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Meeting planners will leverage technology to gather in-depth attendee information: Finding out what makes attendees tick is a crucial part of a successful event management strategy. Now event organizers can use technology to gather and compile information in real time, which enables them to adjust their meeting strategies on the fly and demonstrate ROI.

Using technology tools to gauge attendee needs, get real-time data on event effectiveness and streamline planner workloads makes sense, as does a one-stop solution that leverages the ever-present smartphone.

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

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

use videos or animations that catches more attention and also makes the communication much easier

grab user’s attention with videos and animations

pdate can be made in a matter of seconds and whenever you want to.

3. Sound Investment Saving Money

convenience with an added benefit of cost savings. Since you don’t have to print new menus or promotional material regularly

4. Digital Display Create a More Memorable Experience

The right mix of graphics and videos can keep customers entertained

enhance the overall customer experience.

5. Better Visibility of Menu

2. Save Time by Easy to update Digital Display

ye pleasing than the regular paper

6. 24/7 Support

Many restaurants have started opting for 24/7 menus which create an impression on passersby too

7. Boost Sale up to 21-23%

said to have boost up sales by 21-23%

You can change menu items, prices, and promote specials without having to invest anything more to have your menus changed

8. Promote and Upsell Your New Items

sell and promote your newly introduced items on the menu.

13. Reduce Wait Time

Moreover a restaurant can use several other things like display fun facts or display promotional material to distract the waiting customers and get them less frustrated.

14. Meet Health Care Regulations

display calorie counts next to each menu item.

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

Store associates should always know which styles have been selling on instantly consumable dashboards. Armed with this information, they will be empowered to take action to turn lagging styles into leading styles.

Making inventory data available across all stores in real time allows associates to create customer orders for items they want but are not in stock in their store. Fillable orders are instantly visible and ship quickly.

Suppose a retail chain has one store that historically underperforms based on average units per transaction. Set the goal of reaching parity with other stores, create an attractive reward for reaching the goal, and make the average units per transaction metric available in real time to all store staff.

No longer must there be a physical barrier between sales associates and their customers. No longer will customers be frustrated by sales associates that stand behind the counter and never greet or approach them.

The Global Hospitality Accounting System Users Guide will provide for a wider community of information users, and demonstrate approaches to the production of alternative analysis of data for hotel performance measurement.

True business analytics will come into play – given the amount of data we’ll be able to collect and the machine assistance we’ll have – to put real meaning around the data and guidance for our business clients.

The concept of the continuous, real-time audit will come into play, and we’ll be assisted in our judgments – although the human element won’t entirely disappear. Fraud detection will be easier and far faster. Blockchain will move the auditor’s role away from having to check transaction data, and it will be used to test audit assertions as well.

Remote check-in with mobile keys will allow guests to go straight to [their] room and improve the hotel’s operational efficiency.”

The mobile technology used with radio frequency ID electronic locks delivers a more personalized and interactive guest experience—from check-in and informing guests of hotel amenities to securely accessing their room, all via their mobile device,

Telecommuting Is The Only Way Of Working For Many

With swift digitalization, security controls will shift to data sources, similar to the trend witnessed in IoT.

With millions of employees working from home, hackers’ focus has shifted from enterprise to remote working individuals. To handle the menace that exists in cyberspace, decentralized cybersecurity will rise where greater emphasis will be placed on data sources such as actual remote employees themselves.

User access controls have largely revolved around single or two-factor authentication. These methods rely on “something you know (username)” and “something you have (password).”

This means identity protection will be a top priority, and the best defense should involve building authentication systems that focus on “who you are.” This would require advanced biometric solutions such as fingerprint/thumbprint/handprint, retina, iris, voice and other facial recognition technologies.

The current state of privacy regulations is designed around the enterprise network and building the proverbial wall to keep sensitive data out of prying eyes.

With the remote working concept taking center stage, re-evaluation of these policies is needed to address the new cyberthreats.

From a risk management perspective, global privacy policies will need to encapsulate standard operating procedures regarding BYOD, GDPR compliance and state privacy laws.

The shift to cloud services offers employees, customers, suppliers and everyone else across the ecosystem a seamless and frictionless way to access data and applications. Remote access by various users would compound security challenges and present many new potential attack vectors. In the post-pandemic world, IT resources could shift toward data, particularly keeping data secure across cloud platforms.

This will facilitate cybersecurity teams to apply varied access controls and demarcate data storage to minimize the risk of cyber intrusion and data breach.

Innovative technologies such as ML/AI and AR/VR will see greater adoption. As we have already witnessed, video conferencing applications will continue to rise as non-contact interactions surge.

Sectors such as retail, hospitality and manufacturing will layer their adoption of robotics with added AR/VR capabilities.

Cybersecurity teams that are saddled with an events-based approach will be overly burdened with triages when a cyber breach occurs. By embracing an intelligence-driven approach, businesses can digitalize confidently with external threat intelligence as the guiding beacon.

Social engineering techniques to trick untrained and unsuspecting employees, third parties and contractors into releasing confidential information or letting an intruder into a corporate network will also intensify accordingly.

Cybersecurity awareness training for people across the entire supply chain and ecosystem will prevail.

Airlines want more flexible, robust commerce platforms built on contemporary software and architecture,” Harteveldt wrote.

“Airlines want commerce platforms that can support extensive fare and product transparency, dynamic pricing, rich basic and ancillary product merchandising and retailing and the ability to reliably and securely process the massive volume of shopping sessions.”

The airlines also believe that new providers who enter the airline distribution and commerce space will generate more competition and better selling solutions,

They will use the new-generation commerce technology infrastructure that powers airline CRS/PSS host systems and e-commerce solutions, thus reducing the need for lengthy, costly disruption in a conversion to a new passenger services system.

Like GDSs, value creation hubs will be designed to support high-frequency, high-volume shopping.

value creation hubs will be developed with the database-commerce operating and business environment in mind and will be designed to provide extensive fare and product transparency, support dynamic pricing and enable rich merchandising and retailing.

A key difference between GDSs and VCHs will be the business level at which they operate. Unlike GDSs, which work with individual airlines, VCHs will be developed for each major alliance – Oneworld, SkyTeam and Star Alliance.

Because the VCHs will operate at a “group” level, rather than at a single-airline level, the VCHs will house a “community link,” similar to the common platform operated by Amadeus, which will function as the “hub of the hub,” he said.

An important distinction between the GDS and VCH models will be the commercial relationship with subscribers, including agencies and other intermediaries.

Does this mean GDS companies will disappear? No, Harteveldt said.

Value creation hubs, or VCHs, will be aggregators that enable extensive airfare and product transparency, dynamic pricing, and rich merchandising and retailing, Harteveldt predicted in a white paper on “The Future of Airline Distribution.” The paper was underwritten by IATA

They will use the new-generation commerce technology infrastructure that powers airline CRS/PSS host systems and e-commerce solutions , thus reducing the need for lengthy, costly disruption in a conversion to a new passenger services system.

Today, the average diner is more sophisticated in every way.

You will be able to change your menu on a daily basis and even several times a day if you choose to

ablets are also environmentally friendly. You will be able to stop printing paper copies that kill trees and to stop adding to the overwhelming state of waste from printer cartridge

You might add games for children or offer games that will connect other patrons to compete against each other in a spirited quiz or puzzle.

Using iPads as menus will bring in more customers and improve profits in the end

you will be ensuring the success of your future.

American suggests that distribution companies begin using Direct Connect, powered by Farelogix. Travel professionals view this alternative concept as having to use a separate system for American Airlines reservations, possibly complimentary on a trial basis to the travel management company.

This may be the biggest travel industry news in the United States and beyond, since the deletion of travel agency commissions. There is also the possibility that more consumers will begin relying on travel agents to locate the best airfares.

They suggest it will make ancillary fees, such as priority seat and meal fees easier to track for business travel.

Imagine if every airline used a separate reservation system to distribute flight information, instead of the familiar global distribution systems (GDS) in place now. Individuals and travel professionals would have to compare flight costs on every reservation website or call each airline separately.

If every airline decides to utilize a different system and charge for their product to be sold, then travel companies may have to forward their costs to travelers, hence driving up the price of airfares.

American Airlines airfares can no longer be found on Expedia or Orbitz websites, or any site powered by Orbitz. These are two of many airline distribution sites that consumers can compare and book flights they choose. Each did not come to an agreement with American Airlines for a new contract to distribute American Airlines' product.

The contracts for the global distribution systems, Worldspan and Sabre, will be up for renewal soon this year. What will happen with American flights and air fares in those systems? will American not be offered in those systems as well, if an agreement cannot be made? What happens if other airlines decide to join with American? This may be the biggest travel industry news in the United States and beyond, since the deletion of travel agency commissions.

Though this is a major obstacle for travel agencies and other travel management companies, travel agencies, being fearful of the outcome for consumers, are ready to stand their ground and protect themselves and consumers alike.

As travel professionals are aware, Southwest Airlines are not available in most systems for booking reservations. However, they do not negotiate with distribution companies to sell their product. For the most part, Southwest is self-contained and stands on their own, as far as distribution methods go.

As travel professionals are aware, Southwest Airlines are not available in most systems for booking reservations. However, they do not negotiate with distribution companies to sell their product. For the most part, Southwest is self-contained and stands on their own, as far as distribution methods go.

Systems that track the other qualities that make each human unique are in development as well.

here are some systems being explored that can allegedly sniff someone, and also systems that can recognize the pattern of blood veins on a human being which are apparently unique to the individual,

new thing is contact-less Smartcards and RFID (Radio Frequency Identification) cards that need just be waved to allow room access.

Kimpton's 190-room Nine Zero Hotel in Boston was the first hotel to install a biometric iris scanner back in 2004

we navigate hotels is set to change in the blink of an eye. Or the swipe of a cellphone. Or the print of a finger. With futuristic systems like scent and iris scanners and digital facial-recognition, hotel security is being taken to the next level. #plain_module { width: 590px; height:170px; border: none; float:left; margin:0px; font-size:12px;} #plain_module img {border:none; width: 13px; height:14; border: 0px; margin:0px; } #plain_module .mini_main { margin: 0px; padding:0px; width:585px; height:220px; repeat scroll 0 0} #plain_module .mini_item_header {padding:10px 0px; margin: 0px 0px; font-size:16px; color: #555555; border-bottom:1px dotted #CCCCCC;} #plain_module .mini_item {padding:5px 0px; margin: 0px 0px;} #plain_module a { color: #49A3CA; text-decoration:none; } #plain_module a:hover { color: #F98419; text-decoration:underline;} span.gray {color:#949494;} .mini_main li{list-style-type: none;background-image: url(http://www.aolcdn.com/travel/bullet);background-repeat: no-repeat;background-position: 0 1px;padding-left: 10px;}

Like Norwegian, it will rely heavily on an app component, that, like Carnival, will also be available on interactive screens around the ship, in addition to mobile devices and stateroom TVs. And, like Royal, MSC will have a smart watch with geo-location that is also connected to the app.

In January, Carnival revealed the result of an 18-month project aimed at making the cruise experience more intuitive. Instead of largely relying on a smart phone, the company chose to build a “medallion.” The quarter-sized, two-ounce disc contains passenger information, incorporates geo-location services and is personalized with each cruiser’s name and sail date. It can be carried in pockets or worn on wristbands or pendants for an additional cost.The medallion interacts with the whole of the ship, which will be retrofitted with thousands of sensors and interactive screens, and miles of cable.

In the short-term, those innovations will looks like this: Guests will check-in through facial recognition technology — not check-in counters, thus eliminating lines. On board, passengers will be able to sign up for excursions, order drinks and make dinner reservations from a new Royal Caribbean app that also will enable crew to find passengers based on facial recognition. The app will partner with Royal’s WOW Bands, similar to Disney’s MagicBands, to open stateroom doors. And, thanks to RFID tags on luggage, guests will also be able to track the progress of their bags to their rooms. As with Carnival, the more passengers interact with the technology, the better equipped the app will be to offer meaningful recommendations.

For example, as guests approach their stateroom doors, the door senses the medallion and unlocks it for them. A digital photo wall senses a passenger’s approach — thanks to the medallion — and adjusts to show the cruiser his or her vacation pictures. After a guest requests a drink, either on an interactive screen, a smart phone or other device, crew can find that passenger wherever he or she is on the vessel because of the geo-location in the medallion.The operating system behind the medallion is Ocean Compass, an online vacation profile that passengers create before sailing, where they input their preferences; during the trip, they can add information via onboard screens and personal devices. Crew can also access passenger profiles in Ocean Compass, allowing them to offer relevant suggestions and address passengers by name.

Beyond that, Royal Caribbean plans to add virtual reality and augmented reality into the passenger experience. These concepts might transform cabin interiors with images of a starry night or a peaceful sunset displayed on screens on the walls, ceiling and floors. It could also transform dining by introducing virtual reality glasses that can transform the venue into a new landscape based on the cuisine passengers are eating.

But with the new technology will likely come privacy concerns. Much of the software cruise lines are introducing also involves capturing passenger information and using it to curate suggestions about what to do.

It’s already happening. In 2014, Starwood Hotels announced plans to start using smart phones as hotel keys, with the help of an app and Bluetooth connection. Hilton this year discussed plans to build a “Connected Room” in 2018, which will allow guests to control features of the room through an app, including lighting, entertainment and temperature.

It elevates the experience for everyone, not just the highest paying passengers, and not just on its best and newest units. I think it will become the norm...eventually the cruise industry and, not just the cruise industry, but other places, other tourism [entities].

The technology aims to ease irritations: the long lines to embark or disembark, crowded bars, the impersonal feeling of a mass congregation of people.

Carnival Corporation, Royal Caribbean Cruises, Norwegian Cruise Line Holdings and MSC Cruises — have all come out with tech that promises to make cruising a less cumbersome experience. Most of it incorporates facial recognition and geo-location.

In the next five years, the new normal in cruising is going to be a better-connected voyage that will largely do away with lines and waiting — some of the factors that deter travelers from cruising to begin with.

when Starbucks first launched its mobile payment app, the company has hosted over 70 million transactions, and its partnership with Square has been a mutually beneficial one for both companies.