ISPA 2006: SPA Technology in Review
Cunningham, B. (14 March 2007). ISPA 2006: spa technology in review. Hospitality Upgrade, Spring 2007. Retrieved April 19, 2007 from http://www.hospitalityupgrade.com/_magazine/magazine_Detail.asp?ID=88.
Summary:
Brian Cunningham’s article “ISPA 2006: Spa Technology in Review” describes his experiences at this year’s annual conference organized by the International Spa Association. This conference is centered on technological applications used in spa management, operations, and provision of services; many companies also feature resort management products.
While Mr. Cunningham believed that a majority of the vendors failed to release innovative and superior new products, he described six different technologies related to spa management. He does not see areas of huge growth or development in spa technology. He also thinks next year’s conference should bring new products that are more interesting and innovative than those exhibited.
The first system Cunningham describes is Harms Software’s Millennium series, which are products designed to manage the day spa market. He believes Harms has a strong product that has not changed much over the years; this product is still above the curve for day spa management.
He then describes ResortSuite, which is a rapidly growing company due to its decision to offer a spa solution exclusive of a full PMS program. ResortSuite focuses on customer relationship management, integrating spa management into the other functions and operations of a resort. Additionally, a web booking function is featured, allowing guests to make reservations online; online itinerary management is also included.
OpenCourse Solutions has created Open Activity, a new program that introduces a revenue management and electronic distribution capability not commonly seen in spa management programs. Unlike many systems that allow for a fully integrated POS system, OpenActivity can be integrated with MICROS and InfoGenesis.
Extended Technologies’ SpaBiz, a day spa management focused program that is widely used by the industry, has many added features and services. Its Web booking engine is especially noteworthy.
SpaSoft, the most popular spa management program for resorts, has expanded its services as well. Its new feature allows for “booking multiple guests into multiple services in single work session”. Cunningham sites that the biggest news for SpaSoft are its “official CISP/PABP validation, a new version release and a pending release of an HTNG-related single guest itinerary PMS interface with MICROS Opera ”.
TAC Information Systems offers a product that should be watched in the future due to the variety of innovative services and applications it provides. It has a great user interface, integration abilities, and customization. Hyatt Hotels is utilizing TAC’s Reservation Assistant for its spa management software. A web booking engine and yield management functions will be released shortly.
The final system Cunningham describes is TierOne Hospitality Solutions’ Premier Spa, which is a Windows-based spa management program. This program is user friendly and is appropriate for both resort spa and day spa settings. The company announced the upcoming release of its .NET replacement for the current system. This change will likely change the usability and scope of the product.
Reflection:
Spa management programs are an area in which I have very little knowledge; this article informed me of the happenings in spa management trends. I found it very interesting that the author was displeased with the innovation of the new products exhibited at the conference. Typically, it seems commentators on hospitality technology are positive to the new programs and features. He was however optimistic for next year’s show.
Many of the new programs and services included in these programs reflect other trends in the industry. A greater focus seems to be placed on yield management and revenue management; some of the spa management systems described above also include these features.
Interfacing with POS systems is also an area of importance, and companies are attempting to achieve full integration with POS systems in a variety of ways. The further ability of itinerary management seems to be a focus, as does the increasing complexity of the booking process.
Hotels are focused on increasing online bookings; spa managers seem to be encouraging similar increased bookings through the offering of online booking programs. This not only has the potential to increase revenues for the property, it allows guests an added convenience.
The popular spa management programs have many new added features and services that were introduced at this year’s ISPA Conference. While they were not as innovative as the author would have expected, these programs have the potential to change the management of spas and the user’s experience with the applications.
Thursday, April 19, 2007
Wednesday, April 11, 2007
"Point of Service: Click to Order"
Powers, V. (March 2007). Point of service: click to order. Hospitality Technology, March 2007. Retrieved April 9, 2007 from http://www.htmagazine.com/HT/archive/0307/0307_05.html.
Summary:
Vicki Powers’ article “Point of Service: Click to Order” discusses online ordering systems and the benefits enjoyed by their use. Today’s diners are more computer-savvy and time-starved than in the past; this has changed the face of to-go service. In the beginning consumers placed orders at the to go counter and waited for the order, drive-through windows soon followed, and consumers then began calling ahead placing orders. Through this evolution and progression of consumer behavior and technological application, there is a common trend, waiting times still exist and the process is not completely streamlined.
The use of personal computers to place orders is a prevalent trend among restaurants. Diners are able to order ahead at their convenience and food is either delivered or picked up at a specified time. The increase of use of click to order systems provides many advantages to restaurants or establishments that use the technology effectively.
Online ordering provides financial benefits in terms of labor cost savings, increased sales, and improved marketing strategies. Dining establishments with high levels of to go orders often rely on employees to answer the phone and take the order; during periods of high demand, more than one employee may be needed. Utilizing an online ordering system can potentially offer cost savings for the company. After the system is in place, fewer employees would be needed.
Increased sales and profits often result as online ordering systems provide more opportunities to order additional items, make additions to item choices, or upsell. When placing an order online, companies are able to provide more information, pictures, and utilize other tactics to increase sales that are not possible utilizing more traditional methods.
Once customer data and preferences are obtained, marketing efforts and special promotions can be directed to consumers for future orders, thus increasing brand loyalty and profitability.
Restaurants who use these systems have found that the easier the systems is for consumers, the more effective it will be for improving sales. An opportunity for improving the quality, accuracy, and convenience of the product/restaurant exists.
The article also cites the website www.foodler.com and its popularity. Foodler is an online network of restaurants available for select cities in Washington, DC. Georgia, Illinois, Massachusetts, Maryland, New Hampshire, New Jersey, Pennsylvania, and Rhode Island. This website utilizes a pay-per-click system of advertisement. Restaurants are listed with their menus for online ordering free of charge; the restaurant pays 5% of the total if a customer places an order. This provides restaurants with a user-friendly low cost means of advertisement and order taking. Customers may create their own profiles, saving credit card information, addresses, or email addresses.
The use and popularity of online ordering should only increase in the future. It creates a win-win situation for both the restaurant and the diner. Operators and managers should embrace this technology and strive for effective implementation to increase sales and reduce costs.
Reflection:
I found this article very interesting, and believe that online ordering is a trend that will only increase in the future. While I have never personally ordered online, it is quite evident the benefits these systems offer. The convenience provided is unmatched; diners are able to order whenever they wish and may do so while completing other tasks. For a working individual this is a very important benefit.
To better understand the principle behind the Foodler website, I visited the site. I was quite impressed by this website in terms of its usability and the information provided. After viewing the website I would be more inclined to order online than place an order over the phone. Order specifications can be made, pictures are featured, and online specials offered. I would recommend that more restaurants place their menus on Foodler or similar websites to increase awareness.
Effective use of online ordering systems can also add a unique competitive advantage. If a foodservice establishment offers online ordering and its competitors do not, they may be able to set themselves a part from the competition. Panera Bread has established itself with a sizable presence in their market; while their service is quick, there is often a wait and call-ahead orders may be inaccurate. If an online ordering system were implemented, Panera may experience the benefits cited above. It would be more convenient for diners, larger orders could be filled with more accuracy and speed, and hopefully, increased profitability would result.
In utilizing an online ordering system, employees may be able to focus their efforts to improving the guest experience due to the streamlined processes. The ordering process may be less stressful as there are fewer opportunities for errors as the order is entered and confirmed by the user.
The expansion of marketing strategy to offer more specific focus to customers who have placed online in the past is especially interesting to me. This allows companies to create innovative promotions that diners would actually use; too often, coupons and promotions are offered that lack focus or utility, data capturing and analysis would reduce this. Diners have a greater incentive to place orders online and become more loyal to a particular establishment or brand.
The use of online ordering systems should be embraced to increase overall profitability and adapt to, what should be, an important trend both now and in the future.
Summary:
Vicki Powers’ article “Point of Service: Click to Order” discusses online ordering systems and the benefits enjoyed by their use. Today’s diners are more computer-savvy and time-starved than in the past; this has changed the face of to-go service. In the beginning consumers placed orders at the to go counter and waited for the order, drive-through windows soon followed, and consumers then began calling ahead placing orders. Through this evolution and progression of consumer behavior and technological application, there is a common trend, waiting times still exist and the process is not completely streamlined.
The use of personal computers to place orders is a prevalent trend among restaurants. Diners are able to order ahead at their convenience and food is either delivered or picked up at a specified time. The increase of use of click to order systems provides many advantages to restaurants or establishments that use the technology effectively.
Online ordering provides financial benefits in terms of labor cost savings, increased sales, and improved marketing strategies. Dining establishments with high levels of to go orders often rely on employees to answer the phone and take the order; during periods of high demand, more than one employee may be needed. Utilizing an online ordering system can potentially offer cost savings for the company. After the system is in place, fewer employees would be needed.
Increased sales and profits often result as online ordering systems provide more opportunities to order additional items, make additions to item choices, or upsell. When placing an order online, companies are able to provide more information, pictures, and utilize other tactics to increase sales that are not possible utilizing more traditional methods.
Once customer data and preferences are obtained, marketing efforts and special promotions can be directed to consumers for future orders, thus increasing brand loyalty and profitability.
Restaurants who use these systems have found that the easier the systems is for consumers, the more effective it will be for improving sales. An opportunity for improving the quality, accuracy, and convenience of the product/restaurant exists.
The article also cites the website www.foodler.com and its popularity. Foodler is an online network of restaurants available for select cities in Washington, DC. Georgia, Illinois, Massachusetts, Maryland, New Hampshire, New Jersey, Pennsylvania, and Rhode Island. This website utilizes a pay-per-click system of advertisement. Restaurants are listed with their menus for online ordering free of charge; the restaurant pays 5% of the total if a customer places an order. This provides restaurants with a user-friendly low cost means of advertisement and order taking. Customers may create their own profiles, saving credit card information, addresses, or email addresses.
The use and popularity of online ordering should only increase in the future. It creates a win-win situation for both the restaurant and the diner. Operators and managers should embrace this technology and strive for effective implementation to increase sales and reduce costs.
Reflection:
I found this article very interesting, and believe that online ordering is a trend that will only increase in the future. While I have never personally ordered online, it is quite evident the benefits these systems offer. The convenience provided is unmatched; diners are able to order whenever they wish and may do so while completing other tasks. For a working individual this is a very important benefit.
To better understand the principle behind the Foodler website, I visited the site. I was quite impressed by this website in terms of its usability and the information provided. After viewing the website I would be more inclined to order online than place an order over the phone. Order specifications can be made, pictures are featured, and online specials offered. I would recommend that more restaurants place their menus on Foodler or similar websites to increase awareness.
Effective use of online ordering systems can also add a unique competitive advantage. If a foodservice establishment offers online ordering and its competitors do not, they may be able to set themselves a part from the competition. Panera Bread has established itself with a sizable presence in their market; while their service is quick, there is often a wait and call-ahead orders may be inaccurate. If an online ordering system were implemented, Panera may experience the benefits cited above. It would be more convenient for diners, larger orders could be filled with more accuracy and speed, and hopefully, increased profitability would result.
In utilizing an online ordering system, employees may be able to focus their efforts to improving the guest experience due to the streamlined processes. The ordering process may be less stressful as there are fewer opportunities for errors as the order is entered and confirmed by the user.
The expansion of marketing strategy to offer more specific focus to customers who have placed online in the past is especially interesting to me. This allows companies to create innovative promotions that diners would actually use; too often, coupons and promotions are offered that lack focus or utility, data capturing and analysis would reduce this. Diners have a greater incentive to place orders online and become more loyal to a particular establishment or brand.
The use of online ordering systems should be embraced to increase overall profitability and adapt to, what should be, an important trend both now and in the future.
Sunday, March 25, 2007
"RFID Door Locking Systems: Cool Technology but Is It Worth the Price?
Rock, J. (13 March 2007). RFID Door Locking Systems: cool technology but is it worth the price? Hospitality Upgrade, Spring 2007. Retrieved March 22, 2007 from http://www.hospitalityupgrade.com/_files/File_Articles/HUspr07_Rock_RFIDDookLocks.pdf.
Summary:
Jeremy Rock’s article examines new electronic door locking systems that use RFID technology; he cites the benefits of using such technology and popular door locking applications. Electronic door locking systems have become one of the areas of greatest attention in hotel design. These new systems provide a more aesthetically-pleasing style, which is very appropriate for upscale and luxury hotels and resorts. While this technology has existed for many years, it has not been adopted by most of the industry.
Many hotels in Europe have installed RFID locking systems and have improved operational efficiency and enhanced guest offerings through its implementation. A few theme parks in the United States with connected resorts installed this technology for its versatile nature. Recently, Great Wolf Resorts invested in RFID technology, and many other hotels and resorts are now considering installation as the understanding of the benefits received are realized. RFID locking systems could provide a hotel or resort to gain a competitive advantage over other resorts or hotels.
RFID locking systems come in many forms and provide hotel or resort operators many benefits. Popular locking systems include: biometric systems, which utilize a retinal scan or thumb print, smartcard technology, electronic keys encoded with a security chip, Vanguard Elsie’s Signature series, which allows guests to access their guestrooms via cell phone, Suffolk’s Quantum RFID solution, and other products designed by other well-known lock companies such as MIWA, Hazel, and Salt Systems. Each of these forms provides hotels with a different application of the technology and provides associated benefits. A fail proof system has yet to be developed, author Jeremy Rock cited problems with each of these forms of technology. The major electronic lock companies continue to create new products utilizing this technology, striving to create a streamlined, efficient version in the most aesthetically-pleasing and guest friendly design.
RFID locking systems provide many advantages/benefits to both the hotel and the guest. From the guest’s perspective, the primary advantage is the ease of use. Especially with resorts, the number of items a guest must carry at all times is greatly reduced; a wristband, card, or key farb with RFID technology can grant a guest access to the guestroom, resort facilities, and allow them the ability to pay for purchases. The hotel/resort will also experience benefits stemming from this guest advantage.
For the hotel or resort, RFID technology provides information about guests and their behaviors; guests can be physically tracked and their purchasing behavior monitored. While this raises some questions about privacy, operationally, a hotel or resort can benefit. Staffing may be more accurate based on the number of guests in the hotel, or turn-down service completed at the appropriate time. Mr. Rock cites nine main advantages, these are as follows:
1.) Low Battery Notification
2.) Maintenance (less prone to malfunctions and easier to service)
3.) Key farbs and other devices (marketing potential)
4.) Wristbands for Waterparks
5.) Electronic Wallet/Cashless Purchases
6.) Unmanned Hotels
7.) Cellular Phone Integration
8.) Track Administrative Staff
9.) Ease of Use (No Magnetic Swipe Malfunctions)[1]
While there are many benefits enjoyed, the disadvantages must also be noted. The implementation and installation of these systems can be quite costly and may be more expensive to maintain than traditional locking systems. Additionally, there are downsides to each of the individual forms with operation and ethical perceptions. Hoteliers and resort operators must consider the uniqueness of their property and determine if RFID locking systems would be an appropriate technology to utilize.
RFID technology will continue to be adopted by hotels and resorts in the future. It provides benefits for both the operator and the guest, and if selected correctly can provide a unique competitive advantage to an upscale resort or hotel.
Reflection:
I found Mr. Rock’s article quite interesting as I am aware of this technology but not necessarily very familiar with its applications or implementation. I think this will be a trend to watch as it increases in popularity and use among hotels and resorts. The benefits provided can allow a hotel to gain a unique competitive advantage; cost savings may result and the quality of the guest experience may increase as well as the efficiency of operations increases. Hotels must select the best application for their property, carefully considering the strengths and weakness of each of the individual applications.
One of the greatest areas of interest for me in this article is the ethical issues that are raised in installing technology that tracks guests, or requires a fingerprint or rental scan. These technologies may be perceived by some guest to be too invasive of their privacy while on vacation; thus, the competitive advantage that hotels believed that would be achieved may actually detract guests from booking. This could potentially lead to industry-wide standards on the practices and procedures for RFID use to protect the guest’s integrity and the anonymity of the guest while traveling.
The functionality of the technology has the potential to solve a few issues of hotel management. After working at a hotel for three years, I have seen many times the frustration that results from an incorrectly coded keycard, or one that has been demagnetized, lost, etc. Charges from food and beverage outlets or gift shops have been posted inaccurately, resulting in unhappy guests. The RFID technology can be used to combat these problems in an efficient, streamline manner. Additionally, the design element of the electronic door locking system may be enhanced.
RFID door locking technology, while expensive, may be an appropriate solution or investment for some hotels or resorts. After a careful cost-benefit analysis is completed, a successful implementation can provide a hotel with many benefits and more satisfied guests.
[1] Rock, J. (13 March 2007). RFID Door Locking Systems: cool technology but is it worth the price? Hospitality Upgrade, Spring 2007. Retrieved March 22, 2007 from http://www.hospitalityupgrade.com/_files/File_Articles/HUspr07_Rock_RFIDDookLocks.pdf.
Summary:
Jeremy Rock’s article examines new electronic door locking systems that use RFID technology; he cites the benefits of using such technology and popular door locking applications. Electronic door locking systems have become one of the areas of greatest attention in hotel design. These new systems provide a more aesthetically-pleasing style, which is very appropriate for upscale and luxury hotels and resorts. While this technology has existed for many years, it has not been adopted by most of the industry.
Many hotels in Europe have installed RFID locking systems and have improved operational efficiency and enhanced guest offerings through its implementation. A few theme parks in the United States with connected resorts installed this technology for its versatile nature. Recently, Great Wolf Resorts invested in RFID technology, and many other hotels and resorts are now considering installation as the understanding of the benefits received are realized. RFID locking systems could provide a hotel or resort to gain a competitive advantage over other resorts or hotels.
RFID locking systems come in many forms and provide hotel or resort operators many benefits. Popular locking systems include: biometric systems, which utilize a retinal scan or thumb print, smartcard technology, electronic keys encoded with a security chip, Vanguard Elsie’s Signature series, which allows guests to access their guestrooms via cell phone, Suffolk’s Quantum RFID solution, and other products designed by other well-known lock companies such as MIWA, Hazel, and Salt Systems. Each of these forms provides hotels with a different application of the technology and provides associated benefits. A fail proof system has yet to be developed, author Jeremy Rock cited problems with each of these forms of technology. The major electronic lock companies continue to create new products utilizing this technology, striving to create a streamlined, efficient version in the most aesthetically-pleasing and guest friendly design.
RFID locking systems provide many advantages/benefits to both the hotel and the guest. From the guest’s perspective, the primary advantage is the ease of use. Especially with resorts, the number of items a guest must carry at all times is greatly reduced; a wristband, card, or key farb with RFID technology can grant a guest access to the guestroom, resort facilities, and allow them the ability to pay for purchases. The hotel/resort will also experience benefits stemming from this guest advantage.
For the hotel or resort, RFID technology provides information about guests and their behaviors; guests can be physically tracked and their purchasing behavior monitored. While this raises some questions about privacy, operationally, a hotel or resort can benefit. Staffing may be more accurate based on the number of guests in the hotel, or turn-down service completed at the appropriate time. Mr. Rock cites nine main advantages, these are as follows:
1.) Low Battery Notification
2.) Maintenance (less prone to malfunctions and easier to service)
3.) Key farbs and other devices (marketing potential)
4.) Wristbands for Waterparks
5.) Electronic Wallet/Cashless Purchases
6.) Unmanned Hotels
7.) Cellular Phone Integration
8.) Track Administrative Staff
9.) Ease of Use (No Magnetic Swipe Malfunctions)[1]
While there are many benefits enjoyed, the disadvantages must also be noted. The implementation and installation of these systems can be quite costly and may be more expensive to maintain than traditional locking systems. Additionally, there are downsides to each of the individual forms with operation and ethical perceptions. Hoteliers and resort operators must consider the uniqueness of their property and determine if RFID locking systems would be an appropriate technology to utilize.
RFID technology will continue to be adopted by hotels and resorts in the future. It provides benefits for both the operator and the guest, and if selected correctly can provide a unique competitive advantage to an upscale resort or hotel.
Reflection:
I found Mr. Rock’s article quite interesting as I am aware of this technology but not necessarily very familiar with its applications or implementation. I think this will be a trend to watch as it increases in popularity and use among hotels and resorts. The benefits provided can allow a hotel to gain a unique competitive advantage; cost savings may result and the quality of the guest experience may increase as well as the efficiency of operations increases. Hotels must select the best application for their property, carefully considering the strengths and weakness of each of the individual applications.
One of the greatest areas of interest for me in this article is the ethical issues that are raised in installing technology that tracks guests, or requires a fingerprint or rental scan. These technologies may be perceived by some guest to be too invasive of their privacy while on vacation; thus, the competitive advantage that hotels believed that would be achieved may actually detract guests from booking. This could potentially lead to industry-wide standards on the practices and procedures for RFID use to protect the guest’s integrity and the anonymity of the guest while traveling.
The functionality of the technology has the potential to solve a few issues of hotel management. After working at a hotel for three years, I have seen many times the frustration that results from an incorrectly coded keycard, or one that has been demagnetized, lost, etc. Charges from food and beverage outlets or gift shops have been posted inaccurately, resulting in unhappy guests. The RFID technology can be used to combat these problems in an efficient, streamline manner. Additionally, the design element of the electronic door locking system may be enhanced.
RFID door locking technology, while expensive, may be an appropriate solution or investment for some hotels or resorts. After a careful cost-benefit analysis is completed, a successful implementation can provide a hotel with many benefits and more satisfied guests.
[1] Rock, J. (13 March 2007). RFID Door Locking Systems: cool technology but is it worth the price? Hospitality Upgrade, Spring 2007. Retrieved March 22, 2007 from http://www.hospitalityupgrade.com/_files/File_Articles/HUspr07_Rock_RFIDDookLocks.pdf.
Thursday, March 8, 2007
"Single-Screen Booking Engines: The Times Are Changing"
Farrell, S. (26 October 2006). Single-screen booking engines: the times are changing. Hospitality Upgrade. Retrieved March 7, 2007 from http://www.hospitalityupgrade.com/_files/File_Articles/HUFall06Farrell_SingleScreenBookingEngines_Fall06.pdf.
Summary:
The article “Single-Screen Booking Engines: The Times Are Changing” by Scott Farrell describes an area of focus and potential increase in hospitality, the use of single-screen booking engines. These booking engines, as the name suggests, use only one screen instead of the typical multi-screen process currently used by most hospitality companies. Using the more advanced Web 2.0, hoteliers are offered a competitive advantage in using this more dynamic, interactive platform because guests are offered a more personalized shopping experience, thus stimulating buying.
Single-screen approaches utilize Flash interactive technology. This technology is now becoming standard in Internet-enabled personal computers; about 98 percent of these computers have Flash Player installed. The installation of Flash allows for single-screen booking engines. According to Forrester Research, Flash Technology converts shoppers into buys 50% more often than the older, HTML, multi-step approach[1]. The single-step approach, which is currently used by Ikea, Timberland, and Williams and Sonoma, is preferred by customers and follows a more intuitive model of searching.
For hoteliers, single-screen booking engines can “enhance online merchandizing, give control to the customer, and improve guest satisfaction,” all of which assist in creating a more profitable company and build repeat customers.
Some doubt the merits of the single-screen booking engine and maintain the traditional multi-step booking engine remains superior. One of the most common misconstructions of single-screen technology is the limitations that are created; there are no limitations that affect performance. The advantages of the single-step booking engine transform the booking experience and are far more advantageous than their multi-step counterparts.
A single-step booking engine allows for a faster download than the multi-step approach. There is no waiting time, thus reducing the frustrations that may develop while shoppers wait for slowly loading websites.
The definition of the traveler and the behaviors he or she exhibits has changed dramatically in recent years. Travelers have less time and have become increasingly more proficient in using the Internet; they want dynamic results produced in real time. Single-screen booking engines provide shoppers with the interactive, engaging search experience they seek. Hotels that utilize this technology enjoy increased looker to booker conversion rates, revenues generated, and guest satisfaction.
Reflection:
This article presents a hospitality IT trend that will only increase in the future; the use of single-screen booking engines utilizes technology that will continue to become more advanced and widely used. I found this article very interesting because it included concepts we have learned in class about Web 2.0 as well as covered material presented in another class about the same topic.
Single-screen booking engines have been designed with today’s traveler in mind; the increase of Internet travel has shifted the power from the supplier to the consumer. The adaptation of these new technologies to create the single-screen approach illustrates this control the traveler has. Demands for fast results in an engaging, interactive setting were made, and the hospitality industry responded.
Hoteliers must embrace this new technology and determine the best way to transform their website to better reflect industry standards and guest preferences. Single-screen booking engines can be applied for hotels of all sizes and in all locations; this new approach will soon become a standard. Currently, use of the single-booking approach is viewed as a competitive advantage due to the lack of mainstream adoption. Hoteliers must constantly search for new, innovative ways to expand on this technology to maintain a competitive advantage in the marketplace.
It is very interesting to see the effect single-screen booking engines can have on shopper conversion rates. With such low industry standards for conversion, hoteliers should embrace this technology because of the many benefits received. Guests will be more satisfied before their initial visit to the property. The benefits and rewards the hotel receives outweigh any potential costs of implementation.
It will also be interesting to see if other areas of the hospitality industry utilize this technology and apply it to their respective needs. The use of single-screen booking applications by restaurants may be a future trend for that part of the industry.
Single-screen booking engines have the potential to change the hotel website, which will directly affect the profitability of the hotel. Utilization and application of Web 2.0 and Flash technology will allow hoteliers to provide travelers with websites that match their unique needs and preferences.
[1] Farrell, S. (26 October 2006). Single-screen booking engines: the times are changing. Hospitality Upgrade. Retrieved March 7, 2007 from http://www.hospitalityupgrade.com/_files/File_Articles/HUFall06Farrell_SingleScreenBookingEngines_Fall06.pdf.
Summary:
The article “Single-Screen Booking Engines: The Times Are Changing” by Scott Farrell describes an area of focus and potential increase in hospitality, the use of single-screen booking engines. These booking engines, as the name suggests, use only one screen instead of the typical multi-screen process currently used by most hospitality companies. Using the more advanced Web 2.0, hoteliers are offered a competitive advantage in using this more dynamic, interactive platform because guests are offered a more personalized shopping experience, thus stimulating buying.
Single-screen approaches utilize Flash interactive technology. This technology is now becoming standard in Internet-enabled personal computers; about 98 percent of these computers have Flash Player installed. The installation of Flash allows for single-screen booking engines. According to Forrester Research, Flash Technology converts shoppers into buys 50% more often than the older, HTML, multi-step approach[1]. The single-step approach, which is currently used by Ikea, Timberland, and Williams and Sonoma, is preferred by customers and follows a more intuitive model of searching.
For hoteliers, single-screen booking engines can “enhance online merchandizing, give control to the customer, and improve guest satisfaction,” all of which assist in creating a more profitable company and build repeat customers.
Some doubt the merits of the single-screen booking engine and maintain the traditional multi-step booking engine remains superior. One of the most common misconstructions of single-screen technology is the limitations that are created; there are no limitations that affect performance. The advantages of the single-step booking engine transform the booking experience and are far more advantageous than their multi-step counterparts.
A single-step booking engine allows for a faster download than the multi-step approach. There is no waiting time, thus reducing the frustrations that may develop while shoppers wait for slowly loading websites.
The definition of the traveler and the behaviors he or she exhibits has changed dramatically in recent years. Travelers have less time and have become increasingly more proficient in using the Internet; they want dynamic results produced in real time. Single-screen booking engines provide shoppers with the interactive, engaging search experience they seek. Hotels that utilize this technology enjoy increased looker to booker conversion rates, revenues generated, and guest satisfaction.
Reflection:
This article presents a hospitality IT trend that will only increase in the future; the use of single-screen booking engines utilizes technology that will continue to become more advanced and widely used. I found this article very interesting because it included concepts we have learned in class about Web 2.0 as well as covered material presented in another class about the same topic.
Single-screen booking engines have been designed with today’s traveler in mind; the increase of Internet travel has shifted the power from the supplier to the consumer. The adaptation of these new technologies to create the single-screen approach illustrates this control the traveler has. Demands for fast results in an engaging, interactive setting were made, and the hospitality industry responded.
Hoteliers must embrace this new technology and determine the best way to transform their website to better reflect industry standards and guest preferences. Single-screen booking engines can be applied for hotels of all sizes and in all locations; this new approach will soon become a standard. Currently, use of the single-booking approach is viewed as a competitive advantage due to the lack of mainstream adoption. Hoteliers must constantly search for new, innovative ways to expand on this technology to maintain a competitive advantage in the marketplace.
It is very interesting to see the effect single-screen booking engines can have on shopper conversion rates. With such low industry standards for conversion, hoteliers should embrace this technology because of the many benefits received. Guests will be more satisfied before their initial visit to the property. The benefits and rewards the hotel receives outweigh any potential costs of implementation.
It will also be interesting to see if other areas of the hospitality industry utilize this technology and apply it to their respective needs. The use of single-screen booking applications by restaurants may be a future trend for that part of the industry.
Single-screen booking engines have the potential to change the hotel website, which will directly affect the profitability of the hotel. Utilization and application of Web 2.0 and Flash technology will allow hoteliers to provide travelers with websites that match their unique needs and preferences.
[1] Farrell, S. (26 October 2006). Single-screen booking engines: the times are changing. Hospitality Upgrade. Retrieved March 7, 2007 from http://www.hospitalityupgrade.com/_files/File_Articles/HUFall06Farrell_SingleScreenBookingEngines_Fall06.pdf.
Saturday, February 24, 2007
Blog Posting 1- "Self-Service Technologies: The Affect on Hospitality Branding"
Dickinson, C. (26 October 2006). Self-service technologies: the affect on hospitality branding. Hospitality Upgrade, Fall 2006. Retrieved February 21, 2007 from http://www.hospitalityupgrade.com/_files/File_Articles/HUFall06Dickinson_SelfServiceTechnologies_Fall06.pdf.
Summary:
Clay Dickinson’s article “Self-Service Technologies: The Affect on Hospitality Branding”, as the title suggests, examines the current influx of self-service technologies in hotels and the affects this has on hotel brands. CEOs have indicated that one of their major focuses in the future will be increasing spending on brand innovation; the institution of self-service technologies is often seen as a means to achieve this.
As many of the major hotel companies launch various self-service technologies in their properties, it becomes evident that many of the areas of competitive advantage are diminished because of the commonality of these technologies. Success and brand strengthening will only be achieved if companies invest in goods or services that unique to their brand and add sustainable value. These strategic decisions must also be cost-effective, while providing unmatched customer experiences delivered on a consistent basis.
When self-service technologies and other forms of technology are introduced by a brand, traditional services marketing is changed. There is potentially less interaction, less personalization; the cornerstones of the hospitality industry must be changed to accommodate these shifts.
This article also commented on the manner in which self-service technologies are implemented. The author seemed to find fault in the logic of brand leadership; few companies actually based their decisions on customer research and return on investment analysis. This has many implications for the firm, and its potential success with using such technologies. Much of the focus is on the perceived benefits for the firm rather than the customer benefits received by using self-service technologies; there is often a discrepancy between these two lists of benefits. More attention must be focused on the negative affects of sub-par deployment of these technologies on guest loyalty and satisfaction.
Self-service technologies are projected to increase in number and in scope in the future. This technology is likely to change many aspects of the lodging industry. In order to be successful, however, hotel brands must identify ways to create technology that is difficult to replicate, meets the needs of a diverse customers, and is cost-effective for the company.
Reflection:
I think this article had a great deal of pertinent information from a perspective I have not personally considered. From classes, industry information, etc, I had an understanding of self-service technologies and their popularity in the future. I did not think about the challenges this creates for a hotel brand; they must conform to the demands of consumers and the industry while maintaining a competitive advantage and innovation. They also must ensure guests truly want self-service technologies and they are serving the interests of guests, not only the interests of the brand/investors. I personally had never looked at this topic from this angle.
If capital is present, it is seemingly easy to install self-service technologies in hotels, but the question must be asked, is this what we need and will this better serve our customers? This article made me more aware of the changes in the traditional service that technological forces bring. Any manager must embrace technology and find sustainable ways to improve, not detract, the guest’s experience.
The point the author made about guest satisfaction and brand loyalty after using self-service technologies was also of interest to me. When new forms of technology are released to improve guest satisfaction and experience, the attitude of completion may be adopted by some hoteliers. The process is not complete at this point. The astute and informed manager or brand must see the institution of technology through to the satisfaction, or dissatisfaction, of the end user. The process cannot be based on perception, it must be based on actual. With my experience, much of which is outside the realm of hospitality technology, I think that hoteliers fail to adopt this attitude. A good idea is conjured- a service or good that has the power to transform the guest experience or increase profits- and it is implemented, but then achieves less than the expected results. The guest is often not the main focus of these plans; it is the hotelier that decides what he or she wants, and that is what the guest wants.
I think this article makes the point quite strongly that a fine line must be walked when introducing new technology; a marriage of technology, innovation, and guest satisfaction must be achieved. Hotels strive to create a competitive advantage and improve guest experience, and this is often accomplished through new technology such as self-service technologies. The challenge becomes understanding guest needs and setting the brand apart from other brands. Much of this technology is quite comparable from brand to brand; hoteliers must take a deeper look at the technology, and the overall situation, and devise a strategic program focused on guest satisfaction and competitive advantage.
Summary:
Clay Dickinson’s article “Self-Service Technologies: The Affect on Hospitality Branding”, as the title suggests, examines the current influx of self-service technologies in hotels and the affects this has on hotel brands. CEOs have indicated that one of their major focuses in the future will be increasing spending on brand innovation; the institution of self-service technologies is often seen as a means to achieve this.
As many of the major hotel companies launch various self-service technologies in their properties, it becomes evident that many of the areas of competitive advantage are diminished because of the commonality of these technologies. Success and brand strengthening will only be achieved if companies invest in goods or services that unique to their brand and add sustainable value. These strategic decisions must also be cost-effective, while providing unmatched customer experiences delivered on a consistent basis.
When self-service technologies and other forms of technology are introduced by a brand, traditional services marketing is changed. There is potentially less interaction, less personalization; the cornerstones of the hospitality industry must be changed to accommodate these shifts.
This article also commented on the manner in which self-service technologies are implemented. The author seemed to find fault in the logic of brand leadership; few companies actually based their decisions on customer research and return on investment analysis. This has many implications for the firm, and its potential success with using such technologies. Much of the focus is on the perceived benefits for the firm rather than the customer benefits received by using self-service technologies; there is often a discrepancy between these two lists of benefits. More attention must be focused on the negative affects of sub-par deployment of these technologies on guest loyalty and satisfaction.
Self-service technologies are projected to increase in number and in scope in the future. This technology is likely to change many aspects of the lodging industry. In order to be successful, however, hotel brands must identify ways to create technology that is difficult to replicate, meets the needs of a diverse customers, and is cost-effective for the company.
Reflection:
I think this article had a great deal of pertinent information from a perspective I have not personally considered. From classes, industry information, etc, I had an understanding of self-service technologies and their popularity in the future. I did not think about the challenges this creates for a hotel brand; they must conform to the demands of consumers and the industry while maintaining a competitive advantage and innovation. They also must ensure guests truly want self-service technologies and they are serving the interests of guests, not only the interests of the brand/investors. I personally had never looked at this topic from this angle.
If capital is present, it is seemingly easy to install self-service technologies in hotels, but the question must be asked, is this what we need and will this better serve our customers? This article made me more aware of the changes in the traditional service that technological forces bring. Any manager must embrace technology and find sustainable ways to improve, not detract, the guest’s experience.
The point the author made about guest satisfaction and brand loyalty after using self-service technologies was also of interest to me. When new forms of technology are released to improve guest satisfaction and experience, the attitude of completion may be adopted by some hoteliers. The process is not complete at this point. The astute and informed manager or brand must see the institution of technology through to the satisfaction, or dissatisfaction, of the end user. The process cannot be based on perception, it must be based on actual. With my experience, much of which is outside the realm of hospitality technology, I think that hoteliers fail to adopt this attitude. A good idea is conjured- a service or good that has the power to transform the guest experience or increase profits- and it is implemented, but then achieves less than the expected results. The guest is often not the main focus of these plans; it is the hotelier that decides what he or she wants, and that is what the guest wants.
I think this article makes the point quite strongly that a fine line must be walked when introducing new technology; a marriage of technology, innovation, and guest satisfaction must be achieved. Hotels strive to create a competitive advantage and improve guest experience, and this is often accomplished through new technology such as self-service technologies. The challenge becomes understanding guest needs and setting the brand apart from other brands. Much of this technology is quite comparable from brand to brand; hoteliers must take a deeper look at the technology, and the overall situation, and devise a strategic program focused on guest satisfaction and competitive advantage.
Saturday, February 10, 2007
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