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Meru is hoping the next-generation of Wi-Fi products will boost sales in China

China's education industry could be a safe place to find profits.

Meanwhile, the rapid-growing hospitality industry in China is likely to become another gold mine for Wi-Fi providers.

The number of five-star hotels in the country hit 651 in January and there are another 500-plus luxury hotels waiting to open

The association estimated that the nation's five-star hotels could exceed 1,000 by 2015.

Chinese telecommunications carriers have been able to develop their own third-generation telecom standards. Overseas communication network providers seem to have trouble adapting to the different industry standards.

The company is trying to team up with China's telecom carriers to better develop the market.

Equally as important, when considering whether to invest in new technology within the hospitality sector, is the need to recognize that technology is constantly changing and improving. Decision time frames are shortening. International hoteliers that have a good view on the future, realize that the technology decision they make today will only be relevant for the next 3-5 years at the most and are already planning next generation migrations.

As the wider hospitality industry continues to face a slow recovery, savvy hotel owners and managers should be looking inwards during this time with a view to ensuring that the technology they use to help run their facilities are best suited for the roles they have to perform.

Switching to the cloud from a client server platform pays off with a big drop in both the initial capital outlay and the ongoing operating costs for the property management and other systems.

pects of a franchisee’s business, from guest check-ins and housekeeping services to billing and finances. Over time new features have been rolled into the software platform making it more robust and useful for hotel owners—it’s currently distributed in eight countries and available in four languages. And while plenty of cloud-based PMS packages are now available from third-party vendors like Micros, Maestro, and RoomKey, Choice’s internal solution has garnered its fair share of attention. “We had been getting knocks on the door from IT vendors at other hotel companies and individual Choice franchisees that own other brands, saying they were interested in our product,” says Pacious, “So we set up a new division so we could take a look at other opportunities we could develop.” This led the company to launch SkyTouch last year, a new division that develops and markets cloud-based software solutions to hotels inside and outside the Choice system. Pages: 1 2 3 4 2013-06-18 Sean Downey !function(d,s,id){var js,fjs=d.getElementsByTagName(s)[0];if(!d.getElementById(id)){js=d.createElement(s);js.id=id;js.src="//platform.twitter.com/widgets.js";fjs.parentNode.insertBefore(js,fjs);}}(document,"script","twitter-wjs"); (function(d, s, id) { var js, fjs = d.getElementsByTagName(s)[0]; if (d.getElementById(id)) return; js = d.createElement(s); js.id = id; js.src = "//connect.facebook.net/en_US/all.js#xfbml=1"; fjs.parentNode.insertBefore(js, fjs); }(document, 'script', 'facebook-jssdk')); (function() { var po = document.createElement('script'); po.type = 'text/javascript'; po.async = true; po.src = 'https://apis.google.com/js/plusone.js'; var s = document.getElementsByTagName('script')[0]; s.parentNode.insertBefore(po, s); })(); (function() { var li = document.createElement('script'); li.type = 'text/javascript'; li.async = true; li.src = ('https:' == document.location.protocol ? 'https:' : 'http:') + '//platform.stumbleupon.com/1/widgets.js'; var s = document.getElementsByTagName('script')[0]; s.parentNode.insertBefore(li, s); })(); inShare0 Related Articles attachment-3

his led the company to launch SkyTouch last year, a new division that develops and markets cloud-based software solutions to hotels inside and outside the Choice system. Pages: 1 2 3 4 2013-06-18 Sean Downey !function(d,s,id){var js,fjs=d.getElementsByTagName(s)[0];if(!d.getElementById(id)){js=d.createElement(s);js.id=id;js.src="//platform.twitter.com/widgets.js";fjs.parentNode.insertBefore(js,fjs);}}(document,"script","twitter-wjs"); (function(d, s, id) { var js, fjs = d.getElementsByTagName(s)[0]; if (d.getElementById(id)) return; js = d.createElement(s); js.id = id; js.src = "//connect.facebook.net/en_US/all.js#xfbml=1"; fjs.parentNode.insertBefore(js, fjs); }(document, 'script', 'facebook-jssdk')); (function() { var po = document.createElement('script'); po.type = 'text/javascript'; po.async = true; po.src = 'https://apis.google.com/js/plusone.js'; var s = document.getElementsByTagName('script')[0]; s.parentNode.insertBefore(po, s); })(); (function() { var li = document.createElement('script'); li.type = 'text/javascript'; li.async = true; li.src = ('https:' == document.location.protocol ? 'https:' : 'http:') + '//platform.stumbleupon.com/1/widgets.js'; var s = document.getElementsByTagName('script')[0]; s.parentNode.insertBefore(li, s); })(); inShare0 Related Articles Hotel Market Insight: Cleveland a

This led the company to launch SkyTouch last year, a new division that develops and markets cloud-based software solutions to hotels inside and outside the Choice system.

Focus on revenue management.

For a large hotel, the data set may include dozens of customer segments, a dozen or more room types, several years of historical booking and reservations data, and upwards of a dozen length-of-stay types.

Ensure that all necessary modules are available.

To take the business beyond hospitality, Kerten has focused on technology and how the next generation of travelers is using it.

What millennials and Gen-Z want, she claimed, is to have their data used efficiently to create a seamless experience.

Hotels that haven’t properly invested in updated technologies can find themselves under-prepared for the increased workload that comes with having to manually update rates according to information being received from multiple channels. In light of an increasingly technologically dependant operating environment, hotels that still manually alter room rates and various revenue strategies rather than having the right technology in place to do this for the, can find themselves lagging behind the competition - both in terms of meeting their revenue potential but also in their ability to deal with different periods of patronage.

As the hotel industry continues to move towards a more dynamic and inter-connected environment it is vital that the correct technology infrastructure is in place to meet this challenge. Technology must enable a seamless flow of process and procedure and decisions through all aspects of the business, thereby enabling a philosophy of managing by exception rather than on a day to day tactical basis.

Importantly, hoteliers also need to realize that the hospitality industry is constantly changing and a lack of up-to-date technology and older strategies will not always be applicable to new, unique situations.

Equally as important, when considering whether to invest in new technology within the hospitality sector, is the need to recognize that technology is constantly changing and improving. Decision time frames are shortening. International hoteliers that have a good view on the future, realize that the technology decision they make today will only be relevant for the next 3-5 years at the most and are already planning next generation migrations. There is an onus on the vendors to also re-invent themselves and re-invent their technologies. The concept in 2009 - 2010 of having something 'future proof' is both outdated and naïve.

Hotels that haven't properly invested in updated technologies can find themselves under-prepared for the increased workload that comes with having to manually update rates according to information being received from multiple channels.

Another key factor to consider pertains to reduction in losses, including losses related to errors in manual updates and delayed or lost room charge postings

To what extent will the new system reduce the amount of time currently being spent on managing front desk activities, including check-ins and check-outs, and on such time-consuming tasks as consolidating guest accounts and managing rates and availability across distribution channels, including OTA, GDS, Web, and travel agents?

less expensive and require less up-front investment

most cloud-based systems also use a subscription “pay as you go” model, which generally means no long-term contracts and no upfront capital investment for the software or hardware

it is important to confirm which software features and modules, including future upgrades — as well as which hardware components, if any — are included in the base (recurring) price so as to avoid any surprises down the road.

These improvements should be reflected in increased RevPAR and profitability. Better data integration and accuracy should improve revenue management and channel management capabilities, also translating into favorable financial outcomes.  

Getting food at the source saves those fees, and even if the diner tips, it's often only a dollar or two for a single meal, more if the order is larger. And the diner has the option of where they'd like to eat their meal. They can sit down in the restaurant, take it home or go someplace else.

Pre-order has become a standard feature for some of the country's leading fast-casual restaurant brands, including Panera Bread, Shake Shack and Chipotle, while quick service brands such as McDonald's, Starbucks, Dunkin' and Domino's also have adopted it.

Given how quickly the restaurant world is being transformed by digital ordering, it seems a bit surprising that only 26% of restaurants surveyed had such mobile point-of-sale technology

But 59% of restaurants said they plan to add it in the next year.

Beyond that, about 18% of restaurants have technology allowing customers to order at the table, like the tablet screens deployed at Applebee's. However, 52% said they would add the capability in the next two years.

The digital shift seems all the more urgent when it comes to the role that mobile devices are playing in dining decisions as well as the meal experience itself.

53% of millennials say their visits to a restaurant are influenced in some way by digital technology, from being able to search a menu online, to reading reviews, to scrolling through Instagram photos, and posting their own after. For all diners, the figure is 40%.

But a new study of restaurant guests and executives has found that an increasing number of people want another option: the ability to order food in advance via mobile apps and have it waiting for them when they arrive.

Increase connection points and power access in the guest room.

Take advantage of common spaces. Hotel lobbies, bars, restaurants, and gyms are becoming the preferred spots for guests to work, socialize, and relax. This is especially the case for millennials and younger travelers, who increasingly favor the lobby area as a place for productivity and socializing.

Ensure a seamless indoor-outdoor connection.

ffering safe power access in outside spaces is a critical consideration when thinking through connectivity’s role in the hotel experience.

Convenient, intuitive access to power to keep them connected is essential throughout the room but should not interfere with the room’s design

  Keep sustainability in mind

By implementing products or controls to manage and increase energy efficiency on-property, hotel owners and operators can achieve cost savings that benefit the bottom line.

The hotel industry hasn’t kept up with the state of the art to the degree other industries have, says Shah, particularly with regard to pricing and customer convenience.

significant. It could be several hundred thousand dollars in additional costs over the next three, four or five years.“

The need for a new generation of computers, data centers and security equipment for the nation’s hotels is driving up the expense of technology in the hospitality industry, says Mitesh Shah, chief executive officer at

 The average [technology] cost for a 400-room hotel has been about $50,000 a year. That  cost is going to go up as the brands start implementing new technology to take the place of systems that have been in place for quite some time,” says Shah.   “That cost could be  significant. It could be several hundred thousand dollars in additional costs over the next three, four or five years.“

The upgrades involve both communications that make life more convenient for travelers, and the unseen hardware that makes hotels function more smoothly.

Hackers are more aggressive than ever, and the cost of protecting hotel systems has risen accordingly

cost is going to go up as the brands start implementing new technology to take the place of systems that have been in place for quite some time,” says Shah. 

Traditionally, too many hotel managers focus on the condition of the carpets and walls  — whether they need painting or new pictures, or fresh plants in the lobby, rather than scrutinizing their technological infrastructure.

Examining how people buy and use media shows that bandwidths are growing more sophisticated, and the trend in a hotel experience is to become more connected,

And too many hotels are unable to provide that level of technical response.

Costly upgrades don’t always translate into higher rates, however. “The question really is, can you charge more for it? Or is it part of the experience?”

high-speed Internet, for instance, it’s an amenity that customers demand, but they’re not necessarily willing to pay extra for it.

Another expense involves business intelligence technology — the detailed analysis and tracking of a hotel’s daily, weekly, monthly, and quarterly performance.

Operating teams then analyze the results and plan their financial strategy on a day-to-day basis, says Shah.

When it comes to creature comforts, travelers don’t want to compromise, says Shah. They want the same comforts on the road that are available at home

Cloud-based hotel software has been shown to boost productivity, efficiency, and cost-effectiveness

Additionally, through the centralization of operations, hoteliers can eliminate the need for on-premise servers at each property

In fact, the hotel group, Triple C Hotels and Resorts, reported a 60% savings on software costs when they switched to Cloudbeds’ cloud-based hospitality software

For example, Cloudbeds hospitality software implements periodic auto-logoff features that require users to re-enter their password, two-factor authentication for an added level of user verification, and automatic removal of guest credit card data after 14 days

The high-level security standards followed by cloud-based hotel software is due in part to its rigid compliance with PCI requirements.

Unlike locally installed software, one of the more attractive elements of using a cloud-based hotel software system is the ability to adapt, grow, and integrate with future trends

Unlike conventional hotel software models that require hoteliers to purchase licenses and hardware, cloud-based hotel software is sold as a service that enables clients to add on as many or as few tools and features as needed.

In fact, a study by Frost and Sullivan showed that businesses can cut IT costs in half by implementing cloud-based computing solutions to customer support.

ability to host a property management system (PMS) from a remote location, allowing hoteliers to access property data from anywhere in the world with an internet connection. This feature is unique to cloud-based software and eliminates the need for hoteliers to be physically present at their property to be able to check in on daily management operations.

Eliminate the need for manual data sharing and processing

Give staff more mobility and accessibility around the property

next two to three years hoteliers are expected to invest 7-8% more on cloud technology

an spend more time attending to guests

ransitioning to a cloud-based hotel software solution can seem like a daunting task at first

Accelerate hotel check-in / out

Eliminate the need for manual data sharing and processing

customizable

In an industry that is always changing, this kind of flexibility is priceless.

across multiple properties simultaneously

faster for operations, online booking and customer service.  

frequent security updates t

Cyber attacks and tighter regulations on privacy policies have made the need to protect guest information more important than ever. This topic is a main concern for those considering switching to a cloud-based PMS system since data servers are hosted off premises.

FLEXIBLE, CUSTOMIZED CONFIGURATION

indows based Property Management System that incorporates the latest in advanced technology. It is designed to provide all the features of a sophisticated Front Office system linked with other computerized hotel applications on the same relational SQL database. 

he Optima Property Management System enables maximum performance, utilizing the latest technology. Together with the use of a modern GUI it offers the ultimate system for any Front Desk. 

Nevertheless, these well-accepted attributes of HR have been challenged in the past few years, as several indicators reflect fundamental changes within the HR function,

although little has changed in this function over the past decades, there are growing expectations that HR will improve corporate competitive advantages by adding real measurable value to the organization.

The apparent difficulties in upgrading HR to a strategic position in organizations result in missed opportunities especially in hospitality and tourism, where the human capital has substantive potential to improve the competitive advantage of enterprises, particularly due to the growing competitiveness of the industry, as well as the centrality of the human element in the delivery of hospitality products and services

The second change in contemporary HR which, interestingly, is closely related to the previous one, is the growing trend of incorporating advanced information technology (IT) in HR practices.

There is extensive evidence to the growing transfer of HR functions to digital formats, as can be seen in the growing popularity of human resource information systems (HRIS) among organizations. HRIS is currently perceived as one of the important factors influencing the role of the HR function, as well as the workplace as a whole. Although in many aspects, technology remains under-utilized in HR functions (Jones and Hoell, 2005), recently its effects have begun to be evident in many organizational aspects,

Furthermore, it is widely argued that the adoption of HRIS is likely to promote HR to the awaited position of strategic partner in the organization. The main reason for this is that by using HRIS, HR professionals can improve their performance by gaining better knowledge of the organization and its employees, thus facilitate participation in strategic planning and implementation. In addition, by improving the efficiency and effectiveness of the HR day-to-day administrative tasks, HRIS allows the HR staff to dedicate more time to strategic decision making and planning, which consequently provides more value to the organization to enhance its position within it

modern HRIS make optimal use of internet and web capabilities for performing their tasks

successful HRIS support the planning and implementation of managerial key processes in the organization, such as executive decision making, technology selection, interdepartmental integration, and organizational reporting structures.

Intranet-based employee self-service (ESS) provides employees direct access, mainly through a web browser but also through a centralized kiosk, to personal HR-related information. Thus, the employees can individually handle transactions that used to be carried out by HR personnel,

Both MSS and ESS create a trend of delegation of responsibilities and activities that were once considered to be the domain of HR professionals and administrative personnel, directly to employees and managers

HRIS was seen mostly as a special form of office automation systems, the emphasis being on reducing costs and staff while making the standard HR tasks more efficient

In addition, in today's workplace the HR tasks have become more complex, along with organizational trends such as globalization, consolidations, strategic partnerships, and greater than ever governmental and regulatory reporting requirements for employees.

Therefore, from the administrative perspective, by providing powerful computing capabilities, HRIS are changing and improving procedures and processes that were carried out less efficiently before,

the automation of routine transactions provides HR professionals with time to perform strategic functions related to the human capital

HRIS allow the firm to be proactive in HR planning, by giving managers a constant flow of employee information

since HRIS can significantly improve the way employees and managers communicate with each other through various communication channels, this improves the flow of information and expertise throughout the organization, thereby enhancing the firms' strategic capabilities

Another prominent perceived characteristic of the HR function has been its reliance on relatively low-tech methods in implementing its tasks

Although HRIS can provide both administrative and strategic advantages, it should be noted from the onset that they are usually expensive systems to purchase and implement. Designing and implementing customized HRIS, adapted to the specific needs of the organization, will significantly enhance its functionality, but will result in increased software and hardware costs, as well as time-to-deployment

the initial costs of developing such HRIS are high,

In order to reduce the costs of HRIS, an organization can purchase off-the-shelf applications composed of HR database programs, aimed at meeting the general needs of HR functions

These findings point to the vital need of the HR function to provide evidence of the effectiveness of HRIS, for the purpose of attaining the executive management support for the change.

for a successful implementation of HRIS, it is no less important to obtain the support of managers and employees in the organization. Although modern HRIS offer clear advantages to managers, through the use of MSS, for better management of their staff, the implementation of such systems is likely to be followed by a certain level of resentment on the part of the managers. Since MSS transfer the responsibility of performing employee HR-related transactions from the HR staff to the direct managers, many of them are frustrated since they feel that additional administrative tasks are being imposed on them

Another relatively common problem, concerning both the implementation and the flowing management of HRIS, is the question of who is in charge of the system. Since the successful development of HRIS requires the input of both the IT and the HR departments, it is not uncommon for disputes over areas of responsibility to break out between these departments.

Other territorial conflicts around HRIS may arise when departments feel that the system expropriates some of its authorities; for example, the payroll department might resist HRIS that combines payroll functions. A possible solution to such a problem can be the establishment of cross-functional teams that run HRIS projects

the implementation of HRIS raises both ethical and legal issues that need to be addressed by the organization. First, the use of relational database technology provides access to more detailed employee information than ever before.

Second, HRIS usually contain private information on the employees, while the access to this information is often allowed to employees outside HR, as well. As a result, some employees feel that their private lives are not protected adequately.

The hospitality industry is characterized by a higher turnover rate than other sectors of the economy

Traditionally, HR in organizations has utilized low-tech methods in recruitment.

Internet recruiting benefits both the organization and the job seeker's perspectives (Pearce and Tuten, 2001; Singh and Finn, 2003). The benefits to the recruiters include: Cost savings, as it is significantly cheaper to advertise on the internet than in a newspaper. Compared to the use of professional search firms (also known as headhunters) the amounts saved are even higher. Recruiters generally receive more applications, which results in a greater pool of candidates from which to choose. Recruiters may receive applications faster, often even on the same day a position is announced. Improved ability to target a specific audience, thereby decreasing future turnover. Time saving, as more unqualified or unfit applicants can be eliminated, through online contact, in the initial phases of the recruitment process.

On the other hand, internet recruitment is not without limitations.

Once the recruitment process has ensured a large pool of applicants to choose from, the next phase is to select the most suitable candidates.

Traditionally, these selection methods involve the visit of the candidate to the organization or, to a lesser degree, to an assessment center, for interviewing, pen-and-paper testing, or situational testing, including group dynamics.

The use of advanced technology allows the selection process to complete the widespread online recruitment methods.

Nevertheless, the main impact of technology in selection procedures is in relation to employee interviewing and testing.

Anderson (2003) broadly described the prominent technology-based selection procedures, along with an assessment of their acceptance and effectiveness.

Adequate training is essential in providing quality services, yet traditionally hospitality organizations have not invested adequate resources in training their employees (Conrade et al., 1994). Most of the knowledge and skills of hospitality employees is transferred through on-the-job training,

However, as noted by Collins (2004), delivery of organized and structured training programs in the hospitality industry is a constant challenge, mainly because of the size and geographical dispersion of the workforce, as well as the extensive resources – financial, work, and time – needed to establish in-house training programs.

Although technology-based training methods have been available for a long time, the hospitality industry has usually lagged behind other sectors in adopting them.

Web-based training (WBT) can deliver courses nationwide or worldwide at all time zones to any connected computer, and is easy to update and monitor.

Effective performance evaluation plays a critical role in the successful implementation of organizational strategy and in gaining a competitive advantage. Therefore, in addition to important HR decisions that greatly rely on performance evaluation, such as promotions, outplacements, dismissals, many organizations link performance to compensations and rewards. As noted by Bowley and Link (2005), a performance-based compensation plan, often known as “pay-per-performance,” should reflect the organization's goals.

the traditional methods, based on a disconnected blend of discrete applications, spreadsheet programs and paper-based systems, to communicate goals, track employee performance and manage compensation, are insufficient in the contemporary challenges of linking performance evaluation to organizational strategy (Bowley and Link, 2005). Yet, although sophisticated HRIS were developed to meet these contemporary challenges, Ensher et al. (2002) found little effect of HRIS on the process of performance management among HR executives, who still rely on paper-and-pencil administration and hard copy documentation of employee evaluation.

Nevertheless, CPM has drawbacks that are highly relevant to a service industry such as the hospitality industry (Miller, 2003). The main concern that CPM raises is that reliance only on quantitative criteria is likely to lead to the neglect of more qualitative aspects of performance.

Consequently, an effective CPM must be followed by the establishment of an employee development plan, designed in collaboration with his/her supervisor. The second application of technology in appraisal management is online evaluation and appraisal software (Miller, 2003). In contrast to the aforementioned CPM, in these cases technology facilitates delivering performance feedback, rather than generating the actual evaluation outcome.

360° feedback,

In addition, evaluation software packages can be used as stand-alone applications or as an integral part of the organization's HRIS, which offers computerized standard evaluation forms. The use of user-friendly software in evaluating employees allows managers to focus more on the contents of the evaluation, rather than on the forms.

Therefore, the use of computer software programs allows better coping with these challenges, while saving time and money.

While the organization enjoys the reduced need for complex bureaucracy, the employees enjoy better control and enhanced anonymity, as there is no need for dealing directly with HR staff on personal financial matters.

The use of HRIS has significant impact on the current affairs between the management and the employees, as well as the characteristics and the environment of the contemporary workplace. From the administrative perspective, through the HRIS the managers and the employees have access to relevant information on employee work rules, policies, and regulations on issues like privacy, illegal discrimination, and work diversity. In addition, the HRIS can assist discharged or displaced employees in finding alternative employment, by providing links to career counselors, training programs, and information, all of which are required for a successful and effective job search

technology has changed the nature of the workplace and employer-employee relations more fundamentally than just providing more accessible information.

Traditional e-commerce technology provides product/service, promotion, placement, and pricing strategic initiatives to external constituents through the use of extranet platforms merged with intranets (for instance, customer relationship management). HRIS technology provides the same initiatives through the use of intranets merged with extranet platforms (for example, recruitment). Thus, HRIS technology may be considered to represent internal e-commerce systems, which are crucial to the alignment of HR functions within strategic initiatives aimed at sustainable competitive advantages.

The evolution of HRIS platforms provides a range of tools for use by enhancing employee-employer relationships. The full service range of HRIS functions brings human capital closer to the strategic direction of the organization.

However, the technology is merely a tool that may enhance strategic alignment.

There is also evidence from the literature that a disengagement of the HR function from strategic initiatives exist in many hospitality enterprises.

It is common knowledge that the hospitality industry is labor intensive with many points of intimate service interactions of long duration. HR will produce sustainable competitive advantages for those firms that include the HR function in a united strategic direction.

The literature identifies the advantages of aligned human capital as a means to accomplishing sustainable competitive advantage for enterprises.

The energy savings guidance for design of new hotels provides a first step toward achieving a net-zero-energy building, reports Green Lodging News.

more businesses moving to solar energy and this is just one of the opportunities to make hotels and other accommodation type operations more environmentally friendly.

Note: the Marriott Residence Inn in West Orange NJ was the first NJ hotel to install solar panels.