Hospitality Management
Article | June 19, 2023
If a kid comes to me nowadays and tells me about his passion for working in the hotel industry, he goes back home with a dream to become a pilot. I am not saying that the hotel industry is the worst kind of industry currently existing in today’s environment, but I am also not denying that.
Now, no offence to the hoteliers. You guys rock! It is no joke to work on a New Year Eve and see other people celebrating it while you guys make it happen. You have my respect! But I am probably not that tough. It took me a whole trial and error approach to declare this industry a nightmare for me. But I have so many of my friends still working in hotels and loving every second of their life. (At least that’s what they tell me.)
So why were our experiences so different? Why do I know that so many people are not really made for this industry? And what does it take to be a hotelier? I will try to answer these questions through my experience and observations.
Why Hotel Management?
It is that one question that is the most common and important one. Before taking any big decision, one should be asking a similar question. But what was my why?
Allow me to rewind my journey. I was in my 12th with commerce stream, and I was going through that self-enquiry phase. What after this? There was no 13th, nor did I enjoy accountancy too much to do it until I die.
So I used to surf the internet and explore different career options almost every day. That was one of my significant hobbies during that time. I used to evaluate my choices, and very soon I understood that I had limited options in the commerce field. So it was arts then? But what was the median salary in that sector?
After a lot of research, I realised the median salary in the arts sector was ‘disappointing’.
But still, if not that, then what? What was I going to do with my life? It was then that I saw the picture of a cruise ship and remembered 'Titanic'. It was then that I imagined the luxury of a 5-star hotel. It was that moment where I was about to make one of the stupidest decisions of my life.
I had never stepped into a kitchen nor showed the slightest interest in making any dish. I never really fancied cleaning glasses, nor did I like managing people under me. I also didn’t know absolutely anything about what was this industry all about.
But I dared to share it with my sister, and she was like, wow! It sounds so different! I told this to my friends, and they were like, wow! We always knew you would be doing something different! I told this to my father, and he told me students have to clean toilets during the internship, and I shouted, ‘But that’s not a big deal! Anyone can do that!’ Dad said, ‘Do whatever you want to do then, my son.’
Well, so what did I want apart from freedom in my life at that point? Maybe maturity? Oh! Screw that!
So I gave the entrance exam and got a decent rank. I desired to stand in the lobby of a 5-star-hotel and meet salacious women. I was pretty sure that many women would choose that industry apart from me. That was enough motivation! So yes, my reasons to choose the hotel industry was very logical and thoughtful, suffice to say.
What Happens in a Hotel?
The hotel industry is one of the most glamorous industries out there. Everything is so clean, eloquent, expensive, and pretty. People come to a 5-star hotel, are warmly welcomed, served drinks; they are provided comfortable beds to sleep in, and they enjoy their stay and endless services. Then they simply check out.
My only mistake while considering this option was that I wouldn’t be treated like one of those ‘People’ there. In our very first lecture, the term ‘Guest’ was taught to us and how we are not them. We are the ones who would serve them. We would be the waiters, the cooks, the greeters, the bartenders, etc. We wouldn’t be drinking with them but watching them while they would be cavorting.
That was a shocker! So many things happen in a hotel, and hoteliers make those things happen. They do all the hard work. The Bakery Chef would spend hours decorating the cake, which the guests would smash on each other's faces. The housekeeper would clean the bathtub while the guest would take five more baths after that.
The front desk agent would be greeting the guest during check-in, and the guest would throw tantrums because of his arduous journey. Suddenly my bubble broke, and I realised what I really signed for. I signed for an everyday vacation in hell.
Who Survives?
I think adulthood is about that realisation when you get to know that bread isn’t free. And what buys that bread isn’t that easy to get. And how much that thing matters to you is going to decide how happy you are going to be in your life.
If I was that guy who had grown up watching Masterchef and experimenting in the Kitchen all my life, then a Gordon Ramsey could have come out of me.
If I were a fastidious guy who wanted everything to be clean and perfect, then an entrepreneur or a manager could have come out of me who would have tried to do that during his job.
If I were a guy who loved making people smile, then interacting with guests while serving the food or taking their check-ins would have been the best things out there for me.
You get my point! There are so many things that could have made hotel management an ideal career choice for me. It really is a glamorous industry, and it can provide satisfaction as a career option to some people out there. But that wasn’t the case with me. Sadly that wasn’t the case with many of my batchmates and colleagues of mine as well.
After completing my three-year graduation, four-month industrial training, and one-year job as a Front Desk Agent, I quit. Nor could the managers inspire me, nor any other incentives that the industry had to offer. My future looked as grim as the life of an insect (No offence to you if you are an insect.)
So yes, be wise before choosing this industry because this industry demands a lot! It is one of the most selfless jobs out there, and you have to be prepared for the nasty feedbacks after all your hard work. So do some self-inspection (Unlike me) if you are stuck in this industry or are planning to do so.
And if you love where you are right now, then as I said, you have my respect.
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Travel Technology
Article | May 5, 2023
The September 11th attacks. The Great Recession. The COVID-19 pandemic.
All three of these seismic and tragic events have resulted in heartbreak to humanity, including loss of life and our emotional well-being both individually and collectively. Of course, accompanying these global crises were monetary meltdowns reminiscent of the Great Depression that commenced in 1929 and lingered until the late 1930s.
After a “relatively” calm 70 years, the United States economy has suffered three devastating developments inside the last two decades, alone. There have been wars fought throughout the world and inflation escalations along the way, to be sure, but the start to the 21st century has suffered escalating and unusually concentrated economic calamities some that have profoundly altered the very fabric of our lives, both personally and professionally.
Indeed, on the business front, such periods have been among the most perhaps the unequivocal most trying of times. Amid current circumstances as the coronavirus rages on around the globe, I recently connected with internationally-renowned business restructuring executive James “Jim” Martin, founder of ACM Capital Partners with offices in Charlotte, Denver and Miami. Having spent the last three decades leading international middle-market companies through periods of distress and transition to actualize stability and growth, Martin is uniquely well-positioned to share insights on how business can rally to best assure a “COVID comeback.” Here’s what he had to say.
MK: First, before addressing the current coronavirus situation, what can you tell us about how you’ve helped companies navigate previous “rough waters”?
JM: Relative to the September 11th attacks back in 2001, I’ll share a representative example of a strategic pivot that didn’t just help a company survive, but actually drove profit. After that horrendous event, I stepped in to assist a large aviation maintenance repair-and-overhaul facility whose revenue had been cut fully in half immediately following the attacks the result of many carriers permanently parking older aircraft (including the 727 fleet). The sizable challenge presented was to maintain a 1000-person labor force while allowing the industry the necessary time to recover. To do so, we created a captive subcontracting company to which we transferred one-third of our labor force. During our troughs, we contracted this labor to our competitors and, during peak periods, we utilized this labor for ourselves. Thus, not only were we able to retain our skilled, well-oriented labor force during the recovery, but that very staff actually provided additional, supplemental profit. The end result was that we sold the business for $138 million, which provided our new investors with a 33 percent internal rate of return (IRR).
Less than a decade after 9/11, amid The Great Recession in 2008, I entered another industry that proved to be among the most brutalized by a global economic downturn: automotive supply. My client was a key supplier to the “Big 3” U.S. auto manufacturers.
At the start of 2008, the industry forecast was the production of 18 million vehicles in North America. Come summer, however, it was clear the automakers would not come near reaching that forecast due to the financial crisis. This did not come as a complete surprise to us, though, because amid our firm’s protocols we had had already fully immersed ourselves in our client’s industry and employed forecasting tools alerting us of trends ... this one in the wrong direction. So, we were privy to the situation well before management and others within the industry. By late June 2008, we instituted cost-cutting maneuvers and furloughs that enabled the company to withstand the industry’s brutal second half of ’08 that would result in two of the “Big 3” automakers filing for Chapter 11. Despite the industry producing less than half—as much as eight million—of its original vehicle-production forecast, our client not only survived, but ultimately grew and prospered.
MK: Turning attentions to COVID-19, what do you feel is integral for businesses to survive and recover?
JM: For businesses to recover from the coronavirus shutdown, it’s going to take a two-pronged approach: both financial and human capital. Starting with the financial, it will be a “loan-ly” world for those not well-versed in the intricacies of SBA, PPP and other “economic disaster” lending. Consider how expeditiously those programs were rolled out. Then consider how even more quickly they were scooped up. Did anyone really read those loan documents in full, or even halfway through, initially or even to this day?
My guess is at least half of the companies receiving COVID-related loans took a very “CliffsNotes” approach to these agreements. The result is there’s a solid chance funds were used incorrectly, which is going to make a lot of the loans, shall we say, less “forgivable.” For example, if your company’s payroll roster is shorter today than it was pre-virus, the portion of the loans forgiven is likely to be less.
And while your mind may rush to claiming ignorance and throwing yourself upon the mercy of the government to which you already pay taxes, realize that third-party capital is likely to participate in this market through securitization. This means that thousands of SBA loans could be bought, then packaged to be sold to the secondary market, at a discounted rate, no less. If this happens, understand that the purchasers will have the full intention of holding their borrowers (i.e. small business owners) to paying back 100 cents on the dollar.
So, those companies who received loans and are required, but unable, to pay them back in full may be exposed to either foreclosure or, worse, a “loan to own” scenario. In other words, much like the agreement that comes with your big-tech user agreements, like those prompting users to “click agree,” the fine print matters.
What this means to recovery is that, once again, cash is king: gather it; preserve it; cease lines of credit; liquidate what you can; negotiate costs down with suppliers. And if your company had a healthy bottom line pre-COVID, than a professional familiar with these trenches can help you look to refinance or bring in equity.
With all of that said, the key to a COVID-19 recovery is going to be adhering to the rules of a lender’s road, as well as the ability to navigate the red tape when you veer off that road. If you have read all the fine print and properly managed your loan, congratulations! You’ve acquired some really cheap capital. For those who didn’t do their research, however, this road to recovery likely will need some paving.
MK: What about the human capital you mentioned?
JM: Yes, and then we arrive at the human capital. Lots of companies today are excessively top-heavy. Remember the part about removing emotions from this process? Companies that quickly recognize cuts need to be made will be better positioned to recover than those who dawdle. Again, compiling and preserving cash is going to best position a business for recovery.
This is an instance where it’s especially beneficial to know when to pull triggers (best if earlier than others) and to make decisions that are not based on emotions a tall order for many CEOs, which is why many turn to turnaround experts. However it’s undertaken, what’s certain is that reducing human capital is painful, but it is also often necessary and almost always beneficial.
The upside is that, when the virus no longer exits, businesses can already be well-positioned for a fairly quick recovery. Maybe not v-shaped sans a vaccine, but quick relatively speaking due to the downturn having been so specific to one singular causing factor.
MK: Tell us a bit about your role as and general value of a turnaround expert when turmoil strikes a business.
JM: During times of difficulty, owners and executives can greatly benefit from specialized knowledge that’ll help them best navigate those unchartered waters that are often entangled in a lot of red tape. So, turnaround experts bring to the table a litany of tried-and-true “been there, weathered that” experience and expertise. There’s simply no substitute for engaging with a partner whose entire mandate is ensuring your company’s survival and success during some of the most grim and challenging times it might experience those professionals who are willing to spend sleepless nights figuring out how to ensure the company meets payroll; who’ll work around the clock to keep the company’s doors open; and who can tackle challenges without being hindered by emotions that understandably weigh on a business owner or manager. It takes this kind of specialized expertise, experience and grit to lead companies through periods of distress and transition, to stability and growth.
No stranger to corporate chaos, during Martin’s own three decades as a globally-regarded turnaround expert, he has reportedly created and restored nearly $1.5 billion in value to lower middle-market companies; raised an additional $1 billion in capital; and managed mergers and acquisitions in excess of $500 million all collectively representing his company restructuring portfolio valuation in excess of $3 billion.
Today, as the coronavirus continues to wreak havoc on business operations far and wide, take heed that there are various key strategic and creative tactics that can help businesses not only weather the storm, but even emerge stronger and more financially secure on the other side.
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Hospitality Management
Article | July 19, 2023
“I believe that augmented reality will be the biggest technological revolution that happens in our lifetimes.”
– Tim Sweeney, Founder and CEO of Epic Games
Augmented reality (AR) has proved to be a significant concept in tourism and hospitality management in the past few years. It allows us to enhance the physical environment and enhance the experience of exploring the surrounding area.
According to Grand View Research, the global market for augmented reality was worth USD 25.33 billion in 2021. From 2022 to 2030, the market is expected to grow at a compound annual growth rate (CAGR) of 40.9%.
As things keep pace with digitalization and this generation seeks quick and efficient yet reliable methods, every sector widely uses the application of augmented reality.
According to Hospitality Tech, the market size of augmented reality will reach $198 billion by 2025, and the hotel business will be one of the key contributors to this income target. Effectively, Starwood, Marriott and Holiday Inn are already making a difference in the travel and hospitality industry by leveraging this technology. An investment in AR brings a lot of change in business revenue for both small hoteliers and prominent hotel tycoons.
AR Improve Customer Experience for Travel and Hospitality
Redefine the customer experience with augmented reality in the tourism industry. AR-based travel apps help businesses enhance their services and offer personalized experiences to their customers. By adding interactive hotel features that make the space more fun, you can get people to visit nearby attractions.
Utilizing CX to maintain and expand a client base produces a terrific asset that positively affects ROI. CX effectively boosts customer lifetime value (LTV), which can become self-perpetuating.
Companies that excel at CX and customer-centricity are 60% more profitable and generate 5.7% more revenue than those that don't.
Ideas for Implementing AR in the Tourism and Hotel Industry
AR is utilized chiefly via smartphones and offers many options concerning interactive experiences.
AR in Excursions & Travel Attractions
AR technology may be a terrific marketing tool for guiding first-time guests through the hotel and a great way to retain customers and provide more engaging experiences.
With the application of augmented reality software, a standard tourist map comes to life. Moreover, AR technology enables clients to examine points of interest, restaurants, and other businesses. Your hotel restaurant may even use augmented reality to let customers explore the menu and ingredients in a new way by showing them 3D versions of the meals on their phones.
Transportation
If you have a travel mobile app with AR, you can point out the transportation objects to get the best possible directions, travel route, next destination, and places to travel to. Pokemon Go shows one such example of how you can use modern digital technologies to make the travel experience even better. It became the first popular augmented reality game. This AR app brought players out into the street and made them move and travel a lot.
Scadi is one such AR app in travel for visitors of Alpine ski resorts. It uses advanced algorithms to create the most comfortable, safe and exciting routes for skiers and snowboarders.
Integrates with other technology
Using augmented reality in conjunction with other technologies such as beacon technology allows your hotel to more efficiently promote to visitors and upsell through push notifications. For example, through push notifications, hotels may give partner companies special offers or discounts, and vice versa, partner businesses can advertise the hotel.
Hospitality Industry Must Make Room for AR for Better ROI
In a post-pandemic context, the travel and hotel industries embrace technological advancements that enhance visitor experiences, eventually boosting corporate income and reducing operating expenses. Utilizing interactive technologies like AR, VR, and other interactive technologies increases operational efficiency, productivity, and ROI.
By using augmented reality with CMMS (Computerized Maintenance Management System) or EAM, you gain more understanding (Enterprise Asset Management). Augmented reality can assist facility managers in boosting the efficiency of their engineers and reducing the expense of ensuring their safety.
AR will assist them in increasing their revenue by reducing their maintenance expenses. Using AR-based product models, the hospitality industry is gaining a significant competitive edge, resulting in faster sales cycles.
Case Studies
Holiday Inn
During the Olympic and Paralympic Games in London in 2012, Holiday Inn introduced one of the first uses of Augmented Reality in a hotel setting.
The experiences used picture recognition and chroma video. The program identified hotel locations and activated athlete video footage, merging real and virtual components. This Holiday Inn use case shows how hotels may leverage AR to develop unique guest experiences around local events. In addition, the campaign helped promote the hotel and bolster its status as the official hotel for the London 2012 Olympic and Paralympic Games.
Premier Inn
The Hub Hotel from Premier Inn, the largest hotel chain in the United Kingdom, is one of the few places to have adopted the AR technology back in 2016. The hotel provided a wall map of the local region in each room. Tourists could use their smartphones to read information about local areas of interest by pointing them at a wall.
Conclusion
The benefits of augmented reality in the travel and hospitality industries are immense. AR is a potent tool for increasing company potential and returns on investment. Utilizing innovative technology boosts your hotel's exposure and brand awareness while propelling it into the digital age. Augmented reality in the tourism industry truly sets you apart from the competition.
FAQ
How is augmented reality changing the travel & tourism industry?
Augmented reality helps hotels enhance the physical locations they are attempting to attract visitors to, such as hotel rooms and local attractions.
What is digital transformation in the hospitality industry?
Digital transformation refers to how companies restructure themselves to adapt and modify their corporate culture to empower innovations that utilize technology and propel their enterprises to new levels of growth.
What are the benefits of augmented reality?
Creates unique customer experiences
Reduces cognitive overload
Increases engagement
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Travel Technology
Article | May 5, 2023
Learn how adopting advanced travel technology services can improve your operations in the digital age and evade business complexities. Embrace these technologies for better business growth.
Contents
1. Overview of Travel Technology
2. Importance of Technology in Travel Management
2.1 Artificial Intelligence and Machine Learning
2.2 Virtual and Augmented Reality
2.3 Software and Its Application
2.4 Automation, Analysis and Reporting
2.5 GPS Tracking and Emergency Assistance
2.6 Expense Tracking and Management Tools
2.7 Mobile Wallets and Digital Payments
3. Challenges and Considerations
3.1 Privacy and Data Security Concerns
3.2 Integration with Legacy Systems
3.3 Employee Adoption and Training
4. Conclusion
1. Overview of Travel Technology
Technology has not only influenced the lifestyles of human civilization but also completed them to live with it. With proper technology integration in business travel, they can thrive in today's digital world. The travel technology serviceslike artificial intelligence, machine learning, virtual and augmented reality, software applications, automation, GPS tracking, emergency services, expense tracking, and digital payments enhance travel management.
This article evaluates the importance of technology in the travel management sector. Using artificial intelligence, software tools, and digital channels is vital for travel business growth. With advanced technology, businesses enhance customer experience, convenience, support, and retention. For example, the technology-based 24/7 customer support and risk management services for an emergency can respond even when the employee is absent. Such automation is the future of travel management services.
2. Importance of Technology in Travel Management
2.1 Artificial Intelligence and Machine Learning
Upgrading artificial intelligence solutions increase the reliability and effectiveness of the travel management company's services. There is a vast implementation of AI and machine learning in the tourism sector. Corporate travel technology assists businesses with administrative tasks and customer services. It provides enhanced personalization, valuable advice, and speedy response in the employees' absence. In addition, many hotels and resorts use these tools for better services and brand awareness.
2.2 Virtual and Augmented Reality
Virtual and augmented reality enables hotels and travel-related businesses to enhance the physical environments to encourage customer engagement in local sights and hotel rooms. Customers highly research travel purchases as they require detailed information before arrival, and even after their arrival, it renders relevant information 24/7. Therefore, adopting AR and virtual reality in the travel industry is a must to cope with changing customer lifestyles and behavior toward technology trends. Modern customers often use smartphones, so using augmented reality apps is easy to use.
2.3 Software and Its Application
Travel management software provides users with a platform for planning, purchasing, and recording travel expenses. Travel agency uses this software to simplify purchasing decisions, centralize records of employee travel expenses, and control travel budgets with digital transformation.
2.4 Automation, Analysis, and Reporting
Automation optimizes travel routes according to the choices of the customers. It manages the inventory and analyzes the business travel, maintains the travel reports, and predicts the increase in demand for a particular period. Even with the latest innovation in business travel technology, artificial intelligence like ChatGPT can integrate seamlessly to automate different tasks of businesses from applications like chatbots and others.
2.5 GPS Tracking Its Emergency Assistance
The technology-based solutions for travel businesses ensure the workforce's well-being, safety, and security. With constantly evolving travel risks, enterprises need a permanent solution that can adapt to changing travel circumstances and customize to the needs of companies and customers. It provides not only updated information, location, and incident monitoring during travel but also critical event response for safety, as well as suggesting alternatives to the traveler's existing plan.
2.6 Expense Tracking and Management Tools
Travel businesses generate a vast amount of data on financial transactions, which can become tedious to manage. To address this issue, travel tech companies offer solutions to organize, monitor, and analyze travel expenses while ensuring compliance with policies. In addition, based on past travel experience, it predicts future travel of business travelers.
2.7 Mobile Wallets and Digital Payments
Mobile wallets and digital payments are influencing the growth of travel businesses. The leading travel technology company provides a profitable, convenient, and secure experience to customers. Many use mobile devices for payment using different applications, making it easy to purchase through a simple scan or click.
3. Challenges and Considerations
3.1 Privacy and Data Security Concerns
With the increasing amount of sensitive information being collected and shared, travel management companies must follow all applicable privacy laws and regulations. In addition, they must take precision to protect data from unauthorized access, breaches, and cyber-attacks. It can involve implementing strong data encryption and access controls, monitoring systems for suspicious activity, and ensuring that all employees get training in best practices for data security.
3.2 Integration with Legacy Systems
Many travel companies have invested heavily in legacy systems, which are difficult to replace or upgrade. However, failing to integrate new technologies can lead to inefficiencies, huge data collection, and missed opportunities. Incorporating new technologies involves developing new APIs, migrating data to new systems, or adopting new technologies that work alongside legacy systems.
3.3 Employee Adoption and Training
Employees must get training on using new technologies and learn the resources they need to succeed. It can involve providing ongoing training and support, establishing clear communication channels, and developing incentives for adoption. Travel managers must address any concerns or resistance from employees and work to build excitement for new technologies. Technology and travel are reliant on each other for their business growth and enhancement.
4. Conclusion
The usage of the advanced latest technology in the travel management industry is evolving rapidly. Travel businesses integrate the travel technology company to enhance responses and customer experience and stand out. Modern customers demand personalized travel experiences with 24/7 support of GPS tracking, travel monitoring, optimized travel routes, and quick alerts in emergencies.
Techno-savvy customers rely more on digital payments and prefer mobile wallets for travel booking. Travel businesses must integrate digital channels to retain and attract these customers. There are particular challenges while using advanced travel technology, like privacy and data security and aligning with legacy systems. In addition, travel managers must encourage employee adoption and training for new technologies.
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