty program to 4.2 million members. Furthermore, approximately 18 percent of transactions in restaurant are tied to loyalty members. We’re building on this for what we call “loyalty 2.0” with our latest partnership with the Plenti rewards program, as the newest partner to join representing the casual dining industry. This will allow guests to earn points at partner locations and redeem for their Chili’s favorites.

Solomon: What are the backup plans for when guests want human rather than kiosk service? Allen: Our model is based on personalized service to make guests feel special when dining with us. So, the personalized aspect will always be a part of what guests experience at Chili’s. The technology innovation is completely optional and guests can choose to opt out if they wish.

Regardless of the solution they eventually offer, entrepreneurs who hang back can avoid early fatal flaws that interrupt fantastic consumer experiences.

Poor marketing, uber-techiness and overspending.

1. Watch, look and listen.

2. Use negative sentiment to your advantage.

Capitalize on negative press swirling around your competition by waiting to release a similar product.

While we love a story of bold innovation, innovation doesn't always keep the lights on. Sometimes, it's far wiser to come in second or third where the spotlight is less blinding -- there, you can see where you're going.

3. Differentiate yourself through great execution.

As you read through social media posts and dig into articles on your competition's products, figure out where things went awry. Make sure you don't stumble over the same roadblocks.

Apple has merely found a smoother path to streamline a service people want and already use

Lyft and Uber have been entangled in a fight like this for a while.

When President Donald Trump's travel ban rather circuitously led to #DeleteUber momentum, Lyft took advantage of the opportunity to outshine its rival. Not only did Lyft donate to the American Civil Liberties Union, but it has also enjoyed a 7 percent increase in customers since January 29. Lyft wasn't hasty, and it swung with the popular sentiment pendulum.

You might think you have a revolutionary product, but what if the market disagrees? If your top competitor just released a similar product and its sales are flailing, you owe it to yourself to analyze what's happening. Could it be that the market for your product just doesn't exist yet? If so, how can you pivot so you can produce an actual game-changer, not a wannabe?Segway knows all about this challenge: It discovered its product's market was limited by cost and individual desire. By the time it was put to bed, it was no longer a technological marvel -- it was just a punchline. Chances are good that leaders of a company waiting to market a Segway-like creation put plans on hold when they saw the fallout and chose to execute their innovations differently.4. Do the common uncommonly well.

leapfrogged over the issues plaguing its competitors, solidifying itself as a smarter, less-glitchy solution for music lovers, thanks in part to what it's calling the Music Genome Project.

Increased automation will remove manual workloads and streamline processes. Putting the right industry-specific accounting software in place will be a game-changer for hotels looking to pinpoint inefficiencies and significantly reduce expenses across property lines.

During the next wave of hospitality technology, more and more hoteliers will recognize the power of analytics and adapt their strategy accordingly. Smart operators will seek out the most versatile technology on the market to collect and store information through data warehousing, which enhances data mining, analytics reporting, decision support and business forecasting.

Hotels have already begun replacing front-desk employees with apps, robots and automated kiosks. As a result, finding high-quality labor (at a reasonable cost) is no easy task.

As we continue to live in an increasingly customized world, hoteliers will seek targeted accounting tech partners to replace one-size-fits-all solutions.

Apps/AI Over the last decade, the hospitality industry has developed a fixation on mobile technology that has revolutionized hotel management. In the next phase, this trend will continue with full force—and any service that is currently delivered using pen and paper will eventually make the shift to mobile.

Hoteliers are already using their mobile apps for real-time data analysis, allowing them to make informed decisions whether they are on property, near their work areas, in the field or on the fly.

Predictive analytics and forecasting tools will continue to allow management teams to better anticipate and adjust decisions to meet future guest needs without sacrificing bottom-line results.

While there has been significant introductions with regard to guest-facing apps, and apps focused exclusively to enhance the guest experience, the untold value in mobile apps, for the operator, is behind the curtain

Automation Rising demands from guests will require hotels to be more responsive than ever. To keep up with the pace, managers will need to access an array of critical information on-the-fly, from in-house guest preferences to upcoming reservations, restaurant volumes, spa bookings and so forth—with automatic alerts set up that notify staff members when there’s a deviation from the plan related to forecasts or scheduling changes.

By combining varied data sources into one centralized location, or data warehouse, an API-powered data system will provide a holistic snapshot of entire portfolio raw data into a user-friendly format with gauges, dashboards, trendlines and more to equip hoteliers with the answers they need to impact bottom-lines.

Analytics The phenomenon of “big data” has infiltrated the professional world, spanning industries and transforming all facets of business, from accounting and operations management to marketing and business development. No longer bogged down by paper and binders, today’s hoteliers can access numerous data sets at every turn, from STR reports to PMS documents and guest satisfaction surveys.

On a micro level, big data will help property managers faced with countless day-to-day decisions make more informed choices on the floor, from keeping track of labor expenses to assessing the cost of a new light fixture.

On a macro level, corporate and regional managers will have the extended oversight necessary to ensure the right decisions are made at every level of the company from the ground-up.

And finally—partnering with a hotel-specific provider will continue to be invaluable for hoteliers to speed up their internal processes, minimize investment, reduce errors, and increase overall performance to make more informed decisions on the horizon.

the next chapter of hospitality accounting will be all about the three “A’s”: apps, automation and analytics.

Apps/AI

this trend will continue with full force—and any service that is currently delivered using pen and paper will eventually make the shift to mobile.

significant introductions with regard to guest-facing apps, and apps focused exclusively to enhance the guest experience, the untold value in mobile apps, for the operator, is behind the curtain.

Mobile app reporting not only streamlines efficiencies and allows easier access to data, it also allows today’s hotelier to be more agile.

interact with and enhance the guest experience by being more available and more attentive on the floor. Removing the chains and restrictions of the desktop and expediting report compilation, hoteliers can truly begin to refocus on delivering the best experience possible without worrying about becoming mired in the weeds of business ineffeciencies.

Predictive analytics and forecasting tools will continue to allow management teams to better anticipate and adjust decisions to meet future guest needs without sacrificing bottom-line results.

Good data supports good management. As more guests tap into hotel apps on the front end, hoteliers can track, analyze and adjust their offerings on the backend to meet guests’ needs, all while supporting a business synergy and strategy that makes sense.

Automation

managers will need to access an array of critical information on-the-fly, from in-house guest preferences to upcoming reservations, restaurant volumes, spa bookings and so forth—with automatic alerts set up that notify staff members when there’s a deviation from the plan related to forecasts or scheduling changes.

Increased automation will remove manual workloads and streamline processes. Putting the right industry-specific accounting software in place will be a game-changer for hotels looking to pinpoint inefficiencies and significantly reduce expenses across property lines.

Analytics

Smart operators will seek out the most versatile technology on the market to collect and store information through data warehousing, which enhances data mining, analytics reporting, decision support and business forecasting. These capabilities will result in increased efficiencies, reduction of expenses and improvement of overall performance and profitability.

Over the next five years, the advantages of having a big data strategy will be infinite. Hoteliers who decide to apply big data in a meaningful way will reap the rewards in every facet of their business, from sales and marketing to guest satisfaction. On a micro level, big data will help property managers faced with countless day-to-day decisions make more informed choices on the floor, from keeping track of labor expenses to assessing the cost of a new light fixture. Using consistent data monitoring and evaluation, hotel teams will be able to deliver a higher level of service while making informed strides every day.

Technology and Labor

Effective labor management technology can help proactively notify management when there’s an issue and eliminate overtime before it happens to ensure that guest satisfaction remains high while balancing profitability. Mobile and dashboard data related to key functions that consume labor will become the GM’s best friend.

finally—partnering with a hotel-specific provider will continue to be invaluable for hoteliers to speed up their internal processes, minimize investment, reduce errors, and increase overall performance to make more informed decisions on the horizon

Hotels that participated in the white paper cited reasons why they do not currently offer ancillary services. Many talked about resources, including a lack of technology to streamline ancillary offerings for both on-site and off-site trip extras. With many hotels having their staff and management doing multiple jobs, hotel management is reluctant to add another task to management’s plate. This highlights the need for digital ancillary technology to address these valid concerns and reduce such effort while simultaneously scaling the operation.

managers are focused on perfecting the on-site process, instead of branching out and offering new services to differentiate their brand from their competitors.

Hotels, both large chains and independent boutiques, can learn from other companies in the travel sector who have successfully implemented an ancillary sales strategy.  Airlines were quick to offer ancillary services more than a decade ago. Now these non-core services such as priority booking, baggage fees and car rentals make up an estimated US$28 billion in revenue annually for the top ten airlines. This trained travelers to  purchase travel add-on services during checkout, and at other cross-sell merchandising points such as confirmation emails.

ancillaries that increase productivity provide value.

Trip extras that increase productivity include wifi access, early check-in/ late check out to continue working between meetings and travel. More than 70% of business traveler respondents indicated they are interested in purchasing more than core hotel products such as on-site dining, retail sundries and transportation options

Business travelers surveyed were most interested in purchasing off property local dining (36%), access to fitness/wellness activities (32%), and tickets to live shows/ events (31%), while in destination or on the day of service.

An ancillary strategy that is managed and implemented, with constant communication at the individual properties, can offer a consistent guest experience across the brand. Off-site ancillary offerings are opportunities for hotels to access more wallet-share for the business traveler’s trip. Offering car rentals, or restaurant reservations through strategic partnerships and additional loyalty points add revenue streams to the hotel, boosting profits without increasing ADR.

provides a centralized application to perform, schedule, and organize daily operations and transactions involved in the business.

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