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Test Code : 000-M43
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Vendor denomination : IBM
: 52 actual Questions
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India could emerge because the third-greatest market in the Asia-Pacific (APAC) site for IBM’s synthetic intelligence (AI)-powered carcass of workers automation answer, launched in November remaining yr. The Armonk-based application capabilities colossal expects large-sized and mid-sized firms from sectors akin to banking, insurance and manufacturing to subsist among the many first adopters of the answer.
The solution, dubbed the talent and Transformation suite of capabilities, is one among a number of that own compass out of IBM’s world AI platform, Watson.
“India is one of the largest markets for the solution when it comes to possibility after Australia and Singapore (within the APAC area),” Lula Mohanty, typical supervisor for APAC at IBM international industry functions, told TechCircle. “most effective 5 per cent of chief executive officers (CEOs) reckon that they own got embarked on a transformation event, specially when it involves human supplies core services and simplest 24% of CHROs (chief human materials officers) suppose that they own loads of work to conclude when it comes to improving their core services. this is a conducive trade when it comes to rising awareness within the nation,” she added.
Mohanty declined to finger upon selected valued clientele that own already signed on for the solution in India. however the company in an announcement released in November observed that, globally, it had already partnered with customers to complete greater than 1,000 human resources transformation tasks.
The global roster of valued clientele for the respond contains Ford, EY and citizens economic neighborhood.
earlier than launching the human elements solution last 12 months, IBM had already tried, validated and perfected it internally over a duration of 5 years.
“we own been working the AI for their core human supplies operations and we've completed five instances extra efficiency or productivity from the time they All started,” she talked about. IBM claimed in a statement in November closing 12 months that the respond drove more than $300 million in benefits for the enterprise, of which $107 million become derived in 2017 on my own.
How IBM’s solution is distinctive from rivals’ solutions
Mohanty claims that whereas most competitors’ options work as automation equipment, IBM’s solution goes past and addresses bottlenecks for the industry or the branch it is being applied to.
for instance, the Watson-powered AI could sustain in intelligence intrinsic facts such as the worker’s sociable media posts, preferences, efficiency at work, site of work behaviour and pursuits, before throwing up a effect. further, the solution maintains on studying in regards to the worker via distinct forums, checkpoints, sociable media consume and different feedback mechanisms corresponding to 360-degree remarks, and so forth., so as to create a persona for future references. These personas can moreover subsist used by means of the AI sooner or later as reference facets when hiring a further employee within the identical team or branch.
“according to the employee’s performance, self-appraisal, hobbies, and many others., Watson can assess a number of key metrics reminiscent of how a apt deal invested the employee is, how much did the productiveness vary from one challenge to an additional, how gross groups are performing, is variety having an impact on the team, does the employee requisite a determined practising or orientation, and many others.,” Mohanty observed. This helps businesses to now not only examine attrition however moreover reckon why productivity stops rising at a undeniable degree.
other than IBM, there are quite a yoke of startups from India and technology giants similar to Microsoft that are engaged on AI and laptop learning-primarily based human materials products and services. Gurugram-headquartered PeopleStrong remaining yr had launched a brand modern product, Alt Recruit, which makes consume of simulated Intelligence Markup Language (AIML) as a matchmaking appliance to witness feasible candidates for job openings at an service provider.
Bengaluru-based Belong, which turned into included in 2014 and has shoppers such as Amazon, Reliance Jio, Cisco, and ThoughtWorks, too, presents a predictive hiring platform.
different startups consist of Darwinbox, Mettl, Monjin and facet Networks. These startups are backed by means of a few stint capital investors such as Lightspeed Ventures, Kalaari Capital, Blume Ventures and Sequoia.
Darwinbox and side Networks might subsist compass closest to IBM’s solution as both the startups appear to tender end-to-conclusion human substances solutions. Hyderabad-based Darwinbox, which has clients such as Paytm, Spencer’s and Delhivery, presents a set of features equivalent to core human components procedures, individuals administration, efficiency management and worker engagement. The AI infusion comes in the variety of a recruiting device that gives a score to All applicants in response to the site by using matching key terms.
Bengaluru-based mostly edge Networks’ most solutions are AI-based that assist now not most effective to determine the birthright capacity but additionally aid in addressing problems comparable to staff planning and skill transformation.
Mettl offers an app for testing candidates and Monjin offers a video platform for interviews.
nonetheless, Microsoft’s capacity solution presents a sequence of tackle to accelerate hiring and onboarding, upskilling talent and carcass of workers planning.
interestingly, the Watson AI solution doesn’t cease at human materials and might subsist applied to departments such as legal, advertising, finance and operations, the site it can moreover subsist customised for distinct work tactics.
however, deploying an AI-based human resources solution to core techniques could lead on to the want for re-skilling personnel in an application to originate them subsist mindful how AI can aid in their each day work routines.
IBM is additionally offering its AI competencies Academy, a carrier offering and educational programme with a view to back organizations plan, build and apply strategic AI initiatives throughout the business, like evaluating AI roles and skills, structure critical talents, and developing an organisational structure in aid of an AI method.
“Our modern AI talents Academy carries 4 built-in components that e-book a client during the process of settling on an AI chance, prioritising AI initiatives to pursue in accordance with expected enterprise value, researching curriculum designed to tackle AI talents gaps and raise adoption of AI solutions,” Mohanty pointed out.
talking about IBM garage, which constitutes the fourth partake of the potential Academy provider, she pointed out that the programme is an agile approach to popping out with AI-primarily based options. “As a partake of storage, IBM, startups and the commercial enterprise customer compass collectively to talk about a problem, launch a proof-of-idea and then dish out an answer,” she defined.
The solution could subsist deployed as a SaaS (software as a carrier) mannequin or might sit both on-premise or public cloud, depending on the requirement of the consumer. The income model changed into stylish on the dawn model.
in line with a recent document by passage of world advisory, broking and options company Wills Towers Watson, most effective 12 organizations in India believe that their human components services are totally organized for the altering necessities of automation. for example, human substances is least organized for choosing modern smooth methods to re-ability talent (forty three%), re-designing jobs and determining which tasks can gold benchmark subsist carried out with the aid of automation (54%), and re-configuration of rewards and merits for current and modern team of workers (31%).
“whereas their research does witness that corporations in India are dawn to steal diminutive but strong steps to tackle this paradigm shift, enterprise leaders, individuals managers and human elements must collaborate to determine and mitigate risks and steal replete potential of the numerous opportunities that the future of work gifts,” Sambhav Rakyan, head of talent and rewards, Willis Towers Watson India, talked about as a partake of the document.
Emily Rose McRae, a senior major with advice technology research and advisory company Gartner Inc., in a document about workforce automation, additionally preeminent that human materials leaders deserve to recognize, given the expand in AI, what competencies their enterprise has now, what it will want sooner or later and the passage they are going to prepare for the following day’s wants.
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There is a war a-brewin’, but this war will subsist fought with wits and not brutal strength. Ever since Russian President Vladimir Putin’s declaration that “the nation that leads in AI (Artificial Intelligence) will subsist the ruler of the world,” the press and analysts own created hysteria regarding the ramifications of simulated intelligence on everything from public education to unemployment to healthcare to Skynet.
Note: simulated intelligence (AI) endows applications with the capacity to automatically learn and adapt from experience via interacting with the surroundings / environment. observe the blog “Artificial Intelligence is not Fake Intelligence” for a more circumstantial explanation on simulated intelligence and machine learning.
The swiftly Company article “How to desist Worrying and worship the remarkable AI War of 2018,” projected that the AI battle would ultimately boil down between the “AI mountainous 6”: Alphabet/Google, Amazon, Apple, Facebook, IBM, and Microsoft. However, there are other contenders worthy of consideration including GE, Tesla, Netflix, Baidu, Tencent, and Albaba.
But what are the characteristics of organizations that will subsist the ultimate winners in this remarkable AI War? What are the behaviors and actions that will distinguish those organizations that capitalize on this AI gold rush while others “fumble the future”?
I believe that the AI winners will own the following characteristics:
Let me condition my case.
#1 Users, Not Purveyors, of AI TechnologyThe Market Capitalization Leaderboard shown in pattern 1 offers significant clues as to which organizations will likely subsist the AI winners. What will set these organizations apart will subsist not the selling of technology, but their capacity leverage AI for “value capture.”
Figure 1: Marketing Capitalization Leaders as of May 26, 2017.
By the way, I reckon Kleiner Perkins was sluggish in classifying “Industry Segment.” The market leaders are less purveyors of AI technology than they are users of AI technology.
Mastering Value Capture. Just having the technology is not sufficient; it’s how you consume the technology to derive and then drive modern sources of customer, business, operational, and financial value that matters. Ultimately, the AI war is about “value capture.”
The companies listed in pattern 1 are trying to dominate markets, not technology. For example:
Each of these AI leaders seeks to extend their value capture capabilities into modern markets, including transportation (autonomous vehicles), healthcare, finance, media, and entertainment.
Other market leaders are moreover moving aggressively to exploit the power of AI to capture more customer, products and operational value. JPM Morgan (#11) is focused on structure an AI platform (see “JPMorgan Takes AI consume to the Next Level”) that will allow JPMC to dominate financial trading. And GE (#16) has made a strategic bet with their Predix platform (see “GE’S mountainous bet on Data and Analytics”) as the platform for dominating the Industrial Internet of Things.
Microsoft (#3) is the one exception as Microsoft is a purveyor of technology. But even Microsoft is branching beyond just selling technology into trying to dominate markets such as digital media, entertainment, and sociable media where their AI “chops” can give them competitive advantages (see “The Jewel of Microsoft’s Earnings”).
#2 Embrace Open Source for Technology Agility (Independence)AI leaders will exploit open-source industry models to establish platform dominance/standardization, and create technology agility and independence. They will develop an enabling technology, and then give it away via open source. This enables them to embolden the growing community of developers, especially those up-and-coming developers in universities and research labs, to build out and create de facto standards around their enabling technologies.
Open Source Leaders. The Global AI winners are significant contributors to the simulated intelligence and machine learning open source communities. This includes developments such as Amazon Machine Learning, Google TensorFlow, Facebook Caffe2, Microsoft Azure ML Studio, Microsoft Distributed Machine Learning Toolkit, Facebook GraphQL, and Facebook Torch.
The leadership role that the “Great AI War” combatants are playing can subsist seen in many open source projects. For example, Torch is an open source machine learning library and scientific computing framework. The “official maintainers” of Torch are:
Training and Education. Another strategy from the Global AI leaders the creation of community or industry training and education opportunities around their open source technologies. For example, Google is committing $1 billion to train American workers to build modern businesses with Google’s AI tools (see “Google Commits $1 Billion in Grants to Train U.S. Workers for High-Tech Jobs”).
Avoiding Technology Lock-in. But equally significant is that these AI leaders are seeking to avoid technology and architecture lock-in. They own watched conventional school organizations struggle with proprietary software packages that took months if not years for upgrades and bug fixes, while paying a onerous annual maintenance fees (33% of list expense means you’re buying the entire software package again every 3 years). In a world where the enabling data and analytic technologies are changing nearly daily, technological and architecture agility (at scale) and independence is mandatory for organizations looking to win the remarkable AI War.
#3 Mastery of mountainous DataEveryone knows about the astounding growth of mountainous data over the last decade as organizations focused on capturing circumstantial customer, product, operational and market data. Initially fueled by commerce, web and sociable media data, mountainous data has accelerated with the growth of video, wearables, and the Internet of Things. (See pattern 2).
However, organizations own struggled to monetize this wealth of data. Enter simulated intelligence.
Figure 2: Fueling the Insatiable Appetite for Data
More Data = Better AI. simulated intelligence can exploit massive data sets to identify patterns on a scale that flummox traditional industry Intelligence “slice and dice” and query technologies. Data is the food that feeds AI. The more data the AI models consume, the smarter AI gets. For example, Facebook is mastering facial recognition via its DeepFace profound Learning application by virtue of owning the world’s largest repository of photos.
To illustrate the symbiotic relationship between mountainous data and AI, let’s scrutinize at autonomous vehicles (AV). AV require colossal quantities of data to feed the AV machine learning algorithms. It would steal tens of thousands of hours of real-world driving data across a variety of driving scenarios to instruct cars how to navigate on their own. To address this data volume problem, AV companies are using the video game “Grand Theft Auto” to aid generate enough data in order to train Autonomous Vehicles (see “GTA is Teaching Self-Driving Cars How to Navigate Better in the actual World”).
Data Lake. Leading AI organizations are exploiting the data lake concept to not only store the growing wealth of structured and unstructured (internal and publicly-available) data, but to provide an elastic, scalable, self-provisioning data science platform for “collaborative value creation” in structure the machine learning and simulated intelligence models (see “Data Lake industry Model Maturity Index” for more details on data lake industry model maturation).
Exploiting the Economic Value of Data. Leading AI organizations realize that data and analytics are unlike any traditional corporate assets. Data and analytics are digital assets that never wear out, never deplete, and can subsist used simultaneously at near-zero marginal cost across an illimitable industry and operational consume cases. Understanding the impartial economic value of the organization’s data can aid to prioritize technology and industry investments that accelerate value capture from these data sources (see University of San Francisco research paper “Determining the Economic Value of Data” for more details).
Conclusion: How to Become an AI WinnerAs has been discussed many times in my blog series, and explored in detail in my book, “Big Data MBA: Driving industry Strategies with Data Science,” AI winners will ultimately subsist those organizations that are the most effective at leveraging data and analytics to power their industry models (see pattern 3).
Figure 3: How effective Is Your Organization at Leveraging Data and Analytics to Power Your industry Models?
Ultimately, AI winners will master three key characteristics:
So in conclusion, let’s own some fun with this blog and reckon outside of the box about some hypothetical scenarios in which companies exploit this AI gold rush:
As the world prepares for the impending remarkable AI war, now is not the time for organizations to subsist coy or to cling to old, outdated industry models.
Fortune Favors the Brave.
Figure 1: ScoopNest “2017 global market capitalization leader board: tech is 40% of top 20 companies and 100% of top 5” and Consultancy UK “Market capitalisation of world’s 100 biggest companies hits $17.4 trillion”
The post 3 Keys to Winning the remarkable simulated Intelligence (AI) War! appeared first on InFocus Blog | Dell EMC Services.
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By Tyler Titherington
I am a restaurateur. I’m behind schedule. Again. Not because I am disorganized or own too much to do, more so because I own a hierarchy of tasks that are addressed based on priority. Guest needs are my first priority, staff needs are a immediate second and everything else last. There is a tertiary hierarchy in the last basket as well. Some tasks with a lower priority plunge through the cracks. Not because they are unimportant, but rather there just was not enough time. The verity is that I am obsessively organized. I worship “To Do” lists, calendars, tide charts and the accomplishment of tasks. I consume projects for breakfast, while living 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 moving nonstop below. However, how conclude I manage All the curveballs and quiet manage to gain time without compromising any of my other priorities? It is very simple – adapt and embrace technology wherever possible, specifically, cloud-based computing solutions that allow one to subsist 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 regain 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 deliberate to adapt. tight margins, resistance to change, and shiver of unknown outcomes own 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 dawn 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 regain it into compliance. like most operators, their hand was forced and they had no choice. What is PCI Compliance? The respond depends on who you ask.
Your guests own never heard of it and own no thought what it is. Most restaurant operators will explicate you that PCI Compliance is an almost unachievable set of network security standards designed to protect the credit card giants, who already charge them passage 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 benchmark (PCI DSS) is a set of security standards designed to ensure that All companies that accept, process, store or transmit credit card information maintain a secure environment. The PCI Security Council Card focuses on improving payment account security throughout the transaction process. It is an independent carcass that was created by the major payment card brands (Visa, MasterCard, American Express, ascertain and JCB.).”[i]
PCI DSS is mandatory for any and All 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 transgression and fix them. In summary, it is a painfully tedious, extremely time consuming, and potentially expensive process.
It is extremely significant for the security of their guest’s payment information, both for ensuring trust 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 moreover plagued with security breaches, including big chains such as Darden (Cheddar’s), Panera Bread, Sonic and Arby’s. The number of customers whose credit card information may subsist 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 industry was to regain 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 modern firewalls were the heart of the upgrades and would ultimately allow us to operate unencumbered in the cloud. The modern access points give their guests their own network and prevent them from accessing ours. The security firewalls prevent intrusions and moreover allow their IT vendor remote access so they can originate changes without actually being in the restaurant. What used to subsist a scheduled visit from their IT vendor that may own taken weeks, is now a simple email and can often subsist 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 cloak and it pushed us into modern territory – the cloud! Being in the cloud has allowed us access to exciting applications and services that would otherwise subsist 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 demand 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 entertaining belt 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 remarkable job streamlining and simplifying the interface for both front and back recess users. Management can access the system remotely for screen programming, troubleshooting or reviewing sales. It is extremely intuitive, like using a smartphone, thus needing very microscopic training. As wireless POS solutions evolve, legacy systems will eventually subsist 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 benchmark 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 All transactions are processed tableside with a handheld device. One sample of an EMV compliant, cloud-based device for tableside payments that they at Grafton Group are currently analyzing and strategy 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 own 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 firm 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 solitary best applications in terms of roll out, ease of use, and seamless integration. It is iPad-based and eliminates All the wiring and host stand actual estate. It is compatible to smart phones that allows for remote access, allowing management to check tide of service, identify unique reservations, and originate confident that waitlists are being managed appropriately. Soon to compass 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 replete service restaurant operations. They are the incompatibility between a apt week and a remarkable week. However, it can subsist a very confusing process with All of the moving parts. In order to wait 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 opening to deserve fees for each event. Since their coordinators receive an administrative fee for each event, they indulge in responding when available off-site; apt communication is key for making confident work-life balance is maintained.Bar at the Russell House Tavern in Cambridge, MA. Photo: graftongrouphospitality.com Inventory
An belt 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 subsist uploaded in actual time using a tablet, laptop or even a smart phone. BevSpot is used for both their food and beverage inventories. They own moreover given access to their accounting firm, in order to reduce bulky invoice scans and uploads. All information can subsist entered into the cloud and accessed by All of their approved users. It moreover allows for multiple people to steal inventory simultaneously. One person can subsist on the bar, another in the walk in fridge, and another in the liquor room, All 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 All properties.Scheduling
Staff scheduling is a weekly administrative headache for managers, but there are cloud-based scheduling applications that lessen the pain. They own organize HotSchedules to proper their needs as it interfaces with their POS system and allows their firm 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 compass a long passage 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 actual 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 remembrance 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 own to partake computer access in the office.Menu Design
For their menu design need, they own organize InDesign to subsist the most efficient program, which is partake of the Adobe Creative Cloud. This program can now subsist 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 subsist better spent elsewhere. They own only scratched the surface as an industry – they will observe more and more options for cloud-based solutions to actual world restaurant problems. Although the solutions highlighted above create efficiency and reclaim time, they conclude not serve guests and they don’t understand the technique 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 technique and skill of hospitality.
There are some things you will never own time for in the restaurant industry, regardless of cloud-based advancements. “Lunch”, for example, I own heard is a meal that takes site 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 own 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 belt 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 partake 1 of this analysis of the restaurant delivery system they looked at the owner/operator models which quiet tender some measure of control over expense and quality. This is swiftly becoming an issue with the soar of the Ghost Kitchen where the ODP is an integral partake of the equation. Here they present the larger challenges from the predominant ODP control of the marketplace. It is apt to recall that most of the ODPs themselves are quiet looking to find profits in what they do, a suggestion that those profits will requisite to compass at the expense of the restaurant providers in one passage or another.5. The Aggregator or On-Line Delivery Provider (ODP) – No Driver Fleet
If someone were to say, “Let me steal care of All of your delivery problems for a diminutive reduce of your revenues” many restaurant operators, especially those interested to regain into the market with the least amount of upfront investment, would jump at the chance. Enter the On-Line Delivery Provider with a industry model built upon a brand denomination customer-facing APP, website or phone number and an colossal amount of back office computing power to drive order volume.
At its core, to subsist successful the Aggregator needs to subsist a world-class matchmaker for food orders, with both a big customer database of users and a broad assortment of restaurant menus offered in major cities. like 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 high cost of entry has favored early market entrants and big well-funded digital innovators. Worldwide, the fastest growing ODP is Uber Eats, the natural extension of car service provider, Uber, with its existing colossal data ground 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 predominant as McDonalds or as diminutive 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 initiate 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 subsist between 20-30% of a menu detail price, leaving microscopic 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 subsist 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 solitary piece of the delivery puzzle is getting food from the restaurant to the front door, what is called “the last mile.” One proven passage to minimize that expense is to own the customer meet the food delivery at a central drop-off spot (see: Amazon ). A start-up, Yun Ban Bao, in modern York City is taking advantage of ethnic Chinese food deserts through direct targeted marketing using the predominant 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 industry 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 modern 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 moreover affords the network of restaurants a passage 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 industry 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 moreover has worked directly with restaurants who own 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 subsist the pan at the door.
The capacity to present a standardized customer facing brand identity means that trust may subsist established with the customer directly. While this can compass 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 example store locations, menu detail design and creative targeted pricing and promotions programs which would not otherwise subsist 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 partake from both the restaurant and the consumer. It moreover creates a competitive advantage by structure a broader network of restaurants to select from for the customer, which builds long term loyalty and habitual purchase behaviors.
8. The ODP Aggregator – gloomy Kitchens
One of the greatest threats to the bricks and mortar restaurant delivery partners is the emerging concept of a gloomy 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 diminutive dedicated but competitive restaurant kitchens in a solitary site. A gloomy Kitchen is moreover 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. colleague 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 climax Group (see Ghost Kitchen in partake I), a startup with nine virtual restaurants operating from a solitary 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 compass modern customers. And UberEATS is exploring the concept with Poke Café in Chicago — a virtual restaurant serving Hawaiian poke bowls.
“We can work with existing restaurant partners to create delivery-only menus. (They would) appear as entirely modern 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 subsist a positive opening 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 ratiocinative progression would suggest, the OPD Deliveroo service has realized that the actual local restaurant in this fuse is not a necessity for success. Instead by using its own “innovation fund” it will to travel directly into the restaurant industry itself, creating “from scratch” concepts by working with luminary chefs and data mining information from its colossal customer data base. 
As more of the OPDs scrutinize to find profits to pass along to the aggressive investors who own funded rapid growth, they will inevitably scrutinize to reduce out the middleman and provide meals themselves to expand margins. The kitchen that may actually travel “dark” is the local one on the corner down the street in an independent restaurant.
This is undoubtedly both an entertaining and a challenging time for the restaurant industry and the Online Delivery Providers who are feeding from it. Neither side seems to own figured out how to originate the modern consumer demand for off-site delivery work 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 tolerable net profit is less than 10%. No amount of increased volume in sales will originate up for that. As Cameron Keng wrote in his column “Why Uber Eats Will consume You Into Bankruptcy” in March, 2018:
Based on the tolerable 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 regain exact information, it appears that almost null 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 subsist a tectonic shift in traditional restaurant segments, consumer behavior, labor utilization, actual Estate valuation and investor interest.
If delivery is the future of the restaurant business, the restaurant industry as it is currently constructed is in trouble.
The service is growing rapidly. But it’s increasingly replacing existing restaurant industry rather than taking industry away from grocers or other food retailers. 
As they preeminent in the beginning, it took the lodging industry almost 20 years to initiate to originate this benign of tectonic change and it is nowhere near complete. A few very big hotel companies, through merger and acquisition, own consolidated enough power to start the saunter away from handing over All of their pricing to the OTA’s. In economic terms, hotel companies are trying to travel from being expense Takers to expense Setters.
At this early stage of the restaurant OPD’s domination of the delivery cycle, it is not limpid that any restaurant organization is big enough to rupture the fever, especially now that McDonald’s is partnering with Uber Eats. While it may appear that the On-line Delivery Provider is a restaurant’s partner, friend or even savior, it is null of those. In fact, in order to become profitable the OPD is looking to become a direct competitor.
What is inescapable is that few restaurant companies, and certainly no independent operations, can survive the next two decades letting third parties impose what convenience and expense mean. In fact, this might subsist a apt time to regain out of the house and travel visit your favorite local restaurant. Sacrificing some convenience for a remarkable experience is a apt value and that restaurant may not subsist around the next time you want to demonstrate up.
PDF Version Available HereReferences  observe 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, industry 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, mountainous 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 industry Online, October 17, 2018 https://www.restaurantbusinessonline.com/financing/delivery-could-force-changes-restaurant-business-model Christopher C. Muller is Professor of the practice 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 tangled 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 own 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 scrutinize 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 dispatch 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 play 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 modern and exciting model emerged – the On-Line Travel Agent (OTA) acting as a third party aggregator appeared. Hotel companies willingly gave open access to All of their unsold play inventory to the OTAs (Expedia, Travelocity, Priceline, Booking.com, Kayak, Trivago, etc.) to sell directly at profound discounts, often between 25 and 30% off posted Rack Rates. Occupancies rose, but tolerable Daily Rates plummeted, and profits quickly diminished. Hotels, relying on the conventional 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 play 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 industry has been transformed and the OTAs are being aggressively challenged for dominance. This should subsist a lesson for the restaurant owner/operator, the OTAs drove nothing but expense as a decision attribute, the ODPs are poised to conclude the same thing with both expense and convenience, unfortunately restaurants probably won’t own decades to recover.
Today’s Restaurant Delivery Frenzy –The soar of the ODP
Whether it’s the savvy but shape-shifting Millennial, the rapidly aging Baby Boomer, or the rising puerile digital native from the i-Generation, it seems that customers in All shapes and sizes just want to own their meals brought to them at home, the office, or somewhere in between. Breaking the code of the delivery model—becoming the customer’s altenative of who serves up breakfast, lunch or dinner at home, work or play—has emerged as the Holy Grail of the foodservice business. But it may subsist more like the other mythic gloomy 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 initiate by agreeing that delivery is a distinct and rapidly growing distribution channel, although it has been around in one shape or another for a very long time. And while not exactly a modern 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 mature phase consolidation.
In late 2018 delivery is All about instant gratification, not just for the diner but some would imply for the restaurant as well. At first glance, it All feels so simple and easy. But like so much in restaurant management, there is more than one passage to regain something done, even the simplest of things.
Emerging Key Success Factors
Like so many emerging industry models in the on-line digital age, food delivery is developing its own metrics and factors to subsist 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 subsist elusive even for the largest players. And of course, no one should forget that Amazon is over in the corner waiting to observe 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 modern thought 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 travel were often comprised of a package of leftovers or the long gone term “doggie bags.”
Here is a scrutinize 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 ground it should provide a delivery option. At one time, only a few restaurants in an urban core would own delivery offers and these might typically subsist delicatessens or Chinese restaurants with few seats and a very strong focus on offering takeout options. The food can subsist 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 smarting food directly to the customer. The restaurant controls the quality, manages the relationship with the diner and absorbs the replete cost and All 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, All local customer information may subsist controlled by the restaurant and there are no fees to partake with an outside third-party service.
But as the independent operator reaches for the brass ring on the delivery merry-go-round, they moreover requisite to subsist watchful not to lose their grip on their existing ride. A modern distribution channel can subsist much more challenging that just taking a customer order. As preeminent 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 modern 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 build completed orders waiting to subsist picked up by a delivery driver.
An entertaining twist on this solitary restaurant model of trying to find a passage to both control and expand the delivery system while maintaining some measure of profitability is one recently proposed in the restaurant trade magazine Restaurant industry Online:
He (CMO Nabeel Alamgir) explained that Bareburger is already striving to transform customers ordering through third parties’ apps into users of the chain’s own channels. Patrons of an Uber Eats or Postmates might subsist offered a 10% discount on their next order if it’s placed through Bareburger’s website. The chain can afford a discount that profound because the financial impact is quiet less than the 20% or 30% discount an outside service typically charges.
Alamgir preeminent at the start of the panel’s presentation that a service started by restaurants for restaurants would own been an attractive alternative to some of the third-party giants. “Let’s originate their own platform. Let’s originate their own Grubhub,” he said.
2. The Cloud Kitchen – A Hub & Spoke System
It can subsist 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 originate this guarantee effective, the company created a hub and spoke system, in sequel structure a series 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” replete 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 thought of delivery wasn’t partake of the concept,” said Pizza Hut chief executive David Gibbs, a 26-year veteran at parent company Yum Brands…”so in many cases, their industry 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 modern GPS and AI technologies, Domino’s predicts that it will subsist able to originate deliveries not just to a formal structure address, but to anywhere a customer can subsist 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 subsist expanding its Cloud Kitchen delivery system. Already designed on a commissary production system model, giant swiftly 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 dawn to test the hub and spoke model of delivery in Nashville, TN and Louisville, KY.
Chick-fil-A is opening two modern restaurants that don’t own 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, own no dining rooms or drive thru’s and are designed to subsist hubs for catering and delivery orders. The restaurants will not accept cash, either.
The Cloud Kitchen model can subsist very effective for restaurant companies with big enough scale, whether in a solitary city or across a region, to steal advantage of a solitary production kitchen site with remote staging kitchens. Ultimately the “full stack” control from order to front door can compass from as few as three restaurants or as many as 3000. This moreover means that the foundation is laid for vast proprietary customer data collection and eventually data mining by the most forward-looking operators.
It can subsist 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 own a “home kitchen” or commissary for their bulk production that meets All health and sanitation code requirements. In many urban centers, to be successful a food truck company needs to own multiple trucks on the road acting as a distribution network. While this is moreover a classic Hub & Spoke model, it comes with similarities to a model in the next article, #6 The Consolidator, with distribution on a bus desist 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 imply 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 play 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 like 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 subsist produced in the same kitchen space. smooth to prepare, cook and deliver foods such as salads, sandwiches, Asian and other ethnic dishes, or gourmet pizza can All subsist offered while cross-utilizing similar ingredients in creative menu offerings.
This can best subsist described as an “order only” restaurant. The most prominent or well-known of these Ghost Kitchens would subsist Green climax (see transition to #8 gloomy Kitchen in partake 2). While garnering a apt amount of press, the luminary chef David Chang’s Maple, closed its operation in 2017 with some assets moving 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 build All of their investment in kitchen tackle and the technology of ordering. A Ghost Kitchen offers customers big menu choices, and just as its cousin the Cloud Kitchen, has the option to sustain 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 subsist very high. The risk is that a big portion of the margin (sometimes up to 30%) from market-driven menu prices is taken by the delivery partnership, who moreover 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 gloomy Kitchen models mentioned above, but are existing restaurants with modern brands that only exist through Uber Eats. This model, while charging very high 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 own another restaurant without paying additional rent and labor, even though [Uber Eats] takes about 30 percent.”
One other type of Virtual Kitchen involves the licensing of existing restaurant recipes and menu items in a curated virtual model. The start-up concept apt Uncle is using this to compete in the university meal strategy segment, offering a compass of pricing options for higher attribute prepared meals, delivered by their own delivery fleet using the bus desist 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, tender many opportunities for restaurant operators, especially those in the QSR and swiftly Casual segments, where accelerate and expense and convenience are the drivers of consumer choice.
The challenge in today’s delivery market is how owners and operators can maintain both high attribute and long-term profitability in the products/services they offer. For many meals, the time and distance from kitchen to table can subsist 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 All 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 expand 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 industry 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 industry Online, Oct. 09, 2018 https://www.restaurantbusinessonline.com/financing/chick-fil-opening-new-delivery-focused-prototype  Neal Ungerleider, 01.20.17 swiftly 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  observe the online Audiopedia site https://www.youtube.com/watch?v=BKO5JFbqKTA  Ibid, Eater, October 24, 2018  observe https://www.gooduncle.com/ Christopher C. Muller is Professor of the practice 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 reckon Airbnb a threat. Both the industry and Airbnb claimed they were serving different markets and had different underlying industry 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 plane playing province 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 moreover looking to tap into the platform-based industry model that underlies Airbnb’s success.
The Past: How does Airbnb impact 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) organize 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 All segments. While these numbers may not appear substantial at first, given that Airbnb supply grew by over 100% year-on-year over this ten year period means that the “real” reduce in RevPAR was 2%, across hotel segments. Surprisingly, it was not just the economy but moreover the luxury hotel segment that was arduous hit by Airbnb supply increases, experiencing a 4% actual decline in RevPAR. The impact 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 impact the most were those in the midscale and luxury segments, with a reduce in RevPAR of 4.3% and 2.3% respectively. These supply increases are moreover fueling Airbnb taking an increasing partake of the accommodation market pie. For example, in modern 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 demand made up nearly 3% of All traditional hotel demand 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 moreover has significant play to grow in other countries, particularly emerging markets in Africa and India. The company has sprint into some competition in China, with local rivals Tujia and Xiaozhu. Also, within the U.S., the apt news 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 expand supply. It is now targeting property developers to gyrate 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 own 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 moreover clearly evolved from its original premise of “targeting a different market” to attracting segments traditionally targeted by hotels, such as the leisure family market, industry travelers, and the upscale traveler, as evidenced through its latest offering, Airbnb Plus. These homes own been verified for quality, comfort, design, maintenance, and the amenities they offer. They moreover own smooth check in, premium internet access, and fully equipped kitchens. Their hosts are typically rated 4.8+, and travel above and beyond for their guests. Through Airbnb Experiences, travelers can partake in everything from the remarkable outdoors—hiking and surfing—to “hidden” concerts and food and wine tours. In addition to these products, Airbnb has moreover “created” its own segments of travelers: novelty and experience seekers who are looking for unique and unconventional accommodation like yurts, treehouses, and boats, All 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 search travel, and they reckon 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 gyrate 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 modern dimensions own 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 organize that Airbnb outperformed hotels on All 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 microscopic 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 strong 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 achieve 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, All 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 reckon about the high-tech, high finger 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 immediate inspection. After years of denying that Airbnb was a competitor, in 2016, the American Hotel & Lodging Association first began an extensive lobbying application for the imposition of taxes and regulations on Airbnb that plane the playing field. Over the last yoke of years, the voices of the hotel lobby and other community groups own 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) organize that governments own been fairly lenient towards short-term rentals with microscopic to no (meaningful) regulations thus far. Moreover, regulations own been designed to alleviate the negative externalities of Airbnb on neighborhoods and communities rather than to plane the playing province between Airbnb and hotels. Another challenge with regulating the peer to peer economy has been enforcement. In modern York City, under the Multiple Dwelling law, it is illegal for a unit to subsist 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 workable to find “entire homes” on Airbnb in modern 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) own organize that regulations mind to subsist very similar across cities, without accounting for the specificities of a particular location, which makes the process perfunctory and superficial. There moreover remains the danger of over-regulating Airbnb, given that there is quiet very microscopic learning 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 moreover creates customer surplus (Farronato & Fradkin, 2018), an significant economic value measure. Moreover, other research has suggested that the tolerable resident is not as negative towards the Airbnb as media rhetoric might imply (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 subsist 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 strong foundation for loyal brand relationships. This is particularly significant because while Airbnb promotes experiential authenticity as a key reason to consume the brand, most travelers mind to wait with the brand for much more functional requirements, such as space and expense (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 own about what you stand for. An authentic brand has at its core the brand promise, an authentic value proposition that gives consumers a raison d’etre for associating with the brand. However, what an authentic brand does require is effective storytelling. A brand is perceived to subsist authentic, if it has an authentic Story that feeds it. Brand stories can compass from many sources: a brand’s values, personality, heritage, uniqueness, or its quest and purpose. What is significant 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 sample 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 benchmark 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 reckon that Fairfield Inn and Suites’ revert to “where it All 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 sample of leveraging authenticity and crafting a compelling brand vow (Ting, 2017b).
Another thought that lies at the heat of the brand vow is what they convoke the experiential value proposition, or EVP. For the longest time, hotel marketers own relied on the guest play as the primary source of value for the guest. But reckon about the last time you traveled. Was it the prospect of the hotel play 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 technique 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 decision to select an accommodation. They convoke 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 subsist 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 benchmark Hotels serves as an excellent sample (http://www.standardhotels.com/) Its website feels more like a local lifestyle and culture magazine than a digital media property “selling” a hotel room. The website’s wealthy 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 travel the benchmark way, since the brand has its own distinct voice and personality, there is a case to subsist made for going beyond static images of beds in guestrooms, which mind to blend into one indistinguishable gross after a point, particularly on OTA websites. When was the last time the image of a hotel bed excited you to want to wait there? Yet, when you scrutinize at the imagery build out by most hotels, this is what marketers quiet focus on.
Placing an stress on humanity and providing a sense of hospitableness can moreover enhance a brand’s EVP. Instead of technology replacing the human connection, the industry needs to scrutinize for ways in which technology can actually free up employees so that they can disburse their time crafting more personal and unique experiences, delighting guests instead of performing routine transactions. Moreover, if the human connection is what people search out when traveling with Airbnb, why is it that hotel confirmation emails quiet regain sent out by automated systems that highlight the “facelessness” of the hotel entity. Why not consume that as an opening to truly welcome the guest; a simple finger such as a welcome note from the GM with his/her photo, or that of an employee who is “assigned” as “your personal host” during your wait can travel a long passage in emulating the human connection that the sharing economy enables.
The design of the hotel’s public spaces can subsist used to enhance the guest’s experience of “communitas”. Ian Schrager would coincide (Schaal, 2017). After all, with much of Airbnb’s supply being dominated by investor units that provide microscopic or no host contact, what better an opening for hotel brands to demonstrate 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 subsist offset by offering connecting and/or multiple rooms for one price, with other experience value-adds thrown in (as with the Marriott family play connecting rooms package.
Finally, the role of the loyalty program cannot subsist emphasized enough. Loyalty programs must saunter beyond programmatic levels to being able to leverage data from guest history, sociable 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 subsist gamified to unlock value-adds and tender creative bundling.
At the plane of the hotel company, beyond the individual brand, the hotel industry has started participating in the home sharing industry and is increasingly looking to integrate these platform industry 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 tender housekeeping and other hotel services and thus subsist 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 thrust 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 garner 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 subsist 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 coincident 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 impact 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 coincident 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 authentic 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 Story 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 altenative steal 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 coincident Hospitality Management, Tourism Management Perspectives, Tourism Analysis and the International Journal of Tourism Anthropology. His work involves the extensive consume of inter and cross-disciplinary perspectives to understand hospitality and tourism phenomena. Makarand moreover serves as reviewer for several leading journals in the field. In plunge 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 moreover 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 hardy environment, improving economic prosperity, and implementing sociable 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 sociable 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 sustain pricing competitive – falling in line with the common categories of most corporate sociable responsibility efforts: 1) environmental efforts; 2) philanthropy; 3) ethical labor practices; and 4) volunteering.The “Arms Race” of Corporate sociable Responsibility Reporting
For many companies, particularly in hospitality, corporate sociable responsibility (CSR) reporting has emerged as a key industry 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, own resulted in a modern “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 demand for a more amenable and transparent corporate supply chain. Current statutory requirements compass from the Mandatory Reporting of Greenhouse Gases rule for big emitters of greenhouse gases to the California Transparency in Supply Chains Act of 2010 to ensure that big 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 partake of the US financial services industry moreover includes provisions for inescapable reporting on their exercise of due diligence in the source and chain of custody of inescapable 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 sequel 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 industry with citizens of the EU. For the hospitality industry, modern processes are required to subsist implemented to protect things like IP addresses and cookie data, similar to the protections currently provided to ensure privacy for addresses and sociable 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 sustain up.Not All Changes Are Mandated
As consumers are holding corporations accountable for effecting sociable change in their industry 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 phase out the consume of polystyrene foam cups by 2020 and supplant them with double-walled paper cups, estimated to own a net impact of eliminating over a billion cups annually from the dissipate stream.[vi] This was on the heels of McDonald’s announcing in January that it would phase out the consume of foam packaging in All global markets by the recess of 2018.[vii] Straws and stirrers originate up over 7% of plastic organize 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 habitude 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 like Miami and Malibu own banned solitary consume straws (and in Malibu, banned All solitary consume plastic utensils and stirrers), they find some municipalities are forcing hospitality businesses to incorporate sustainable practices.Avoid Greenwashing
As hospitality companies search to out-promote each other, they would subsist 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 impact 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 subsist 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 condition University organize that a perceived ulterior motive of a hotels’ environmental claims evoked consumer skepticism, which negatively influenced consumer’s purpose to participate in the linen reuse program, as well as negatively effecting the consumers’ purpose to revisit the hotel.[xi] At a time when as many as 79% of travelers coincide that eco-friendly practices is an significant factor in their altenative 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 subsist cognizant 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” originate up roughly $40 billion in sales, and are growing by an tolerable 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 common 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%), modern York (22%), Florida (12%), and Illinois (7%).[xiii] Many of the suits are rooted in claims that items such as high fructose corn syrup, high 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 subsist a source of eroding consumer confidence, destroying customer loyalty, and/or litigation.Conclusion
Sustainability initiatives will continue to subsist an imperative partake of a hospitality entities’ brand, evaluated by All stakeholders. In order to ensure consumer confidence, it is imperative that those initiatives subsist authentic 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 soar 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 partake 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 shape 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 coincident 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. common Mills, 3:12-cv-03919, U.S. District Court for the Northern District of California; Rojas v. common Mills, Inc. 3:12-cv-05099, U.S. District Court for the Northern District of California; Bohac v. common Mills, Inc., 3:12-cv-05280, U.S. District Court for the Northern District of California; Van Atta v. common 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 condition 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, dissipate and energy efficiencies, this highly apropos 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 firm 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 focus 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 significant changes in their rapidly evolving world. Digital innovations and technological novelties are engines of progress and demonstrate their impact everywhere, especially in the province of manufacturing, ICT and other service industries. Given the fact that tourism is based on the cooperation between a wide compass of services and products, the benefits of the digital revolution in the sector are quite obvious.
Our living 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 own become partake 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 significant in the technological environment of tourism. This type of communication, together with the spreading of smart devices own revolutionized scheduling, administration and finances, and moreover opened modern horizons for the introduction of innovative sales and marketing technologies in the gross tourism industry. As a result of the digital revolution, the international progress trends in tourism own opened the passage for novel solutions like cloud-based booking sites or information and experience sharing via digital platforms.
In line with the modern trends of travelling, there is a dynamically growing demand for special tailor-made offers beyond mass tourism, as conscious consumers anticipate personalized solutions that respond their individual needs. As of today, the vast majority of tourism market stakeholders own access to circumstantial information on their consumers and can closely succeed and track consumer deportment and its changes. These novel systems of personalized products and services are available thanks to various flexible follow-up techniques like CRM client databases. The cloud-based CRM client database systems – ones that create offers by analyzing previous sales records and demographic data – own evolved rapidly. As of today, they can anatomize huge datasets by mountainous data analysis and scaling methods in a cost effective and anonymous way, searching for significant event points. Although mountainous data research is based on working with big samples, it is the most efficient mode to disclose individual personal preferences (Stadler, 2015).How did sharing economy pave the passage to personalized tourism services?
In previous decades, the results of digital progress own opened the door for the actual 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 own induced sober sociable changes as well. One of the most significant positive messages of shared economy is the maximum consume of resource capacities for the purpose of sociable well-being (Sundararajan, 2014). sociable well-being is moreover a key priority in tourism, because a well-managed tourism industry brings profit not only for the industry operators but moreover for the local communities.
In the sharing economy model, the stakeholders – who are moreover consumers at the same time – tender 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 sociable purposes. An significant 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 tender their excess capacities, while the consumers in requisite consume them in revert for payment. In the sharing economy (based on the aforementioned primary idea), more and more industrial, commercial and service providers tender innovative solutions.
The principle of sharing is not a modern thought in the tourism industry. In the case of some accommodation services, seasonal expense reduction has always been a practice. Hostels and youth hotels own always been well-liked – 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 own been enough for creating a modern market sector; the dawn of the modern industry era was marked with the emergence of wide platform solutions like Airbnb, Booking.com, Agoda, etc.
In the strategy of digital platform tourism businesses, consumers are considered as partners in the industry activities. This shared operation can subsist best defined as a postmodern industry model. Although the tangled thought of postmodernism is quite difficult to describe, its main characteristics – shared participation and the subjective ardor of each contributor – can lead closer to understand the phenomenon. It is limpid 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 passage 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 own to subsist taken into account whilst creating industry strategies. Due to the emergence of individualism, more and more puerile people are trying to create something unique that can serve the long-term capitalize 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 opening for the future of the tourism industry.The Future: AI, VR/AR, Blockchain
While looking through their photos, tourists usually own a positive experience remembering their travels, experiences and the destination they had visited. Some specialized digital technologies can tender this assumed positive experience in a searchable and changeable form. With regards to actual life objects, their connections and relations, there is only a limited amount of information available in a format that could subsist handled by computers. The main problem is that computers requisite adequate coding solutions created by simulated intelligence to subsist able to store, maneuver 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 All of their everyday objects and tackle will subsist accessible through the internet in the future. As a result, All 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 adequate decision management will subsist partake of the user experience. As a result of the continuous data collection during the consume of these devices, All apropos information will eventually recess up in a final centralized system at the top of the dataset.
Previously, tourism used to subsist an industry based on personal relations and connections, where the trends – and therefore travelers’ decisions – were set out by a limited number of big international tourism and travel enterprises. As a result of the digital revolution, the transparency of “hidden markets” had been revealed and numerous other factors own to subsist taken into account (Fig.1.).
The early progress of ICT resulted not only in the better capacity utilization of airlines, but moreover on the compatibility of the prices; and soon, the emergence of the discount airlines had led to the innovation of the gross industry and forced out efficiency in All segments. The novel travel recommendation sites (Expedia, Orbitz, Kayak, etc.) were created with the plane to originate travelers’ decisions easier; however at the same time, a lot of tourism service providers who could not sustain up with the modern challenges were forced out of the market. Although the modern trends like travel packages (including car rental) or taking into account the reviews of previous travelers (Lonely Planet) were from many aspects contrary to the former industry 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 own become an integral partake of the industry models, because businesses who search to subsist 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 decision making solutions, the former decisive 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 tender from the available mountainous data systems (Fig. 2.)
The technological progress cannot subsist stopped; however, with adequate flexibility and openness, tourism businesses can prepare for the upcoming challenges. In the tourism of the future, the modern consumers will bring forth modern priorities and modern demands. As a revolutionary approach, the members of the IoP (Internet of People) community tender their free time in order to compass 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, gross modern spaces own opened in tourism, completely different from the accustomed destinations. University researchers own 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 scrutinize into an optional tourism space, from which the actual world is completely shut out. The Augmented reality is a different technological solution, where digital elements are projected into a actual life space.
The newest technological developments and the innovation in the consume of living spaces are All connected to the alternative payment options that can subsist 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 obstruct 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 benign 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 gross transaction takes only minutes instead of the accustomed yoke of industry days. This solution can stand for 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 impartial 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 modern plane of encryption safety and intervention-free operation, and the data handled in the system cannot subsist modified in any way. Another huge capitalize 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 big service intermediators like 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 simulated Food subsist the next meal on the table?
With the worldwide population boom, the demand for food is moreover increasing. To fullfil this growing requisite for food, the extension of agricultural areas is required for food material production, and at the same time, adequate land management is needed for animal husbandry. The greatest challenge of sustainable agriculture lies in the fact that the agricultural areas can only subsist further expanded at the expense of forested lands. In addition, the current changes in the environment has moreover led to the reduce of fishing possibilities, another rigor in the availability of food materials.
The decreasing resources of food materials will constrain the food production industry to re-think their former concepts. modern technologies like 3D food printers can even bring the swiftly food era to an end. The novel inventions of food production and food engineering – like artificially flavored drinks, chocolates and dairy products – own been on the market of more than a decade now, and so far, they own not had a negative sequel on the common taste 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 simulated foods are already available: specialized franchise restaurants like the Food Ink chain tender a wide variety of printed meals for consumers who are inquisitive about the future of gastronomy. It is moreover likely that with the next generation of the food printers, they will subsist able to calibrate the nutritional values and energy content of the meals.
The 3D food printing technology is not only significant for HoReCa businesses, but holds a remarkable opening for the health industry, too, especially in the province of special diets and medication. Using 3D food printing for these purposes can expand 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 succeed the no-staff industry 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 steal 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’ decision 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 tide used to subsist one-directional with narrow choices. In today’s digital era, the modern generation of commercial activities steal site in VR or AR spaces, and the instant analysis of the customer’s reactions and deportment back the enhancement of their buying willingness. The traditional decision making processes are gradually being replaced with personalized offers, further increasing the significance of AI.
With the progress of shared economy, greater stress is build on sociable well-being, as user experience slowly becomes more significant than ownership. This modern approach is moreover expressed in novel forms of payment, which can seriously reduce the profits of intermediate activities. The modern trends conclude not look to subsist 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 remarkable opening for the tourism and hospitality sector. The progress of digitalization has finally reached a plane where it can truly back the cost-effectiveness and sustainability of industrial food production, paving the passage to the future of tourism and hospitality businesses.
PDF Version Available HereReferences Anderson, C. (2009). Free: The Future of a Radical Price. Hyperion, modern York. Hyde, L. (2007). The Gift: Creativity and the Artist in the Modern World. modern York: Random House Inc. McCrindle, M. – Wolfinger, E. (2009). The ABC of XYZ: Understanding the Global Generations, University of modern 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). mountainous 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 focus for Urban Science and Progress, modern York. Zsarnoczky, M. (2017a). How does simulated 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 industry School, and graduated at MSc/Med plane as Teacher of Economics in Tourism and Hospitality. During his studies, he had spent short a term mobility period 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 vigorous as an entrepreneur and is actively involved in community development. He is moreover a board member of the Budapest Chamber of Commerce and Industry, and works as a mentor for the puerile Entrepreneurs Association Hungary. With regards to his academic career, he is a replete time second 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, high attribute imagery, and conspicuous links to sociable media channels.
This second installation of a two-part series will converse to the matter 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 industry to become more “searchable” for optimal revert 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 significant partake of SEM is to comprehend the paid media landscape. It is critical to know who one’s competitors truly are and understand how they are marketing, from a tactical standpoint.1 It is moreover significant to research the types of ad campaign structures that are surfacing in the category of interest, on both desktop and mobile devices. Then one must adopt those that appear effective and proper industry goals appropriately. For restaurants and hotel-related queries, “this strategy is especially pertinent because these searches generally transform very quickly; mobile searchers will likely patronize a restaurant within a few hours.”
In order to subsist the most efficient with a company’s paid advertisements, Todd Philie, president of Southcoast Marketing Group in Wareham, MA, moreover encourages companies to ascertain how consumers are searching for them on the Internet. For example, “utilize the query search appliance via the Google AdWords™ platform to ascertain what terms and phrases are used to compass your own site and then array your ads.”
Additionally, Kym Parker, associate search marketing director at Connelly Partners, emphasizes the significance of using the company’s brand to ensure a strong search presence. By utilizing paid search bids, a hotel or restaurant can subsist 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 demonstrate up ahead of you in the search results,” Parker notes. “You can prevent this by ‘protecting’ your brand terms. Always subsist bidding on them, at least a microscopic bit, to ensure that you own a better haphazard 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 sustain ‘negative keywords’ in mind, adds Philie. “Negative terms generally means terms that you are not specifically telling AdWords™ that you conclude not want to appear in specific results for other searches. For example, suppose you are marketing a seafood restaurant that does not tender steak on its menu. You want to bid on the phrase ‘best restaurant in Boston’ but you conclude not want to dissipate 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 demonstrate up in that search.
The Google AdWords™ functionality moreover offers companies the haphazard to enhance the listing. An incredibly important, yet often overlooked, input is the “click to call” functionality and its presence on a mobile site, moreover known as the convoke extension. “These additional factual details, known as “ad extensions” moreover 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 industry with a quick glance pre-click, and can aid differentiate a hotel or restaurant (or any product) against its competitors.” Ad extensions moreover expand the visual footprint of an ad, which can thrust 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™ moreover offers free tutorials and trainings. Zachary Azar, D50 Media’s senior manager of paid search notes, “These tutorials provide clients with the opening to regain the most out of the program and create effective campaigns.”
To properly manage an effective AdWords campaign, Google Analytics can subsist a helpful appliance as it reveals which content on a website is most useful and entertaining to customers. This will aid in the creation of resonating ad copy and can moreover subsist a guide for aligning keyword selection and website copy to expand the “Quality Score” of an ad campaign.
However, Philie moreover cautions individuals not to subsist completely reliant on Google’s suggestions for keywords. “Often times, these keywords are pluralized and can cause companies to disburse more or not subsist as effective.” He warns companies to select how to build their key words “out there” when bidding. Companies must select best matched keywords for their ads and select between “exact match,” “phrase match,” “broad search” and “modified broad search” – All of which will yield varied returns. Campaigns should utilize a balance of All 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 imply the first thing that the company should focus on is actually the SEO. First and foremost, it is significant to ensure that a website is user- and mobile-friendly. Another significant factor is a quick load speed. “Google has organize that sites that steal longer than three seconds to load lose 40% of their traffic, and for mobile traffic, that jumps to 53%,” reports Azar. This is significant for paid search as well; Cargiuolo adds, “It’d subsist deplorable 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 significant to not own “big” images—think kilobytes, not megabytes. Web copy should subsist 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) scrutinize acceptable on a smart phone too,” Cargiuolo says.
Kristin Metzler, Print and Web Marketing Coordinator of Frasca Design Group, moreover echoes that mastery of SEO is the first step in a successful digital marketing campaign. Websites built with a strong attention to keywords and content will minimize spending on pay-per-click campaigns.4. Don’t disburse on Paid Search if You Can’t Afford It
Hurley cautions that one requisite not disburse money on advertising to regain traffic. Because so much information is provided in the search results, there may not subsist any clicks on your page during the search process. Companies should never build any money into paid search, array advertising or paid sociable that the company cannot afford to lose.3
Cargiuolo emphasizes that when a company starts advertising, it should not anticipate an immediate return,4 which is oftentimes an assumption that businesses make. Initially, many may not subsist close with the bidding process; keywords; or how to build, optimize, and manage an effective campaign. subsist cautious not to disburse money needed for other resources. Start deliberate and disburse time learning before committing mountainous budgets.
One final word of caution: There are easily incurred expenses that can compass from paid search marketing, such as additional costs from agencies that steal a portion of a monthly budget. Being conscious of your daily budget is critical in avoiding overspending.
When taking the steps to build a search campaign, it is critical to conclude research and saunter 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 disburse more than what can subsist budgeted, as it will steal time to observe a revert on investment.
As Cargiuolo reminds, businesses must recall that Google serves the user first. Thus as the marketer, one must reckon as a user would when structure a paid search campaign. People compass to Google with questions. The marketer that best answers the user’s questions, both pre-click and post-click, is going to subsist 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 steal 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 moreover previously worked in marketing communications capacities at RealFood Consulting where she helped design an internal marketing strategy to rebrand their company. Namrata moreover serves as the President of the Student Government of BU SHA. She is an vigorous 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 moreover a replete 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 haphazard 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 erudite 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 anatomize concepts and models presented in leadership literature as well as better my own leadership skills. I then interviewed three prominent leaders in hospitality and organize 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 contour 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 vigorous implementation of goals and the company’s bottom line success. A productive vision goes beyond a written organizational mission statement, but instead permeates throughout All levels of a company and manifests into actions and beliefs. John P. Kotter, author of industry Leadership, writes, “A vision says something that helps clarify the direction in which an organization wants to saunter [and] is relatively smooth 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 partake and implement it.
A vision does not belong only to a leader. It must subsist a shared vision that attracts everyone to sustain high 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 acceptation and purpose in those around them. Dan Donahue agrees that, “My job, as someone who has the vision, is to regain you inspired and committed to sharing that vision and sharing that creativity to the point where you own buy-in.”
After seven years of rigorous research, a landmark study of the observations from more than 100 CEOs and over 8,000 employees organize that “leaders who were limpid about their values delivered as much as five times greater returns for their organizations as did leaders of weak 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 originate decisions and work 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 own 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 subsist a passionate and committed team, and (4) to partake 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 care of the guest, but moreover taking care of themselves as well.” To strengthen others, exemplary leaders expand people’s belief in their capacity to originate a difference. They saunter 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 originate decisions. It’s not micromanaging, but rather letting them compass up with the solutions.”
Geoff Ballotti continues, “Our core value statement is three words, ‘Count On Me,’ which is All about accountability. It is about people being able to subsist counted on at any time, for any issue, any question, any decision, and any back 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 significant 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 work and employee morale.4
Dan Donahue, states, “A vision has to subsist fluid. To regain to an achievable goal and vision, whether short term or long term, you requisite to subsist present, you requisite to understand that if you want it to subsist successful you requisite to subsist there, you requisite to subsist accountable to it, and you requisite to subsist accountable to the people that want to partake that.” When accountability becomes embedded into culture, company’s are able to set meaningful goals, develop team buy-in, build trust through back and encouragement, and celebrate successes together. Accountability is about creating a culture where people value responsibility. When associates understand that accountability involves a inescapable degree of autonomy, mutual respect develops between All levels of an organization.
Mr. Ballotti adds, “The third leg of their values is All about respect. Respecting everyone everywhere both on their ownership side and the community side.” When leaders develop mutual respect, associates are more likely to work harder to accomplish shared goals. Harvard industry Review examined employee needs and determined through a query of more than 19,000 workers that most employees crave renewal, value, focus and purpose.5 feeling a sense of value and respect can instill an employee with confidence 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 passage up through the industry, so I’m fortunate in that I own the perspective of having worked in various positions. So I own empathy, understanding, and respect for each position. Everyone needs to subsist treated with mutual respect and understanding.”
Modeling by Example
An significant partake 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 moreover making a commitment on behalf of the entire organization. Therefore, leaders must originate confident 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 respond is pretty simple. They set the sample for others to follow. Holding others accountable to values and standards means leaders must live the values themselves. Dan Donahue responds, “I would never question an employee to conclude something I wouldn’t conclude myself.” Len Wolman agrees adding, “You always want to set an sample and never want to anticipate 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 impact on how much constituents trust the leader and on their subsequent performance levels.6 remarkable leaders effectively translate purpose into reality by acting on the values they instruct and the things they lisp to those around them.Showing Vulnerability and Visibility
Confidence is an significant 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 snug expressing their weaknesses. Showing vulnerability is a relatable trait and Geoff Ballotti finds that, “The greatest leaders I know out there are very snug talking about their weaknesses, about what it is that they requisite to work 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 deserve 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 moreover 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 own a presence, it happens organically. It doesn’t requisite to subsist contrived.” The purpose of this unaffected visibility is not about the requisite to “check on employees,” but rather an honest crave to interact with associates in order to gauge motivation and learn if employees requisite back or help. Mr. Wolman agrees that, “It is critical 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 reckon you’ve got to subsist constantly evaluating that.”
Mr. Ballotti adds, “I moreover reckon showing empathy is key and the best passage remarkable leaders conclude that is through the technique of storytelling when they’re up in front of their associate ground or leadership team, being able to explicate 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 passage to partake knowledge, thrust information at people or tug them into a company’s vision and mission by reinforcing the intent behind authentic leadership. According to Edgar Schein, Professor Emeritus at the MIT Sloan School of Management, “[Stories] moreover strengthen the framework and the significance of an organization’s culture by establishing norms and values.”7 apt 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 significant 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 industry 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 remarkable ideas is a crucial leadership trait in hospitality’s innovation-driven industry. Successful leaders create an environment where associates can contribute their fantasy and insight, which is critical because most innovations draw upon the contributions of many.
Today’s industry 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 industry can subsist or should subsist cookie cutter. It’s about curating an experience for each person who spends to subsist 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 subsist successful. You requisite to subsist creative in terms of staying ahead, staying current and relevant, and regain managing the costs associated with change in a passage that your organization can quiet subsist successful and profitable.”
In an industry of constant change, remarkable hospitality leaders requisite to capitalize on the opportunities that are ripe for the present context and strategy for the likely future state. Change requires creating a modern system, which demands effective leadership. It is crucial that leaders first acknowledge how arduous it can subsist to drive others outside of their solace zones and thrust for change. When asked how he responds to change, Len Wolman replied, “A crucial component is feedback. They regain daily feedback that is current and relevant, whether it subsist 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 subsist the consumer or the work environment.” Those who create modern initiatives, programing, design, and brand essence are the ones who succeed. By supporting creativity and commanding change, leaders can expand workplace satisfaction and build driven teams that craft original, valuable ideas.Figure 1: Interview Questions
It has been made limpid 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 All essential factors to being a successful leader. The common theme amongst All these traits and elements to successful leadership, however, is each leader’s dependence and trust for their associates. At one point during the interview, Mr. Ballotti pointed out that, “Great leaders are those who gird themselves with remarkable 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 back and trust each other.” It is limpid that effective leadership boils down to a leaders capacity to unlock the replete potential in those around them. Len Wolman adds that it “We steal care of their associates so that they steal care of their guests, which keeps the guests coming back and is the reason they are in business.“ Dan Donahue moreover notes, “You own to realize each individual employee’s needs. originate a connection with your employees every solitary day.” All apt leaders were once followers themselves and own erudite to establish and foster trust over time. A impartial leader passes commend and shares the blame, lifting up those around them.9 Without followers, remarkable 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 actual 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 requisite practice 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 sociable media outlets, adopting paid search as a permanent component of their marketing fuse and abiding by well-known website best practices. They mention to this period as phase I of the Hospitality Digital Marketing Revolution.
Phase II quickly blossomed, and hotels realized that the competition to penetrate the digital space was strong 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. sociable 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 subsist confused with the organic approaches circumstantial here.
As they delve into 2018, phase 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 subsist 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 sociable 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 respond 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, capitalize from a more powerful domain authority coming from the parent chain, making it easier for them to rank higher on the SERPs. steal 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 moreover a top ranking factor for Google.
Branded hotels moreover mind to own significant budgets to disburse on Pay-Per-Click (PPC) and paid search, ensuring top first page visibility for valuable destination and branded queries. In addition, branded hotels own wider access to digital partnerships, including listings, local directories, event sponsorships, travel influencers, and online features – All of which provide authoritative backlinks to the hotel’s site, further contributing to its domain authority.
Because independent and small-scale hotels rarely capitalize from domain authority, maintaining and monitoring digital marketing best practices to boost Google rankings should subsist a requirement, not merely a recommendation. Digital marketing practices command their own dedicated efforts. Yet online marketing should subsist 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, moreover 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 high 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 own the necessary budget and fundamental team, at a notable disadvantage.
However, niche keywords present a different scenario. These queries are typically ’long-tail’ acceptation they contain more than four words. Though niche keywords conclude not own 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 purpose that easily turns into conversions (booked business). It is crucial to reckon as the customer would.
Some independent hotels, because of the virtue of their uniqueness and often niche-market, can own the upper hand in this situation. A property which positions itself as a gyrate 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, All while keeping the guests’ travel planning journeys in mind.
Finding a balanced fuse 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 moreover aid secure a carefully crafted keyword strategy.2. Optimize for Local Search
Our termed “Phase II” moreover build the spotlight on search engine industry directories such as Google My industry and Bing Places for Business. In phase 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 industry 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 industry listing. In fact, star reviews on SERPs are an effective passage for hotels to expand digital visibility by standing out from the competition. Star ratings aid expand the site’s CTR and provide an influential benchmark for online reputation management (ORM). Once an exclusive assign for paid results, star ratings now moreover appear on organic results through Google’s ‘Rich Snippets.’ These snippets are a shape of structured data which Google extracts from multiple websites and presents it as a ‘preview’ in search results, moreover known as Google’s learning 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 tolerable 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 moreover embolden reviews for their own Google My industry listing in an attempt to expand the hotel’s chances of being featured on local search results.
It is significant to clarify that there is a technical component to obtaining a Google star rating. Codes build onto the website to aid search engines revert more informative results to users. Hotels requisite to ensure that their web developers moreover comprehend star rating information within the markup code.4. Enhance Content on Local Listings
A hotel’s content for its local listings should subsist strategically optimized. Whether it is in Foursquare, CitySearch, or any other listing, valuable keywords should subsist incorporated throughout the copy – including local search ‘near’ queries such as ‘hotel in Miami near Brickell’. If the brand image is sportive and tongue-in-cheek, the content on local listings should moreover 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 subsist of the highest quality, showcasing provocative yet realistic visuals of the property’s exterior, interior, and overall ambiance. Links to All the property’s sociable media channels should subsist 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 subsist 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 mode to optimize for this trend.
Long-tail keywords are fruitless without the apropos content on a hotel or restaurant’s website. Hotels requisite to own 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 appear in the apropos landing page.
Incorporating questions and answers within the site, perhaps via the ever-popular Frequently Asked Questions (FAQ) page, is another effective passage to accommodate voice search. With this strategy, hotels can provide answers not only about the property itself, but moreover about their destination and local attractions as a result of quick detection by voice-activated devices.
It is significant to note that recently, numerous hotel properties and companies own 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 originate a reservation, hotels can in fact subsist fined. Today hotel websites must enable these assistive technologies to allow travel consumers with disabilities to regain 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 subsist optimized to subsist 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 expense Ads (HPA) showcases a hotel’s real-time (dynamic) rates on Google search across All devices. Users will observe the hotel’s ad when they are actively looking to reserve a play 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 All enlisted HPAs for the hotel, which includes booking direct and via OTAs.
This feature, which moreover appears in Mobile and Maps, demonstrates Google’s determination to grow its expense Ads service. The increased exposure provides more incentive for hotels to capitalize on this shape of pay-per-click in order to promote direct bookings.8. expand 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 revert builds credibility and domain authority. Branded hotels own 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 apropos backlinks should subsist 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 subsist the gateway for enhancing the site’s link equity. However, to continuously grow the number of backlinks, hotels requisite to subsist generating quality, shareable content that interlinks with sociable media initiatives.9. recall Optimal sociable Media = (Quality + Authenticity) x Engagement
Much has been contemplated about what comprises a successful sociable media strategy. Although there is no ultimate recipe for the impeccable sociable media post, three factors that boost performance are quality, authenticity, and engagement. Optimal sociable Media = (Quality + Authenticity) x Engagement. Each piece of content maximizes visibility, both organic and paid. When posts are authentic and of high quality, users are more likely to relate and validate them. When posts are authentic, of high quality, and facilitate some type 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 mind to rank higher those brands that own a robust organic sociable media ground (not paid or ‘spammy’ followers). This is why it is significant for hotels to intertwine their sociable media strategy with their SEO efforts by creating quality, authentic, and engaging content that increases overall digital exposure.10. reckon 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 haphazard it can to rank higher for apropos 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 aid provide the technical support.
Hotels, restaurants, museums, attractions, and leisure activities All requisite to assertively compete online to grab the attention of potential guests. Those who mind to the organic visibility own a notable competitive. This and integrated paid search campaigns that mutually back organic search strategies will aid 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 aid smaller or independent hospitality businesses reduce 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 work at hospitality marketing advisory LHL Communications, The Ritz London, and Lets regain Weddy in London. Since his time at SHA, Juan has been recognized as a thought leader in hospitality marketing, with vigorous 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 moreover replete 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 own lost significant occupancy due to a reduce in demand.
Simultaneously, a fledgling technology is emerging which will eventually steal 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 modern consumer facing websites such as Expedia, Travelocity and Orbitz.
Fast forward to 2017. The OTA’s own gained the majority of market partake for online reservations, and digital platforms like Booking.com and Ctrip.com own 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 own moreover helped to create a modern 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 subsist exposed to the gross world, publicly, with a few clicks online. As OTA channels grew enormously with time, so did the access to actual time rates and availability for virtually every hotel around the world.
With this concept in mind, from the OTA’s they own seen the rapid expansion of ‘meta search’ channels. These are one-stop expense comparison platforms where a customer can view a expense for a solitary hotel play 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 All 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 modern challenge has emerged for hoteliers. It represents a very tangled 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 All comes back to the concept of expense transparency. Wholesale has been a core industry driver in hotels for many years, helping properties build ground industry 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 subsist lower than publicly available RACK rates, it was a reliable foundation of occupancy for hotels to build off of.
As technology has become more sophisticated with Application Programming Interfaces (APIs) readily available, they own 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 expand market share, online channels want to sell the lowest expense possible, even if it means reducing their own margins by selling a cheaper play to the customer.
You would reckon that hoteliers would want to fix this problem immediately. Online wholesale industry undercuts channels which are much more profitable such as their direct brand website. This issue however is multi-layered and is not smooth to remedy for the following key reasons:Hotels quiet want wholesale business!
Hotels quiet maintain strong relationships with a number of wholesale partners, mountainous and small, and they reckon on these partnerships to generate ground business. Turning off these channels would potentially stand for the loss of significant revenues, at least in the short term. Although wholesale channels can undercut other websites when sold online, they moreover quiet generate incremental industry when sold offline through the traditional methodFinding the source of gross industry online can subsist 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 like 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 passage to find the impartial source is to originate 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 smooth to do. The test booking process is both cumbersome to manage at scale, and is moreover financially risky for a hotel if those booking cannot subsist 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 play 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 saunter away from static play allotments and over to dynamic pricing and availability where the hotels own more control over the inventory they dispatch to the wholesalers. This is a major problem facing the industry that very much remains unsolved.
If they steal ourselves back to the 2001, expense transparency was a challenge for hoteliers. Properties simply didn’t own direct access to a big enough segment of customers, therefore traditional partnerships like wholesale was an absolute necessity. With the growth of the OTAs though, and the emergence of modern 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 originate 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 All Hyatt brands and properties across the region, and manages a variety of e-Commerce and digital platform projects to aid expand 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 learning in operations, along with Sales & Marketing and Revenue Management expertise. Nick moreover holds a graduate diploma in Hotel and Tourism industry Management from Boston University. Sources:
Article Rating:April 11, 2013 04:21 PM EDT
Today you can find a lot of programs that aid system administrators to achieve the company's local network monitoring process. There are both commercial (all of them own different functionality and therefore different price) and free software among them. Some managers ask: why conclude they requisite to buy the software if a company can reclaim money and consume the free one? What is the incompatibility between the commercial and free network monitoring programs? Does using the free software really aid to reduce down the company's expenses?
1. The functionality of commercial network monitoring programs is much richer; they tender a wide altenative of settings, monitoring checks, notifications, protocols, reports, diagrams, and other features. All this makes the company's network operation more stable, even if it is rather tangled and comprehend a lot of hosts. In comparison with the commercial software, the free one offers only the minimal packet of settings to achieve the monitoring of the most significant network systems only. But every technician knows that there are no unimportant details in networks' operation of any complexity. Even the least significant server's or database's downtime can lead to the sober downtime of the entire company's department.
2. Any commercial network monitoring program's user can subsist confident that he will regain the qualified technical back in time by email or telephone. In addition, the commercial software developers always pay much attention on bug reports and fix them within the shortest workable period of time. The program's repute, the company's image, and the developer's prosperity depend on the operation of the software that they offer. Using a free version, you will subsist never confident for 100% that your questions will meet answers, and bug reports will subsist considered, or at least noticed. If some troubles happen, you will meet them pan to pan alone.
3. Except fixing bugs, the commercial network monitoring software developers always work at improving its quality, functionality, and stability. Thus, the program is constantly in progress, and modern updates are always released. The free utilities might not subsist updated at all, and its version history might desist on the v1.0.
4. Often, the commercial program developers steal into account users' feedback and can modify the current software to meet the customer requirements, for instance, add modern features. If the software is free, developers hardly will originate the individual modifications.
5. The last but not the least point for using the commercial network monitoring software is absence of frustrating advertising. It is obvious that the free software developers want to regain profit as well. That is why some of them unravel the problem by attracting a lot of advertisers. Advertisements can appear at the jiffy of program's launching or during its operation. It can vary from obtrusive banners to frustrating pop-ups. This does not allow a user to concentrate on his work but irritates him a lot.
Any system administrator or IT manager should recall that the network monitoring is not only the monitoring of All network devices' physical availability or controlling the services' and processes' operability. It is the circumstantial checking of parameters significant for the network functionality such as the CPU load and the gross system's productivity. That is why the gross organization's operation and operation of its employees and customers depend on the network monitoring software that IT managers choose. When choosing between the free and commercial software, remember, that if you buy cheaply, you pay dearly. In this particular case, the expense of mistake might subsist too high. You must settle for yourself, what is more significant for you: to purchase modern and apt attribute software, but pay a microscopic bit more, or reclaim money and regain a mediocre program without any support.
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