PART 1 The integration of IT into daily hotel operations: Using technology as one aspect of managing staff Lukas Ritzel Prasena

Lukas Ritzel, Swiss, management Professional Details: Mr. Lukas Ritzel currently is Manager ICT with DCT International Hotel & Business Management School , responsible for all virtual and collaborative technologies on campus, as well as faculty lecturing on different management topics. Mr. Ritzel has been in international management since over 20 years, has done workshops and presentations in 40++ countries in 4++ languages. Further ; Mr. Ritzel is Cofounder of Change Management consulting company Prasena (www.prasena.com), his company got in 2004 the Purple Cow award of companies who "make a difference" from the FAST company. Mr. Ritzel has been working for Accor Asia Pacific as a consultant to the group in the innovative usage of technologies for all their Asia Rim Mr. Ritzel is a specialist in Creativity, eLearning, Management of Change, Learning Organizations and Knowledge management . His own teaching site is at http://www.dct.ch/ict/dct.htm. Mr. Ritzel is Switzerland chapter President of the Digital Workforce Education Society (www.digibridge.org). Mr. Ritzel has been speaker (in real as well as virtual) at many international conferences, some of his best presentations can be seen at Prasena's Virtual_U (http://www.prasena.com/public/virtual_u.html). Google "Lukas Ritzel" for more digital footprints. Online CV available at http://www.prasena.com/public/cvlor.htm

Professional Details: Mr. Lukas Ritzel currently is Manager ICT with DCT International Hotel & Business Management School , responsible for all virtual and collaborative technologies on campus, as well as faculty lecturing on different management topics.

Mr. Ritzel has been in international management since over 20 years, has done workshops and presentations in 40++ countries in 4++ languages.

Further ; Mr. Ritzel is Cofounder of Change Management consulting company Prasena (www.prasena.com), his company got in 2004 the Purple Cow award of companies who "make a difference" from the FAST company.

Mr. Ritzel has been working for Accor Asia Pacific as a consultant to the group in the innovative usage of technologies for all their Asia Rim

Mr. Ritzel is a specialist in Creativity, eLearning, Management of Change, Learning Organizations and Knowledge management . His own teaching site is at http://www.dct.ch/ict/dct.htm.

Mr. Ritzel is Switzerland chapter President of the Digital Workforce Education Society (www.digibridge.org).

Mr. Ritzel has been speaker (in real as well as virtual) at many international conferences, some of his best presentations can be seen at Prasena's Virtual_U (http://www.prasena.com/public/virtual_u.html). Google "Lukas Ritzel" for more digital footprints.

Online CV available at http://www.prasena.com/public/cvlor.htm

From Web1 to 2 The YOU area

Web1.O

The Impact of Consumer Generated Media (CGM)

Campton Place Hotel: hotel class 5 stars AAA 4 diamonds (out of 5) Fodors.com: 3.2 stars (out of 5) Frommers.com 2 stars (out of 3) Expedia: 4 ½ stars (out of 5) Trip Advisor: 4 stars (out of 5) Orbitz: 5 stars (out of 5)

AAA 4 diamonds (out of 5)

Fodors.com: 3.2 stars (out of 5)

Frommers.com 2 stars (out of 3)

Expedia: 4 ½ stars (out of 5)

Trip Advisor: 4 stars (out of 5)

Orbitz: 5 stars (out of 5)

% 59 57 19

59

57

19

Should your Hotel subsribe to such a RSS / CGM review feed – YES but...

To repeat: history/ transition Web1.0 The WWW as we knew it, email, google and your website Web2.0 Social feedback – everybody is part The inclusion and merging of multimedia content Mashup google earth and video Push technologies like RSS

Web1.0

The WWW as we knew it, email, google and your website

Web2.0

Social feedback – everybody is part

The inclusion and merging of multimedia content

Mashup google earth and video

Push technologies like RSS

What does that all mean? The days of old fashion advertisment is gone The concept of static information , books, brochures, articles, even images and simple websites has to be revised All such is transferred into kind of interactive knowledge flow. The user chooses himself what he wants to know about any product Advertisment becomes information, comparison, experience

The days of old fashion advertisment is gone

The concept of static information , books, brochures, articles, even images and simple websites has to be revised

All such is transferred into kind of interactive knowledge flow. The user chooses himself what he wants to know about any product

Advertisment becomes information, comparison, experience

The eWay Samples of innovative eWays from various Hotels and Hotel chains

Pre Arrival Check in

e Concierge

Virtual Concierge

Another Mashup Philips and Concierge.com & more

e Folio

e Breaks

Customer Differentiation In hospitality today, where your only communication with your customers will often occur over the Internet, it is more important than ever to have a robust e CRM strategy. Learn how to establish mutually beneficial interactive relationships with your customers.

In hospitality today, where your only communication with your customers will often occur over the Internet, it is more important than ever to have a robust e CRM strategy. Learn how to establish mutually beneficial interactive relationships with your customers.

A Crash Course on e CRM Know Your Customer Customer Service Personalization More Efficient Marketing Build Customer Loyalty

Know Your Customer

Customer Service

Personalization

More Efficient Marketing

Build Customer Loyalty

Question, did your hotel imply some innovative ICT solutions?

Competencies in HR How to use the talent of your workforce

.. And who is your workforce? “ Silent” Generation (born 1930-1945) Born with the military technologies that were to lead to analog, digital and virtual technologies “ Baby-Boom” Generation (born 1945-1960) Born with the analog and astronautic technologies Generation “X” ( born 1960-1975) Born among analog technologies (telephone, TV), witnessed and participated in the development of digital technologies Generation “Y” (born 1975-1990) Born with the first generation of digital technologies, witnessed and participated in the development of networked technologies … and soon , Generation “e” (born 1990-2005) Born in the midst of new technologies

“ Silent” Generation (born 1930-1945)

Born with the military technologies that were to lead to analog, digital and virtual technologies

“ Baby-Boom” Generation (born 1945-1960)

Born with the analog and astronautic technologies

Generation “X” ( born 1960-1975)

Born among analog technologies (telephone, TV), witnessed and participated in the development of digital technologies

Generation “Y” (born 1975-1990)

Born with the first generation of digital technologies, witnessed and participated in the development of networked technologies

… and soon , Generation “e” (born 1990-2005)

Born in the midst of new technologies

Efficient competencies management

Competencies Management The single most important resources management challenge in our knowledge-based, internet driven economy

Questions that HRM should be able to answer – traditional HR cannot! What positions do we have in the organization chart, and for what purpose? How do these positions relate to each other and what is their relative importance ? What is each individual employee capable of , and how does it help the organization? When and how should we restructure the organization over time? Who should we recruit to fulfill tomorrow’s needs, and how? How should we develop each of our individual employees over time?

What positions do we have in the organization chart, and for what purpose?

How do these positions relate to each other and what is their relative importance ?

What is each individual employee capable of , and how does it help the organization?

When and how should we restructure the organization over time?

Who should we recruit to fulfill tomorrow’s needs, and how?

How should we develop each of our individual employees over time?

Process Steps Competency Dictionary Step 1 Position Requirements Step 2 Competency Evaluation Step 3 Gap Analysis Step 4

Competency Dictionary Objectives Identify and define all the behavioral, functional and technical competencies required for the organization to maintain its unique corporate culture and its competitiveness over time Processes Through working session with corporate leadership Identify the main competencies that are required for the organization to remain unique and competitive Classify these competencies in relevant clusters Define each competency, and develop a five-level evaluation scale to facilitate evaluations Produce the Dictionary Competency Dictionary Step 1

Objectives

Identify and define all the behavioral, functional and technical competencies required for the organization to maintain its unique corporate culture and its competitiveness over time

Processes

Through working session with corporate leadership

Identify the main competencies that are required for the organization to remain unique and competitive

Classify these competencies in relevant clusters

Define each competency, and develop a five-level evaluation scale to facilitate evaluations

Produce the Dictionary

Sample of Competency Dictionary

Follow up part 2 in second presentation Lukas Ritzel [email_address] www.prasena.com