00M-246 exam Dumps Source : IBM Smarter Commerce Sales Mastery Test v1
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Test denomination : IBM Smarter Commerce Sales Mastery Test v1
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In simultaneous ever greater related world consumers believe much bigger expectations of the businesses they deal with.
They want groups to understand their preferences and bring a customized, beneficial journey. What's greater they are expecting this the entire time not just at the factor of sale.
To assist businesses carry for his or her shoppers IBM is the usage of its Smarter Commerce global zenith in Florida to unveil ExperienceOne, an built-in portfolio of cloud-based and on premise offerings to assemble advertising, sales and repair practices and support create deeper, extra effective customer engagements.
IBM ExperienceOne draws on innovation from IBM analysis as well as more than $3 billion invested in organic pile and acquisitions. or not it's besides constructed on top-quality practices drawn from IBM's experience of working with over eight,000 corporations throughout the globe.
"Smarter Commerce is about assisting shoppers normally reinvent themselves around the client journey," says Craig Hayman, time-honored supervisor, trade Cloud options at IBM. "IBM ExperienceOne provides a at ease and simplified portfolio -- including innovation from greater than 1,200 companions -- to support consumers design and bring extra constructive client engagements. With cloud, on premise and hybrid options, IBM ExperienceOne quickly scales to engage every client in the second while retaining their privateness".
New capabilities aid to enhance understanding of client relationships, maximize earnings through directing the rectify present to the rectify consumer, and execute consume of cell and gregarious media to convey improved client event. Combining ExperienceOne with SoftLayer cloud infrastructure IBM is additionally in a position to present client statistics, customer analytics and digital commerce as a service.
The enterprise is aiming to deliver similar stages of customer insight to the B2B sector as neatly with the launch of recent associate and organization appointment application via its Smarter Commerce initiative. This contains a Multi-business Relationship management (MRM) platform for improved collaboration. IBM Sterling B2B features Reporting and Analytics to video display transactions and abet commerce spot traits and execute recommended decisions. Plus other tools present improved adherence to compliance requisites and sooner and more efficient sharing of information.
"Now more than ever, the fate of any commerce is deeply intertwined with the success of its network of partners and suppliers any over the world," says John Mesberg, vp, B2B & Commerce solutions at IBM. "by using orchestrating these complex engagements with surprising precision and perception, organizations can create new gateways to alternate that permit groups to convey outstanding consumer experiences. With today’s news, IBM basically transforms these dynamics with partners and shoppers to pressure faster time to salary throughout the prolonged cost chain".
which you can find more about IBM ExperienceOne on the enterprise's web site. there's additionally an infographic on how Smarter Commerce can carry greater consumer appointment beneath.
graphic credit score: Sergey Nivens / Shutterstock
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2. The Up & Comers: Health and Auto are immense progress areas for AI/ML due to the copious amount of data being created in those industries. For example, patient records house vital information related to disease identification and treatment. In Ontario alone, there are over 2.3 billion medical test results from 11.1 million Ontarians. On the other conclude of the spectrum, automobiles are constantly generating slews of data — distance traveled, unconcerned speed, destination — that can be used for optimizing traffic, city planning and accident prevention. For AI/ML to be effectively implemented within the enterprise, it needs to be integrated into core conclusion making processes within a company; just recognize at Facebook’s newsfeed algorithm and Uber’s surge pricing and route optimization system. AI/ML will supersede a lot of the grunt drudgery in the enterprise, freeing employee time for more value-add activities (e.g. Amy, x.ai’s robot assistant, who saves me from so many unnecessary emails when scheduling a meeting). Near-term opportunities in the enterprise are in data optimization, data search and messaging (think: commerce, payments and gaming), and you’ll likely contemplate this quickly penetrate areas such as Enterprise Optimization, Law, Security and Sales.
By Tyler Titherington
I am a restaurateur. I’m behind schedule. Again. Not because I am disorganized or believe too much to do, more so because I believe a hierarchy of tasks that are addressed based on priority. Guest needs are my first priority, staff needs are a nigh second and everything else last. There is a tertiary hierarchy in the last basket as well. Some tasks with a lower priority Fall through the cracks. Not because they are unimportant, but rather there just was not enough time. The veracity is that I am obsessively organized. I prize “To Do” lists, calendars, current charts and the accomplishment of tasks. I consume projects for breakfast, while alive on the edge of chaos and complete catastrophe. Short staffed? Yawn. Drains flooding? Been there, done that. POS system crash during service on a weekend? Bring it. I am the duck – quiet above water and feet lamentable nonstop below. However, how conclude I manage any the curveballs and quiet manage to gain time without compromising any of my other priorities? It is very simple – appropriate and embrace technology wherever possible, specifically, cloud-based computing solutions that allow one to be in many places at one time. These applications simplify daily tasks for management teams and staff, which will ultimately leverage senior management down to focus on the bigger picture. Maybe even assemble a day off…
Over the last 10 years or so, the increased availability of cloud-based computing solutions (using network computers over the internet rather than property-based arduous drives) has been a major paradigm shift for many industries. However, as with most technological advances, the restaurant industry has been very late to adapt. tense margins, resistance to change, and horror of unknown outcomes believe long driven the restaurateur’s decision-making process. However, with increased options, cheaper costs, and ease of use, that mindset is quickly becoming a thing of the past. Restaurant operators are nascence to embrace cloud-based solutions for everything from Point of Sale and Tableside Payment to Menu Design and Scheduling.
Our foray into cloud computing began with an ill-fated set of circumstances that the entire industry was facing. The year was 2010 and the impending doom of PCI Compliance was upon us. At best, their network infrastructure was dated and they needed to act quickly to assemble it into compliance. dote most operators, their hand was forced and they had no choice. What is PCI Compliance? The answer depends on who you ask.
Your guests believe never heard of it and believe no understanding what it is. Most restaurant operators will narrate you that PCI Compliance is an almost unachievable set of network security standards designed to protect the credit card giants, who already imbue them pass too much for credit card processing and continually squeeze them with a plethora of monthly fees. The definition of PCI Compliance is below, according to PCI ComplianceGuide.org
“The Payment Card Industry Data Security gauge (PCI DSS) is a set of security standards designed to ensure that any companies that accept, process, store or transmit credit card information maintain a secure environment. The PCI Security Council Card focuses on improving payment account security throughout the transaction process. It is an independent cadaver that was created by the major payment card brands (Visa, MasterCard, American Express, ascertain and JCB.).”[i]
PCI DSS is mandatory for any and any businesses that accept credit cards. It involves a process of assessment, remediation and reporting. 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 well-known for the security of their guest’s payment information, both for ensuring faith with their customers and limiting legal liabilities. In 2017-8, major retail stores including Home Depot, Macy’s, Sears, Kmart, Best Buy and Lord & Taylor made headlines across the country for data breaches possibly compromising customer’s credit card personal information. The restaurant industry is besides plagued with security breaches, including great chains such as Darden (Cheddar’s), Panera Bread, Sonic and Arby’s. The number of customers whose credit card information may be compromised totals into the millions.[ii]
At Grafton Group, the process of obtaining Credit card security involved working directly with their IT vendor and POS vendor to achieve PCI compliance. The first order of commerce was to assemble their network infrastructure in order. Some of the major network upgrades that they undertook were upgrading wiring, locking down patch panels, securitizing external ports, adding wireless access points (WAPs), and replacing firewalls. The WAPs and new firewalls were the heart of the upgrades and would ultimately allow us to operate unencumbered in the cloud. The new access points give their guests their own network and obviate them from accessing ours. The security firewalls obviate intrusions and besides allow their IT vendor remote access so they can execute changes without actually being in the restaurant. What used to be a scheduled visit from their IT vendor that may believe taken weeks, is now a simple email and can often be addressed online in minutes. In a nutshell, PCI DSS forced us to upgrade their network, which ultimately allowed us to operate in the cloud. This unintended outcome to a painful requirement was truly a blessing in mask and it pushed us into new territory – the cloud! Being in the cloud has allowed us access to exciting applications and services that would otherwise be unavailable to us.
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] For their purposes, these on claim computing resources primarily consist of “SaaS” or Software as a Service. Here are some of the areas where cloud computing can streamline their operation.Point of Sale
POS systems are the most fascinating zone of cloud-based solutions for restaurant operators. Legacy systems such as Positouch, Micros, and Aloha are bulkier, more expensive, and much harder to program and implement. There are quite a few cloud-based POS options, most notably Boston-based Toast. Toast has done a noteworthy job streamlining and simplifying the interface for both front and back conclude users. Management can access the system remotely for screen programming, troubleshooting or reviewing sales. It is extremely intuitive, dote using a smartphone, thus needing very exiguous training. As wireless POS solutions evolve, legacy systems will eventually be phased out. It is only a matter of time.Tableside Payment
EMV (Europay, MasterCard and Visa) is another set of regulations that are coming to the restaurant industry. “EMV is a global gauge for cards equipped with computer chips and the technology used to authenticate chip-card transactions.”[iv] Used in Europe for years, the credit card never leaves the customer and any transactions are processed tableside with a handheld device. One example of an EMV compliant, cloud-based device for tableside payments that they at Grafton Group are currently analyzing and device on implementing is Pay My Tab. Pay My Tab will fully integrate with their POS system and eliminates many bulky PCI DSS requirements. Many similar systems are already in consume at quick service operations, where guests and staff believe easily adapted to them. In addition to tougher security, the implementation should reduce payment time, eliminate paper receipts (emailed instead) and simplify the process for management to search for specific receipts.
Reservations and Floor Management
There are a variety of solutions for reservations and floor management systems. Their solid has been using OpenTable for over 15 years, so when they rolled out their cloud-based system, GuestCenter, they were early adopters. This has been one of the lone best applications in terms of roll out, ease of use, and seamless integration. It is iPad-based and eliminates any the wiring and host stand real estate. It is compatible to smart phones that allows for remote access, allowing management to check current of service, identify unique reservations, and execute positive that waitlists are being managed appropriately. Soon to reach is an interface with POS systems that automatically applies any “guest notes” from GuestCenter to the server’s check, such as special occasions, etc. Most importantly, due to its intuitive design, their millennial hosts consume the system seamlessly.Private Event Management
Private events are the foundation of most full service restaurant operations. They are the dissimilarity between a dependable week and a noteworthy week. However, it can be a very confusing process with any of the lamentable parts. In order to remain organized, they consume TripleSeat to manage leads, create BEOs and track their events calendar. The cloud-based event management system allows their Private Event Coordinators to respond at any given time from anywhere, giving them a leg up on the competition, giving them the break to earn fees for each event. Since their coordinators receive an administrative fee for each event, they relish responding when available off-site; dependable communication is key for making positive work-life balance is maintained.Bar at the Russell House Tavern in Cambridge, MA. Photo: graftongrouphospitality.com Inventory
An zone which the cloud has really saved their restaurants time is with food & beverage inventories. No more paper and no more transposing paper to spreadsheet. Inventories can be uploaded in real time using a tablet, laptop or even a smart phone. BevSpot is used for both their food and beverage inventories. They believe besides given access to their accounting firm, in order to reduce bulky invoice scans and uploads. any information can be entered into the cloud and accessed by any of their approved users. It besides allows for multiple people to heave inventory simultaneously. One person can be on the bar, another in the walk in fridge, and another in the liquor room, any at the same time. In addition to being a major time saver, it has helped Grafton Group to reduce sitting inventory by a significant amount across any properties.Scheduling
Staff scheduling is a weekly administrative headache for managers, but there are cloud-based scheduling applications that lessen the pain. They believe found HotSchedules to appropriate their needs as it interfaces with their POS system and allows their solid to conclude some creative reporting in regards to budgeting and forecasting, as well as taking employees requests and requirements into consideration.Email and File Sharing
Grafton Group has reach a long pass from sharing access to a desktop version of Outlook and toggling between accounts. They were able to eliminate their main server entirely and now they consume Office 365 for their email and file sharing needs. Not only is this highly securitized, it has redundancy so their information is always backed up. They access both their email and files from anywhere in the world. This has greatly improved productivity and allowed their management teams to communicate in real time.Grafton Street in Cambridge, MA. Photo: graftongrouphospitality.com Computer Hardware
Our office hardware now consists of much less expensive “Network Computers”, which conclude not require expanded memory for giant programs, CD drives for downloading drivers, or expansion slots for extraneous drives. They can purchase more computers at a reduced cost and their managers no longer believe to share computer access in the office.Menu Design
For their menu design need, they believe found InDesign to be the most efficient program, which is piece of the Adobe Creative Cloud. This program can now be selected a la carte from Adobe’s menu of programs and paid for on a month to month basis for under $20. This is much more palatable than paying $600 for the entire Adobe suite.
These are just a handful examples of how cloud computing has impacted their operations and ultimately saved time for their management team and staff. Ten seconds here, 5 minutes there, an hour tomorrow – it adds up to impactful chunks of time that can be better spent elsewhere. They believe only scratched the surface as an industry – they will contemplate more and more options for cloud-based solutions to real world restaurant problems. Although the solutions highlighted above create efficiency and reclaim time, they conclude not serve guests and they don’t understand the craft of hospitality. It is imperative that as restaurateurs they continue to create a positive environment, embrace innovation, and engage and train their employees in the craft and skill of hospitality.
There are some things you will never believe time for in the restaurant industry, regardless of cloud-based advancements. “Lunch”, for example, I believe heard is a meal that takes spot in the middle of the day. For me, “lunch” is the sandwich that I consume in 30 seconds somewhere between 2pm and 6pm standing over a trash can in the back of the kitchen. There is no technology for that…
PDF Version Available HereReferences [i] “PCI Compliance guide FAQ.” PCIComplianceGuide.Org. September, 2018. https://www.pcicomplianceguide.org/faq/#1. [ii] Green, D. and Hanbury, M. (Aug. 22, 2018). “If you shopped at these 16 stores in the last year, your data might believe been stolen.” https://www.businessinsider.com/data-breaches-2018-4 [iii] “What Is Cloud Computing?” IBM.com. September, 2018. https://www.ibm.com/cloud/learn/what-is-cloud-computing. [iv] Kossman, Sienna. ” 8 FAQs about EMV credit cards.” CreditCards.com. August 29, 2017. https://www.creditcards.com/credit-card-news/emv-faq-chip-cards-answers-1264.php. Tyler was born and raised in Portland, Maine and has lived in the Boston zone since attending Boston University. After graduating from the Boston University School of Hospitality Administration, Mr. Titherington operated a handful of bars and restaurants in Boston. He has been with Grafton Group since October 2007.
By Christopher Muller
In piece 1 of this analysis of the restaurant delivery system they looked at the owner/operator models which quiet present some measure of control over cost and quality. This is rapid becoming an issue with the mount of the Ghost Kitchen where the ODP is an integral piece of the equation. Here they present the larger challenges from the dominant ODP control of the marketplace. It is dependable to bethink that most of the ODPs themselves are quiet looking to find profits in what they do, a suggestion that those profits will requisite to reach at the expense of the restaurant providers in one pass or another.5. The Aggregator or On-Line Delivery Provider (ODP) – No Driver Fleet
If someone were to say, “Let me heave supervision of any of your delivery problems for a tiny gash of your revenues” many restaurant operators, especially those involved to assemble into the market with the least amount of upfront investment, would jump at the chance. Enter the On-Line Delivery Provider with a commerce model built upon a brand denomination customer-facing APP, website or phone number and an immense amount of back office computing power to drive order volume.
At its core, to be successful the Aggregator needs to be a world-class matchmaker for food orders, with both a great customer database of users and a broad assortment of restaurant menus offered in major cities. dote many of what MIT’s Bill Aulet calls an Innovation Driven Enterprise (IDE) the cost of customer acquisition is the key hurdle in entering this distribution channel. What it doesn’t requisite is its own fleet of employee delivery drivers. Capitalizing on the DIY gig economy, drivers are hired on a contractual basis, working as independent delivery agents with their own vehicles.
The barrier to lowering this towering cost of entry has favored early market entrants and great well-funded digital innovators. Worldwide, the fastest growing ODP is Uber Eats, the natural extension of car service provider, Uber, with its existing immense data foundation of users, an ever expanding fleet of drivers, and the understanding for a driver that delivering food with an APP-based pre-payment system is considerably faster and easier than dealing with human passengers.
The upside for restaurant companies using an ODP such as Uber Eats, from those as dominant as McDonalds or as tiny as the local pizzeria, is that there is no requisite to hire and train non-core employees. As touted by Uber Eats delivery service can commence almost immediately upon signing up. The downside, that has a potential for long term impact, is two-fold. The fee structure for traditionally low margin restaurants can be between 20-30% of a menu particular price, leaving exiguous to cover remaining expenses. Worse though is that the restaurant gives away its brand and trade dress image to the company making the delivery to the front door. McDonalds hamburgers may be in the bag, but the denomination on the ordering APP and the uniform on the person handing it to the customer says Uber Eats.
6. The Consolidator – Bulk “Bus Stop”
As noted, the most expensive lone piece of the delivery perplex is getting food from the restaurant to the front door, what is called “the last mile.” One proven pass to minimize that expense is to believe the customer meet the food delivery at a central drop-off spot (see: Amazon ). A start-up, Yun Ban Bao, in new York City is taking advantage of ethnic Chinese food deserts through direct targeted marketing using the dominant Chinese online service provider, WeChat. By doing so it is creating a captive delivery market with the advantage of pre-ordering and payment.
Taking online requests for delivery on the next commerce day, then consolidating orders using a bulk delivery model, Yun Ban Bao is lowering the cost of delivery while maintaining control with its own fleet of drivers. It advertises a data analytics service for smaller restaurants as well as being a revenue growth accelerator for restaurants in suburban locations which otherwise could not find new or broader market opportunities.
Using a pre-arranged group delivery network, often outside parks, office towers or apartment buildings, the system mirrors a bus route, not the more traditional taxi route model of one-on-one delivery. This besides affords the network of restaurants a pass to lower operating costs by controlling the production process in advance.7. The Aggregator ODP – Owned Fleet
Some of the largest ODP players started in the delivery commerce by controlling their own fleets of employee managed delivery drivers. The global leader, Just Eat, has used this model throughout the UK, Europe and worldwide. But it besides has worked directly with restaurants who believe their own in-house deliver fleets to create a broad partnership. Just consume acts as the online ordering platform, but then allows the local branded company to be the pan at the door.
The capacity to present a standardized customer facing brand identity means that faith may be established with the customer directly. While this can reach at the risk of the restaurant losing its direct brand relationship, what Just consume has been able to master is the collection of a vast customer database of its users. It has created a relationship with many of its restaurant partners to assist them in finding model store locations, menu particular design and creative targeted pricing and promotions programs which would not otherwise be affordable or even available to smaller companies.
For these ODP companies, the costs for maintaining their own fleets or working as a hybrid with a local restaurant creates a higher operating expense, but these are often offset with a higher fee share from both the restaurant and the consumer. It besides creates a competitive advantage by pile a broader network of restaurants to choose from for the customer, which builds long term loyalty and habitual purchase behaviors.
8. The ODP Aggregator – dusky Kitchens
One of the greatest threats to the bricks and mortar restaurant delivery partners is the emerging concept of a dusky Kitchen. This is a space created by an OPD to facilitate the lowest cost per delivery mile from restaurant kitchen to the highest density of users. While this is similar to the Cloud Kitchen model, in this case the OPD establishes a cluster of tiny dedicated but competitive restaurant kitchens in a lone site. A dusky Kitchen is besides similar to the trending food hall concept, but comes with no direct customer interaction—no walk-in guest visits these production facilities. In the UK this was pioneered by Deliveroo with its urban RooBox or Editions concepts. partner restaurants rent portable kitchen space from the delivery service and pay a larger percentage fee to cover the build-out costs for their space. Restaurants staff the kitchens at their own expense, as well.
Earlier this year, Grubhub invested $1 million in Green zenith Group (see Ghost Kitchen in piece I), a startup with nine virtual restaurants operating from a lone kitchen. DoorDash is renting extra space from the Santa Clara Fairgrounds in San Jose, Calif., and making it available to foodservice operators who want to create delivery-only options. In Los Angeles, Postmates leased a commissary kitchen space so its restaurants can gain new customers. And UberEATS is exploring the concept with Poke Café in Chicago — a virtual restaurant serving Hawaiian poke bowls.
“We can drudgery with existing restaurant partners to create delivery-only menus. (They would) loom as entirely new restaurants on the UberEats app,” Ambika Krishnamachar, UberEats product manager, said in an article on Mashable.
And again, while on its pan this appears to be a positive break for independent or chain restaurants to lower costs or disaggregate the dine-in from the delivery production process, it is not cost free. In fact, as a logical progression would suggest, the OPD Deliveroo service has realized that the actual local restaurant in this merge is not a necessity for success. Instead by using its own “innovation fund” it will to depart directly into the restaurant commerce itself, creating “from scratch” concepts by working with personage chefs and data mining information from its immense customer data base. 
As more of the OPDs recognize to find profits to pass along to the aggressive investors who believe funded rapid growth, they will inevitably recognize to gash out the middleman and provide meals themselves to augment margins. The kitchen that may actually depart “dark” is the local one on the corner down the street in an independent restaurant.
This is undoubtedly both an fascinating and a challenging time for the restaurant industry and the Online Delivery Providers who are feeding from it. Neither side seems to believe figured out how to execute the new consumer claim for off-site delivery drudgery to their complete advantage.
It is impossible to believe that any restaurant can survive if it gives away up to 30% of its top line revenues when the unconcerned net profit is less than 10%. No amount of increased volume in sales will execute up for that. As Cameron Keng wrote in his column “Why Uber Eats Will consume You Into Bankruptcy” in March, 2018:
Based on the unconcerned profit margins above, every restaurant that engages Uber Eats will lose money on every order they take. The more orders coming from Uber Eats, the more money a restaurant would lose.
At the same time, while it is arduous to assemble exact information, it appears that almost noone of the largest On-Line Delivery Providers, in any of the described segments is actually showing a profit. Uber Eats is only profitable in 27 of its more than 100 urban markets, and while Deliveroo’s sales rose in 2017 to £277 million ($356 million), the company lost an astounding £185 million ($237 million). Yet Uber Eats is offering over $2 billion to purchase/merge with Deliveroo.
Finally, as Jonathan Maze wrote in his Bottom Line column in early October the restaurant industry is simply unprepared for what appears to be a tectonic shift in traditional restaurant segments, consumer behavior, labor utilization, real Estate valuation and investor interest.
If delivery is the future of the restaurant business, the restaurant commerce as it is currently constructed is in trouble.
The service is growing rapidly. But it’s increasingly replacing existing restaurant commerce rather than taking commerce away from grocers or other food retailers. 
As they eminent in the beginning, it took the lodging industry almost 20 years to commence to execute this benevolent of tectonic change and it is nowhere near complete. A few very great hotel companies, through merger and acquisition, believe consolidated enough power to start the traipse away from handing over any of their pricing to the OTA’s. In economic terms, hotel companies are trying to depart from being cost Takers to cost Setters.
At this early stage of the restaurant OPD’s domination of the delivery cycle, it is not pellucid that any restaurant organization is great enough to smash the fever, especially now that McDonald’s is partnering with Uber Eats. While it may loom that the On-line Delivery Provider is a restaurant’s partner, friend or even savior, it is noone of those. In fact, in order to become profitable the OPD is looking to become a direct competitor.
What is positive is that few restaurant companies, and certainly no independent operations, can survive the next two decades letting third parties prescribe what convenience and cost mean. In fact, this might be a dependable time to assemble out of the house and depart visit your favorite local restaurant. Sacrificing some convenience for a noteworthy experience is a dependable value and that restaurant may not be around the next time you want to flaunt up.
PDF Version Available HereReferences  contemplate Bill Aulet, Disciplined Entrepreneurship,  The Financial, October 25, 2018, https://www.finchannel.com/~finchannel/business/76317-amazon-expands-grocery-delivery-and-pickup  Menqi Sun, WSJ, September 9, 2018, https://www.wsj.com/articles/how-to-get-food-delivered-from-your-favorite-faraway-restaurant-1536516000  See https://www.just-eat.com/  James Cook, commerce Insider, April 5, 2017, https://www.businessinsider.com/deliveroo-editions-pop-up-restaurants-roobox-2017-4  Tim York, The Packer, March 23, 2018, https://www.thepacker.com/article/rise-virtual-restaurant Sophie Witts, immense Hospitality, May 21, 2018, https://www.bighospitality.co.uk/Article/2018/05/21/Deliveroo-to-create-own-restaurant-brands-using-5m-fund#  Cameron Keng, Forbes, March 26, 2018, https://www.forbes.com/sites/cameronkeng/2018/03/26/why-uber-eats-will-eat-you-into-bankruptcy/#778a3b0621f6  Ibid., DealBook, September 21, 2018  BBC News, October 1, 2018, https://www.bbc.com/news/business-45707700  Jonathan Maze, Restaurant commerce Online, October 17, 2018 https://www.restaurantbusinessonline.com/financing/delivery-could-force-changes-restaurant-business-model Christopher C. Muller is Professor of the rehearse of Hospitality Administration and former Dean of the School of Hospitality Administration at Boston University. Each year, he moderates the European Food Service Summit, a major conference for restaurant and supply executives. He holds a bachelor’s degree in political science from Hobart College and two graduate degrees from Cornell University, including a Ph.D. in hospitality administration. Email: email@example.com
By Christopher Muller
The entire restaurant industry, from the simplest quick service joint to the most complex fine dining jewel, is caught in a veritable frenzy of delivery. It may be, unfortunately, a very risky path to travel for the uninitiated restaurant operation, but delivery is driving the investment community to a fever pitch.  They believe entered into the time of the restaurant On-Line Delivery Provider (ODP) which mirrors in many ways the On-Line Travel Agent (OTA) which has so disrupted the lodging industry.
In two complimentary BHR articles here, they present a recognize at the 8 different models of restaurant delivery and how they are affecting both senior management and customer choices.
A Quick Lesson From Pricing History
For observers of the global Hospitality Industry this should ship up warning flags. In a galaxy far, far away, the Lodging industry managed revenues by using simple seasonal or assign pricing models (On-, Shoulder- and Off-Peak rates, or premiums for “A leeway With A View”) and sold some limited excess inventory through a network of independent Travel Agents (at an onerous 10% commission!).
Then, as the Internet expanded, and the travel market imploded after the 9-11 tragedy, a new and exciting model emerged – the On-Line Travel Agent (OTA) acting as a third party aggregator appeared. Hotel companies willingly gave open access to any of their unsold leeway inventory to the OTAs (Expedia, Travelocity, Priceline, Booking.com, Kayak, Trivago, etc.) to sell directly at abysmal discounts, often between 25 and 30% off posted Rack Rates. Occupancies rose, but unconcerned Daily Rates plummeted, and profits quickly diminished. Hotels, relying on the aged pricing models were caught competing “with themselves” and watched as formerly loyal customers switched their buying habits and loyalties to the OTA that gave them the best rate. Customers could scroll through pages of prices, often for the exact same leeway in the same hotel, searching for the cheapest rate. Hotel rooms, instead of being unique destinations became interchangeable commodities.
It has taken almost twenty years, but through brand consolidation and a total system-wide transformation into a Revenue Management based pricing model, the hotel commerce has been transformed and the OTAs are being aggressively challenged for dominance. This should be a lesson for the restaurant owner/operator, the OTAs drove nothing but cost as a conclusion attribute, the ODPs are poised to conclude the same thing with both cost and convenience, unfortunately restaurants probably won’t believe decades to recover.
Today’s Restaurant Delivery Frenzy –The mount of the ODP
Whether it’s the savvy but shape-shifting Millennial, the rapidly aging Baby Boomer, or the rising adolescent digital autochthonous from the i-Generation, it seems that customers in any shapes and sizes just want to believe their meals brought to them at home, the office, or somewhere in between. Breaking the code of the delivery model—becoming the customer’s option of who serves up breakfast, lunch or dinner at home, drudgery or play—has emerged as the Holy Grail of the foodservice business. But it may be more dote the other mythic dusky Ages metaphor, the Plague, potentially killing upwards of 30% of existing restaurant units.
So, what exactly is “delivery” today, how did it evolve into such a big, expanding component of the restaurant offering and what are the implications going forward for the industry? Just how conclude the On-Line Delivery Providers, the ODP, dominate the market?
We can commence by agreeing that delivery is a divorce and rapidly growing distribution channel, although it has been around in one configuration or another for a very long time. And while not exactly a new technology, nor necessarily a profitable one, the exploding market for the delivery of food is poised for an inevitable shiver out as it quickly approaches a ripen aspect consolidation.
In late 2018 delivery is any about instant gratification, not just for the diner but some would hint for the restaurant as well. At first glance, it any feels so simple and easy. But dote so much in restaurant management, there is more than one pass to assemble something done, even the simplest of things.
Emerging Key Success Factors
Like so many emerging commerce models in the on-line digital age, food delivery is developing its own metrics and factors to be considered and mastered. While quiet evolving, among these now are:
Delivery of food, especially from a restaurant to a consumer, has become a multi-billion dollar segment of the industry. Some are predicting that it will overtake the traditional dine-in segment completely within a decade, although the complexity of getting it birthright and turning a profit while doing so, can quiet be elusive even for the largest players. And of course, no one should forget that Amazon is over in the corner waiting to contemplate how things evolve in an online delivery world they basically invented.
Traditional and Controlled
As noted, the delivery of food from a restaurant directly to a local customer is not a new understanding although traditionally the customer came to the restaurant and picked up or carried out their food order. Both delivery and carry-out were best suited to a restaurant with a simple, easily transported menu. Where a significant amount of the value of the meal was the dining experience and table service, meals to depart were often comprised of a package of leftovers or the long gone term “doggie bags.”
Here is a recognize at four models with some measure of control for restaurant owners and operators over the attribute and profitability of their offerings.
1. The Independent – One Shot
As a service provider a restaurant may settle that in order to meet the needs of its local customer foundation it should provide a delivery option. At one time, only a few restaurants in an urban core would believe delivery offers and these might typically be delicatessens or Chinese restaurants with few seats and a very tenacious focus on offering takeout options. The food can be cooked, boxed, wrapped and brought quickly to an office or apartment within a few blocks on foot or by bicycle.
This model is the most basic – a caller, the kitchen, and an employee bringing Hot food directly to the customer. The restaurant controls the quality, manages the relationship with the diner and absorbs the full cost and any the revenues. It typically comes with higher operating costs for labor (primarily from an in-house paid delivery driver fleet) and with premium rent from the requisite for an attractive customer-facing retail space. On the plus side, any local customer information may be controlled by the restaurant and there are no fees to share with an outside third-party service.
But as the independent operator reaches for the brass ring on the delivery merry-go-round, they besides requisite to be watchful not to lose their grip on their existing ride. A new distribution channel can be much more challenging that just taking a customer order. As eminent by Jennifer Marston:
…restaurants are under pressure to adapt…More and more, that means altering the physical restaurant space so it can better accommodate this influx of new orders. Extra meals require extra bodies to cook and package the food, after all, not to mention extra space for third-party devices, and somewhere to attach completed orders waiting to be picked up by a delivery driver.
An fascinating twist on this lone restaurant model of trying to find a pass to both control and expand the delivery system while maintaining some measure of profitability is one recently proposed in the restaurant trade magazine Restaurant commerce Online:
He (CMO Nabeel Alamgir) explained that Bareburger is already striving to transfigure customers ordering through third parties’ apps into users of the chain’s own channels. Patrons of an Uber Eats or Postmates might be offered a 10% discount on their next order if it’s placed through Bareburger’s website. The chain can afford a discount that abysmal because the monetary repercussion is quiet less than the 20% or 30% discount an outside service typically charges.
Alamgir eminent at the start of the panel’s presentation that a service started by restaurants for restaurants would believe been an attractive alternative to some of the third-party giants. “Let’s execute their own platform. Let’s execute their own Grubhub,” he said.
2. The Cloud Kitchen – A Hub & Spoke System
It can be argued that today’s focused delivery channel began in earnest when Domino’s offered up a “30 Minute or Free” guarantee in 1973. In order to execute this guarantee effective, the company created a hub and spoke system, in effect pile a sequence of franchised units in low cost locations. They were characterized by being geographically market-centered but with no requisite for a “High Street” customer facing address. This was directly in contrast to the overwhelming market advantage owned by Pizza Hut and its network of “Red Roof” full service pizzerias with their focus on dine-in and takeout service. But the competitive advantage that came from having units with no dine-in, limited customer carry-out, and which were serviced by a central commissary set in motion the shift away from the traditional eat-in model.
“The reality is, when the red roof restaurant was created, the understanding of delivery wasn’t piece of the concept,” said Pizza Hut chief executive David Gibbs, a 26-year veteran at parent company Yum Brands…”so in many cases, their commerce has outgrown the capabilities of those restaurants…”
Now, four decades later Domino’s is the world leader in delivery, pizza or otherwise. It has done this by controlling the entire process or what is called the “full stack” in the delivery cycle. Now describing itself as an IT and logistics company that sells pizza, the backbone of the system is that they control the customer ordering process, the production attribute process, and through a vast franchise network the delivery process.
Next to come, using new GPS and AI technologies, Domino’s predicts that it will be able to execute deliveries not just to a formal pile address, but to anywhere a customer can be located by tracking their cellphone, even if that is a park bench or a blanket on the beach.
But Domino’s is not the only leader to be expanding its Cloud Kitchen delivery system. Already designed on a commissary production system model, giant rapid casual leader, Panera Bread, tested delivery in Boston and then announced an expansion across the United States in early May, 2018 with a system based upon using its own delivery drivers.  Following the trend in October the largest chicken sandwich chain, Chick-fil-A, announced it was nascence to test the hub and spoke model of delivery in Nashville, TN and Louisville, KY.
Chick-fil-A is opening two new restaurants that don’t believe something you commonly associate with the chain: seats.
Chick-fil-A, the Atlanta-based chicken sandwich chain, is testing catering and delivery locations in Nashville and Louisville, Ky., that will open this month.
The locations, according to an announcement on the chain’s website, believe no dining rooms or drive thru’s and are designed to be hubs for catering and delivery orders. The restaurants will not accept cash, either.
The Cloud Kitchen model can be very effective for restaurant companies with great enough scale, whether in a lone city or across a region, to heave advantage of a lone production kitchen site with remote staging kitchens. Ultimately the “full stack” control from order to front door can reach from as few as three restaurants or as many as 3000. This besides means that the foundation is laid for vast proprietary customer data collection and eventually data mining by the most forward-looking operators.
It can be argued that the Food Truck movement of the past decade is a subset of the Cloud Kitchen model. By most local health code laws, food trucks must believe a “home kitchen” or commissary for their bulk production that meets any health and sanitation code requirements. In many urban centers, to be successful a food truck company needs to believe multiple trucks on the road acting as a distribution network. While this is besides a classic Hub & Spoke model, it comes with similarities to a model in the next article, #6 The Consolidator, with distribution on a bus quit route and not a one-to-one last mile taxi route.
3. The Ghost Kitchen
One further refinement of the Cloud Kitchen is the Ghost Kitchen. As delivery becomes more of a threat to the traditional dine-in restaurant option, some hint that this model, in fact, is the future of restaurants—basically a highly efficient hybrid of menu concepts, specialized production and logistics, and low labor cost with no eat-in customers.
In that way, this model is identified by three key components.
First, it removes the dining leeway or takeout from the restaurant completely, working out of a kitchen whose location is based on nearness to its core customer market yet in a typically low rent out-of-the-way space.
Second, it does not hire any paid employees to deliver, instead making consume (through partnership or agreement) of the many third-party delivery companies dote GrubHub, Postmates or Doordash.
Third, and possibly the most important, because of the flexibility of only needing an APP, website or traditional telephone ordering system, more than one cuisine can be produced in the same kitchen space. facile to prepare, cook and deliver foods such as salads, sandwiches, Asian and other ethnic dishes, or gourmet pizza can any be offered while cross-utilizing similar ingredients in creative menu offerings.
This can best be described as an “order only” restaurant. The most prominent or well-known of these Ghost Kitchens would be Green zenith (see transition to #8 dusky Kitchen in piece 2). While garnering a dependable amount of press, the personage chef David Chang’s Maple, closed its operation in 2017 with some assets lamentable to London and the delivery company Deliveroo. Chef Chang sold the physical kitchen space, Ando, to Uber Eats after ceasing operations in January, 2018. 
Because no customer ever sets foot through the front door the owners can attach any of their investment in kitchen outfit and the technology of ordering. A Ghost Kitchen offers customers great menu choices, and just as its cousin the Cloud Kitchen, has the option to reserve track of its own proprietary customer data set through the direct ordering process. The tradeoff is that ownership sacrifices the customer interface at delivery of the Cloud Kitchen model. Operating and start-up costs are low and efficiency can be very high. The risk is that a great portion of the margin (sometimes up to 30%) from market-driven menu prices is taken by the delivery partnership, who besides control the brand image when customers receive their orders off-site.4. Virtual Restaurants
Along with disrupting the taxi business, Uber Eats is about to globally disrupt the restaurant delivery business. As of October, 2018, Uber Eats had over 1600 “virtual restaurants” around the globe, with almost 1000 in its US partnership portfolio. The majority of these are not the Cloud or dusky Kitchen models mentioned above, but are existing restaurants with new brands that only exist through Uber Eats. This model, while charging very towering fees to the restaurant, allows them to technically not compete with themselves in the home delivery marketplace. Uber Eats gains more menus to offer, and limits any requisite for an investment in a commissary space.
For SushiYaa, Kim says the virtual restaurant concept has been transformative. “Because this concept worked so well for us, they actually changed one of their restaurants from a sushi buffet concept to a regular restaurant with 8 different virtual restaurant brands inside it. The buffet sales weren’t doing so well and the delivery side was doing better, so they thought — let’s change it completely so we’re focused more on delivery.” From a sales standpoint, he says it’s “almost as if they believe another restaurant without paying additional rent and labor, even though [Uber Eats] takes about 30 percent.”
One other nature of Virtual Kitchen involves the licensing of existing restaurant recipes and menu items in a curated virtual model. The start-up concept dependable Uncle is using this to compete in the university meal device segment, offering a scope of pricing options for higher attribute prepared meals, delivered by their own delivery fleet using the bus quit common drop off method. This is a limited menu, limited target market, which benefits from a direct marketing approach, lower operating costs, and uses both a subscription and premium fee based pricing system. It is a Virtual Kitchen because there is no restaurant or other customer facing facility, it exists only online.
Part One – Conclusions
Delivery models, some traditional, some evolving, present many opportunities for restaurant operators, especially those in the QSR and rapid Casual segments, where hurry and cost and convenience are the drivers of consumer choice.
The challenge in today’s delivery market is how owners and operators can maintain both towering attribute and long-term profitability in the products/services they offer. For many meals, the time and distance from kitchen to table can be more than 30 minutes or multiple miles. attribute of presentation and flavor may quickly diminish. More importantly, where the medium annual profitability for restaurants across any segments in the USA is considerably less than 10%, losing up to 30% of top line revenues is not a path to a successful future, (even if total sales augment by 20%).
PDF Version Available HereReferences  Heather Haddon and Julie Jargon, The Wall Street Journal online, October 24, 2018, https://www.wsj.com/articles/investors-are-craving-food-delivery-companies-1540375578?mod=cx_picks&cx_navSource=cx_picks&cx_tag=contextual&cx_artPos=4#cxrecs_s  Liam Proud, DealBook, NYTimes, September 21, 2018, https://www.nytimes.com/2018/09/21/business/dealbook/uber-eats-deliveroo.html  Jennifer Marston, The Spoon, July 31, 2018, https://thespoon.tech/delivery-is-making-these-restaurants-literally-redesign-the-way-they-do-business/  Peter Romeo, Restaurant commerce Online, Oct. 19, 2018 https://www.restaurantbusinessonline.com/operations/3-big-changes-looming-restaurants  Karen Robinson-Jabos, Dallas News, Jan 6, 2016. https://www.dallasnews.com/business/business/2016/01/06/pizza-hut-is-ditching-the-iconic-red-roof-for-a-more-modern-look  Janelle Nanos, Boston Globe, May 7, 2018, https://www.bostonglobe.com/business/2018/05/07/panera-expanding-its-delivery-service-cities/sZg4pO0yTw9cEdYpv514tL/story.html?event=event12  Jonathan Maze, Restaurant commerce Online, Oct. 09, 2018 https://www.restaurantbusinessonline.com/financing/chick-fil-opening-new-delivery-focused-prototype  Neal Ungerleider, 01.20.17 rapid Company https://www.fastcompany.com/3064075/hold-the-storefront-how-delivery-only-ghost-restaurants-are-changing-take-out  Closing announcement from Maple, May 8, 2017 https://maple.com/letter/  Whitney Filloon, Eater, October 24, 2018, www.eater.com/2018/10/24/18018334/uber-eats-virtual-restaurants  contemplate the online Audiopedia site https://www.youtube.com/watch?v=BKO5JFbqKTA  Ibid, Eater, October 24, 2018  contemplate https://www.gooduncle.com/ Christopher C. Muller is Professor of the rehearse of Hospitality Administration and former Dean of the School of Hospitality Administration at Boston University. Each year, he moderates the European Food Service Summit, a major conference for restaurant and supply executives. He holds a bachelor’s degree in political science from Hobart College and two graduate degrees from Cornell University, including a Ph.D. in hospitality administration. Email: firstname.lastname@example.org
By Makarand Mody and Monica Gomez
For a long time, the hotel industry did not esteem Airbnb a threat. Both the industry and Airbnb claimed they were serving different markets and had different underlying commerce models. Over the years, as Airbnb become more successful and grown to being larger than the companies in the hotel industry, the rhetoric has changed. The hotel industry began to realize they had something to worry about.
A stage of denial was followed by the American Hotel & Lodging Association (AH&LA) attacking Airbnb by sponsoring research to demonstrate its negative impacts on the economy and lobbying governments to impose taxes and regulations on homesharing. The association is arguing for a flush playing realm between homesharing and hotels (and rightly so). The next stage of this battle involves competition and integration. Not only are hotels looking to add homesharing-like attributes and experiences to their properties, to more effectively compete with Airbnb, but are besides looking to tap into the platform-based commerce model that underlies Airbnb’s success.
The Past: How does Airbnb repercussion the hotel industry?
Airbnb’s disruption of the hotel industry is significant, both existentially and economically. A recent study by Dogru, Mody, and Suess (2018) found that a 1% growth in Airbnb supply across 10 key hotel markets in the U.S. between 2008 and 2017 caused hotel RevPAR to decease 0.02% across any segments. While these numbers may not loom substantial at first, given that Airbnb supply grew by over 100% year-on-year over this ten year era means that the “real” reduce in RevPAR was 2%, across hotel segments. Surprisingly, it was not just the economy but besides the frill hotel segment that was arduous hit by Airbnb supply increases, experiencing a 4% real decline in RevPAR. The repercussion of Airbnb on ADR and occupancy was less severe. In Boston, RevPAR has decreased 2.5%, on average, over the last ten years due to Airbnb supply increases. In 2016 alone, this 2.5% reduce in RevPAR amounted to $5.8 million in revenue lost by hotels to Airbnb. Brands that felt the repercussion the most were those in the midscale and frill segments, with a reduce in RevPAR of 4.3% and 2.3% respectively. These supply increases are besides fueling Airbnb taking an increasing share of the accommodation market pie. For example, in new York City, Airbnb comprised 9.7% of accommodation demand, equaling approximately 8,000 rooms per night in Q1 2016 (Lane & Woodworth, 2016). As a whole, Airbnb’s accommodated claim made up nearly 3% of any traditional hotel claim in Q12016.
Buoyed by a growth rate of over 100% year on year, Airbnb now has over 4 million listings, with the U.S. being its largest market. The company besides has significant leeway to grow in other countries, particularly emerging markets in Africa and India. The company has race into some competition in China, with local rivals Tujia and Xiaozhu. Also, within the U.S., the dependable intelligence is that Airbnb will not grow at 100% indefinitely and will eventually plateau as it reaches a saturation point (Ting, 2017a). In view of this, the company has turned to alternative strategies to continue to augment supply. It is now targeting property developers to revolve entire buildings into potential Airbnb units, through its newest hotel-like brand, Niido. Currently, there are two Airbnb branded Niido buildings in Nashville, TN and Orlando, FL with over 300 units each and Airbnb plans to believe as many as 14 home-sharing properties by 2020 (Zaleski, 2018). Niido works by encouraging tenants to list their units on Airbnb, with Airbnb and Niido taking 25% of the revenue generated. Airbnb has besides clearly evolved from its original premise of “targeting a different market” to attracting segments traditionally targeted by hotels, such as the leisure family market, commerce travelers, and the upscale traveler, as evidenced through its latest offering, Airbnb Plus. These homes believe been verified for quality, comfort, design, maintenance, and the amenities they offer. They besides believe facile check in, premium internet access, and fully equipped kitchens. Their hosts are typically rated 4.8+, and depart above and beyond for their guests. Through Airbnb Experiences, travelers can partake in everything from the noteworthy outdoors—hiking and surfing—to “hidden” concerts and food and wine tours. In addition to these products, Airbnb has besides “created” its own segments of travelers: novelty and experience seekers who are looking for unique and unconventional accommodation dote yurts, treehouses, and boats, any things that a traditional hotel company cannot provide.
The Present: Understanding what consumers want lies at the heart of the battle between hotels and Airbnb
There are larger societal trends that are impacting what consumers quest travel, and they deem this has implications for the Airbnb and hotel dynamic. These trends include:
What conclude these trends mean? They require marketers and experience designers to re-think what the travel experience means to the customer. The notion of the experience economy was created by Pine and Gilmore in 1998, and included four dimensions: escapism, education, entertainment, and esthetic. Leveraging one, or ideally, more of these dimensions creates memorable experiences for customers, which in revolve results in brand loyalty. This dynamic has been fairly well-established in the academic literature. However, Airbnb has changed the game for the experience economy by emphasizing the sharing lifestyle and a sense of community, cleverly incorporating the above highlighted trends into its communications with customers. Because of Airbnb popularity and success, six new dimensions believe been incorporated into the experience economy, in the context of the travel experience: personalization, communitas, localness, hospitableness, serendipity, and ethical consumerism, as was presented by Mody in 2016.
Interestingly, in a recent study by Mody and colleagues (Mody, Suess, & Lehto, 2017), the researchers found that Airbnb outperformed hotels on any the dimensions of this new, expanded, accommodation experiencescape. Airbnb outperforms hotels in the personalization dimension because of its wide array of homes and locations, enabling genuine micro-segmentation and the “perfect match” between guest and host (Dolnicar, 2018). Moreover, no one home is similar to another, giving customers a unique experience every time, enhancing the serendipity associated with an Airbnb stay. Airbnb elevates the sense of community that consumers seek, particularly when sharing space with other travelers and/or with the host, and allows consumers unparalleled access to “the local”—that café or cute exiguous store that only locals know about. However, there are areas where hotels hold their own. For example, the pathways between these dimensions and memorability were just as tenacious for hotels as for Airbnb, emphasizing the requisite for hotels to engage customers by leveraging the “right” dimensions for the brand—dimensions that align with the brand’s mission, story, and personality.
One such dimension where hotels fulfill just as well as Airbnb is hospitableness, as confirmed in a study by Mody, Suess, and Lehto (2018). More “investor units” on the Airbnb platform means that the host is often not present when guests arrive to the home; moreover, any communication is done electronically and with someone who “manages” the Airbnb unit and doesn’t necessarily own or live in it. In turn, hotels that leverage the human factor—the welcome of a friendly check-in agent, the helpfulness of the concierge, the warm greeting and genuine interaction between guest and food and beverage staff—create more positive emotions, which subsequently lead to higher brand loyalty. It is imperative that hotel brands really deem about the high-tech, towering feel experience they are looking to provide, particularly in the golden age of brand proliferation that they live in.
From a non-experience standpoint, regulation is another bone of contention that merits nigh inspection. After years of denying that Airbnb was a competitor, in 2016, the American Hotel & Lodging Association first began an extensive lobbying trouble for the imposition of taxes and regulations on Airbnb that flush the playing field. Over the last pair of years, the voices of the hotel lobby and other community groups believe translated into governments taking some action, in the U.S. and abroad. However, in a study of regulation across 12 European and American cities, Nieuwland and van Melik (2018) found that governments believe been fairly lenient towards short-term rentals with exiguous to no (meaningful) regulations thus far. Moreover, regulations believe been designed to alleviate the negative externalities of Airbnb on neighborhoods and communities rather than to flush the playing realm between Airbnb and hotels. Another challenge with regulating the peer to peer economy has been enforcement. In new York City, under the Multiple Dwelling law, it is illegal for a unit to be rented out for less than 30 days unless the owner is present in the unit at the time the guest is renting. However, it is quiet practicable to find “entire homes” on Airbnb in new York City, even though, in principle, these typically comprehend homes where the host is not present during the guest’s stay. Moreover, Nieuwland and van Melik (2018) and Hajibaba and Dolnicar (2017) believe found that regulations tend to be very similar across cities, without accounting for the specificities of a particular location, which makes the process perfunctory and superficial. There besides remains the danger of over-regulating Airbnb, given that there is quiet very exiguous erudition about effective ways of regulating these innovations in the sharing economy, thus stifling their potential. Avoid over-regulation is critical, since Airbnb has significant welfare effects in the economy. In addition to stimulating travel to previously inaccessible markets, Airbnb besides creates customer surplus (Farronato & Fradkin, 2018), an well-known economic value measure. Moreover, other research has suggested that the unconcerned resident is not as negative towards the Airbnb as media rhetoric might hint (Mody, Suess, & Dogru, 2018). The requisite for a data-driven approach to Airbnb regulation remains paramount.
The Future: Competing with the sharing economy requires re-thinking the brand and the experience
While regulation is outside the control of the hotel industry, the brand and the customer experience are not. They contend that these are the areas where hotel companies’ efforts requisite to be focused. Hotels requisite to re-think the brand promise, both for the parent brand as well as individual brands in the portfolio, and how it defines and shapes the guest experience. Recent research by Mody and Hanks (2018) indicates that while Airbnb leverages the authenticity of the travel experience—by enabling local experiences that provide a sense of self and sense of place, hotel brands that are perceived as being authentic—original, genuine, and sincere—can generate higher brand loyalty. Thus, while it’s arduous to compete with homesharing in terms of experiential authenticity, brand authenticity is a pillar on which hotels can build a tenacious foundation for loyal brand relationships. This is particularly well-known because while Airbnb promotes experiential authenticity as a key intuition to consume the brand, most travelers tend to remain with the brand for much more functional requirements, such as space and cost (Chen & Xie, 2017; Dogru & Pekin, 2017)
There is no one definition for or manifestation of an “authentic” brand. It’s a perception, a feeling that consumers believe about what you stand for. An real brand has at its core the brand promise, an real value proposition that gives consumers a raison d’etre for associating with the brand. However, what an real brand does require is effective storytelling. A brand is perceived to be authentic, if it has an real anecdote that feeds it. Brand stories can reach from many sources: a brand’s values, personality, heritage, uniqueness, or its quest and purpose. What is well-known is telling compelling and coherent stories across the brand’s various touchpoints to engage consumers at a visceral, emotional level. Taking off industry blinders, and looking for inspiration outside the hotel industry, is critical. Tom’s Shoes is an excellent example of leveraging its quest—One for One—in creating a compelling brand story. As another example, in an industry typically focused on the in-store, “physical” experience, Burberry has set the gold gauge for authentic, digitally-led and emotive storytelling, by looking within and leveraging over 150 years of history (Watch the YouTube Video here). In this vein, they deem that Fairfield Inn and Suites’ recrudesce to “where it any began”—the Marriott family’s Fairfield Farm in the Blue Ridge Mountains of Virginia— to craft the brand experience of the future, from a design and communications standpoint, is an excellent example of leveraging authenticity and crafting a compelling brand engage (Ting, 2017b).
Another understanding that lies at the heat of the brand engage is what they call the experiential value proposition, or EVP. For the longest time, hotel marketers believe relied on the guest leeway as the primary source of value for the guest. But deem about the last time you traveled. Was it the prospect of the hotel leeway that got you excited about your trip? Or was it everything that the hotel enables you to conclude – the experience outside the guestroom? From experiencing craft and music in the lobby to its proximity to the must-do craft beer garden, hotel marketers must realize that it’s the complete package—what’s inside and outside the room—that customers consume as cues for making their conclusion to choose an accommodation. They call this proposition offered by the hotel—what’s inside and outside the guest room, enclosed within an experience of hospitableness and a connection to humanity—its EVP. They present the EVP in pattern 1. The EVP mirrors the value paradigm of the modern traveler, something that must be reflected in the hotel brand’s sales, marketing and pricing and revenue management efforts. Thinking about a brand through the lens of the EVP paradigm has the power to re-orient the customer’s mindset from one of price-shopping to experience-shopping.
Figure 1. The Experiential Value Proposition Framework
How does a hotel marketer apply the EVP paradigm? Its application can open up many avenues. Hotels can start by rethinking the design of their primary digital channels, led by the website by adding more rich, vivid content that goes beyond the guestroom, in order to better integrate aspects of the wider hotel and local experience. The gauge Hotels serves as an excellent example (http://www.standardhotels.com/) Its website feels more dote a local lifestyle and culture magazine than a digital media property “selling” a hotel room. The website’s rich images and stories draw the visitor into wanting to learn more about what the brand has to offer. While not every hotel can or would want to depart the gauge way, since the brand has its own divorce voice and personality, there is a case to be made for going beyond static images of beds in guestrooms, which tend to blend into one indistinguishable entire after a point, particularly on OTA websites. When was the last time the image of a hotel bed excited you to want to remain there? Yet, when you recognize at the imagery attach out by most hotels, this is what marketers quiet focus on.
Placing an emphasis on humanity and providing a sense of hospitableness can besides enhance a brand’s EVP. Instead of technology replacing the human connection, the industry needs to recognize for ways in which technology can actually free up employees so that they can expend their time crafting more personal and unique experiences, delighting guests instead of performing routine transactions. Moreover, if the human connection is what people quest out when traveling with Airbnb, why is it that hotel confirmation emails quiet assemble sent out by automated systems that highlight the “facelessness” of the hotel entity. Why not consume that as an break to truly welcome the guest; a simple feel such as a welcome epistle from the GM with his/her photo, or that of an employee who is “assigned” as “your personal host” during your remain can depart a long pass in emulating the human connection that the sharing economy enables.
The design of the hotel’s public spaces can be used to enhance the guest’s experience of “communitas”. Ian Schrager would harmonize (Schaal, 2017). After all, with much of Airbnb’s supply being dominated by investor units that provide exiguous or no host contact, what better an break for hotel brands to flaunt that they are the original connectors of human beings? Sheraton has been sensible in incorporating some of these communal elements into its brand makeover by introducing productivity tables and studio spaces and a day-time coffee bar that transforms into a bar at night. In terms of another design element, Airbnb’s attractiveness to family and group travelers can be offset by offering connecting and/or multiple rooms for one price, with other experience value-adds thrown in (as with the Marriott family leeway connecting rooms package.
Finally, the role of the loyalty program cannot be emphasized enough. Loyalty programs must traipse beyond programmatic levels to being able to leverage data from guest history, gregarious media, and other marketing data sources, powered by predictive analytics, to personalize and individualize the guest experience of the brand. In an age of instant gratification, the loyalty program has to be gamified to unlock value-adds and present creative bundling.
At the flush of the hotel company, beyond the individual brand, the hotel industry has started participating in the home sharing commerce and is increasingly looking to integrate these platform commerce models. For example, while Accor purchased Onefinestay, Marriott has teamed up with Hostmaker to create Tribute Portfolio Homes, a partnership that was recently expanded to four European cities (Fox, 2018). From an organic brand progress standpoint, Accor’s newest Jo & Joe brand mimics the sharing economy within the confines of a traditional hotel space. Other, more innovative and bold ways of integrating the sharing economy ethos into a hotel could comprehend offering an “Airbnb floor”, an antithesis to the club floor, one that would not present housekeeping and other hotel services and thus be offered at a lower price. With hotel brands becoming “branded marketplaces” for accommodation and not just hotel rooms, perhaps there is merit in listing hotel rooms on alternative accommodation platforms. HomeAway is already adding hotels to its platform through the Expedia Affiliate Network, while Airbnb is making a propel for bed-and-breakfasts and boutique hotels. Homesharing providers hope that by adding these options to their listings, they will fulfill their goal of being “for everyone”, while allowing independent and boutique hotels to reap the benefits of branded distribution at a lower cost than traditional OTA brands.
In sum, hotels must adopt a sales, marketing, and revenue management approach that is both strategic and tactical.
At a strategic level, hotel brands requisite to re-think their story, and how they portray and fulfill their authenticity and brand promises. At a tactical level, it’s the experience and value beyond the guestroom that must be factored into what is presented to current and potential guests, what they are charged for it, and how it is leverage to create “memorable memories” that lead to higher net promotor scores and brand loyalty. They present a graphical summary of the past, present, and future of Airbnb vs. hotels in pattern 2.
Figure 2. Summarizing the past, present and future of Airbnb vs. hotels
PDF Version Available HereReferences Chen, Y., & Xie, K. (2017). Consumer valuation of Airbnb listings: a hedonic pricing approach. International Journal of simultaneous Hospitality Management, 29(9), 2405–2424. http://doi.org/10.1108/IJCHM-10-2016-0606 Dogru, T., Mody, M., & Suess, C. (2018). Adding evidence to the debate: Quantifying Airbnb’s disruptive repercussion on ten key hotel markets. Dogru, T., & Pekin, O. (2017). What conclude guests value most in Airbnb accommodations? An application of the hedonic pricing approach. Boston Hospitality Review. Dolnicar, S. (2018). Unique Features of Peer-to-Peer Accommodation Networks. In S. Dolnicar (Ed.), Peer-to-Peer Accommodation Networks: Pushing the boundaries (pp. 1–14). Oxford: Goodfellow Publishers Ltd. Farronato, C., & Fradkin, A. (2018). The Welfare Effects of Peer Entry in the Accommodation Market: The Case of Airbnb. Fox, J. (2018). Marriott expands homesharing program in Europe. Hotel Management. Retrieved from https://www.hotelmanagement.net/own/marriott-expands-homesharing-program-to-3-european-cities Hajibaba, H., & Dolnicar, S. (2017). Regulatory Reactions Around the World. In S. Dolnicar (Ed.), Peer-to-Peer Accommodation Networks: Pushing the boundaries (pp. 120–136). Oxford: Goodfellow Publishers Ltd. Lane, J., & Woodworth, M. (2016). The Sharing Economy Checks In: An Analysis of Airbnb in the United States. Retrieved from http://www.cbrehotels.com/EN/Research/Pages/An-Analysis-of-Airbnb-in-the-United-States.aspx Mody, M. A., Suess, C., & Lehto, X. (2017). The accommodation experiencescape: a comparative assessment of hotels and Airbnb. International Journal of simultaneous Hospitality Management, 29(9), 2377–2404. http://doi.org/10.1108/IJCHM-09-2016-0501 Mody, M., & Hanks, L. (2018). Parallel pathways to brand loyalty: Mapping the consequences of real consumption experiences for hotels and Airbnb. Mody, M., Suess, C., & Dogru, T. (2018). Not in my backyard? Is the anti-Airbnb discourse truly warranted? Annals of Tourism Research. http://doi.org/10.1016/j.annals.2018.05.004 Mody, M., Suess, C., & Lehto, X. (2018). Going back to its roots : Can hospitableness provide hotels competitive advantage over the sharing economy ? International Journal of Hospitality Management. http://doi.org/10.1016/j.ijhm.2018.05.017 Nieuwland, S., & van Melik, R. (2018). Regulating Airbnb: how cities deal with perceived negative externalities of short-term rentals. Current Issues in Tourism, 0(0), 1–15. http://doi.org/10.1080/13683500.2018.1504899 Schaal, D. (2017). Ian Schrager Calls Out Hotel Industry’s Airbnb Strategy as Misguided. Skift. Retrieved from https://skift.com/2017/12/08/ian-schrager-calls-out-hotel-industrys-airbnb-strategy-as-misguided/ Ting, D. (2017a). Airbnb Growth anecdote Has a Plot Twist — A Saturation Point. Skift. Retrieved from https://skift.com/2017/11/15/airbnb-growth-story-has-a-plot-twist-a-saturation-point/ Ting, D. (2017b). Marriott and option heave Varied Approaches to Reviving Classic Midscale Brands. Skift. Zaleski, O. (2018). Airbnb and Niido to Open as Many as 14 Home-Sharing Apartment Complexes by 2020. Retrieved from https://www.bloomberg.com/news/articles/2018-08-14/airbnb-and-niido-to-open-as-many-as-14-home-sharing-apartment-complexes-by-2020 Makarand Mody, Ph.D. has a varied industry background. He has worked with Hyatt Hotels Corporation in Mumbai as a Trainer and as a attribute Analyst with India’s erstwhile premier airline, Kingfisher Airlines. His most recent experience has been in the market research industry, where he worked as a qualitative research specialist with India’s leading provider of market research and insights, IMRB International. Makarand’s research is based on different aspects of marketing and consumer deportment within the hospitality and tourism industries. He is published in leading journals in the field, including the International Journal of simultaneous Hospitality Management, Tourism Management Perspectives, Tourism Analysis and the International Journal of Tourism Anthropology. His drudgery involves the extensive consume of inter and cross-disciplinary perspectives to understand hospitality and tourism phenomena. Makarand besides serves as reviewer for several leading journals in the field. In Fall 2015, he joined the faculty at the Boston University School of Hospitality Administration (SHA). He received his Ph.D. in Hospitality Management from Purdue University, and besides holds a Master’s degree from the University of Strathclyde in Scotland. Monica Gomez is a graduate student in the School of Hospitality Administration at Boston University. She received her Bachelor’s degree in Tourism, Recreation, and Sport Management from the University of Florida and has held previous internship positions in hotel operations and event management. She is a member of the Hospitality Sales and Marketing International Association and is interested in hotel revenue management.
By Christian E. Hardigree, J.D.
Today’s hospitality conversations are rife with dialogue about sustainability, initiatives ranging from linen reuse programs, to donating toiletries, to auto dimming lights, to food sourcing, etc. Hospitality practitioners’ quest to define the ROI (return on investment) is often at foiled by a concept that includes intangible metrics and differing definitions of what “sustainability” really means. The oft-used “Triple Bottom Line – People, Planet, Profit” embodies the commonly agreed upon themes of sustainability, which comprehend ensuring a healthy environment, improving economic prosperity, and implementing gregarious justice initiatives that ensure the well-being and attribute of life for current and future generations.
Companies struggle to determine what role they play in advancing and addressing gregarious and global challenges while enhancing their brand, ensuring consumer loyalty, and expanding their market share. Many companies evaluate and refine their efforts for engaged brand activism, particularly through marketing, which they balance with efforts to implement higher standards for suppliers, better equality among workers, and reserve pricing competitive – falling in line with the universal categories of most corporate gregarious responsibility efforts: 1) environmental efforts; 2) philanthropy; 3) ethical labor practices; and 4) volunteering.The “Arms Race” of Corporate gregarious Responsibility Reporting
For many companies, particularly in hospitality, corporate gregarious responsibility (CSR) reporting has emerged as a key commerce approach to articulate the benefits to the company’s stakeholders through strategic initiatives. According to the Governance and Accountability Institute, sustainability reporting by S&P 500 companies increased from 19% in 2011 to 85% in 2017.[i]
Companies now prize the marketing value of CSR reporting, particularly as a mechanism to attract and retain customers. Increased societal pressure for greater regulation and transparency, coupled with research showing that consumers demonstrate a preference toward companies they perceive are more responsible, believe resulted in a new “arms race” with companies are making operational decisions that are more tightly linked to ethical values, environmental stewardship, and respect for the human equity. They want to ensure those efforts are known to their stockholders, investors, and the public.
While many CSR disclosures are currently intentional in the United States, there are increasing requirements mandated by various statutes. Such mandates, commonplace in the European Union, are increasingly required in the United States. In particular, there is growing market claim for a more amenable and transparent corporate supply chain. Current statutory requirements scope from the Mandatory Reporting of Greenhouse Gases rule for great emitters of greenhouse gases to the California Transparency in Supply Chains Act of 2010 to ensure that great retailers and manufacturers provide consumers with information regarding their efforts to eradicate slavery and human trafficking from their supply chains.[ii] The Dodd-Frank Wall Street Reform and Consumer Protection Act, which impacted virtually every piece of the US monetary services industry besides includes provisions for positive reporting on their exercise of due diligence in the source and chain of custody of positive minerals that are associated with armed conflicts in and around the Democratic Republic of the Congo, minerals that are associated with the manufacturing of devices such as cell phones, computers, and digital cameras.[iii] Most recently, the European Union’s sweeping Global Data Protection Regulations (GDPR) went into effect May 25, 2018. Intended to give EU citizens greater control of their own, widely-define personal data, GDPR has far reaching implications for any company doing commerce with citizens of the EU. For the hospitality industry, new processes are required to be implemented to protect things dote IP addresses and cookie data, similar to the protections currently provided to ensure privacy for addresses and gregarious security numbers. In the three months prior to GDPR going into effect, it was estimated that 79% of companies were unprepared.[iv] The mandatory disclosure landscape is changing fast, and hospitality is challenged to reserve up.Not any Changes Are Mandated
As consumers are holding corporations accountable for effecting gregarious change in their commerce practices and beliefs, ultimately impacting the bottom line, companies refine their sustainability initiatives as a result of public advocacy, stockholder proposals, or consumer feedback. A 2017 study by Cone Communications illustrated some key elements, including:[v]
To illustrate, on February 6, 2018, in a commitment associated with improved packaging in betterment of the planet, Dunkin’ Donuts announced it would aspect out the consume of polystyrene foam cups by 2020 and supersede them with double-walled paper cups, estimated to believe a net repercussion of eliminating over a billion cups annually from the waste stream.[vi] This was on the heels of McDonald’s announcing in January that it would aspect out the consume of foam packaging in any global markets by the conclude of 2018.[vii] Straws and stirrers execute up over 7% of plastic found in the environment, an issue initially addressed (and banished) by George McKerrow, co-founder of the restaurant chain Ted’s Montana Grill, that has gained widespread attention as consumers are reminded that they consume 500 million straws a day, a wont that widely impacts wildlife and the oceans.[viii] Just this month, Bon Appétit announced they were banning plastic straws from their over 1000 café locations in 33 states.[ix] As cities dote Miami and Malibu believe banned lone consume straws (and in Malibu, banned any lone consume plastic utensils and stirrers), they find some municipalities are forcing hospitality businesses to incorporate sustainable practices.Avoid Greenwashing
As hospitality companies quest to out-promote each other, they would be well-advised to avoid greenwashing – today’s version of “snake oil”, more akin to “eco-fraud” – when a company holds itself out as more environmentally friendly than it actually is in practice. Clearly consumer preferences demonstrate an increasing trend for purchasing products and services that are sustainable – for their repercussion on the environment, in how they are manufactured, and/or how the workers are treated. Between 2009 and 2010, the number of “greener” products increased by 73%.[x] In order to capitalize on this trend, many brands are trying to competitively out-do each other with their eco-credentials – exaggerating their claims, or at times, completely manufacturing them. In legalese, greenwashing may amount to deceptive marketing, misrepresentation, and/or fraud.
In the “sins” of greenwashing, hospitality entities would be sensible to avoid vague, over-reaching, or unverifiable assertions. Hotels increasingly embolden their guests to embrace green practices – shut off lights, reuse towels, avoid changing the linen as frequently, etc. Research by faculty at Washington status University found that a perceived ulterior motive of a hotels’ environmental claims evoked consumer skepticism, which negatively influenced consumer’s end to participate in the linen reuse program, as well as negatively effecting the consumers’ end to revisit the hotel.[xi] At a time when as many as 79% of travelers harmonize that eco-friendly practices is an well-known factor in their option of lodging, companies risk losing valuable repeat customers if their motives are self-serving. As a result, to avoid the negative aspects, hoteliers are cautioned to install comprehensive green programs, train their staff to implement practices, and ensure their green claims are accurate and not overreaching, perhaps through third party certification.For Goodness Sakes, Don’t Greenwash the Food
Greenwashing is of particular concern in today’s environment, particularly in the context of food. For example, in 2016, organic food sales jumped 8.4%, to over $43 billion, while overall food sales only increased 0.6%.[xii] Similarly, organic non-food items jumped 88% to $3.9 billion in sales. As restaurants and hotels are asked questions by their customers about the source of their products, facilities requisite to be sensible of the claims they are making to ensure they are not overreaching or deceptive, as greenwashing has become the “flavor of the month” in consumer class litigation. Claims challenging products advertised as “natural” are the most frequent suits encountered.
While no definition of “natural” is provided by the FDA, food products in the US labeled as “natural” execute up roughly $40 billion in sales, and are growing by an unconcerned of 6.6% annually. According to Food Navigator, there were 20 food labeling class actions pending in federal court in 2008 – a number that rose to 425 by 2016. Cases that specifically focus on “natural” claims increased by 22% from 2016 to 2017, notably with suits against universal Mills’ Nature Valley bars and Dr. Pepper Snapple’s Mott’s Apple Sauce. Of particular note is that three quarters of federal court food class actions are in four states: California (36%), new York (22%), Florida (12%), and Illinois (7%).[xiii] Many of the suits are rooted in claims that items such as towering fructose corn syrup, towering maltose corn syrup, soy flour, soy lecithin, and GMA yellow corn flour, as well as synthetically derived vitamins, are not “natural”, and thus such claims are fraudulent.[xiv] Overreaching statements can be a source of eroding consumer confidence, destroying customer loyalty, and/or litigation.Conclusion
Sustainability initiatives will continue to be an imperative piece of a hospitality entities’ brand, evaluated by any stakeholders. In order to ensure consumer confidence, it is imperative that those initiatives be real in their implementation, supported by third party verification, and in alignment with the legal requirements of the jurisdiction. In doing so, their efforts in supporting the three E’s – environment, economic, and equity – their industry will collectively mount in to better the future for ourselves and for future generations.
PDF Version Available HereReferences [i] Retrieved May 30, 2018 from https://www.ga-institute.com/press-releases/article/flash-report-85-of-sp-500-indexR-companies-publish-sustainability-reports-in-2017.html [ii] 40 CFR piece 9; and California Civil Code §1714.43 [iii] https://www.gpo.gov/fdsys/pkg/PLAW-111publ203/pdf/PLAW-111publ203.pdf [iv] Retrieved April 6, 2018 from https://www.forbes.com/sites/forbestechcouncil/2018/03/27/u-s-businesses-cant-hide-from-gdpr/#33b76ef052c8 [v] Retrieved April 6, 2018 from http://www.conecomm.com/research-blog/2017-csr-study [vi] Retrieved April 16, 2018 from https://news.dunkindonuts.com/news/dunkin-donuts-to-eliminate-foam-cups-worldwide-in-2020 [vii] Retrieved April 16, 2018 from https://www.bizjournals.com/chicago/news/2018/01/10/mcdonalds-phasing-out-foam-packaging-this-year.html [viii] Retrieved May 30, 2018 from https://www.forbes.com/sites/megykarydes/2018/05/23/the-future-of-take-out-exhibit-how-we-can-eliminate-packaging-waste/#37a1213c7580 [ix] Retrieved May 31, 2018 from https://www.npr.org/sections/thesalt/2018/05/31/615580695/last-straw-for-plastic-straws-cities-restaurants-move-to-toss-these-sippers [x] Retrieved April 6, 2018 configuration http://sinsofgreenwashing.com/index5349.pdf [xi] Rahman, I., Park, J., & Geng-qing Chi, C. (2015). “Consequences of “greenwashing”: Consumers’ reactions to hotels’ green initiatives”, International Journal of simultaneous Hospitality Management, Vol. 27 Issue: 6, pp.1054-1081, https://doi.org/10.1108/IJCHM-04-2014-0202 [xii] Retrieved May 31, 2018 from https://www.foodbusinessnews.net/articles/9394-u-s-organic-food-sales-jump-more-than-8 [xiii] Retrieved May 31, 2018 from http://www.instituteforlegalreform.com/uploads/sites/1/TheFoodCourtPaper_Pages.pdf [xiv] Examples comprehend Janney et al. v. universal Mills, 3:12-cv-03919, U.S. District Court for the Northern District of California; Rojas v. universal Mills, Inc. 3:12-cv-05099, U.S. District Court for the Northern District of California; Bohac v. universal Mills, Inc., 3:12-cv-05280, U.S. District Court for the Northern District of California; Van Atta v. universal Mills, 1:12-cv-02815, U.S. District Court for the District of Colorado
As Founding Director and Professor of the Michael A. Leven School of Culinary Sustainability and Hospitality at Kennesaw status University, Dr. Hardigree oversees the Bachelor of Science degree program which houses over 260 majors and services over 1500 students enrolled in classes each semester. Addressing both “sustainability on the plate” as well as “sustainability beyond the plate” in terms of water, waste and energy efficiencies, this highly germane management program provides a competitive advantage and discernible point of differentiation as the epicenter for teaching, research and best practices in sustainable culinary and hospitality management. The flexibility of the program’s curriculum allows students to emphasize careers in beverage management, event planning, specialized cuisines, and the hotel industry. Christian conducts research and presents nationally at industry conferences as related to her areas of expertise, including food safety, risk management, sustainability, workplace violence and employment/management issues. She is a national expert on bed bug litigation, speaking across the country on the subject. After obtaining her B.S., cum laude, from the William F. Harrah College of Hotel Administration at UNLV, Christian obtained her Juris Doctorate from the Walter F. George School of Law at Mercer University, focusing on employment discrimination, arbitration/mediation, and labor management relations. She is of counsel with the law solid of Parnell & Associates. Christian serves on a variety of committees and advisory boards, including the ConServe Sustainability Advisory Council for the National Restaurant Association, the KSU Brian Jordan headquarters for Excellence and Professional progress at LakePoint Sporting Community, and formerly on the Women in Lodging Advisory Council for the American Hotel & Lodging Association.
By Martin Zsarnoczky
Digitalization is among the most well-known changes in their rapidly evolving world. Digital innovations and technological novelties are engines of progress and flaunt their repercussion everywhere, especially in the realm of manufacturing, ICT and other service industries. Given the fact that tourism is based on the cooperation between a wide scope of services and products, the benefits of the digital revolution in the sector are quite obvious.
Our alive environment is a combination of online and offline spaces that co-exist together, defining their everyday habitat. In tourism, the special consume of spaces has always been a unique feature of the industry, and as of today, the spaces of the digital world believe become piece of it. The rapid progress of the digital world brings novel and innovative solutions into the digital tourism spaces by the day. Peer-to-peer communication is outstandingly well-known in the technological environment of tourism. This nature of communication, together with the spreading of smart devices believe revolutionized scheduling, administration and finances, and besides opened new horizons for the introduction of innovative sales and marketing technologies in the entire tourism industry. As a result of the digital revolution, the international progress trends in tourism believe opened the pass for novel solutions dote cloud-based booking sites or information and experience sharing via digital platforms.
In line with the new trends of travelling, there is a dynamically growing claim for special tailor-made offers beyond mass tourism, as conscious consumers expect personalized solutions that answer their individual needs. As of today, the vast majority of tourism market stakeholders believe access to particular information on their consumers and can closely supervene and track consumer deportment and its changes. These novel systems of personalized products and services are available thanks to various flexible follow-up techniques dote CRM client databases. The cloud-based CRM client database systems – ones that create offers by analyzing previous sales records and demographic data – believe evolved rapidly. As of today, they can resolve huge datasets by immense data analysis and scaling methods in a cost effective and anonymous way, searching for significant event points. Although immense data research is based on working with great samples, it is the most efficient method to divulge individual personal preferences (Stadler, 2015).How did sharing economy pave the pass to personalized tourism services?
In previous decades, the results of digital progress believe opened the door for the real life implementation of shared economy theories. It was almost ten years ago that Chris Anderson (2009) introduced his pricing theory in digitalization, basically suggesting giving away products for free, based on the principle of shared goods and resources. Although at the time Anderson’s theory was considered as a technological solution, the principle of digital sharing believe induced staid gregarious changes as well. One of the most well-known positive messages of shared economy is the maximum consume of resource capacities for the purpose of gregarious well-being (Sundararajan, 2014). gregarious well-being is besides a key priority in tourism, because a well-managed tourism industry brings profit not only for the commerce operators but besides for the local communities.
In the sharing economy model, the stakeholders – who are besides consumers at the same time – present their excess capacities for collective consume in order to maximize the exploitation of their goods and resources. These economic processes consist of so-called hybrid transactions with maximum capacity consume (Hyde, 2007), for both commercial and gregarious purposes. An well-known drive in the evolution of collaborative consumption theory was the realization of the fact that using or possessing the same consumer goods can result in different advantages. The core component of the model is that sellers present their excess capacities, while the consumers in requisite consume them in recrudesce for payment. In the sharing economy (based on the aforementioned primary idea), more and more industrial, commercial and service providers present innovative solutions.
The principle of sharing is not a new understanding in the tourism industry. In the case of some accommodation services, seasonal cost reduction has always been a practice. Hostels and youth hotels believe always been current – these facilities are often used as dormitories throughout the academic year and lease their rooms for backpackers in the summer season, when the students are away. Of course, these seasonal options would not believe been enough for creating a new market sector; the dawn of the new commerce era was marked with the emergence of wide platform solutions dote Airbnb, Booking.com, Agoda, etc.
In the strategy of digital platform tourism businesses, consumers are considered as partners in the commerce activities. This shared operation can be best defined as a postmodern commerce model. Although the complex understanding of postmodernism is quite difficult to describe, its main characteristics – shared participation and the subjective passion of each contributor – can lead closer to understand the phenomenon. It is pellucid that postmodernism will change some processes of the classic market laws in the near future. While “shared experience” has become a key marketing term for selling goods and services, specialized offers inevitably lead to a market fragmentation that will result in the fragmentation of users as well. In a disintegrated market, consumers will behave differently in fragmented times and spaces, paving the pass for personalized services and tailor-made solutions. At the same time, individualism has become the key characteristics of the younger generations (McCrindle et al., 2009); a phenomenon that will believe to be taken into account whilst creating commerce strategies. Due to the emergence of individualism, more and more adolescent people are trying to create something unique that can serve the long-term profit of the community. Their drive for creating businesses based on their own ideas and experience accounts for the increasing popularity of start-up businesses. These aspects of uniqueness, community thinking and experience-centered approach hold a huge break for the future of the tourism industry.The Future: AI, VR/AR, Blockchain
While looking through their photos, tourists usually believe a positive experience remembering their travels, experiences and the destination they had visited. Some specialized digital technologies can present this assumed positive experience in a searchable and changeable form. With regards to real life objects, their connections and relations, there is only a limited amount of information available in a format that could be handled by computers. The main problem is that computers requisite sufficient coding solutions created by ersatz intelligence to be able to store, handle and organize information. The methods of coding for tourism experience purposes affect the speed, efficiency and knowledge/experience-based computing abilities of today’s computers.
According to the forecasts of product progress strategies in various industries, almost any of their everyday objects and outfit will be accessible through the internet in the future. As a result, any devices that are capable of two-way communication will belong in the framework of IoT (Internet of Things). The devices of the future, unlike the devices of today, will communicate in a bidirectional way, where robust safe data handling, personalized differentiation and sufficient conclusion management will be piece of the user experience. As a result of the continuous data collection during the consume of these devices, any germane information will eventually conclude up in a final centralized system at the top of the dataset.
Previously, tourism used to be an industry based on personal relations and connections, where the trends – and therefore travelers’ decisions – were set out by a limited number of great international tourism and travel enterprises. As a result of the digital revolution, the transparency of “hidden markets” had been revealed and numerous other factors believe to be taken into account (Fig.1.).
The early progress of ICT resulted not only in the better capacity utilization of airlines, but besides on the compatibility of the prices; and soon, the emergence of the discount airlines had led to the innovation of the entire industry and forced out efficiency in any segments. The novel travel recommendation sites (Expedia, Orbitz, Kayak, etc.) were created with the flush to execute travelers’ decisions easier; however at the same time, a lot of tourism service providers who could not reserve up with the new challenges were forced out of the market. Although the new trends dote travel packages (including car rental) or taking into account the reviews of previous travelers (Lonely Planet) were from many aspects opposite to the former commerce models, the rapidly increasing popularity of online offers required quick and user-friendly tourism product progress from the industry.
With the arrival of Google, which was able to rank the sites’ appearance in internet searches, a fierce competition begun between blogs, tourism recommendation sites and price-comparing OTA systems. The bidirectional communication started with the consume of cookies 2.0; since then, consumers believe become an integral piece of the commerce models, because businesses who quest to be successful in the long run, requisite to know their customers’ demands in detail. The progress of digital services require the identification of the user, information on their individual preferences and a decision-based calibration (by AI). In AI-based conclusion making solutions, the former conclusive factors are replaced by a virtual personal assistant, which is able to map the consumer’s preferences based on their digital footprint, and create an optimal personalized present from the available immense data systems (Fig. 2.)
The technological progress cannot be stopped; however, with sufficient flexibility and openness, tourism businesses can prepare for the upcoming challenges. In the tourism of the future, the new consumers will bring forth new priorities and new demands. As a revolutionary approach, the members of the IoP (Internet of People) community present their free time in order to gain joint IT/industrial goals, where frameworks are created in line with the preferences of other people, for a yet not specified consumer segment (Miranda et al., 2015). Beyond innovative technologies, entire new spaces believe opened in tourism, completely different from the customary destinations. University researchers believe been carried out to study the possibilities of online tourism spaces and their opportunities for the tourism and hospitality industry. In virtual reality, with a special “glass”, the user can recognize into an optional tourism space, from which the real world is completely shut out. The Augmented reality is a different technological solution, where digital elements are projected into a real life space.
The newest technological developments and the innovation in the consume of alive spaces are any connected to the alternative payment options that can be used in tourism as well. The emergence of Bitcoin and other cryptocurrencies has led to the creation of a novel payment system. The Blockchain payment system is a shared database, which records a continuously growing list of data blocks, preventing any counterfeiting or alteration of the data. One screen consist of a list of transactions and the results of computations made by the stored programs. For example, if a customer buys some cryptocurrency or any other benevolent of currency, and then transfers it to anywhere in the world to another partner, who exchanges it instantly, both partners can avoid any loss caused by exchange rate fluctuations; furthermore, the entire transaction takes only minutes instead of the customary pair of commerce days. This solution can express a revolutionary innovative payment option for everyone in the tourism industry.
The applicability of the blockchain system is independent from currency rates. In the case of cryptocurrencies, it is not the exchange rate that really matters – instead, the proper value of the currency lies in the safety of the blockchain technology and in the authentic, transparent, unalterable and decentralized recording system (Pilkington, 2016). This payment system offers a new flush of encryption safety and intervention-free operation, and the data handled in the system cannot be modified in any way. Another huge profit of the system is that the transactions are realized without any intermediate agents, thus eliminating any additional transaction costs. By the time of the “maturity” of blockchain payment solutions, today’s great service intermediators dote Airbnb, Booking.com, Agora, etc. are foreseen to lose some of their market positions, as consumers and service providers will probably deal with their transactions directly.Will ersatz Food be the next meal on the table?
With the worldwide population boom, the claim for food is besides increasing. To satisfy this growing requisite for food, the extension of agricultural areas is required for food material production, and at the same time, sufficient land management is needed for animal husbandry. The greatest challenge of sustainable agriculture lies in the fact that the agricultural areas can only be further expanded at the expense of forested lands. In addition, the current changes in the environment has besides led to the reduce of fishing possibilities, another vicissitude in the availability of food materials.
The decreasing resources of food materials will constrain the food production industry to re-think their former concepts. new technologies dote 3D food printers can even bring the rapid food era to an end. The novel inventions of food production and food engineering – dote artificially flavored drinks, chocolates and dairy products – believe been on the market of more than a decade now, and so far, they believe not had a negative effect on the common relish of consumers.
In the concept of 3D food printing, popular sweets and delicacies are synthesized by a layered printing technology, using the various pre-mixed powders, flavorings, fixers and oils that are stored in the “toners” of the printer. These ersatz foods are already available: specialized franchise restaurants dote the Food Ink chain present a wide variety of printed meals for consumers who are inquisitive about the future of gastronomy. It is besides likely that with the next generation of the food printers, they will be able to calibrate the nutritional values and energy content of the meals.
The 3D food printing technology is not only well-known for HoReCa businesses, but holds a noteworthy break for the health industry, too, especially in the realm of special diets and medication. Using 3D food printing for these purposes can augment cost-effectiveness, efficiency and sustainability, thus supporting the food industry and hospitality and tourism businesses alike.
The option of personalized 3D food printing is just one of the innovative technological solutions in the tourism and hospitality industry. The Henn-na Hotel  in Huis Ten Bosch, Japan is the first hotel in the world, where customers are served exclusively by robots. At another Asian location in China, there are 24/7 cafés that supervene the no-staff commerce model of Amazon Go. As for the restaurant market, the Chinese food brand Wufangzhai has recently opened the first unmanned restaurant in Hangzhou, capital city of east China’s Zhejiang Province.
The question is: how long will it heave until food production and consumption will requisite no human resources at all?Summary
For innovative enterprises, the efficiency of interactivity is of key significance for the success of their business. The rapid progress of ICT solutions has brought immense changes in the tourism industry. Previously, consumers’ conclusion making was mainly affected by the industrial environment. The era of digital tourism spaces – preceded by theme parks and thematic destinations – started with the emergence of information websites; however, this targeted information current used to be one-directional with narrow choices. In today’s digital era, the new generation of commercial activities heave spot in VR or AR spaces, and the instant analysis of the customer’s reactions and deportment support the enhancement of their buying willingness. The traditional conclusion making processes are gradually being replaced with personalized offers, further increasing the significance of AI.
With the progress of shared economy, greater emphasis is attach on gregarious well-being, as user experience slowly becomes more well-known than ownership. This new approach is besides expressed in novel forms of payment, which can seriously reduce the profits of intermediate activities. The new trends conclude not seem to be problematic in the tourism industry, mostly because in this sector, the exact costs and incomes are not clearly visible yet. On the other hand, the attribute progress of the 3D printing technology holds a noteworthy break for the tourism and hospitality sector. The progress of digitalization has finally reached a flush where it can truly support the cost-effectiveness and sustainability of industrial food production, paving the pass to the future of tourism and hospitality businesses.
PDF Version Available HereReferences Anderson, C. (2009). Free: The Future of a Radical Price. Hyperion, new York. Hyde, L. (2007). The Gift: Creativity and the Artist in the Modern World. new York: Random House Inc. McCrindle, M. – Wolfinger, E. (2009). The ABC of XYZ: Understanding the Global Generations, University of new South Wales Press, Sidney. pp. 1-22. Miranda, J. – Mäkitalo, N. – Garcia-Alonso, J. – Beroccal, J. – Mikkonen, T. – Canal, C. – Murillo, M. J. (2015) From the Internet of Things to the Internet of People. IEEE Internet Computing, 19 (2): 40-47. Stadler, G. (2015). immense data – tömeges adatelemzés gyorsan. HTE Medianet 2015, Kecskemét. LLX. pp. 44-48 Pilkington, M. (2016). Blockchain technology: priciples and applications. Research Handbook on Digital Transformation. Edward Elgar Publishing, Northampton, MA. pp. 225-253. Sundararajan, A. (2014). Peer-to-Peer Businesses and the Sharing (Collaborative) Economy: Overview, Economic Effects and Regulatory Issues. NYU headquarters for Urban Science and Progress, new York. Zsarnoczky, M. (2017a). How does ersatz Intelligence affect the Tourism Industry? Vadyba Journal of Management 31 (2): 85-90. Zsarnoczky, M. (2017b). The future of sustainable pastoral tourism development: the impacts of climate change. Annals of the Polish Association of Agricultural and Agribusiness Economists. XIX. (3): 337-344. Martin Zsarnoczky, Ph.D. has several years of experience in the huge tourism and hospitality industry. He has worked with P&O Princess Cruises, Intercontinental and Marriott Hotels in Budapest. Between 2005 and 2015, he was the founder, developer and CEO of Casa de la Musica Hostel and Event’s Hall, one of the largest multifunctional private tourism & hospitality businesses in Budapest downtown. He holds a BSc degree in Tourism and Hospitality from the Budapest commerce School, and graduated at MSc/Med flush as Teacher of Economics in Tourism and Hospitality. During his studies, he had spent short a term mobility era at Utwente University in the Netherlands, and later earned his Ph.D. in Regional Sciences at Szent Istvan University. At the moment, he is quiet very energetic as an entrepreneur and is actively involved in community development. He is besides a board member of the Budapest Chamber of Commerce and Industry, and works as a mentor for the adolescent Entrepreneurs Association Hungary. With regards to his academic career, he is a full time lieutenant professor at the Institute of Marketing and Media at the Tourism Department of Corvinus University of Budapest.
By Leora Lanz and Namrata Sridhar
In the Winter 2018 edition of the Boston Hospitality Review, they brought forth suggestions for the 10 Best Practices for Organic Visibility —ways to better search results through organic search, or conclude not cost the company a monetary investment. Rather, these rankings were based on elements such as keywords, location, and mobile friendliness. Suggestions for improving a company’s organic search comprehend utilization of backlinks, hyperlinks between websites, and content enhancement in relation to local listings such as ensuring quick website load speed, towering attribute imagery, and conspicuous links to gregarious media channels.
This second installation of a two-part sequence will converse to the subject of search engine functionalities as a result of paid queries. For independent or smaller companies, this brief but powerful set of tips obtained from industry experts can enable a commerce to become more “searchable” for optimal recrudesce on investment.Search Engine Marketing (SEM) Best Practices: 1. Understand the Paid Media Landscape:
According to the Associate Director for Organic Search and Content Strategy at Boston-based Connelly Partners, Dan Hurley, the most well-known piece of SEM is to comprehend the paid media landscape. It is faultfinding to know who one’s competitors truly are and understand how they are marketing, from a tactical standpoint.1 It is besides well-known to research the types of ad push structures that are surfacing in the category of interest, on both desktop and mobile devices. Then one must adopt those that loom effective and appropriate commerce goals appropriately. For restaurants and hotel-related queries, “this strategy is especially pertinent because these searches generally transfigure very quickly; mobile searchers will likely patronize a restaurant within a few hours.”
In order to be the most efficient with a company’s paid advertisements, Todd Philie, president of Southcoast Marketing Group in Wareham, MA, besides encourages companies to ascertain how consumers are searching for them on the Internet. For example, “utilize the query search utensil via the Google AdWords™ platform to ascertain what terms and phrases are used to gain your own site and then display your ads.”
Additionally, Kym Parker, associate search marketing director at Connelly Partners, emphasizes the significance of using the company’s brand to ensure a tenacious search presence. By utilizing paid search bids, a hotel or restaurant can be the first result a web surfer sees when conducting a search.2
“Sometimes, competitors will bid on your brand terms – which means that if someone searches for your company name, for example, the competitor could flaunt up ahead of you in the search results,” Parker notes. “You can obviate this by ‘protecting’ your brand terms. Always be bidding on them, at least a exiguous bit, to ensure that you believe a better random of staying on top of the results when someone searches your denomination and other brand terms.”2: consume of Google AdWords™:
The major player in the world wide web is Google, which has created various platforms to optimize searching. Using keywords, Google users can pay to promote their advertisements for a set budget. This Google functionality allows a company (hotel or restaurant) to understand how it ranks in comparison to direct competitors.
Also reserve ‘negative keywords’ in mind, adds Philie. “Negative terms generally means terms that you are not specifically telling AdWords™ that you conclude not want to loom in specific results for other searches. For example, suppose you are marketing a seafood restaurant that does not present steak on its menu. You want to bid on the phrase ‘best restaurant in Boston’ but you conclude not want to waste money on clicks from customers who want steak. You might set ‘steak’ and ‘steakhouse’ as negative terms so that if someone searched ‘best steak restaurants in Boston” you conclude not flaunt up in that search.
The Google AdWords™ functionality besides offers companies the random to enhance the listing. An incredibly important, yet often overlooked, input is the “click to call” functionality and its presence on a mobile site, besides known as the call extension. “These additional factual details, known as “ad extensions” besides comprehend location, information from different pages on your website, and even testimonial reviews,” adds Seth Cargiuolo, director of communication strategy at Chestnut Hill, MA-based D50 Media. “Making consume of ad extensions is essential because it helps the customer learn more about the commerce with a quick glance pre-click, and can abet differentiate a hotel or restaurant (or any product) against its competitors.” Ad extensions besides augment the visual footprint of an ad, which can propel competitors’ ads and organic listings down the page and out of view, particularly on mobile devices.
For marketers just starting to utilize SEM and Search Engine Optimization (SEO), Google AdWords™ besides offers free tutorials and trainings. Zachary Azar, D50 Media’s senior manager of paid search notes, “These tutorials provide clients with the break to assemble the most out of the program and create effective campaigns.”
To properly manage an effective AdWords campaign, Google Analytics can be a helpful utensil as it reveals which content on a website is most useful and fascinating to customers. This will abet in the creation of resonating ad copy and can besides be a guide for aligning keyword selection and website copy to augment the “Quality Score” of an ad campaign.
However, Philie besides cautions individuals not to be completely reliant on Google’s suggestions for keywords. “Often times, these keywords are pluralized and can cause companies to expend more or not be as effective.” He warns companies to choose how to attach their key words “out there” when bidding. Companies must choose best matched keywords for their ads and choose between “exact match,” “phrase match,” “broad search” and “modified broad search” – any of which will capitulate varied returns. Campaigns should utilize a balance of any match types, but should “skew more heavily towards exact and phrase, utilizing broad match only for keyword prospecting and expansion opportunities.”3. Always Start with Non-Paid Efforts or SEO
When optimizing a company’s searches, Cargiuolo and Azar hint the first thing that the company should focus on is actually the SEO. First and foremost, it is well-known to ensure that a website is user- and mobile-friendly. Another well-known factor is a quick load speed. “Google has found that sites that heave longer than three seconds to load lose 40% of their traffic, and for mobile traffic, that jumps to 53%,” reports Azar. This is well-known for paid search as well; Cargiuolo adds, “It’d be cross enough for a user to abandon your page when it’s an organic search – but now imagine if you’d paid for that click and those dollars were totally wasted.”
In order to reduce the load speed, it is well-known to not believe “big” images—think kilobytes, not megabytes. Web copy should be concise and “bandwidth-hogging” scripts and plugins minimized. “Additionally, given that over half of web traffic is on mobile devices, ensure that pdfs (which you want to avoid anyway) recognize acceptable on a smart phone too,” Cargiuolo says.
Kristin Metzler, Print and Web Marketing Coordinator of Frasca Design Group, besides echoes that mastery of SEO is the first step in a successful digital marketing campaign. Websites built with a tenacious attention to keywords and content will minimize spending on pay-per-click campaigns.4. Don’t expend on Paid Search if You Can’t Afford It
Hurley cautions that one requisite not expend money on advertising to assemble traffic. Because so much information is provided in the search results, there may not be any clicks on your page during the search process. Companies should never attach any money into paid search, display advertising or paid gregarious that the company cannot afford to lose.3
Cargiuolo emphasizes that when a company starts advertising, it should not expect an immediate return,4 which is oftentimes an assumption that businesses make. Initially, many may not be familiar with the bidding process; keywords; or how to build, optimize, and manage an effective campaign. be cautious not to expend money needed for other resources. Start late and expend time learning before committing immense budgets.
One final word of caution: There are easily incurred expenses that can reach from paid search marketing, such as additional costs from agencies that heave a portion of a monthly budget. Being conscious of your daily budget is faultfinding in avoiding overspending.
When taking the steps to build a search campaign, it is faultfinding to conclude research and traipse slowly at the beginning. Understand how the market is reflected in consumer searches and what keywords are being utilized. Before jumping into methods that require payment, a company should ensure that its website is optimized for searches and never expend more than what can be budgeted, as it will heave time to contemplate a recrudesce on investment.
As Cargiuolo reminds, businesses must bethink that Google serves the user first. Thus as the marketer, one must deem as a user would when pile a paid search campaign. People reach to Google with questions. The marketer that best answers the user’s questions, both pre-click and post-click, is going to be one that is most successful.
PDF Version Available Here1 Inc. Staff. “How to Conduct Competitive Research.” Inc. Magazine. May 2010 2 Ratcliff, Christopher. “What is PPC and Why conclude You requisite it?” Econsultancy. 13 November 2013. 3 Kumar, A.J. “SEO vs PPC: Knowing Which is Better for Your Website.” Entrepreneur. Editorial. 21 May 2012 4 Steimle, Josh. “How Long Does SEO heave to Start Working?” Editorial. Forbes. 7 February 2015. Namrata Sridhar is a marketing communications coordinator at LHL Communications and a rising senior at Boston University’s School of Hospitality Administration (BU SHA). She has besides previously worked in marketing communications capacities at RealFood Consulting where she helped design an internal marketing device to rebrand their company. Namrata besides serves as the President of the Student Government of BU SHA. She is an energetic member of the National Society of Minorities in Hospitality, the American Hotel and Lodging Association, and the Hospitality Sales and Marketing Association International. Leora Halpern Lanz, ISHC, is principal of LHL Communications, a hospitality-focused marketing communications, branding, and media relations advisory. She is besides a full time faculty member at Boston University’s School of Hospitality Administration (SHA), teaching advanced strategic marketing and digital marketing for hospitality at the undergraduate and graduate levels. She was named among the Top 25 Minds in Hotel Marketing for 2016 by the Hospitality Sales & Marketing Association International and was named 2017 Professor of the Year by the student government of SHA.
By Sarah AndersenAfter completing the senior capstone Hospitality Leadership course at Boston University, I had the random to reflect on the class topics and apply the teachings to my personal life. The course explored several different levels of leadership, from the head of a major corporation role to developing self-leadership. I scholarly the significance of a mission, vision, and values in an organization, better understood the components of change management, and worked with a group throughout the semester to develop my teamwork skills. I was able to critically resolve concepts and models presented in leadership literature as well as better my own leadership skills. I then interviewed three prominent leaders in hospitality and found connections between their industry insights and my leadership class discussions. Dan Donahue, President of Saunders Hotel Group, Len Wolman, Chairman and CEO of Waterford Hotel Group, and Geoff Ballotti, President and CEO of Wyndham Hotel Group kindly shared their experiences and explained their personal values and company’s culture, revealing the five keys to successful leadership.
“Leadership is the capacity totranslate vision into reality.”
-Warren G. BennisEstablishing Shared Beliefs, Values, and Goals
When an organization wants to achieve its goals, it needs a vision. Effective leadership starts with the capacity to recognize and outline those goals and inspire others to follow. Leaders paint a picture of how that vision will affect the company as a whole, as well as each individual. A leader’s capacity to articulate that vision into a mission statement corresponds to the energetic implementation of goals and the company’s bottom line success. A productive vision goes beyond a written organizational mission statement, but instead permeates throughout any levels of a company and manifests into actions and beliefs. John P. Kotter, author of commerce Leadership, writes, “A vision says something that helps clarify the direction in which an organization wants to traipse [and] is relatively facile to communicate, appealing to customers, stockholders, and employees.”1 It is therefore up to hospitality leaders to set and clearly communicate a vision, and to inspire those around them to share and implement it.
A vision does not belong only to a leader. It must be a shared vision that attracts everyone to sustain towering levels of motivation and withstand challenges. According to The Leadership Challenge, by James M. Kouzes and Barry Z. Posner, leaders can envision the future by imagining the possibilities and finding a common purpose.2 In addition, leaders must spark a sense of import and purpose in those around them. Dan Donahue agrees that, “My job, as someone who has the vision, is to assemble you inspired and committed to sharing that vision and sharing that creativity to the point where you believe buy-in.”
After seven years of rigorous research, a landmark study of the observations from more than 100 CEOs and over 8,000 employees found that “leaders who were pellucid about their values delivered as much as five times greater returns for their organizations as did leaders of fragile character.”3
So how conclude illustrious CEOs and successful leaders in their industry shape the parameters for success through a shared vision for a future? How conclude they empower and inspire those around them to execute decisions and drudgery towards their goals?
Balancing Accountability and Autonomy
When asked what his core values were, Len Wolman responded, “First and foremost, their organization has been built on integrity and transparency. They believe four core values that they live by on a daily basis which are to (1) to wow the customer, (2) to continuously improve, (3) to be a passionate and committed team, and (4) to share and sustain their bottom line success.”
Dan Donahue, established that, “Our values are simple. Their values are people. They allow them the flexibility and latitude to conclude their jobs under the guide of taking supervision of the guest, but besides taking supervision of themselves as well.” To strengthen others, exemplary leaders augment people’s belief in their capacity to execute a difference. They traipse from being in control to giving over control. Developing associates into leaders and enhancing self-determination creates a culture of empowerment and confidence. Geoff Ballotti agrees that, “In terms of motivating others, it is letting them execute decisions. It’s not micromanaging, but rather letting them reach up with the solutions.”
Geoff Ballotti continues, “Our core value statement is three words, ‘Count On Me,’ which is any about accountability. It is about people being able to be counted on at any time, for any issue, any question, any decision, and any support that their owners, franchisees, and associates need. It is built on the principal of integrity in terms of taking personal responsibility for your actions.” Accountability is well-known because it results in an extremely efficient and productive team. According to the U.S. Office of Personnel Management, accountability in the workplace is linked to higher performance and increases in commitment to drudgery and employee morale.4
Dan Donahue, states, “A vision has to be fluid. To assemble to an achievable goal and vision, whether short term or long term, you requisite to be present, you requisite to understand that if you want it to be successful you requisite to be there, you requisite to be accountable to it, and you requisite to be accountable to the people that want to share that.” When accountability becomes embedded into culture, company’s are able to set meaningful goals, develop team buy-in, build faith through support and encouragement, and celebrate successes together. Accountability is about creating a culture where people value responsibility. When associates understand that accountability involves a positive degree of autonomy, mutual respect develops between any levels of an organization.
Mr. Ballotti adds, “The third leg of their values is any about respect. Respecting everyone everywhere both on their ownership side and the community side.” When leaders develop mutual respect, associates are more likely to drudgery harder to accomplish shared goals. Harvard commerce Review examined employee needs and determined through a query of more than 19,000 workers that most employees want renewal, value, focus and purpose.5 feeling a sense of value and respect can instill an employee with aplomb and motivation. Len Wolman adds that, “I’ve been in the industry for many years, I was educated in the industry and then worked my pass up through the industry, so I’m fortunate in that I believe the perspective of having worked in various positions. So I believe empathy, understanding, and respect for each position. Everyone needs to be treated with mutual respect and understanding.”
Modeling by Example
An well-known piece of being an effective leader is educating others on what the organization stands for and why it matters. When leaders sincerely express a commitment to their core values, they’re besides making a commitment on behalf of the entire organization. Therefore, leaders must execute positive there is collective agreement on the shared values amongst everyone they lead.So how conclude leaders become a role model for what the organization stands for?
The answer is pretty simple. They set the example for others to follow. Holding others accountable to values and standards means leaders must live the values themselves. Dan Donahue responds, “I would never inquireof an employee to conclude something I wouldn’t conclude myself.” Len Wolman agrees adding, “You always want to set an example and never want to expect anyone to conclude anything that you wouldn’t conclude yourself.” Researcher on behavioral integrity demonstrates that the alignment between a leader’s words and actions has a powerful repercussion on how much constituents faith the leader and on their subsequent performance levels.6 noteworthy leaders effectively translate end into reality by acting on the values they train and the things they direct to those around them.Showing Vulnerability and Visibility
Confidence is an well-known skill to possess as a leader. However, having vulnerability as a leader is just as essential to recognize and appreciate. Every leader has vulnerability, but great leaders have the self-awareness to recognize this fact and feel cozy expressing their weaknesses. Showing vulnerability is a relatable trait and Geoff Ballotti finds that, “The greatest leaders I know out there are very cozy talking about their weaknesses, about what it is that they requisite to drudgery on, to better upon, and to conclude better.” effective leaders invest the thinking, the time, the energy and are prepared for the vulnerability of connecting with others.So how conclude these leaders earn trust, inspire, and build bonds with those they lead?
Great leaders inspire their associates and guests by genuinely connecting to them through a consistent presence and visibility. Visibility as a leader not only includes having a physical presence, but besides aligning everyone to the purpose behind their shared vision through natural conversations and casual exchanges on a daily basis. When asked how he communicates company goals and the overall vision, Dan Donahue replied, “If you believe a presence, it happens organically. It doesn’t requisite to be contrived.” The purpose of this unfeigned visibility is not about the requisite to “check on employees,” but rather an honest want to interact with associates in order to gauge motivation and learn if employees requisite support or help. Mr. Wolman agrees that, “It is faultfinding to operate with an open door policy and listen to everyone’s perspective and ideas, particularly the people who are executing the day to day functions, and I deem you’ve got to be constantly evaluating that.”
Mr. Ballotti adds, “I besides deem showing empathy is key and the best pass noteworthy leaders conclude that is through the craft of storytelling when they’re up in front of their associate foundation or leadership team, being able to narrate stories that connect and engage and inspire and motivate in terms of the culture your want to set and want to build.” Storytelling is a powerful pass to share knowledge, propel information at people or tug them into a company’s vision and mission by reinforcing the intent behind real leadership. According to Edgar Schein, Professor Emeritus at the MIT Sloan School of Management, “[Stories] besides strengthen the framework and the significance of an organization’s culture by establishing norms and values.”7 dependable stories compel, persuade, and unify others around the leaders’ vision.Creativity Breads Adaptability
“Hospitality isn’t about a product on the shelf. Hospitality is about creating something that changes day to day, hour to hour, or minute by minute.” – Dan Donahue
IBM’s 2010 Global CEO Study, which surveyed more than 1,500 CEOs from 60 countries and 33 industries worldwide, concluded that creativity is the most well-known leadership attribute for success in business, outweighing competencies such as integrity and global thinking.8 Geoff Ballotti agrees that, “Creativity is critical, especially in the commerce that we’re in. We’re trying to redefine and reposition their brand from a creative standpoint in terms of experience.” What defines one brand from another and what makes one brand more successful than another is the creativity that it delivers as well as the experience it delivers to its guests. Understanding how to generate noteworthy ideas is a crucial leadership trait in hospitality’s innovation-driven industry. Successful leaders create an environment where associates can contribute their imagination and insight, which is faultfinding because most innovations draw upon the contributions of many.
Today’s commerce environment is unpredictable, changeable and increasingly complex. Therefore, the capacity to create something that is both innovative and applicable is on the top of leader’s minds. Mr. Donahue states, “Nothing in their commerce can be or should be cookie cutter. It’s about curating an experience for each person who spends to be with you.” Len Wolman adds, “If you’re not creative and open to change in todays world with the disruptors that exist in their industry, particularly with technology, you will not be successful. You requisite to be creative in terms of staying ahead, staying current and relevant, and assemble managing the costs associated with change in a pass that your organization can quiet be successful and profitable.”
In an industry of constant change, noteworthy hospitality leaders requisite to capitalize on the opportunities that are ripe for the present context and device for the likely future state. Change requires creating a new system, which demands effective leadership. It is crucial that leaders first own how arduous it can be to drive others outside of their comfort zones and propel for change. When asked how he responds to change, Len Wolman replied, “A crucial component is feedback. They assemble daily feedback that is current and relevant, whether it be Trip Advisor, direct contact with their guests, or direct contact with their associates. They requisite to listen to it, they requisite to respond to it, and they requisite to adjust to the things that people are looking for whether it be the consumer or the drudgery environment.” Those who create new initiatives, programing, design, and brand essence are the ones who succeed. By supporting creativity and commanding change, leaders can augment workplace satisfaction and build driven teams that craft original, valuable ideas.Figure 1: Interview Questions
It has been made pellucid through the interview process of these three prominent industry leaders that establishing shared values, balancing accountability with autonomy, modeling by example, showing vulnerability through visibility, and having a creative mindset that is open to change are any essential factors to being a successful leader. The common theme amongst any these traits and elements to successful leadership, however, is each leader’s dependence and faith for their associates. At one point during the interview, Mr. Ballotti pointed out that, “Great leaders are those who gird themselves with noteworthy people…who are brighter, and smarter, and more diverse in thought than they are. And who are able to build a team that knows how to support and faith each other.” It is pellucid that effective leadership boils down to a leaders capacity to unlock the full potential in those around them. Len Wolman adds that it “We heave supervision of their associates so that they heave supervision of their guests, which keeps the guests coming back and is the intuition they are in business.“ Dan Donahue besides notes, “You believe to realize each individual employee’s needs. execute a connection with your employees every lone day.” any dependable leaders were once followers themselves and believe scholarly to establish and foster faith over time. A proper leader passes acclaim and shares the blame, lifting up those around them.9 Without followers, noteworthy leaders cannot lead.
PDF Version Available HereSarah R. Andersen is a senior at Boston University’s School of Hospitality Administration. Her areas of interest comprehend integrated marketing communications and real estate development. Beyond her studies in hospitality, she is a member of the BU Women’s Lacrosse team. She plans to continue her studies at Boston University after graduating with her bachelor’s degree by enrolling in the School of Hospitality’s Master of Management in Hospitality program. References
By Juan Lesmes and Leora Lanz
It wasn’t that long ago when digital marketing surfaced as needful rehearse for the hospitality industry. As time moved forward, hotel marketing departments established roles to manage the digital positioning and visibility of the property. Thus, they witnessed hospitality brands which were ‘present’ on gregarious media outlets, adopting paid search as a permanent component of their marketing merge and abiding by well-known website best practices. They advert to this era as aspect I of the Hospitality Digital Marketing Revolution.
Phase II quickly blossomed, and hotels realized that the competition to penetrate the digital space was tenacious and arduous. Brands started focusing on and investing in the internet user-experience (UX), negotiating partnerships with online travel agencies (OTAs), understanding the landscape of search engine result pages (SERPs), separating high-value budgets exclusively for search engine marketing (SEM), and delving into the intricacies of search engine optimization (SEO) for their own websites. gregarious media served as a competitive advantage and quickly escalated as paramount for marketing, branding, reputation management, and organic visibility. Paid search, via Google AdWords platform, is not to be confused with the organic approaches particular here.
As they delve into 2018, aspect III emerges clearly. OTAs dominate and in some instances consume Google searches with first page results. Consequently, hotels are realizing that digital marketing efforts should be shifted from a haphazard online presence to one that is strategic – one that capitalizes on each micro-moment of the guest travel planning journey (most of which, if not all, occurs on the web). As gregarious media forces Instagram and Facebook solidify their roles as prominent search engines, paid ‘posts’ within users’ ‘feeds’ continue to convey the power of personalized sponsored content.
With a myriad of stakeholders now involved in the simple act of searching for hotel rooms, is it a battle worth fighting? The answer is absolutely. But before addressing the how, it is crucial to identify and differentiate the digital marketing scope of branded and non-branded hotels. Branded hotels, especially those flagged with hospitality powerhouses, profit from a more powerful domain authority coming from the parent chain, making it easier for them to rank higher on the SERPs. heave Marriott.com/hotel vs. hotelname.com for example. Domain authority is the overall power of the domain denomination considering traffic size, popularity, and number of links to the site (backlinks). It is besides a top ranking factor for Google.
Branded hotels besides tend to believe significant budgets to expend on Pay-Per-Click (PPC) and paid search, ensuring top first page visibility for valuable destination and branded queries. In addition, branded hotels believe wider access to digital partnerships, including listings, local directories, event sponsorships, travel influencers, and online features – any of which provide authoritative backlinks to the hotel’s site, further contributing to its domain authority.
Because independent and small-scale hotels rarely profit from domain authority, maintaining and monitoring digital marketing best practices to boost Google rankings should be a requirement, not merely a recommendation. Digital marketing practices command their own dedicated efforts. Yet online marketing should be well-equipped with its own strategy and utilize expertise in the nuances and intricacies of hotels, restaurants, leisure activities, and attractions – overall, hospitality.
The question then becomes, how can hotels strive for visibility in this Wild West of a digital landscape, particularly if they are competing against each other, the OTAs, and a powerful sharing economy?1. Execute a Carefully Crafted Keyword Strategy
Optimizing for search queries, besides known as keywords, is perhaps the core of any digital marketing tactic aiming to build visibility – both organic and paid. Identifying those keywords with the highest search volume, such as ‘Miami hotels,’ is the intuitive process. Presence on Google’s first page for towering search-volume keywords requires a robust SEM budget, an ongoing and long-term SEO strategy, or both. This puts independent and small-scale properties, which often conclude not believe the necessary budget and fundamental team, at a notable disadvantage.
However, niche keywords present a different scenario. These queries are typically ’long-tail’ import they contain more than four words. Though niche keywords conclude not believe the highest search popularities, it is much easier to actually capture their search volume, which then results in higher click-through rates (CTR). Hotels can leverage niche keywords by identifying their unique amenities and value propositions, and turning them into valuable keywords. For example, ‘Miami hotels with a rooftop bar,’ ‘Miami hotels with free breakfast’ and ‘Miami hotels with nightclubs’ are terms to utilize as they leverage a more specific travel end that easily turns into conversions (booked business). It is crucial to deem as the customer would.
Some independent hotels, because of the virtue of their uniqueness and often niche-market, can believe the upper hand in this situation. A property which positions itself as a refer for health and well-being could therefore pursue niche terms such as ‘wellness resorts’ and ‘fitness getaways.’ The key is to identify the brand’s top performing unique selling propositions (USPs) and translate them into humanized search queries, any while keeping the guests’ travel planning journeys in mind.
Finding a balanced merge of both high-search volume terms and niche queries secures strategic keywords. Nevertheless, actually optimizing for them by ensuring they are naturally or comfortably present throughout the website’s titles, content, metadata and bidding efforts besides abet secure a carefully crafted keyword strategy.2. Optimize for Local Search
Our termed “Phase II” besides attach the spotlight on search engine commerce directories such as Google My commerce and Bing Places for Business. In aspect III, hotel listings on these directories is no longer a recommendation, it is a necessity. Optimizing for local search entails driving the visibility of a property’s commerce listing via a two-part process:
3. Attain and Maintain a Star Rating on Google
One of the key components of local search results is the Star Rating associated with a commerce listing. In fact, star reviews on SERPs are an effective pass for hotels to augment digital visibility by standing out from the competition. Star ratings abet augment the site’s CTR and provide an influential benchmark for online reputation management (ORM). Once an exclusive assign for paid results, star ratings now besides loom on organic results through Google’s ‘Rich Snippets.’ These snippets are a configuration of structured data which Google extracts from multiple websites and presents it as a ‘preview’ in search results, besides known as Google’s erudition Graph.
Therefore, obtaining and retaining star ratings involves safeguarding reviews on trusted and authoritative review sites. Google then aggregates this rating data and displays an unconcerned star rating. Hotels (restaurants, attractions, etc.) should embolden satisfied guests to submit reviews to their booking channel (i.e. Expedia) because they are by default ‘trusted’ sites. However, they should besides embolden reviews for their own Google My commerce listing in an attempt to augment the hotel’s chances of being featured on local search results.
It is well-known to clarify that there is a technical component to obtaining a Google star rating. Codes attach onto the website to abet search engines recrudesce more informative results to users. Hotels requisite to ensure that their web developers besides comprehend star rating information within the markup code.4. Enhance Content on Local Listings
A hotel’s content for its local listings should be strategically optimized. Whether it is in Foursquare, CitySearch, or any other listing, valuable keywords should be incorporated throughout the copy – including local search ‘near’ queries such as ‘hotel in Miami near Brickell’. If the brand image is impish and tongue-in-cheek, the content on local listings should besides reflect that. Some listings even allow for a featured message. Rather than a generic ‘Welcome!’ hotels can consume this space to promote current offers or highlight special amenities (complimentary champagne, sunset yoga, free breakfast).
Other content elements such as images should be of the highest quality, showcasing provocative yet realistic visuals of the property’s exterior, interior, and overall ambiance. Links to any the property’s gregarious media channels should be present in the listings, which allows the user to access other hotel assets including brand personality and online reputation.5. Optimize for Voice Search
With increasing utilization of smart personal assistants such as Alexa and Google Home, voice search is a prime topic of conversion within the digital marketing realm. In order to be visible in results derived from these devices, hotels requisite to ensure they are optimizing their site and keyword strategy for voice search too. Since users are more likely to consume longer natural queries via voice, employing niche, long-tail keywords is an effective method to optimize for this trend.
Long-tail keywords are fruitless without the germane content on a hotel or restaurant’s website. Hotels requisite to believe specific landing pages that parallel the niche keywords. If a hotel seeks ‘Hotels in Miami with rooftop pools’—a keyword likely used by the voice search user—it must loom in the germane landing page.
Incorporating questions and answers within the site, perhaps via the ever-popular Frequently Asked Questions (FAQ) page, is another effective pass to accommodate voice search. With this strategy, hotels can provide answers not only about the property itself, but besides about their destination and local attractions as a result of quick detection by voice-activated devices.
It is well-known to note that recently, numerous hotel properties and companies believe been contacted by law firms representing travel consumers with disabilities. These law firms report that websites are not abiding by accessibility guidelines in accordance with the Americans with Disabilities Act (ADA). If a guest is unable to consume a hotel website to find information or execute a reservation, hotels can in fact be fined. Today hotel websites must enable these assistive technologies to allow travel consumers with disabilities to assemble the information they requisite and complete any necessary transactions.6. Adopt a ‘Mobile First’ Mantra
Much has been said about Google’s ‘mobile first’ index. This means Google will start to rank its search results based on the mobile version of the content, even in desktop search listings. If one thing is certain, websites requisite to be optimized to be mobile-friendly (responsive). Hotels requisite to ensure they launch a fully-responsive website that serves users of any device the same consistent content. The more ‘mobile-friendly’ a site’s user experience is, including factors such as typography, navigation map, and website design, the higher the site will rank on Google’s search.7. Leverage Google Hotel Ads
Google Hotel cost Ads (HPA) showcases a hotel’s real-time (dynamic) rates on Google search across any devices. Users will contemplate the hotel’s ad when they are actively looking to engage a leeway in the area. However, the hotel only pays when the ad generates a click or a booking.
Google has recently introduced a unique call-to-action (CTA) button for booking hotels in its search results. A keyword can trigger a ‘BOOK A ROOM’ button to appear. Clicking this will activate a sub-menu to browse any enlisted HPAs for the hotel, which includes booking direct and via OTAs.
This feature, which besides appears in Mobile and Maps, demonstrates Google’s determination to grow its cost Ads service. The increased exposure provides more incentive for hotels to capitalize on this configuration of pay-per-click in order to promote direct bookings.8. augment Backlinks, Actively
A backlink is as simple as a hyperlink to a website from another website. Yet, it carries a lot of weight when it comes to a hotel’s organic digital visibility. Each backlink tells the search engine that a hotel website has a ‘vote’ from another entity, which in recrudesce builds credibility and domain authority. Branded hotels believe the upper hand here since the company usually has a corporate parent site that a plethora of other websites will link to (such as Marriott.com or IHG.com).
There are technicalities to backlinks, including the attribute of the backlink determined by elements such as anchor text and link context. These technical factors play a role in the algorithm the search engine uses to determine the value of a backlink. In theory, the more attribute backlinks a hotel website has, the more chances to rank higher on search engines.
Actively pursuing germane backlinks should be imperative for hotels to obtain first page ‘real-estate’. Obtaining links from local directories, current hotel vendors, editorial publications, and .EDU and .GOV sites should be the gateway for enhancing the site’s link equity. However, to continuously grow the number of backlinks, hotels requisite to be generating quality, shareable content that interlinks with gregarious media initiatives.9. bethink Optimal gregarious Media = (Quality + Authenticity) x Engagement
Much has been contemplated about what comprises a successful gregarious media strategy. Although there is no ultimate recipe for the consummate gregarious media post, three factors that boost performance are quality, authenticity, and engagement. Optimal gregarious Media = (Quality + Authenticity) x Engagement. Each piece of content maximizes visibility, both organic and paid. When posts are real and of towering quality, users are more likely to relate and validate them. When posts are authentic, of towering quality, and facilitate some nature of user engagement, the content becomes shareable.
When content generates more likes, followers, and overall visibility it establishes an influential ranking factor. Therefore, search engines tend to rank higher those brands that believe a robust organic gregarious media foundation (not paid or ‘spammy’ followers). This is why it is well-known for hotels to intertwine their gregarious media strategy with their SEO efforts by creating quality, authentic, and engaging content that increases overall digital exposure.10. esteem the Technicalities of SEO
Technical SEO is a science of its own and deserves its own team of specialists, budget, and time. Technical SEO means optimizing a website so search engines can successfully crawl and index its content. It lays a powerful foundation to give a hotel’s website the best random it can to rank higher for germane keywords. Technical factors comprehend site speed, removing unnecessary tags, cleansing duplicate metadata, adding tags to images, and implementing proper redirects to maximize the site’s link equity. Whether there is a one-man team or a staff of professionals continually optimizing the website, there are tools to abet provide the technical support.
Hotels, restaurants, museums, attractions, and leisure activities any requisite to assertively compete online to grab the attention of potential guests. Those who tend to the organic visibility believe a notable competitive. This and integrated paid search campaigns that mutually support organic search strategies will abet secure first page visibility. Overall, while the requisite to upkeep search engines’ potent algorithms and ranking methodologies will always remain, an understanding of the process will abet smaller or independent hospitality businesses gash through the clutter in today’s complicated digital landscape.
PDF Version Available HereJuan Lesmes is a digital marketing strategist specializing in SEO at HEBS Digital the leading hospitality technology, full-service digital marketing and website design firm. A 2017 graduate of Boston University’s School of Hospitality Administration (SHA), Juan’s previous experience includes drudgery at hospitality marketing advisory LHL Communications, The Ritz London, and Lets assemble Weddy in London. Since his time at SHA, Juan has been recognized as a thought leader in hospitality marketing, with energetic contributions to the Boston Hospitality Review, HotelOnline and HospitalityNet. Leora Halpern Lanz, ISHC, is principal of LHL Communications, a hospitality-focused marketing communications, branding, and media relations advisory. She is besides full time faculty at Boston University’s School of Hospitality Administration (SHA), teaching advanced strategic marketing and digital marketing for hospitality at the undergraduate and graduate levels. She was named among the Top 25 Minds in Hotel Marketing for 2016 by the Hospitality Sales & Marketing Association International and was named 2017 Professor of the Year by the student government of SHA.
By Nick Cohen
The year is 2001, and the world is quiet recovering from the tragedy of September 11th. The travel industry is in a downward spiral as fears of flying and terrorism ripple across the United States and beyond, and hotels believe lost significant occupancy due to a reduce in demand.
Simultaneously, a fledgling technology is emerging which will eventually heave advantage of the internet explosion, as well as hotel management’s desperation to fill rooms. It will reshape their industry forever, and this platform now commonly referred to as Online Travel Agencies, or OTAs, will allow hotels to easily sell their rooms on the internet through new consumer facing websites such as Expedia, Travelocity and Orbitz.
Fast forward to 2017. The OTA’s believe gained the majority of market share for online reservations, and digital platforms dote Booking.com and Ctrip.com believe loyal member volumes that far surpass brand websites. In many cases, the OTA companies are valued well beyond traditional hotel brands (as of May 2017, Priceline Group has a market capitalization of nearly USD 92 Billion). They believe besides helped to create a new concept as they grew in popularity and scale over the last number of years, and it was the precedent of transparency. Pricing that was once hidden to the everyday user, could now be exposed to the entire world, publicly, with a few clicks online. As OTA channels grew enormously with time, so did the access to real time rates and availability for virtually every hotel around the world.
With this concept in mind, from the OTA’s they believe seen the rapid expansion of ‘meta search’ channels. These are one-stop cost comparison platforms where a customer can view a cost for a lone hotel leeway across multiple websites (without having to browse those websites one-by-one). Sites within this category comprehend Kayak, Trivago, TripAdvisor, Qunar and Google, and they are any working to simplify the travel research process for consumers.
With the OTA channels continuing to grow through massive marketing efforts and superior technology, and with meta search sites following their lead, a relatively new challenge has emerged for hoteliers. It represents a very complex dynamic between one of the most traditional ways to sell a hotel room, and one of the most modern ways to sell a hotel room. This once again any comes back to the concept of cost transparency. Wholesale has been a core commerce driver in hotels for many years, helping properties build foundation commerce through private negotiated rates and partnerships. Historically, these wholesalers would sell their inventory offline to their own private networks of contacts. Even though the pricing would typically be lower than publicly available RACK rates, it was a dependable foundation of occupancy for hotels to build off of.
As technology has become more sophisticated with Application Programming Interfaces (APIs) readily available, they believe seen the rapid growth of wholesale rates being sold publicly, online, through some of the powerful meta search channels mentioned above. This means that wholesalers are selling discounted rates, which directly undercut brand websites and OTAs, to anyone who has access to the internet. Beyond just meta search, some OTA websites are now even positioning themselves as ‘online marketplaces,’ where they too will sell wholesale inventory directly instead of the inventory provided by the hotels. To remain competitive and augment market share, online channels want to sell the lowest cost possible, even if it means reducing their own margins by selling a cheaper leeway to the customer.
You would deem that hoteliers would want to fix this problem immediately. Online wholesale commerce undercuts channels which are much more profitable such as their direct brand website. This issue however is multi-layered and is not facile to remedy for the following key reasons:Hotels quiet want wholesale business!
Hotels quiet maintain tenacious relationships with a number of wholesale partners, immense and small, and they reckon on these partnerships to generate foundation business. Turning off these channels would potentially express the loss of significant revenues, at least in the short term. Although wholesale channels can undercut other websites when sold online, they besides quiet generate incremental commerce when sold offline through the traditional methodFinding the source of entire commerce online can be very difficult
When wholesale rates appears online, it’s generally very difficult to know which wholesaler specifically is providing that inventory. The wholesale partners themselves don’t generally sell rooms through their own websites, but sell their rates through wholesale aggregation channels such as Amoma.com. It’s channels dote Amoma who then sell the rates online through their own interface, and promote their rates through larger meta search intermediaries such as Trivago and TripAdvisor. Generally the only pass to find the proper source is to execute a test booking online, and then track how that reservation comes into the hotel’s central reservation system (each reservation is typically flagged with an inventory source). Many hotels are reluctant to conclude this since a booking requires consume of a credit card and sometimes even pre-payment, and then cancellation of that test booking is not always facile to do. The test booking process is both cumbersome to manage at scale, and is besides financially risky for a hotel if those booking cannot be cancelled.Employee incentives are at stake
Within hotel sales departments, team members are quiet incentivized to drive wholesale volume, regardless of where that volume is being sold (offline or online). Wholesale partners generally don’t provide specifics on how they are selling their inventory, and as long as leeway allotments are sold, the amenable sales team members are satisfied. This is creating an unavoidable rift between the direction of some sales leaders with the revenue management and digital strategy teams.So what’s next?
Hotel companies are dealing with this situation in a variety of ways. Some are cutting off wholesale altogether since they simply can’t control where their inventory is ending up. Others are maintaining the partnerships, but are working to traipse away from static leeway allotments and over to dynamic pricing and availability where the hotels believe more control over the inventory they ship to the wholesalers. This is a major problem facing the industry that very much remains unsolved.
If they heave ourselves back to the 2001, cost transparency was a challenge for hoteliers. Properties simply didn’t believe direct access to a great enough segment of customers, therefore traditional partnerships dote wholesale was an absolute necessity. With the growth of the OTAs though, and the emergence of new technologies such as meta search, that access is no longer an issue. The world is accessible for each hotel with a few quick key strokes on a computer. It is now only a matter of time until hoteliers execute one of the following decisions:
PDF Version Available HereNick Cohen is based in Hong Kong and leads digital strategy for Hyatt Hotels in Asia Pacific. He oversees online marketing efforts for any Hyatt brands and properties across the region, and manages a variety of e-Commerce and digital platform projects to abet augment online revenues for the company. Prior to joining Hyatt, Nick held senior e-Commerce and digital marketing roles at Langham Hospitality Group, Mandarin Oriental Hotel Group and Sabre Hospitality Solutions. Earlier in his career, working on-property for various hotels he developed extensive erudition in operations, along with Sales & Marketing and Revenue Management expertise. Nick besides holds a graduate diploma in Hotel and Tourism commerce Management from Boston University. Sources:
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APA [1 Certification Exam(s) ]
APC [2 Certification Exam(s) ]
APICS [2 Certification Exam(s) ]
Apple [69 Certification Exam(s) ]
AppSense [1 Certification Exam(s) ]
APTUSC [1 Certification Exam(s) ]
Arizona-Education [1 Certification Exam(s) ]
ARM [1 Certification Exam(s) ]
Aruba [6 Certification Exam(s) ]
ASIS [2 Certification Exam(s) ]
ASQ [3 Certification Exam(s) ]
ASTQB [8 Certification Exam(s) ]
Autodesk [2 Certification Exam(s) ]
Avaya [96 Certification Exam(s) ]
AXELOS [1 Certification Exam(s) ]
Axis [1 Certification Exam(s) ]
Banking [1 Certification Exam(s) ]
BEA [5 Certification Exam(s) ]
BICSI [2 Certification Exam(s) ]
BlackBerry [17 Certification Exam(s) ]
BlueCoat [2 Certification Exam(s) ]
Brocade [4 Certification Exam(s) ]
Business-Objects [11 Certification Exam(s) ]
Business-Tests [4 Certification Exam(s) ]
CA-Technologies [21 Certification Exam(s) ]
Certification-Board [10 Certification Exam(s) ]
Certiport [3 Certification Exam(s) ]
CheckPoint [41 Certification Exam(s) ]
CIDQ [1 Certification Exam(s) ]
CIPS [4 Certification Exam(s) ]
Cisco [318 Certification Exam(s) ]
Citrix [48 Certification Exam(s) ]
CIW [18 Certification Exam(s) ]
Cloudera [10 Certification Exam(s) ]
Cognos [19 Certification Exam(s) ]
College-Board [2 Certification Exam(s) ]
CompTIA [76 Certification Exam(s) ]
ComputerAssociates [6 Certification Exam(s) ]
Consultant [2 Certification Exam(s) ]
Counselor [4 Certification Exam(s) ]
CPP-Institue [2 Certification Exam(s) ]
CPP-Institute [1 Certification Exam(s) ]
CSP [1 Certification Exam(s) ]
CWNA [1 Certification Exam(s) ]
CWNP [13 Certification Exam(s) ]
Dassault [2 Certification Exam(s) ]
DELL [9 Certification Exam(s) ]
DMI [1 Certification Exam(s) ]
DRI [1 Certification Exam(s) ]
ECCouncil [21 Certification Exam(s) ]
ECDL [1 Certification Exam(s) ]
EMC [129 Certification Exam(s) ]
Enterasys [13 Certification Exam(s) ]
Ericsson [5 Certification Exam(s) ]
ESPA [1 Certification Exam(s) ]
Esri [2 Certification Exam(s) ]
ExamExpress [15 Certification Exam(s) ]
Exin [40 Certification Exam(s) ]
ExtremeNetworks [3 Certification Exam(s) ]
F5-Networks [20 Certification Exam(s) ]
FCTC [2 Certification Exam(s) ]
Filemaker [9 Certification Exam(s) ]
Financial [36 Certification Exam(s) ]
Food [4 Certification Exam(s) ]
Fortinet [13 Certification Exam(s) ]
Foundry [6 Certification Exam(s) ]
FSMTB [1 Certification Exam(s) ]
Fujitsu [2 Certification Exam(s) ]
GAQM [9 Certification Exam(s) ]
Genesys [4 Certification Exam(s) ]
GIAC [15 Certification Exam(s) ]
Google [4 Certification Exam(s) ]
GuidanceSoftware [2 Certification Exam(s) ]
H3C [1 Certification Exam(s) ]
HDI [9 Certification Exam(s) ]
Healthcare [3 Certification Exam(s) ]
HIPAA [2 Certification Exam(s) ]
Hitachi [30 Certification Exam(s) ]
Hortonworks [4 Certification Exam(s) ]
Hospitality [2 Certification Exam(s) ]
HP [750 Certification Exam(s) ]
HR [4 Certification Exam(s) ]
HRCI [1 Certification Exam(s) ]
Huawei [21 Certification Exam(s) ]
Hyperion [10 Certification Exam(s) ]
IAAP [1 Certification Exam(s) ]
IAHCSMM [1 Certification Exam(s) ]
IBM [1532 Certification Exam(s) ]
IBQH [1 Certification Exam(s) ]
ICAI [1 Certification Exam(s) ]
ICDL [6 Certification Exam(s) ]
IEEE [1 Certification Exam(s) ]
IELTS [1 Certification Exam(s) ]
IFPUG [1 Certification Exam(s) ]
IIA [3 Certification Exam(s) ]
IIBA [2 Certification Exam(s) ]
IISFA [1 Certification Exam(s) ]
Intel [2 Certification Exam(s) ]
IQN [1 Certification Exam(s) ]
IRS [1 Certification Exam(s) ]
ISA [1 Certification Exam(s) ]
ISACA [4 Certification Exam(s) ]
ISC2 [6 Certification Exam(s) ]
ISEB [24 Certification Exam(s) ]
Isilon [4 Certification Exam(s) ]
ISM [6 Certification Exam(s) ]
iSQI [7 Certification Exam(s) ]
ITEC [1 Certification Exam(s) ]
Juniper [64 Certification Exam(s) ]
LEED [1 Certification Exam(s) ]
Legato [5 Certification Exam(s) ]
Liferay [1 Certification Exam(s) ]
Logical-Operations [1 Certification Exam(s) ]
Lotus [66 Certification Exam(s) ]
LPI [24 Certification Exam(s) ]
LSI [3 Certification Exam(s) ]
Magento [3 Certification Exam(s) ]
Maintenance [2 Certification Exam(s) ]
McAfee [8 Certification Exam(s) ]
McData [3 Certification Exam(s) ]
Medical [69 Certification Exam(s) ]
Microsoft [374 Certification Exam(s) ]
Mile2 [3 Certification Exam(s) ]
Military [1 Certification Exam(s) ]
Misc [1 Certification Exam(s) ]
Motorola [7 Certification Exam(s) ]
mySQL [4 Certification Exam(s) ]
NBSTSA [1 Certification Exam(s) ]
NCEES [2 Certification Exam(s) ]
NCIDQ [1 Certification Exam(s) ]
NCLEX [2 Certification Exam(s) ]
Network-General [12 Certification Exam(s) ]
NetworkAppliance [39 Certification Exam(s) ]
NI [1 Certification Exam(s) ]
NIELIT [1 Certification Exam(s) ]
Nokia [6 Certification Exam(s) ]
Nortel [130 Certification Exam(s) ]
Novell [37 Certification Exam(s) ]
OMG [10 Certification Exam(s) ]
Oracle [279 Certification Exam(s) ]
P&C [2 Certification Exam(s) ]
Palo-Alto [4 Certification Exam(s) ]
PARCC [1 Certification Exam(s) ]
PayPal [1 Certification Exam(s) ]
Pegasystems [12 Certification Exam(s) ]
PEOPLECERT [4 Certification Exam(s) ]
PMI [15 Certification Exam(s) ]
Polycom [2 Certification Exam(s) ]
PostgreSQL-CE [1 Certification Exam(s) ]
Prince2 [6 Certification Exam(s) ]
PRMIA [1 Certification Exam(s) ]
PsychCorp [1 Certification Exam(s) ]
PTCB [2 Certification Exam(s) ]
QAI [1 Certification Exam(s) ]
QlikView [1 Certification Exam(s) ]
Quality-Assurance [7 Certification Exam(s) ]
RACC [1 Certification Exam(s) ]
Real-Estate [1 Certification Exam(s) ]
RedHat [8 Certification Exam(s) ]
RES [5 Certification Exam(s) ]
Riverbed [8 Certification Exam(s) ]
RSA [15 Certification Exam(s) ]
Sair [8 Certification Exam(s) ]
Salesforce [5 Certification Exam(s) ]
SANS [1 Certification Exam(s) ]
SAP [98 Certification Exam(s) ]
SASInstitute [15 Certification Exam(s) ]
SAT [1 Certification Exam(s) ]
SCO [10 Certification Exam(s) ]
SCP [6 Certification Exam(s) ]
SDI [3 Certification Exam(s) ]
See-Beyond [1 Certification Exam(s) ]
Siemens [1 Certification Exam(s) ]
Snia [7 Certification Exam(s) ]
SOA [15 Certification Exam(s) ]
Social-Work-Board [4 Certification Exam(s) ]
SpringSource [1 Certification Exam(s) ]
SUN [63 Certification Exam(s) ]
SUSE [1 Certification Exam(s) ]
Sybase [17 Certification Exam(s) ]
Symantec [134 Certification Exam(s) ]
Teacher-Certification [4 Certification Exam(s) ]
The-Open-Group [8 Certification Exam(s) ]
TIA [3 Certification Exam(s) ]
Tibco [18 Certification Exam(s) ]
Trainers [3 Certification Exam(s) ]
Trend [1 Certification Exam(s) ]
TruSecure [1 Certification Exam(s) ]
USMLE [1 Certification Exam(s) ]
VCE [6 Certification Exam(s) ]
Veeam [2 Certification Exam(s) ]
Veritas [33 Certification Exam(s) ]
Vmware [58 Certification Exam(s) ]
Wonderlic [2 Certification Exam(s) ]
Worldatwork [2 Certification Exam(s) ]
XML-Master [3 Certification Exam(s) ]
Zend [6 Certification Exam(s) ]
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