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Exploring the promise of e-tablet restaurant menus - IJCHM-01-2013-0039 - 0 views

    • drbucky
       
      My main refute to this assertion is that some fine dining restaurants maintain very limited menus and their printed menus, sometimes very plain and direct, with no pictures or "sizzle" words, reflect the finer, more elegant style of the establishment. For that reason, some restaurants use no printed menu, at all.
  • Although there is evidence of the importance of restaurant menus and theirdevelopment from past research
    • drbucky
       
      This article compares the efficacy of printed menus to electronic (tablet) menus with no "ordering" capability. No additional published research appears to be available to compare the efficacy of emenus with ordering capabilities to traditional menu/ordering processing. This would make for interesting research, particularly across the different sectors of the industry.
  • It can be described as the map that encourages easy navigation between hunger andsatisfaction for customers
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    • drbucky
       
      I have heard the printed menu referred to as "the restaurant in print"
  • Its principle duty is to direct thepatron’s attention to those items that the operator desires to sell and is reflective of thedecisions concerning what to serve, how it should be served, and the prices to becharged for menu items.
    • drbucky
       
      While the "principle duty is to direct the patron's attention to those items that the operator desires to sell...", the printed menu, when used, must also reflect the atmosphere the operator decides to convey. For many concepts, the tablet menu would certainly enhance that element but I am not sure that this technology would do anything other than distract from the intended atmosphere.
  • Technology has provided restaurateurs with limitless opportunities to improve theirmenus.
    • drbucky
       
      One very positive facet of e-tablet menus: the ability to make changes to prices and images much more quickly than would the printed menus. However, when (not if) "glitches" occur, an establishment might be left without menus to provide the guests or printed menus with outdated information. In the end, it may be necessary to maintain up to date physical menus to have for backup at all times.
  • Put differently, e-tablet menus should be able to deliver richerinformation contexts in the service encounter than traditional paper-based menus.
    • drbucky
       
      I wonder if the use of etablets decreases the expectations that servers maintain this knowledge to provide excellent service. The dynamic between guest and server changes but I am not certain it would change for the better.
  • irst, nearly 50 percent of the sample were 50years or older. Although a relatively younger demographic may be examined later infuture research, the very fact such palpable differences prevailed with the so-calledlaggards of technology adoptions (older demographic) is significant in itself
    • drbucky
       
      Certainly, this is a very important detail. Baby Boomers and older Generation Xers involved in this study prefer this technology over traditional menus; these are generations usually not associated with embracing newer technology - while Millennials tend to embrace technology more readily.
  • the enhancement of guestexperience
    • drbucky
       
      Although I have significant concerns that this kind of technology could decrease the dynamic of the relationship between the live server and the guest, data in this study convinces me that there is a time and a place to use this technology to "enhance" the guest experience. I do not see this as a cost savings (rather, it may be more costly to use this technology) but as a revenue generator. The danger is in allowing serving staff members to get lazy and rely on the tablet rather than their own skills.
  • . However, at a fundamental level, menus play an important role inalleviating consumers’ perceived risk over the menu items they order in a restaurant.
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What is an HRIS? A key tool for all your human resources needs | CIO - 2 views

  • Absence management
    • yvenisem
       
      I remember I had to manually put this in because the time cards and the leave tracking feautures were not linked.
  • Most HRIS offer broad self-service functionality to streamline HR functionality and ease the administrative burden.
    • yvenisem
       
      I worked in HR for a couple of months and it is INSANE how much paperwork they have to deal with
  • An effective HRIS provides information on just about anything a company needs to track and analyze data about employees, former employees, and applicants, from their first application, through their tenure on the job, to resignation or retirement. It’s a one-stop-shop for individuals, employees, managers and hiring and recruiting professionals to find information when they need it.
    • yvenisem
       
      Best way to describe it, almost sounds like the perfect tool
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  • HRIS can free HR administrators from handling non-strategic, mundane HR tasks such as data entry so they can focus on more human-related tasks, such as interviewing and personnel development
    • yvenisem
       
      Most important feature. HR is so much more than paper, we need more interaction with HUMANS
  • An HRIS can also improve privacy and security by securing information digitally.
    • yvenisem
       
      There is a concern for if there was a cyber attack
  • As such, a comprehensive HRIS enables a company to more effectively project and budget its HR costs, and it can improve efficiency when it comes to decision making
    • yvenisem
       
      Especially when it comes to compensation
  • uch procedures can be automated and performed independently, without the need for human supervision or intervention.
    • yvenisem
       
      This is what technology is for and some companies are not yet making the switch
  • Kronos Workforce
    • yvenisem
       
      We use this at my job!
  • Workday
    • yvenisem
       
      We use this for the part-time employees
  • rovide training to ensure your HR professionals are adept at using the solution and know where to go for help.
    • yvenisem
       
      AS WELL AS MANAGERS IN ALL DEPARTMENTS
  •  
    This article briefly introduces HRIS. The article first introduces the reader to what HRIS is, and then briefly introduces the differences between HRIS and HRMS and HCM. The functions of HRIS include management of employee information, company documents, recruiting / ATS (applicant tracking system), benefit administration / open enrollment, absence management, compensation management / payroll, training and development / performance management. Effective HRIS can provide all the information the company needs to track and analyze data about employees, former employees and candidates, from the first application to the term of office until resignation or retirement. HRIS can also improve the efficiency of human resource decisions. Finally, the article also gives considerations for choosing HRIS solutions and HRIS implementation skills.
  •  
    This article goes over the main basics of HRIS's in terms of the different names used, what is is used for, and the benefits of the systems. The benefits section is the meat of the article, as it shows how these systmes can free up time and energy from mundane tasks once they are automated. One example of this is tracking leave. I remember that i had to once go back and add sick, annual, job basis, and family medical leave for over 500 employees because this was not (and still is not) automated. In conjunction with my other projects, this took a couple of months do to because no one had been doing it for a year.
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My Head in the Clouds (computing): A Case Study of a Restaurant Group Embracing Off-Sit... - 0 views

  • These applications simplify daily tasks for management teams and staff, which will ultimately leverage senior management down to focus on the bigger picture
  • he year was 2010 and the impending doom of PCI Compliance was upon us.  At best, our network infrastructure was dated and we needed to act quickly to get it into compliance.
  • CI Compliance is an almost unachievable set of network security standards designed to protect the credit card giants, who already charge them way too much for credit card processing and continually squeeze them with a plethora of monthly fees. 
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  • The Payment Card Industry Data Security Standard (PCI DSS) is a set of security standards designed to ensure that ALL companies that accept, process, store or transmit credit card information maintain a secure environment
  • he restaurant industry is also plagued with security breaches, including large chains such as Darden (Cheddar’s), Panera Bread, Sonic and Arby’s.
  • Operators must identify network vulnerabilities, physical vulnerabilities, and operational vulnerabilities that could result in a credit card breach and fix them.  In summary, it is a painfully tedious, extremely time consuming, and potentially expensive process
  • It is extremely important for the security of our guest’s payment information, both for ensuring trust with our customers and limiting legal liabilities
  • PCI DSS is mandatory for any and all businesses that accept credit cards.  It involves a process of assessment, remediation and reporting.
  • egacy systems such as Positouch, Micros, and Aloha are bulkier, more expensive, and much harder to program and implement.
  • In a nutshell, PCI DSS forced us to upgrade our network, which ultimately allowed us to operate in the cloud.  This unintended outcome to a painful requirement was truly a blessing in disguise and it pushed us into new territory – the cloud!
  • IBM defines cloud computing as “the delivery of on-demand computing resources — everything from applications to data centers — over the internet on a pay-for-use basis.”[iii]
  • ud computing can streamline our operation.
  • The first order of business was to get our network infrastructure in order.
  • Toast
  • It is extremely intuitive, like using a smartphone, thus needing very little training. As wireless POS solutions evolve, legacy systems will eventually be phased out.  It is only a matter of time.
  • EMV (Europay, MasterCard and Visa) is another set of regulations that are coming to the restaurant industry. “EMV is a global standard for cards equipped with computer chips and the technology used to authenticate chip-card transactions.”
  • Pay My Tab will fully integrate with our POS system and eliminates many bulky PCI DSS requirements.
  • llows for remote access, allowing management to check flow of service, identify unique reservations, and make sure that waitlists are being managed appropriately. 
  • good communication is key for making sure work-life balance is maintained.
  • An area which the cloud has really saved our restaurants time is with food & beverage inventories. 
  • This has greatly improved productivity and allowed our management teams to communicate in real time.
  • Our office hardware now consists of much less expensive “Network Computers”, which do not require expanded memory for giant program
  • Although the solutions highlighted above create efficiency and save time, they do not serve guests and they don’t understand the art of hospitality
  • It is imperative that as restaurateurs we continue to create a positive environment, embrace innovation, and engage and train our employees in the art and skill of hospitality.
  •  
    This article is an case study on how one restaurant group could use cloud computing to improve their business. By not only securing the companies information by the customers as well. Reviewing the key points of sales interactions between customers and the restaurant, like the POS, Tableside payments, reservations and management assistants.

Want to Be a Hotel Event Planner? Here's What You Should Know First - 0 views

started by keugent on 29 Oct 19 no follow-up yet
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5 Reasons Why Event Management is Important in Tourism - 2 views

  • Events act as important motivators for tourism.
  • If you look at the destinations that gained popularity in recent times, you’ll find out that the flow of tourists to this place began after the successful event management.
  • This is the major reason why the role of event management in tourism is so important. Tourists and travelers need to understand why they should visit a particular destination. Therefore, event tourism comes to the rescue.
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  • These plans should focus on the planning of social events in order to achieve the full potential of tourism. Managing events is the activity that deals with developing and planning various kinds of events for that society. A fruitful integration of event management into touristic activities will win success and attract numerous customers to the target destination.
  • The development of tourism and the introduction of new destinations reveals the huge perspectives for the growth of event management. The majority of most social activities, such as festivals, recreational events, etc., have become possible due to the tourists, which travel around the world in search for new impressions and emotions.
  • Tourism event management promotes the loyalty of regular customers.
  • The term “event management” can puzzle some people who have never thought about its meaning and role in modern society. I
  • The key tourism goal for events is to attract more tourists (especially in off-peak seasons) to serve as a catalyst for urban renewal and to increase the infrastructure and tourism capacity of the destination to foster a positive destination image, which contributes to general place marketing to animate specific attractions or areas.
  • Nowadays, events can mitigate or aggravate political situations, which is another lure for tourists.
  • he best example for this is the impact of major sporting events, such as the Olympic Games or Worl
  • When certain parts of society reached a certain economic peak, they shifted to a more thoughtful way of life that included alternative energies, wise ecology, and environmental protection. This also made way for the birth of completely new consumer needs, which increased the demand for a specific range of events and tourism.
  • Management of events provides various opportunities for the travelers to spend their time without being bored. If you plan your visit to some exotic country, it doesn’t mean that your vacation will be limited with rambling across the sights and historical monuments of the destination. You can diversify your trip with extreme events or any social activities.Thanks in part to event management, you will surely experience a wide array of emotions and experience many new things.
    • ngerv001
       
      Wherever and whenever one is planning a trip to a location they want to have fun and live in the moment. From cruises that have excursions and on boat activities, to hotels that offer cocktail hours for incoming groups to live performances, having a way to keep guests entertained are crucial and vital to keeping a guests happy. It is important for the hospitality industry have different outlets to provide a memorable experience for their guests that will lead to positive reviews, word of mouth recommendations to repeat business, event managements are important. As event managers it is key to always be looking for ways to keep guests entertained, relaxed and overall having a great time.
  • Events in tourism development produce an incredible impact on the industry as a whole and influence a broad range of human activities: politics, environment, socio-cultural, and other aspects.
  • Although event management and tourism are different notions, it should be mentioned that they are closely aligned with each other. Actually, regardless of the type of tourism you choose, event management will accompany it within the entire period of activity.
  • The key tourism goal for events is to attract more tourists (especially in off-peak seasons) to serve as a catalyst for urban renewal and to increase the infrastructure and tourism capacity of the destination to foster a positive destination image, which contributes to general place marketing to animate specific attractions or areas.
  • You cannot possibly underestimate the importance of events for tourism. The most popular types of tourism events, regardless of the tourism type, come in a wide range of exciting options. Various types of festivals and events have always existed as significant parts of human society.
  • Tourism and event management are said to have evolved from primitive gatherings of people for agricultural or religious reasons into the more modern type of events—large-scale, corporate and governmental—as well as their long history of attracting tourists and establishing host communities as tourist destinations.
  • The emergence of new political powers, capitalism, new products, and new social relations, as well as a new way of modern life, paved the way for more versatile event tourism development and a growing number of cutting-edge events.
  • Today, it is not surprising that apart from the above-mentioned impacts, events also have the power to affect the formation of a destination’s image and can help with promoting, positioning, and branding it across the globe.
  •  
    This article greatly described the importance and significance event management has for the tourism industry. Special events definitely draws individuals in to multiple destinations, which delivers a huge boost for the tourism industry.
  • ...2 more comments...
  •  
    The following article, 5 Reasons Why Event Management is Important in Tourism, focuses on event management within the hospitality industry. The role of an event manager within the hospitality industry is a very complex job and it takes someone with a vision and skills in order for a successful outcome. Event management is important within the hospitality industry because tourism is truly dependent on the effective management of events. The article provies the following example, Niagara Falls is now a known destination and is a prominent place to visit, however, the main "flow" of tourist started as soon as the event managers had begun to arrange tours, cruises, etc. Event management is vital within the industry and this article highlights some of the important impacts it has on the industry as a whole. "Naturally, tourism and event management can exist separately, but their consolidation can bring many benefits not only for the development of tourism but also for the development of the economy of countries or cities in total."
  •  
    The article highlights why event planning is an important element of tourism. It discusses key social, political, and cultural events that span both tourism and event planning. It strives to establish a clear connection between the benefits of tourism and social events implemented from a streamlined perspective.
  •  
    This article talks about how different types of events are important for tourism. Events such as mega, hallmark, major and local events attract more tourists such as the olympic games or the Superbowl. Some destinations are visited only for special events, driving more tourism to that destination. As tourism has become very dependent on effective event management, small events such as arranging tours in a destination have led to an increase in tourism. The development of tourism and the introduction of new destinations reveals the huge perspectives for the growth of event management. The majority of most social activities, such as festivals, and other recreational events have become possible due to the successful event management and the travelers that they attract.
  •  
    Event Management can be both local and global, it is the management of various activities including conventions, meeting and other major activities. Tourism is not considered a part of event management; it is classified as a set of tourism related activities. Tourism is thus divided into various niche activities. No matter what tourism type you choose, event management will always be a part of the activity. There are various types of classifications. Events may be condsidered Mega, Hallmark, Major or local. It is necessary to recognize the importance of events to the tourism product, and as such, you should never take for granted the need for proper and effective coordination. It is also important to note that events such as cultural activities also aid in destination development. A key factor in having these events is to promote the destination and attract more visitors, particularly at times in the season when things are slow. The introduction of events can serve to stimulate local economies and draw attention to unseen parts of the destination, as well as aid in the building of infrastructure in those communities. It is also important to note any event requires significant planning, the who, what, where and how allows a better understanding of how a proposed event may impact a destination's image and can help with building a stronger global brand. The significance of tourism in event management is centered around possible offshoot activities such as tours and entertainment or any other economic benefits that maybe be derived beyond the event itself. By creating such signature activities, it is likely that you broker relationships with visitors, which could likely create loyalty to your brand.
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What Exactly is an HRIS? The Complete Breakdown - BambooHR Blog - 0 views

  • an HRIS system is the integration of HR activities and information technology.
  • It enables data entry, tracking and management for human resources, payroll and accounting.
  • most HR teams use an HRIS to help them improve their processes and stay organized
  • ...8 more annotations...
  • it’s good for everyone who works with HR to be familiar with a few HRIS basics like the variations and definition of HRIS, what an HRIS does, which organizations need HRIS, and how to best use an HRIS.
  • With an HRIS, you’ll never have to comb through filing cabinets or search through different versions of spreadsheets ever again. Every piece of information you need can be easily collected, tracked, updated, and searched in seconds.  
  • Many tedious HR processes are made quick and simple with an HRIS.
  • A good HRIS vendor will stay on top of regulations impacting HR and adapt their software to make it easy for organizations to meet compliance requirements.
  • When HR has fewer operational tasks to manage, they can spend their valuable skills and time on strategic HR initiatives that improve business outcomes
  • Improving retention, increasing productivity, and monitoring the company culture are just a few ways HR can spend their time when they have an HRIS.
  • Top-notch employees like top-notch employers. A good HRIS can help improve employees’ perceptions of their organizations.
  • Many of our clients say their HRIS helps them look like HR rockstars because of its convenience and ease of use.
  •  
    This blog tells you everything you need to know about an HRIS. What the benefits are, why you should get one and when you should get one.
  •  
    This article answers the question "What is an HRIS?" It is the integration of HR activities and information technology. This article talks about what it does, reasons to use HRIS, when you should get an HRIS for your business and how many employees an HRIS can handle. It also talks about some of the common features and even how to use it.
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The Reason and Coping Measures of Employees' Resistance to Information System - 0 views

  • the culture in the organization may be a reason leading resistance from employees in the system, the cultural resistance comes from the difference between the companies use the system and design the system, organizational culture and the culture which carried by systems inconsistencies can lead to system resistance.
    • aleliason1992
       
      the main reasons employees are slow to change are a new system in place with the same workload, the culture of the company, individual stress tolerance, and no increase in pay for extra work. It is easy to see why some companies are slow to move over to IS if their workforce tends to be hostile to change without an increase in pay, which can defeat the whole purpose of changing in the first place.
  • the ability of employees’ stress tolerance will affect the system’s resistance, system implementation can lead to the need to change their jobs.
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  • scholars put forward that the increasing workload which causing by the system implementation, is another important reason of system resistance. Employees need to acquire the relevant skills to make use of systems effectively, and attain their work requirements apart from their working hours.
  • if the system is not customized, the system may cause employees to resist during the process of implementation due to the problem in itself. Although it may be temporary, but it will take time for employees to adapt with the system.
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Physical Structure of Management Information System - 0 views

  • The physical components of an MIS include hardware, software, database, personnel and procedures
  • Related How to Create a Master Calendar Learn More → A management information system (MIS) is an organized combination of people, hardware, communication networks and data sources that collects, transforms and distributes information in an organization
  • Important components include the central processing unit, input/output devices, storage units and communication devices.
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  • For users of MIS it is much more important to understand the software than the hardware. Software maintenance can take 50 to 70 percent of all personnel activity in the MIS function. When the organization moves to implement an advanced information system the hardware and software environment becomes more complex.
  • The database improves efficiency of storage by elimination of redundant files and improves efficiency of processing by providing all required data in a single file rather than separate files.
  • Three types of procedures are required for an MIS to operate effectively: user instructions, instructions for input preparation and operating instructions for MIS personnel who maintain the MIS.
  • The quality of MIS personnel is a key factor in its effectiveness. An MIS manager needs a combination of both managerial and technical skills.
  •  
    This article describes with components of an MIS, specifically the physical ones. It explain what each component is used for and how they differ. I think this is important to understand first, to understand the purpose the hardware, software, database, personnel and procedures.
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Why good human resource management is vital for small hotels - Insights - 1 views

  • nternationally, there are thousands of small-medium sized hotels that are facing challenges relating to service quality aspects.
  • There is generally a worldwide view that the hotel and catering industry has a number of personnel related problems and poor employment practices and conditions, especially smaller hotels. Larger hotels have more advantage in human resource (HR) recruitment and development, because the higher level of remuneration and benefit that they can offer usually makes them the number one choice for highly competent and skilled staff.
  • Although small-sized hotels are faced with unfavorable conditions, they nevertheless have opportunities to grow, as their small size typically grants them a higher level of flexibility. Smaller organizations need to change HR practices compared to larger organizations because of the different workforce requirements and legalities.
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  • Human Resource Management (HRM) is the function within an organization that focuses on the recruiting, managing, and providing direction for the people who work in the organization. Sadly, small hotels face many HR-related problems related to: the quality of staff, staff training and development, discipline, unattractive salaries and benefits, and the high levels of turnover of younger staff members. A small hotel’s survival may depend on its ability to recruit efficient, qualified people, while providing them with incentives so that they work at full capacity to maximize the property’s profits.
  •  
    The human resource department is a vital section of the hotel industry. Human resources is everything involve the companies employees. From how employees get treated, to payroll, to healthcare benefits, to providing information, system help and more. It is crucial for a hotel to have a strong human resource department to maintain a stable staff. Sometimes, however, small hotels may neglect the HRM department believing its not important compared to other departments. HRM is an investment That can lead to business sustainability and success, since staff members are the most precious resource that a service sector firm has.
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Travel tech pros put sustainability behind economy as key challenges for 2020 | PhocusWire - 0 views

  • Economic uncertainty is deemed to be the biggest challenge facing the travel industry, ahead of climate change and sustainability issues,
  • reveals that 53% of those polled put economic conditions at the top of the list of concerns followed by sustainable travel at 45% and climate change at 44%.
  • from introducing more energy efficient technologies, to utilizing big data in order to identify patterns of behavior that contribute most to climate change.”
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  • three quarters of respondents went on to say that knowledge and skills gaps are key factors limiting growth
  • 47% say customers are asking for more "eco-friendly, sustainable travel options
    • uhey77
       
      Sustainable travel is all about making simple choices in order to lessen negative impact on a given destination.
  •  
    This article mentioned that economic uncertainty is regarded as the biggest challenge facing the travel industry, ahead of climate change and sustainability issues. 53% of people in Travel Technology Europe's survey polled put economic conditions at the top of the list of concerns followed by sustainable travel at 45% and climate change at 44%. The survey also found that cybersecurity remains a worry, with 20% citing it as a key challenge in 2020.
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Pros And Cons Of Integrated Event Management Technology | by Ragini Goenka | Medium - 0 views

  • Event management technology is changing the way events are planned today.
  • Event management software automates most of the manual processes associated event planning and streamlines all the planning task
  • Event management platform can help overcome these issues by being a one-stop solution that gives a clear picture of the past, current and future events
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  • Event management platform can help you plan, promote, engage and measure your events. From budgeting, finding venues, creating events online, engaging attendees to reporting, collecting feedback and measuring the return on investment of your events
  • Event management platform is certainly a modern supermarket for all event planners.
  • It’s a testing proposition when key stakeholders are involved and no one teaches this diplomacy skill before throwing you in front of the wolves
  • Find venues or check attendees in with the power of an event management platform and save cost and time spent on haggling with vendors.
  • An integrated event management platform organizes processes by allowing seamless flow of data between different CRM systems. This reduces effort of manually updating different spreadsheets and optimizes departments working on the event
  • Integration also reduces the risk of typos and other errors that may creep in while transferring crucial data manually between different systems
  • Other benefits amongst the endless list include smart social media and email marketing and online registration and payment processes. With so many event management solutions available in the market, it is definitely worth to have a closer look at the myriad options. But before you start laying your hands on an integrated event management platform, you should also be aware of some of the challenges of event management platform
  • an event planner in a non-profit would require a platform that can help them reach their development goals and retain donors, while a planner in any corporation would focus on planning and reporting internal and external events
  • A disparate point solution on the other hand, may provide you the flexibility but may not provide you other benefits of a platform and may not integrate with your CRMs.
  • event planners and marketers wear different hats all the time and a proper platform can not only help them streamline and automate most of their manual planning tasks, it can also make them more efficient and save a lot of time and cost
  • It may not be a “magic bullet” for any organization, but it can definitely provide a magical touch if used properly. With proper help, you and your team can achieve the next level of success and deliver memorable events with a higher return on investments.
  •  
    the article highlights the benefits and disadvantages of using an online event management program and how it can affect your event
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50 Facilities Management Tips and Best Practices - Camcode - 0 views

  • Cut night site lighting. “Depending upon how your site lighting is operated and circuited, you can create an ‘economize mode’ for overnight when the site is at its lowest occupancy. Keep perimeter site lighting on around your property and all entrances and main drives lit.
  •  Replace older lighting with LEDs. “Memorial Sloan-Kettering Cancer Center chose LEDs to replace existing lighting in a parking garage open 24/7, halving the garage’s power consumption. Meanwhile, Mediapolis Community Schools in Mediapolis, IA, also embarked on a retrofit of LED exterior lighting.
  • Implement a sustainable facility design plan. “Sustainable design is more attainable and affordable than it’s ever been, especially when you think in terms of years instead of days and weeks. It’s also worth noting that sustainable design is very well favored among the public, which is an extra incentive for companies interested in reinforcing their reputation as socially responsible and environmentally concerned
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  • Know the total cost of all facility work done both directly and indirectly. “To the untrained eye, the facilities maintenance arm of a business appears to be a black hole of cost. The costs of these FM services add up, and unless discrepancies arise, that is where most of the business analysis ends. However, facilities maintenance managers, who are privy to all of the nuances that make up eac
  • h work order, understand the complexities and overhead involved in this sector of business.
  • Consider less obvious improvements that impact facility energy use. “Some energy-related projects will be more or less hidden from the users and primarily pursued to reduce energy demand, such as chiller and fan-unit upgrades. Such projects may end up providing the building users with better temperature control, but this is not the primary goal of the upgrade
  • Operational changes such as reducing the hours of HVAC and lighting operation, and changing setback temperatures, which require very little expenditure (if any at all) do not directly affect user experience, but can produce large reductions in electricity loads. In general, working with the building operations team to reduce energy use can produce impressive reductions in loa
  • his allows building and facility management professionals to determine whether the cost to improve a particular element of a building or a system in it against the cost savings over the same period. If the cost of an upgrade over its lifetime offers an advantage over the building operational costs it will save, then it’s generally considered a good investmen
  • “Finding the right suppliers to maintain your facilities can be difficult and time-consuming. From janitorial services, to groundskeeping and maintenance supplies, ensuring suppliers are providing apples-to-apples quotes, developing contracts with clear service levels, and validating that supplier quality
  • “Boilers today can reach efficiencies of up to 96 percent using condensing technology; however, a typical building, including new buildings, uses atmospheric type boilers which, for all intents and purposes, are only slightly more advanced than a science lab Bunsen burner. This technology is reliable and it works, but it is expensive to operate
  • An energy audit systematically identifies and develops opportunities to help reduce energy use in an institutional or commercial facility and, as a result, decrease building operating costs. Focusing the audit is imperative for maintenance and engineering managers.
  • “Commercial kitchens are high energy users, consuming roughly 2.5 times more energy per square foot than any other commercial space, according to the US Environmental Protection Agency (EPA).  Of that, as little as 40% is used in the preparation and storage of food, says the UK’s Carbon Trust; much of the wasted energy is dispersed into the kitchen.
  • All commercial buildings are insulated; building codes make it mandatory to insulate up to  a certain level. Unfortunately, because most buildings are put up under strict guidance to budgets, they are usually put up with only the minimal amount of insulation
  • Develop performance measures for your PM process with an emphasis on measuring the amount of PM that is work completed compared to all other work. Total PM hours should be the highest percentage of all the department’s maintenance work. This goal might seem impossible, but over time, it is very achievable
  • “Preventative maintenance is all about planning, plain and simple. Every piece of equipment or machinery at your disposal or under your care should have a schedule of what type of maintenance it requires and when it requires that check-up.
  • “Failure modes are defined as “how something fails.” Let’s use a flat/membrane roof to show an example of what a failure mode is. On a flat/membrane roof, one failure mode may be “penetration of roof membrane,” and the causes of this failure mode could be many. Knowing the failure mode(s) of a specific maintainable item such as a membrane roof and its causes can be key to early detection of roof failure (not meeting the intent of the end user) so the repair can be made before it affects an operatio
  • “Catch small problems now before they become big ones. Addressing small details can add up to huge improvements in appearance and functionality. Ask your facilities services provider, janitorial company
  • You may schedule preventive maintenance based on meter readings on an equipment. However, equipment meters usually do not differentiate between work time and idle time
  • Greasing the rack and pinion of a beam saw, for instance, can cause grease and saw dust to solidify inside the gears over time, eventually preventing them from moving. If you’re unsure which tasks are beneficial to each piece of equipment, ask your equipment representative.”
  • Having spare parts and supplies around the time of a major preventive maintenance schedule is absolutely critical. Asset management software allows you to check the availability of the spare parts for dates when the work orders are due. This report can help you identify parts that are insufficient for the required work orders in the future. If you know which parts you are falling short on, you can order them in advance from suppliers rather than waiting till re-order limits are reached
  • “Appropriate repetition and reinforcement are necessary. The average person is bombarded with more than 300 messages while at work, and multiples of that outside of work, Finney says. Getting a message to land with an audience might take as many as 12 repetitions, in some cases, he says
  • Let’s get together: when you’re designing your facilities, design social spaces for your employees. These might be lunch or break rooms, games rooms, gyms, or even community gardens.
  • While other managers may work to manage clients or staff, your job is to manage facilities and all that occurs in them. Your corporation’s physical assets are just as important as your human resources, and you are the expert in this field. Whether it’s collating data or contributing to the organization’s bottom line, your input is a valuable part of corporate decision-making
  •  “Workplace inclusion has to be clearly defined before any initiatives can be pushed forward. One useful definition of an inclusive office is a workplace in which all staff are treated with respect and have equal access to resources and opportunities. Facility managers should build on this high-level description to create an idea of what concepts like equal access, diversity and fairness look like in their own facilities
  • Space costs money. Knowing that we are moving towards a working environment consisting of virtual or mobile workers, investing time in developing new workplace designs that can suit these new ways of working while increasing space utilization rates can result in impressive cost savings
  • Performing facility maintenance and engineering tasks is like sailing among icebergs. What technicians can’t see will sink them — or their facilities. Thermal imaging technology gives technicians the ability to see the unseen, making it easier to spot failing motors and electrical components,
  • This concept is broadly used to describe our attempt to formally identify in-house talent in many of our labor shops. We identify talent through a competitive selection process based on potential vs. skills and promote our selected personnel to the worker and helper level while training them to achieve appropriate full mechanic level with associated certifications/licenses
  • This directly leads to the client receiving a more fit-for-purpose solution and ultimately receiving greater value which grows a greater relationship.
  • In other words, there has to be a compelling reason based on our mission for why we would submit budgets for anything.” By presenting specific information on how and why you’ve chosen your budget numbers, you can help the C-suite see that your budget is well within reason
  • When you automate the work order process, you remove human error associated with it. Essentially, you’re taking the people out of the process and ensuring nothing gets missed or overlooked
  • “There are many different software options out there than can aid FMs in organizing and streamlining their everyday tasks. This ranges from software designed to help manage all maintenance activities to logging and tracking facility visitors for security purposes. 
  • uch smart sensors, operating costs are dramatically reduced, productivity is enhanced, and occupants’ comfort is improved.
  • “One of the most exciting features of Facilities Management software is the ability to manage heating and cooling remotely, or set a programmable thermostat to move set temperatures up or down throughout the day. Facilities planners love the ability to analyze and explore energy use from heating and cooling systems
  • “Maintenance and facilities administration systems must frequently abide by national and global regulatory requirements. All maintenance administrators face occasional random or audits inspections by regulatory authorities. Maintenance software enables you to prove regulatory conformity and decrease the amount of paperwork and preparation that is needed for an audit.
  • KPIs allude to opportunities and errors in your company. Paired with the Internet of Things (IoT) and energy management systems, KPIs can be used to highlight missed maintenance tasks, greater traffic area of your business or problems with machinery
  • “Closely monitoring energy and water use to reduce building-operating costs is another benefit. By allowing owners to monitor and analyze the performance of multiple systems—air-conditioning levels, lights on automatic dimmers, water usage
  • “A feature that’s gaining a lot of ground is using facial recognition technology to let people in and out of the building. It’s more secure than key fobs or cards, and unlike cards and fobs, you can’t forget your face at home. It’s like batting a triple, or killing three birds with one stone
  • You cannot do your job properly without the correct information. If you don’t have proper records on the state of your facilities, you can’t do your job as a facilities manager.
  • “A surprising number of facilities managers have no true system in place for managing their space.  More than a quarter of everyone interviewed – 28 percent –
  • . It may help significantly with compliance with various industry standards, such as HIPAA in the healthcare industry and Sarbanes-Oxley in the financial field. It can help to document best practices for avoiding accidents, or in the worst case scenario,
  • This method identifies how critical a piece of equipment or maintenance task is to your business and will ultimately show you where it should land in your prioritization process
  • Smartsheet is a spreadsheet that you share with your co-workers, but its features go far beyond Excel. This tool combines the traditional spreadsheet with project management tools, templates, and forms and allows you and your colleagues to access spreadsheets on mobile devices and work on them collaboratively
  • The business world is increasingly embracing a larger remote workforce. Offices are used as areas to collaborate, develop, and design new ideas. The day-to-day work can be, and often is, done from home
  • “Another possibility for cutting costs, say experts, is not just moving staff around, but moving work around also. This means carefully examining all outsourcing contracts to see if they can be scaled back and the work completed by in-house staff
  • “Verify assets from a minimum of two data points, such as the barcode and the item’s serial number.
  • After collecting data and developing a maintenance schedule for your assets, you need to plan for the long-term maintenance of your asset inventory
  • However good asset management and maintenance planning is, there comes a time when an asset reaches the end of its useful life and should be disposed of.
  • “If you’re trying to get a handle of your documents, the first thing you should do is an asset assessment. Detail the condition of all the main equipment and systems, and document those conditions
  • Strategic asset management integrates key relationships between planning and delivery activities.
  • Maximize your use of vertical cubic footage by placing seasonal products or those that move less frequently in harder-to-reach vertical storage areas
  •  
    the article highlights how companies can benefit from sustainable design and gives tips on preventive maintenance
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Conditions Associated with Increased Risk of Fraud A Model for Publicly Traded Restaura... - 0 views

shared by marble_bird on 12 Jul 20 - No Cached
  • Many restaurant industry examples provide evidence that as a firm’s internal control structure weakens and deficiencies are found, the opportunity for fraud increases significantly.
  • The main premise of the study tests the application of the fraud triangle framework constructs to publicly traded restaurant companies during the time period of 2002–2014, using proxy variables defined through literature. The proxy variables selected were company size, amount of debt, employee turnover, organizational structure, the Recession, inflation rate, interest rate, executive stock compensation, return on assets, and international sales growth.
  • growing pressures from both passive and active investors to constantly increase their stock value in a competitive world where meeting performance goals are necessary to maintain a competitive edge
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  • To meet targets, it is typical for companies to put additional stresses on their internal control structures by reducing head counts, requiring employees to perform more than one job, and rearranging risk profiles
  • The deceptive and corrupt business practicesofthesecompaniesandothersresulted largely from a failure of corporate governance and lack of ethical business practices, in which internal control mechanisms were circumvented by conflicts of interest that enriched executives and damaged shareholders
  • Deficiencies are often observed through review of the main business cycles: revenue and receivables, purchasing and payables, treasury and stock, and financial reporting
  • Internal controls are often the first avenue of protection in safeguarding assets and thwarting and discovering errors and fraud
  • Some research has been conducted in this area, and findings suggest that companies in the telecommunications, technology, financial, and services industries experience the most difficulty with SarbanesOxley compliance efforts because of increased risk of fraud from industry and company risk factors
  • Therefore, pressure resulting from expectations of financial performance, opportunity to circumvent internal controls, and rationalization coupled with certain inherent industry factors may contribute to increased risk of fraud
  • opportunity to engage in unethical behavior may stem from the macro environment, the operational features, and the specific nature of the business cycles
  • Because of this potential for fraud on the company, shareholders, and the public, examining the conditions that may prompt fraud is necessary for the efficiency of the restaurant industry, and namely, for those passive and active investors that are relying on the financial statements to be true and accurate
  • the restaurant industry is often susceptible to deficiencies because of its inherent characteristics and high control risk
  • Corporate scandals, misappropriation of assets and financial statement misstatement are all very real threats to the restaurant industry.
  • the central focus of this study is to understand the factors that contribute to increased risk of fraud to determine why fraud may occur despite the imposed regulation of the Sarbanes-Oxley Act.
  • numerous researchers have found indication that executive stock option compensation provides encouragements for behavior that is fraudulent or corrupt
  • the study seeks to identify the factors that may provide the optimal criteria to engage in fraudulent or opportunistic behavior, using the incidence of a reported control deficiency as the measurable dependent variable.
  • The fraud triangle is the model that explains the factors that may cause an individual or a company to commit occupational fraud.
  • The differing classifications and definitions of pressure provide evidence that the construct is not directly observable; therefore, researchers in this field have measured the construct of pressure through proxy variables
  • consists of three constructs: pressure/motivation, opportunity, and rationalization. The three constructs offer an explanation as to why management commits fraud, and the dynamic relationship that underlies the acts of occupational fraud.
  • pressure may best be classified into four general types that may lead to fraud: financial stability, external pressure, manager’s personal financial situations, and meeting financial targets (
  • when considering measurements of external pressures relating to debt financing, the financial leverage ratio is the most common measurement of the amount of debt.
  • Both pressures and opportunities are often determined by factors that occur at both the individual and company level (
  • ROA, or asset composition, is an appropriate proxy measurement for the pressure of meeting financial targets.
  • according to the fraud triangle, it can be said that opportunity does not exist unless a pressure exists.
  • nonshareable problems could also motivate groups of individuals, representative of a company’s culture, to commit fraud.
  • Opportunity is described as an atmosphere or temporary environment that enables fraud to be committed, usually with a small perceived probability of being caught or reprimanded
  • In a study of Swedish restaurant companies, it is noted that competition is very high, often resulting in price wars among different companies that reduce prices and then try to compensate through increased sales
  • Some risk factors include the susceptibility of the industry to market changes as well as the nature of the industry, coupled with the specific operations of the company such as whether there are significant or complex international operations; how effective management is at monitoring activities within the organization; and the level of complexity that exists in the organization
  • This environment is therefore dependent on the discretionary income of consumers, and this increased pressure may lead to earnings mismanagement through overstatement.
  • Public companies in the restaurant industry are susceptible to opportunities for fraud on the basis of the aforementioned opportunities
  • The ability to commit fraud in the restaurant industry results from inside knowledge of processes and procedures, and the ability to circumvent controls through weaknesses (
  • strong evidence has also linked the CEO position to fraud when the CEO is also the Chairman of the Board. In incidences like this, the CEO is the dominate decision maker for an organization that may provide an increased opportunity for fraud.
  • The underlying reason for these three categories of increased opportunities for fraud is the state of the internal controls structure, and management’s commitment to strong corporate governance
  • Rationalization is essentially an attitude, belief, or position of the mind or ethical personality that enables an employee or group of employees of a company to intentionally misappropriate assets and then defend their dishonest activities
  • Weak corporate governance structures are often presented through ineffective monitoring of management.
  • A quantifiable means of capturing this could be through review of executive stock compensation measures.
  • excessive use of discretionary accruals may lead to poor audit opinions, providing a rationalized thought for business activities.
  • the nature of the restaurant industry is often described as a periodic, seasonal, and cyclic trade
  • Defining parameters for financial reporting can also have an effect on reducing the rationalized behavior and the opportunity to commit fraud
  • Because these conditions have an obvious effect on earnings and measures of success, this seasonal variability and volatility should be considered when analyzing pressures in the restaurant industry
  • For restaurant companies, this means that rationalizations and attitudes can be managed by assessing the internal control environment and understanding the pressures and opportunities that exist for employees.
  • Some restaurant industry pressures that may impact profitable sales growth include a lack of understanding of the consumer’s perception, including the relevance of existing brands, and delays in opening new restaurants. Likewise, an inability to consider cost pressures, including increasing fees for supplies, utilities, and health care providers contracted by restaurants, as well as an incapability of obtaining economies of scale in procurement, could compress margins and negatively impact sales and operations profit margin.
  • The value in the application of the fraud triangle to the restaurant industry provides an opportunity to extend theoretical contributions that originated from mainstream accounting to hospitality literature, which is severely lacking in the current literature
  • Likewise, restaurant companies that are smaller (and therefore may not have strong internal controls) with increasingly complex transactions create additional opportunities for fraud to be committed
  • competitiveness is a condition that makes meeting financial targets difficult and provides opportunity for fraudulent behavior. External pressure from analysts and investors may create an incentive to misappropriate assets, which, in turn, distorts common financial measures of success such as return on assets.
  • when debt financing exists, in order to address past and future obligations, and remain competitive, restaurant companies are at an increased risk of fraud especially when disruptions in financial and credit markets exist.
  • Studies have revealed that restaurant company victory and demise is eventually correlated to restaurant leadership abilities and intentions; therefore, it can be stated that executives and managers’ intentions are of utmost concern in understanding risk of fraud
  • firms with increasingly complex operations coupled with changes in organizational structure have less resources to put into internal controls and are therefore at an increased risk for accounting errors.
  • .Internationalgrowthissubjecttorisks such as international political and economic conditions, foreign currency fluctuations, and divergent cultures and consumer inclinations
  • This study will focus on the variables most pertinent to the restaurant industry on the basis of the inherent characteristics of U.S. publicly traded restaurant companies, as previously described in this section.
  • a s a result of workforce diversity and the presence of many perceived low-skilled workers. In addition, as companies within the industry respond to declining performance, publicly traded restaurant companies may be subject to activist investors who wish to see a change in the executive management team. If a shake-up such as this would occur, the organizational structure of the company may become unstable, resulting in much greater opportunities for fraud to occur at all levels.
  • this study looks to assess the relation between the amount of debt a company has occurred and the incidence of reported internal control deficiencies.
  • Variables relating to rationalization are present in the restaurant industry when considering the motivations and attitudes of management. It is noted that in difficult times, such as the Recession, aggressive financial reporting tactics may be used
  • this study seeks to understand the effect of substantial stock compensation on increased fraud risk.
  • this study also hypothesizes that poor ROA could increase the risk of fraud, as the pressure provides executive management with the motivation to manipulate earnings.
  • this study suggests that the organizational structure of the company may provide opportunity for increased fraud risk through a unitary tone at the top.
  • this study analysed the disclosures of publicly traded restaurant companies to determine whether a company has a higher probability of increased fraud risk on the basis of the presented variables.
  • The results of the applied probit model reveal for the entire population set of publicly traded restaurant companies that the macroeconomic factors of the Recession, interest rate, inflation rate and unemployment rate all have a significant impact on the increased risk of fraud, as evidenced through a reported internal control deficiency.
  • As noted in the overall model, the results reveal that the model as a whole is a significant fit to the data. Although the company-level variables were not significant in the overall model, external factors were each significant.
  • Therefore, it can be said that the results of this study empirically support the intuition that changes in macroeconomic conditions may impact increased risk of fraud for companies in the restaurant industry.
  • It can be said that there is a significant relation between increased risk of fraud and the macroeconomic factors of interest, inflation, and unemployment rates.
  • from a managerial perspective, the study provides evidence that macroeconomic conditions that might affect consumer demand may increase the risk of fraud for publicly traded restaurant companies.
  • In addition to the high costs of compliance, it is also important to recognize additional managerial characteristics that may heighten the effects of the macroeconomic conditions on increased fraud risk.
  • As indicated by the results of the study, however, many times executive management does not recognize the problems associated with the macroeconomic conditions because of systematic perceptual filters that play the crucial role in the functioning of the company.
  • By focusing on the changing macroeconomic conditions that may have an empirical effect on demand, executive leadership will be able to streamline processes to avoid incidences of reporting internal control deficiencies when exposed to the macroeconomic conditions.
  • In the restaurant industry in particular, information is also not readily quantifiable, which makes it even more difficult to transform into meaningful and timely information for executive management. Particular examples include consumer insights and how well new promotions are received and moved throughout the market.
  • it should be noted that reported internal control deficiencies are indicative of increased fraud risk, but not necessarily conclusive that fraud has occurred. Therefore, just because a company has reported a deficiency, it does not indicate fraud, necessarily.
  • According to the model, the managerial factors are only exacerbated by the presence of macroeconomic factors.
  • the identified conditions could help managers to improve internal control when a high risk factor is realized. The contribution of this study may allow restaurant companies to deter activities that may result in increased risk of fraud.
  • Because the study revealed that the macroeconomic conditions were significant for the entire population of restaurant companies, an area of future research might explore the relevance of the co alignment model (Olsen &R o p e r , 1998) to strategic management decisions to reduce the risk of fraud.
  • for purposes of this study, privately traded companies are excluded. This is a limitation of the study because the results may indicate a problem that is more or less pervasive since the sample is representative of a small number of companies in the United States.
  • the model is limited in application because it does not take into account fluctuations among the variables over time.
  •  
    This article covers the methodology and findings of a study conducted to examine the factors contributing to fraud risk in publicly traded restaurants. The article discusses factors in the fraud triangle, macroeconomic factors, and internal company factors that may contribute to fraud despite protections implemented per Sarbanes-Oxley. The study ultimately finds that internal company factors are insignificant when considering the impact on fraud risk, while macroeconomic factors, such as inflation or unemployment, drastically impact the level of fraud risk that a company may face.
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ITS Education Asia Article - THE ADVANTAGES OF USING COMPUTERISED ACCOUNTING SOFTWARE - 1 views

  • A typical computerized accounting package will offer a number of different facilities.  These include:- On-screen input and printout of sales invoices - Automatic updating of customer accounts in the sales ledger - Recording of suppliers’ invoices - Automatic updating of suppliers' accounts in the purchases ledger Recording of bank receipts - Making payments to suppliers and for expenses - Automatic updating of the general ledger - Automatic adjustment of stock records - Integration of a business database with the accounting program - Automatic calculation of payroll and associated entries 
  • Computerized accounting programs can provide instant reports for management, for example:- Aged debtors’ summary – a summary of customer accounts showing overdue amounts - Trial balance, trading and profit and loss account and balance sheet - Stock valuation - Sales analysis - Budget analysis and variance analysis - GST/VAT returns - Payroll analysis 
  • the system will require staff to be trained to use new skills, which can make them feel more motivated.
  •  
    This article shows us many advantages of using computerized accounting software. It is useful for managers to manage enterprises through instant reports which were provided by computerized accounting programs. And it also be helpful for financial manager to check the manager's work. The advantages of the computerized accounting software includes: speed, automatic document production, accuracy, up-to-date information, availability of information, management information, GST/VAT return, legibility, efficiency, staff motivation, cost savings, reduce frustration and the ability to deal in multiple currencies easily.
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Cleaning robots are powering an automation revolution in hospitality - The Washington Post - 0 views

  • While Vi-YO-Let, the product of a partnership with Denmark-based UVD Robots, might play cute tunes and light up as she moves, she has a serious job: disinfecting the air and surfaces around her. And she does so remarkably well: Her array of UV lights, which look like a bundle of lightsabers, kill more than 99 percent of viruses and bacteria, including the coronavirus.
  • More and more guests are requesting the robo-cleaning package
  • But as the pandemic rages into its second year, major brands are increasingly turning to the world of high-tech disinfection to strengthen their cleaning protocols
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  • It’s a trend that’s slowly transforming housekeeping — and accelerating the pace of automation in hospitality.
  • Until recently, only health-care workers would frequently interact with disinfecting bots, which cost upward of $125,000 each. It’s a steep investment, but if it boosts travelers’ confidence, it’s worth it,
  • The appeal to the hospitality sector of virus-slaying UV light is obvious. Hospitals have found Xenex’s patented machines kill “22 times more pathogens” when compared with a room cleaned to CDC standards alone, Miller said.
  • certain hospitality jobs, those where face-to-face customer service is a key part of the experience, were less vulnerable.
  • Today, travelers might stumble on UV bots anywhere from five-star hotels and convention centers to train stations and cruise ships.
  • Verified Market Research that projects the market for UV disinfecting bots will grow to more than $5.5 billion by 2027.
  • Some robot makers refer to these kinds of bots as “cobots,” a portmanteau of “collaboration” and “robots,” because they’re intended to work alongside people rather than replace them.
  • a report that predicted more than 60 percent of jobs in hospitality-dominated cities like Las Vegas could be automatable by 2035
  • Take the Beverly Hilton in Beverly Hills, Calif. The iconic hotel, famous for hosting the annual Golden Globe Awards ceremony, boasts in one promotional video that its Xenex robot staff “zaps every inch before your arrival,” leaving you a “pathogen-free sanctuary” where you’ll “rest assured you’re sleeping in the safest room possible.”
  • the pandemic is likely to accelerate the automation of jobs in sectors like hospitality.
  • “If they can develop driverless cars, if they can develop the whole variety of different things I saw there, certainly the jobs in our industry are going to change.”
  • Unite Here negotiates “extensive technology language” into its labor contracts. This helps ensure that workers can retrain for new skills, transition to other roles or at least receive severance pay if their jobs are automated out of existence.
  • Even as new technologies create new roles, some types of jobs may go away for good.
  • For now, even a state-of-the-art robot sometimes requires the delicate human touch.
  •  
    This article explains how robotics in hospitality is becoming far more common because of Covid-19. They go into detail about how, right now, all robotics require the assistance of humans. But they also go into how that can change in the next few years. The better technology gets, the less need there is for human support.
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Recognizing-events_4.0.pdf - 1 views

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

  • AIM Group International, a company specialised in congresses, events and communication with 60 years’ experience, today publishes a new White Paper entitled: Virtual and Hybrid Events: a guide to success, signed by the senior expert Annalisa Ponchia, Director of Innovation and Customer Experience AIM Group International
  • The global pandemic has forced the event industry to embrace and explore the realm of virtual meetings like never before. AIM Group has already organised more than 90 digital events (congresses, CME courses and corporate meetings) in the early months of 2020 and a further 180 virtual events will happen by the end of the year.
  • That is why AIM Group decided to leverage the experience gained from our international client experiences to prepare guidelines on how to plan and organise virtual events that satisfy the mix of different stakeholders - attendees, speakers and sponsors, leveraging the new opportunities offered by the virtual formats and channels. 
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  • The organization of a virtual and hybrid event requires a DCO, not a typo (!), this is a Digital Conference Organizer, a team with specific knowledge and competences and the ability to offer strategic guidance on planning events with full or partial digital components” outlines Annalisa Ponchia.
  • Content First. Linking the content with the right communication format and style should come first, adapting the tone of voice, session formats and tools.
  • The Digital Event Team: strategic mind-set and tech skills. From the Digital Event Strategist to the Content & Resource Manager or the Digital Tools expert, there are several specialist skillsets and profiles that are needed for this kind of event.
  • Digital platform and the best user experience: how to choose the most suitable solution? Whether it is a fully virtual event, a hybrid or multi-hub  digital event, you must assess your needs first and then choose
  • Digital Sponsorship opportunities and Virtual Exhibitions. It is important to consider and find new ways
  • The importance of Communication
  • Sustainable actions and CSR initiatives for virtual events.
  • Organising a digital event can open a wide range of new opportunities because you are not limited by the usual physical barriers, you can very easily expand the audience and with the correct event duration and timetable you can even prolong the event lifespan” adds Annalisa Ponchia. “There is one extra tip that I would suggest and that is leveraging data and feedback to make sure that the event is fully measurable. If you set clear KPIs at the outset and leverage all the channels from analytics to social media and the event app then you will be in a great position to measure the event impact”. 
  • Planning a virtual or hybrid event is much more complex than you would imagine. Mastering virtual is the first step, but it is also crucial to leverage online event strategies to create memorable and engaging hybrid experiences. Our teams are consulting clients to embrace the innovation and are fully committed to explore the new possibilities and find new, creative solutions
  •  
    This article discusses 6 steps for planning successful and virtual events. It references a White Paper on this topic
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The Evolution of Event Technology - MHT Partners - 1 views

  • Live events and technology have a unique relationship
  • The event technology industry is full of organizations striving to find the best possible use of technology, leading to more efficient event registration platforms, live event apps, ticketing software, and much more.
  • According to a study by Mordor Intelligence, in 2017 the event management software industry was valued at $6.89 billion USD globally and is projected to grow to $12.51 billion USD by 2023.
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  • Technology solutions have evolved rapidly with the mobile and digital revolutions, and now many vendors are offering their solutions as a service.
  • the most successful providers moving forward will be able to collect large amounts of data and present it to event organizers in a format that is easy to understand
  • Data will also be extremely useful in building and maintaining attendee databases, allowing event organizers to attain greater success year over year.
  • The advances in event technology have been so profound that now event organizers have trouble keeping track of the latest available services.
  • most cited issues currently seen with event technology include staying up to date with the latest tech, getting attendees to engage with the new technology, and the IT skills of event staff.
  • However, the industry is still highly fragmented, and it is rare to find a technology provider that can cover the entire spectrum of demands, including venue planning, ticketing, data collection, sponsor engagement, data improvement and payment services. Often event producers are forced to reach out to multiple technology providers to find all the solutions they need.
  • Mordor Intelligence, Capital IQ and Reuters indicate Cvent, Patron Technology, Aventri and Eventbrite are some of the more prolific buyers.
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Gale General OneFile - Document - Smart Hospitality Market Forecasts 2020-2025: Growing... - 0 views

  • North America and Europe have a significant amount of market share in the smart hospitality market due to presence of big hospitality companies which are focusing on moving towards the use of advanced technologies and smart building management systems for efficient energy consumption, reducing operational cost, and providing guests with modern amenities for better services.
  • Regionally, the global smart hospitality market is classified into North America, South America, Europe, Middle East and Africa, and Asia Pacific. The APAC Smart Hospitality market will witness substantial market growth during the forecast period owing to the growing investments by international hotel chains in countries like India and China in smart hospitality solutions.
  • he smart hospitality solutions help in serving the guest with advanced communications technologies that assist them in conducting meetings, conferences, and connecting with associates around the world without any hindrances.
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  • These hotels have increased the demand for smart hospitality services by using more of on-premise and cloud for better management of hotel resources and improved hospitality services. It even helps in reducing operating costs by providing energy-efficient solutions and increases revenue.
  • However, factors such as high initial cost of deployment and lack of technically skilled professionals are hindering the smart hospitality market growth.
    • jalipman
       
      Throughout the article we have talked about the cost cutting bonuses of adding smart systems in hotels. Here they touch on the fact that the actual physical implementation and start up costs are initially very expensive. This could be analogous to solar panels. They are very good for the environment (the hotel) but the initial cost of installation (implementation) makes it difficult to invest in the first place.
  • The rise in the number of smart hotels is driving the segment of software and services smart hospitality. The services are increasingly been used for integration, maintenance, and training.
  • According to the World Bank Data, the number of arrivals of international tourists across the world has increased from 911.85 million in 2009 to 1,442 million in 2018. As such, market players in the hospitality sector are using smart hospitality solutions in order to provide their guests with better hospitality services
  • The software helps in facility & emergency management response systems, building energy management, water management, security management, and parking management which will further reduce cost and save time on these services. This, in turn, will increase the demand for smart hospitality services, thereby positively impacting the overall market growth.
    • jalipman
       
      The smart hotel systems will be able to reach beyond just customer service it will allow better analytics and cost saving methods across all departments of the hotel.
  • or example, in April 2019, InterContinental Shenzhen signed a strategic cooperation agreement with Huawei and Telecom to create the world's first 5G smart hotel. Viggo Smart Hotel is delivering the first true cloud-based smart hotel TV solutions for the global hospitality industry.
  • n addition to this, smart hospitality solutions allow energy-efficient management system. As such, growing environmental concerns and rising focus on CSR among hotel companies is also ramping up the demand for smart hospitality solutions.
  • Global hotel chains are increasingly investing heavily in smart hospitality solutions including in order to improve customers' impressions and satisfaction. Moreover, hotel companies are also adopting smart hospitality solutions as they help to save operational costs and generate more revenue while enhancing their hospitality services to customers.
    • jalipman
       
      Hotels are taking advantage of this point of sale type technology like at grocery stores where you have self checkout. Embracing that they can cut sots on personnel while allowing people the "luxury" of doing it themselves
  • For example, in some hotel, customers can use their smartphones to control the room's environment by way of allowing remotely open and close the window blinds and regulating the room temperature.
  • The increasing number of contractors are teaming up with different tech firms to build smarter hotels with low cost and less time which, in turn, is positively impacting the smart hospitality market growth.
    • jalipman
       
      The increase in number of tech firms investing themselves in smart hotels is actually driving the market itself. Hotels are basing their operations with smart systems due to things like safety concerns from viruses as well as just following the path the hospitality industry has down towards automating these processes
  • The market is driven by the rising internet penetration and growing inclination towards IoT which are encouraging the hospitality segment to offer smart solutions to their customers with the use of digital technology.
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