Generation X is now the dominant demographic group among travelers. They value comfort, style, and an overall experience when traveling. Hotel brands are changing their amenities and designs to cater to Generation X travelers, who expect high-end services and amenities like those found in boutique hotels. National hotel chains are renovating their rooms and brands to attract Generation X business travelers and keep up with the success of boutique hotels in winning their loyalty.
Rooomr is a hotel booking site targeting Millennial travelers with a philanthropic model where for every room booked, Rooomr donates a corresponding room to help homeless youth. Rooomr features 2,500+ curated hotels searchable by destination, name, or event. Rooomr's target is urban Millennials in their 20s and 30s who are addicted to travel, music, and culture. Rooomr partners with Virgin Unite who steward donations to their initiative targeting homeless youth. The three year projection shows growth. Marketing will focus on digital, PR, experiential, partnerships and referrals. Future plans include mobile optimization and enhancing social features, moving to direct transactions
This document discusses trends in marketing to different generations, particularly Generation C (born 1984-1996) and Millennials (born 1980-2000). Generation C is the first to grow up with digital platforms and constant connectivity. Millennials are also heavily influenced by technology in their daily lives and travel preferences. New hotel brands like CitizenM and Moxy by Marriott are designing small, technology-forward rooms and amenities to appeal to these generations who expect constant connectivity and social media integration as part of the hotel experience.
EyeforTravel Travel Distribution Summit Europe 2013; 2 fantastic days with a combination of a great speaker line-up, high quality travel industry case studies and plenty of time for networking.
Here our notes and learnings.
SDL_wp_Overcoming Three Points of Friction_EN_A4_HIRESDan Murphy, MBA
The document discusses three key points of friction in a traveler's journey: 1) information is everywhere but who creates and uses it is important, 2) travel moves fast so content must be delivered quickly and personalized, and 3) the experience must be consistent across channels in an omnichannel environment. It emphasizes that global travel brands must address these points of friction by delivering a localized, contextually relevant experience to drive bookings and loyalty in today's competitive marketplace.
Chapter 9 & 10 accounts receivable and inventory managementChang Keng Kai Kent
This document summarizes key concepts related to accounts receivable and inventory management. It discusses terms of sale, including net payment periods and the opportunity cost of foregoing early payment discounts. It also outlines different types of inventory, including raw materials, work-in-process, and finished goods. The document explains the economic order quantity model for determining optimal inventory order sizes. It provides an example calculation and discusses the concept of order points and safety stock.
The document provides an overview of annuities and time value of money concepts. It discusses ordinary annuities, including how to calculate future value, payment amount, interest rate, and number of periods for an ordinary annuity. It also covers present value of annuities, amortized loans including loan payments and schedules, and annuities due. Examples are provided for each topic and how to solve them using a financial calculator or Excel spreadsheet.
1) The chapter discusses portfolio risk and return, and how diversification can reduce risk without lowering expected returns. It also covers calculating expected portfolio returns and standard deviation.
2) The Capital Asset Pricing Model (CAPM) measures systematic risk using beta coefficients. Systematic risk cannot be diversified away, whereas unsystematic risk can be through diversification.
3) CAPM predicts that investors will require a higher expected return for investments with higher betas or systematic risk. This relationship is depicted by the security market line.
Rooomr is a hotel booking site targeting Millennial travelers with a philanthropic model where for every room booked, Rooomr donates a corresponding room to help homeless youth. Rooomr features 2,500+ curated hotels searchable by destination, name, or event. Rooomr's target is urban Millennials in their 20s and 30s who are addicted to travel, music, and culture. Rooomr partners with Virgin Unite who steward donations to their initiative targeting homeless youth. The three year projection shows growth. Marketing will focus on digital, PR, experiential, partnerships and referrals. Future plans include mobile optimization and enhancing social features, moving to direct transactions
This document discusses trends in marketing to different generations, particularly Generation C (born 1984-1996) and Millennials (born 1980-2000). Generation C is the first to grow up with digital platforms and constant connectivity. Millennials are also heavily influenced by technology in their daily lives and travel preferences. New hotel brands like CitizenM and Moxy by Marriott are designing small, technology-forward rooms and amenities to appeal to these generations who expect constant connectivity and social media integration as part of the hotel experience.
EyeforTravel Travel Distribution Summit Europe 2013; 2 fantastic days with a combination of a great speaker line-up, high quality travel industry case studies and plenty of time for networking.
Here our notes and learnings.
SDL_wp_Overcoming Three Points of Friction_EN_A4_HIRESDan Murphy, MBA
The document discusses three key points of friction in a traveler's journey: 1) information is everywhere but who creates and uses it is important, 2) travel moves fast so content must be delivered quickly and personalized, and 3) the experience must be consistent across channels in an omnichannel environment. It emphasizes that global travel brands must address these points of friction by delivering a localized, contextually relevant experience to drive bookings and loyalty in today's competitive marketplace.
Chapter 9 & 10 accounts receivable and inventory managementChang Keng Kai Kent
This document summarizes key concepts related to accounts receivable and inventory management. It discusses terms of sale, including net payment periods and the opportunity cost of foregoing early payment discounts. It also outlines different types of inventory, including raw materials, work-in-process, and finished goods. The document explains the economic order quantity model for determining optimal inventory order sizes. It provides an example calculation and discusses the concept of order points and safety stock.
The document provides an overview of annuities and time value of money concepts. It discusses ordinary annuities, including how to calculate future value, payment amount, interest rate, and number of periods for an ordinary annuity. It also covers present value of annuities, amortized loans including loan payments and schedules, and annuities due. Examples are provided for each topic and how to solve them using a financial calculator or Excel spreadsheet.
1) The chapter discusses portfolio risk and return, and how diversification can reduce risk without lowering expected returns. It also covers calculating expected portfolio returns and standard deviation.
2) The Capital Asset Pricing Model (CAPM) measures systematic risk using beta coefficients. Systematic risk cannot be diversified away, whereas unsystematic risk can be through diversification.
3) CAPM predicts that investors will require a higher expected return for investments with higher betas or systematic risk. This relationship is depicted by the security market line.
To have fantastic hair, find a hair care routine suited to your hair type, eat a diet rich in fatty acids and vitamins to promote healthy hair, wash hair with cold water instead of hot to prevent dryness, wash hair every two days instead of daily, be gentle when drying and styling hair without harsh scrubbing or rubbing, use a leave-in conditioner for softness and hydration, and trim hair every 6 to 8 weeks to remove dead ends.
El documento describe cómo crear un blog en 3 pasos: 1) Elegir un proveedor de alojamiento y crear una cuenta, 2) Personalizar la apariencia y contenido del blog, 3) Publicar entradas de forma periódica para atraer lectores recurrentes. El blog puede usarse como herramienta educativa cuando se publican entradas con información relevante de forma regular.
The document discusses analyzing financial statements to evaluate firm performance. It covers common size statements, financial ratios, and analyzing different aspects of a firm's financial health including liquidity, capital structure, asset management efficiency, and profitability. Ratios discussed include the current ratio, debt ratio, total asset turnover ratio, and gross profit margin. The purpose is to use these analytical tools to assess how well a firm is managing its resources and generating returns.
The Nielsen Company analyzed advertising spending targeted towards Spanish-language and African-American audiences from January to September 2008. They found that spending on Spanish-language media grew 2.7% to $4.3 billion, with most spent on broadcast TV and cable TV growing 49%. However, advertising to African-Americans shrank 5.3%, with the largest decreases in network TV (30%) and syndicated TV (19.6%), though spot radio grew 2.8%. Procter & Gamble was the top advertiser for both audiences, though it cut African-American spending 10% while growing Spanish spending 13%.
The document discusses key financial statements that provide information about a company's financial performance and position. It describes the income statement as showing revenues, expenses and profits over a period of time. The balance sheet provides a snapshot of assets, liabilities and shareholders' equity as of a point in time. The cash flow statement reports cash inflows and outflows during a period. Understanding these statements allows analysis of a company's current and future financial condition.
The document discusses simple interest versus compound interest. Simple interest is earned only on the principal amount, while compound interest is earned on both the principal and accumulated interest of prior periods. An example shows that with a $500 principal, 5% annual interest rate, compound interest results in a higher balance ($551.25) after two years compared to simple interest ($550). The document also covers topics like present value, future value, using calculators and formulas to solve for unknown time periods, interest rates, and cash flow amounts.
The document discusses the concepts of realized return, expected return, risk, and the efficient market hypothesis. It provides examples of calculating realized returns from investments in stocks and defines expected return as the average of possible future returns weighted by their probabilities. Risk is measured using variance and standard deviation, with higher values indicating greater risk. The efficient market hypothesis suggests that market prices reflect all available information.
Threee Girls Studio is a company specialized in developing mobile apps and marketing strategies. They design and develop mobile apps and games for platforms like Apple, Google Play, and Windows Phone Store. They also create comprehensive marketing campaigns to promote apps, using strategies across social media, advertising platforms, and analytics tools. Their team of experts can assist clients from app concept development through marketing and launch.
This workshop provides an overview of UI and design for non-designers. It discusses finding inspiration from sites like Dribbble and CallToIdea, resources for graphical assets like colors, images, icons and fonts, and design rules of thumb around using color palettes, font sizes, contrasting text, using space and filters effectively. The workshop concludes with a Sketch demo of designing a newsletter banner to demonstrate these principles in practice.
The document discusses developing long-term and short-term financial plans, including using the percent of sales method to forecast financing needs, preparing pro forma financial statements and cash budgets, and analyzing how changes in variables like sales growth, profitability, and dividend policy impact a firm's discretionary financing needs. It also covers uses of the cash budget to predict financing requirements and monitor operations.
Generation C represents those born with internet access and prefers creative, collaborative digital experiences. They will represent 40% of the EU population by 2020. YouTube is a popular platform for Generation C to access information and content. Millennials prefer social, mobile experiences and sharing via social media. New hotels like Moxy and Citizen M are designed specifically for these digital generations by offering tech-enabled communal spaces and emphasis on connectivity to share experiences. Their websites effectively target these generations with a strong design identity, focus on unique experiences, and accessibility.
Generation C represents those born with internet access and prefers creative, collaborative digital experiences. They will represent 40% of the EU population by 2020. YouTube allows Generation C to access diverse content quickly and connect as part of a global community. Millennials prefer experiences they can share socially and trust brands with a sense of social responsibility. New hotels like Moxy and Citizen M appeal to Millennials by prioritizing connectivity, unique designed experiences, and locations near airports for global travelers. Their websites effectively communicate their concepts and target Millennial tastes through strong visual identities.
Lifestyle brandsVisit businesstraveller.com30 JUNE 2015.docxSHIVA101531
Lifestyle brands
Visit businesstraveller.com30 JUNE 2015
HOTELS
http://www.businesstraveller.com/
▲
Changing
rooms
A new breed of lifestyle hotel brands aims to help
you balance work and leisure – but are they right
for the business traveller? Jenny Southan reports
T
he world’s ten
largest hotel
chains now offer
a combined
113 brands, 31
of which didn’t exist a decade ago,
it was recently reported.
A portion of these, such as
Hyatt’s Andaz and Marriott
International’s Edition, are
“lifestyle” concepts that are
designed to appeal to urbane,
21st-century travellers – cultured,
young, tech-savvy mobile workers.
And the trend is gathering
momentum, as the number of new
brands being unveiled is reaching
a crescendo – this year there are a
flurry of arrivals, from Canopy and
Even, to Vib and Jaz in the City.
What are they? Lifestyle
properties embody a more
boutique feel than their traditional
“cookie cutter” counterparts, and
are a way for multinational chains
Visit businesstraveller.com JUNE 2015 31
Left: Marriott’s Moxy hotel at Milan Malpensa
to express a sense of individuality
and personality that people are
looking for, along with – to a
greater or lesser degree – uniform
facilities and standards of service.
They can also be differentiated
from collections of independent,
individual properties that are
being “curated” by big chains,
such as Tribute Portfolio by
Starwood and Curio by Hilton.
The modus operandi seems
to be for hotels to provide more
informal service, value for money
(although some are at the luxury
end of the spectrum), convenient
locations and a sense of place
through décor and locally sourced
produce. In the past, the fact that
brands prided themselves on
providing the same environment
whether guests were in Moscow
or Manila was a comfort –
nowadays, not everyone wants
to be so cocooned.
Travel writer Anna Hart says:
“My generation doesn’t aspire
http://www.businesstraveller.com/
Visit businesstraveller.com
to chain-hotel, five-star luxury;
we possess no brand loyalty.
There is far more social kudos in
sourcing an under-the-radar find.
Travel is still about showing off,
but we want to show off our
good taste and travel smarts,
not our salary bracket.”
A lot of it is marketing, of
course. In reality, many of the new
arrivals aren’t offering anything
wildly innovative – just more
colourful design, open-plan lobby
lounges and free wifi, for example
– but they are trying to tap into
a new mindset, which is not
necessarily a bad thing.
Parag Vohra, general manager
for hotels at Sojern, a data
platform to help brands engage
with travellers, says: “It used to
be that consistency trumped
everything, but lifestyles have
changed. If you do all this research
into changing tastes and alter the
lodging experience [accordingly],
then you should go out and have
a narrative to explain what you
have done.” He adds: “Sometimes ...
The document discusses several ultra trends in tourism in the Middle East between 2016-2030. It identifies silver-haired tourism, generation Y and Z travelers, and the growing middle class as key trends. It also notes the rise of emerging destinations in areas like Asia, attracting more international visitors and spending as the middle class expands globally. Dubai is highlighted as leading the world in visitors and spending per resident due to its success in developing its tourism industry.
InterContinental Hotels Group (IHG) is one of the world's largest hotel companies with over 5,000 hotels and 750,000 rooms across nearly 100 countries. IHG was founded in 1946 and has grown significantly over the decades through acquisitions and expansion of its brands such as Holiday Inn, Crowne Plaza, and InterContinental. IHG operates hotels through franchising, management agreements, and ownership, and provides support to hotels through regional offices around the world while balancing regional and local operations.
The document introduces a new luxury lifestyle magazine called "Rest Magazine" that will be produced by W2B Publishing LLC. The magazine will focus on upscale boutique hotels, resorts, spas and restaurants. It will target the 49.3 million people in Generation X and younger generations with a total buying power of $1.4 trillion who spend heavily on travel and luxury goods. The founders have created a business plan and raised $100,000 in angel funding to launch the first issue of Rest Magazine and a accompanying website to generate revenue from advertising.
Examples Of How Hotels Are Using Social Media A Guide For Getting StartedFernando Holanda
The document discusses how hotels are embracing social media in 2010. It provides examples of how major hotel brands like Starwood, Hyatt, Marriott, and Wyndham are utilizing platforms like Facebook, Twitter, YouTube, and Flickr. It also shares strategies individual hotels have used successfully on social media. The document concludes with best practices for hotels, including using social media to enhance email marketing, engaging customers already using these channels, tips for using Twitter and Facebook effectively, and the importance of user-generated content.
The document discusses how hotels are embracing social media in 2010. It provides examples of how major hotel brands like Starwood, Hyatt, Marriott, and Wyndham are utilizing platforms like Facebook, Twitter, YouTube, and Flickr. It also shares strategies individual hotels have used successfully on social media. The document concludes with best practices for hotels, including using social media to enhance email marketing, engaging customers already using these channels, tips for using Twitter and Facebook effectively, and the importance of user-generated content.
Examples of how hotels are using social media - a guide for getting startedVisit Kissimmee
Via HVS - From effectively using Twitter to leveraging Facebook, YouTube and blogging, this article contains examples of how hotels have been engaging in various social media. Also included is input from several hotel executives about their experiences thus far.
To have fantastic hair, find a hair care routine suited to your hair type, eat a diet rich in fatty acids and vitamins to promote healthy hair, wash hair with cold water instead of hot to prevent dryness, wash hair every two days instead of daily, be gentle when drying and styling hair without harsh scrubbing or rubbing, use a leave-in conditioner for softness and hydration, and trim hair every 6 to 8 weeks to remove dead ends.
El documento describe cómo crear un blog en 3 pasos: 1) Elegir un proveedor de alojamiento y crear una cuenta, 2) Personalizar la apariencia y contenido del blog, 3) Publicar entradas de forma periódica para atraer lectores recurrentes. El blog puede usarse como herramienta educativa cuando se publican entradas con información relevante de forma regular.
The document discusses analyzing financial statements to evaluate firm performance. It covers common size statements, financial ratios, and analyzing different aspects of a firm's financial health including liquidity, capital structure, asset management efficiency, and profitability. Ratios discussed include the current ratio, debt ratio, total asset turnover ratio, and gross profit margin. The purpose is to use these analytical tools to assess how well a firm is managing its resources and generating returns.
The Nielsen Company analyzed advertising spending targeted towards Spanish-language and African-American audiences from January to September 2008. They found that spending on Spanish-language media grew 2.7% to $4.3 billion, with most spent on broadcast TV and cable TV growing 49%. However, advertising to African-Americans shrank 5.3%, with the largest decreases in network TV (30%) and syndicated TV (19.6%), though spot radio grew 2.8%. Procter & Gamble was the top advertiser for both audiences, though it cut African-American spending 10% while growing Spanish spending 13%.
The document discusses key financial statements that provide information about a company's financial performance and position. It describes the income statement as showing revenues, expenses and profits over a period of time. The balance sheet provides a snapshot of assets, liabilities and shareholders' equity as of a point in time. The cash flow statement reports cash inflows and outflows during a period. Understanding these statements allows analysis of a company's current and future financial condition.
The document discusses simple interest versus compound interest. Simple interest is earned only on the principal amount, while compound interest is earned on both the principal and accumulated interest of prior periods. An example shows that with a $500 principal, 5% annual interest rate, compound interest results in a higher balance ($551.25) after two years compared to simple interest ($550). The document also covers topics like present value, future value, using calculators and formulas to solve for unknown time periods, interest rates, and cash flow amounts.
The document discusses the concepts of realized return, expected return, risk, and the efficient market hypothesis. It provides examples of calculating realized returns from investments in stocks and defines expected return as the average of possible future returns weighted by their probabilities. Risk is measured using variance and standard deviation, with higher values indicating greater risk. The efficient market hypothesis suggests that market prices reflect all available information.
Threee Girls Studio is a company specialized in developing mobile apps and marketing strategies. They design and develop mobile apps and games for platforms like Apple, Google Play, and Windows Phone Store. They also create comprehensive marketing campaigns to promote apps, using strategies across social media, advertising platforms, and analytics tools. Their team of experts can assist clients from app concept development through marketing and launch.
This workshop provides an overview of UI and design for non-designers. It discusses finding inspiration from sites like Dribbble and CallToIdea, resources for graphical assets like colors, images, icons and fonts, and design rules of thumb around using color palettes, font sizes, contrasting text, using space and filters effectively. The workshop concludes with a Sketch demo of designing a newsletter banner to demonstrate these principles in practice.
The document discusses developing long-term and short-term financial plans, including using the percent of sales method to forecast financing needs, preparing pro forma financial statements and cash budgets, and analyzing how changes in variables like sales growth, profitability, and dividend policy impact a firm's discretionary financing needs. It also covers uses of the cash budget to predict financing requirements and monitor operations.
Generation C represents those born with internet access and prefers creative, collaborative digital experiences. They will represent 40% of the EU population by 2020. YouTube is a popular platform for Generation C to access information and content. Millennials prefer social, mobile experiences and sharing via social media. New hotels like Moxy and Citizen M are designed specifically for these digital generations by offering tech-enabled communal spaces and emphasis on connectivity to share experiences. Their websites effectively target these generations with a strong design identity, focus on unique experiences, and accessibility.
Generation C represents those born with internet access and prefers creative, collaborative digital experiences. They will represent 40% of the EU population by 2020. YouTube allows Generation C to access diverse content quickly and connect as part of a global community. Millennials prefer experiences they can share socially and trust brands with a sense of social responsibility. New hotels like Moxy and Citizen M appeal to Millennials by prioritizing connectivity, unique designed experiences, and locations near airports for global travelers. Their websites effectively communicate their concepts and target Millennial tastes through strong visual identities.
Lifestyle brandsVisit businesstraveller.com30 JUNE 2015.docxSHIVA101531
Lifestyle brands
Visit businesstraveller.com30 JUNE 2015
HOTELS
http://www.businesstraveller.com/
▲
Changing
rooms
A new breed of lifestyle hotel brands aims to help
you balance work and leisure – but are they right
for the business traveller? Jenny Southan reports
T
he world’s ten
largest hotel
chains now offer
a combined
113 brands, 31
of which didn’t exist a decade ago,
it was recently reported.
A portion of these, such as
Hyatt’s Andaz and Marriott
International’s Edition, are
“lifestyle” concepts that are
designed to appeal to urbane,
21st-century travellers – cultured,
young, tech-savvy mobile workers.
And the trend is gathering
momentum, as the number of new
brands being unveiled is reaching
a crescendo – this year there are a
flurry of arrivals, from Canopy and
Even, to Vib and Jaz in the City.
What are they? Lifestyle
properties embody a more
boutique feel than their traditional
“cookie cutter” counterparts, and
are a way for multinational chains
Visit businesstraveller.com JUNE 2015 31
Left: Marriott’s Moxy hotel at Milan Malpensa
to express a sense of individuality
and personality that people are
looking for, along with – to a
greater or lesser degree – uniform
facilities and standards of service.
They can also be differentiated
from collections of independent,
individual properties that are
being “curated” by big chains,
such as Tribute Portfolio by
Starwood and Curio by Hilton.
The modus operandi seems
to be for hotels to provide more
informal service, value for money
(although some are at the luxury
end of the spectrum), convenient
locations and a sense of place
through décor and locally sourced
produce. In the past, the fact that
brands prided themselves on
providing the same environment
whether guests were in Moscow
or Manila was a comfort –
nowadays, not everyone wants
to be so cocooned.
Travel writer Anna Hart says:
“My generation doesn’t aspire
http://www.businesstraveller.com/
Visit businesstraveller.com
to chain-hotel, five-star luxury;
we possess no brand loyalty.
There is far more social kudos in
sourcing an under-the-radar find.
Travel is still about showing off,
but we want to show off our
good taste and travel smarts,
not our salary bracket.”
A lot of it is marketing, of
course. In reality, many of the new
arrivals aren’t offering anything
wildly innovative – just more
colourful design, open-plan lobby
lounges and free wifi, for example
– but they are trying to tap into
a new mindset, which is not
necessarily a bad thing.
Parag Vohra, general manager
for hotels at Sojern, a data
platform to help brands engage
with travellers, says: “It used to
be that consistency trumped
everything, but lifestyles have
changed. If you do all this research
into changing tastes and alter the
lodging experience [accordingly],
then you should go out and have
a narrative to explain what you
have done.” He adds: “Sometimes ...
The document discusses several ultra trends in tourism in the Middle East between 2016-2030. It identifies silver-haired tourism, generation Y and Z travelers, and the growing middle class as key trends. It also notes the rise of emerging destinations in areas like Asia, attracting more international visitors and spending as the middle class expands globally. Dubai is highlighted as leading the world in visitors and spending per resident due to its success in developing its tourism industry.
InterContinental Hotels Group (IHG) is one of the world's largest hotel companies with over 5,000 hotels and 750,000 rooms across nearly 100 countries. IHG was founded in 1946 and has grown significantly over the decades through acquisitions and expansion of its brands such as Holiday Inn, Crowne Plaza, and InterContinental. IHG operates hotels through franchising, management agreements, and ownership, and provides support to hotels through regional offices around the world while balancing regional and local operations.
The document introduces a new luxury lifestyle magazine called "Rest Magazine" that will be produced by W2B Publishing LLC. The magazine will focus on upscale boutique hotels, resorts, spas and restaurants. It will target the 49.3 million people in Generation X and younger generations with a total buying power of $1.4 trillion who spend heavily on travel and luxury goods. The founders have created a business plan and raised $100,000 in angel funding to launch the first issue of Rest Magazine and a accompanying website to generate revenue from advertising.
Examples Of How Hotels Are Using Social Media A Guide For Getting StartedFernando Holanda
The document discusses how hotels are embracing social media in 2010. It provides examples of how major hotel brands like Starwood, Hyatt, Marriott, and Wyndham are utilizing platforms like Facebook, Twitter, YouTube, and Flickr. It also shares strategies individual hotels have used successfully on social media. The document concludes with best practices for hotels, including using social media to enhance email marketing, engaging customers already using these channels, tips for using Twitter and Facebook effectively, and the importance of user-generated content.
The document discusses how hotels are embracing social media in 2010. It provides examples of how major hotel brands like Starwood, Hyatt, Marriott, and Wyndham are utilizing platforms like Facebook, Twitter, YouTube, and Flickr. It also shares strategies individual hotels have used successfully on social media. The document concludes with best practices for hotels, including using social media to enhance email marketing, engaging customers already using these channels, tips for using Twitter and Facebook effectively, and the importance of user-generated content.
Examples of how hotels are using social media - a guide for getting startedVisit Kissimmee
Via HVS - From effectively using Twitter to leveraging Facebook, YouTube and blogging, this article contains examples of how hotels have been engaging in various social media. Also included is input from several hotel executives about their experiences thus far.
The document discusses how hotels are embracing social media in 2010. It provides examples of how major hotel brands like Starwood, Hyatt, Marriott, and Wyndham are utilizing platforms like Facebook, Twitter, YouTube, and Flickr. It also shares strategies individual hotels have used successfully on social media. The document concludes with best practices for hotels, including using social media to enhance email marketing, engaging customers already using these channels, tips for using Twitter and Facebook effectively, and the importance of user-generated content.
McDonalds Golden Arches Hotel_ifmr : Case StudyArokia Rexton
McDonald's opened two hotels in Switzerland under the name "Golden Arch" in an attempt to diversify. However, the hotels failed to meet customer expectations for a four-star property and did not understand the target market. Located in an isolated area, the hotels lacked amenities and the "Golden Arch" name was not well-received. McDonald's sold the hotels after only 18 months, realizing they could not be profitable given the competitive hotel industry in Switzerland.
The document provides an overview of predictions and expert opinions on how various aspects of the hotel industry may change by the year 2020. It discusses how millennials will dominate travel and how hotel brands will need to adapt to meet millennial preferences, such as prioritizing mobile check-in and shorter-term loyalty rewards. Experts predict hotel design trends will focus on sustainability and incorporating new technologies like 3D printing. The future of hotel check-in is envisioned to involve less human interaction and more technology. Hotel branding is thought to emphasize unique, customized experiences over standardization.
Behold, 17 daring pieces of content centered around what the hotel industry will look like in the year 2020. Regretably, no word on whether the no-closet trend will continue.
By the year 2020, Marriott International will have acquired Airbnb; Hilton Worldwide Holdings will have embarked on a new strategy to go asset heavy; and millennials will demand closets be added back to hotel rooms. Oh, and space hotels. There should totally be space hotels by then. As you can see, we here at Hotel News Now are downright terrible when it comes to predicting the future of an industry as dynamic as the hotel sector. Luckily for us, we have an army of sources we can call on and force into giving their opinions on an impossible question such as: “What will the hotel landscape look like in 2020?" - See more at: http://www.hotelnewsnow.com/Article/15005/The-2020-hotel-trend-report#sthash.j1ztJbgB.dpuf
BY DAVID EISEN@DAVIDEISEN3Know it or not, your digital .docxRAHUL126667
BY DAVID EISEN
@DAVIDEISEN3
Know it or not, your digital
footprint is wide and far, and
companies are taking advantage
of that data to predict your next
move. It’s enough to make the
most implacable unsettled, but
companies are mining this valu-
able information just the same.
Marriott International, for one.
The Bethesda, Md.-based
hotel operator and franchisor is
a powerhouse. With its acquisi-
tion of Starwood Hotels &
Resorts Worldwide, it now com-
mands 30 brands and has more
than 6,000 properties in 122
countries and territories, encom-
passing more than 1.2 million
rooms. According to Lodging
Econometrics, Marriott is fore-
casted to open 351 hotels with
43,587 rooms in 2018, 31 per-
cent of all U.S. hotels expected
to open. Lodging Econometrics
also reports that Marriott has
the largest franchise pipeline in
the U.S. with 1,410 projects and
180,647 rooms.
And it wants to keep it that
way. In order to do so, Marriott
is in a constant race to cultivate
new customers, retain legacy
ones and sign and open new
hotels in new markets. Part of
that job falls to Eric Jacobs, who
is the chief development officer
for Marriott International – U.S.
and Canada. Jacobs is respon-
sible for franchise and managed
growth for Marriott’s select
brands, which are Courtyard,
Sheraton, Four Points, Sprin-
gHill Suites, Fairfield Inn and
Suites, AC by Marriott, Aloft,
Moxy, Residence Inn, Element
by Westin and TownePlace
Suites.
That’s a lot of brands and
there is only so much dirt. “We
have to be smarter about how we
place our brands,” Jacobs said
during the Americas Lodging In-
vestment Summit. “What is the
business case? Part of branding is
making sure we deliver the right
product [for our guests] that is
best for our investor.”
DATA DIVE
To help make that happen, Mar-
riott enlisted Buxton, a customer
analytics company based in Fort
Worth, Texas. There is no lack of
available data: household profile,
including number of kids; type
of jobs held by family members;
their salaries; where and how
they spend their money and
even the type of jeans they buy:
“Levi’s or Gap,” Jacobs said.
Buxton manages more than
300 unique data sets and has ac-
cess to data from an astonishing-
ly high 116 million households,
said Jack Hall, Buxton’s VP of
strategic accounts. The company
helps brands identify who their
customer is, where they live and
work and what’s their overall
value to the brand.
“By looking at the number
of times someone travels—for
business or leisure—where they
live and what they travel for,
we can understand, by brand,
where the unmet demand is
for additional hotels and help
identify where that demand
is nationally, by market and
region,” Hall said.
The level and granularity of
data is what makes consumer
analytics a veritable gold mine
of information. Companies like
Buxton monitor and collect
data patterns, but it’s up to their
clients to turn the data into ac-
tio ...
The document is the June 2016 issue of HOTELS magazine. It includes articles on various hotel industry topics such as new hotel openings, interviews with hotel executives, trends in design, food and beverage, and technology. The issue highlights what is currently popular and innovative in the hotel world.
The document analyzes search trends for luxury hotels from 2012-2017 using Google Trends data. It finds that searches for "Small Luxury Hotels" consistently outperformed other terms, indicating strong worldwide demand. The UK, Australia, and Germany had the highest search volumes. Popular search related queries included TripAdvisor, Expedia, and small luxury hotel brands. Reviews from sites like TripAdvisor have also become highly influential in consumer decision making.
The document analyzes search trends for luxury hotels from 2012-2017 using Google Trends data. It finds the highest search volumes come from the UK, Australia, and Germany for terms like "small luxury hotels." Review sites like TripAdvisor and aggregators are commonly used in the early search process. The top cities searching for small luxury hotels are Zurich, London, Singapore, and Sydney. Disruptors like AirBnB are emerging as alternatives to traditional hotels.
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11. Online edition of India's National
Newspaper
Saturday, Jul 18, 2009
ePaper | Mobile/PDA Version
• NEW DELHI: To promote Indian
mythology among Generation X, Mumbai-
based animation expert Karan Vir Arora is
all set to give his comic characters a new
lease of life on the big screen.
13. Generation X
Wikipedia, a free online encyclopedia defines Generation X
(Gen-X) as a term used in the United States to describe a
group of people born between 1964 and 1976, although the
exact years of birth remain debated. Gen-X has been
described as the generation consisting of those people
whose “teen years touched the 1980s” – the children of the
Baby Boomers. Gen-Xers are now adults between the ages
of 29 and 41 and are having children of their own. Key
characteristics of Generation X include: quest for
emotional security, independent, informality, and
entrepreneurial (“Generation X,” 2005).
15. For decades, the hotel industry has been dominated by Baby Boomers,
whose sensibilities are traditional by today's standards.
Most Baby Boomers were content with a decent night's sleep at an
affordable rate.
Today, however, Generation X is the dominant demographic group
among travelers, and it has its own set of preferences.
The average room rate paid by Generation X travelers exceeded that paid
by Baby Boomers for the first time ever in 2005.
16. • Generation Xers are taking over the positions that
establish corporate travel policies.
• They are now the heads of households who make family
vacation decisions, they are frequent flyers, they are road
warriors, and their expectations of hotels are quite
different from those of their parents.
• Members of Generation X--60 million residents of the
United States between the ages of 27 and 42--are in the
market for an overall experience when they travel.
• They value comfort and style. They tend to be more
social, less impressed by formality, more difficult to reach
through traditional marketing vehicles, and more aware of
the marketing that is targeted toward them.
17.
18.
19.
20.
21.
22.
23.
24.
25.
26.
27. Christopher Reynolds (American
Demographics (May 1, 2004))
• 49.3 million people are in Generation X
(ages 28 to 39)
• Generation X contains 35% less people
than in the Baby Boomers and is 32%
smaller than Generation Y or the Echo
Boom generation
• Generation X has a total buying power of
$1.4 trillion
• 81% of Generation X are employed full or
part time
• Generation X spends on average, 12%
more on entertainment than the typical
American consumer. (Reynolds, 2004)
28. Xers expect high end service and
amenities.
The newer Generation of X (and to an extent, Gen Y) sets a higher bar for business
travel, according to Carlson Hotels Worldwide. The Radisson Hotel chain recently noted
that their younger-than-Boomer guests both expect and even demand the luxuries of
home in exchange for their hard earned travel dollar.
• For Generation X business travelers, a hotel is expected to be their refuge from the
rigors of the road. Xers expect to be pampered and catered to with high end amenities.
• "They are not willing to take what they are given," says Kevin Hanstad, in a recent press
release, as Carlson Hotel's Vice President of Customer Research and Insights. "They
have different expectations than the Baby Boomers."
• Hanstad adds, "Growing up in a service economy, Gen Xers have traveled more, dined
out more and stayed in hotels more often than their parents did at the same time. This
makes them more discriminating and less tolerant of subpar service and amenities."
• The Radisson chain is taking note, since Generation X travelers are less likely to
complain through traditional channels, and more apt to broadcast bad reviews on the
Web 2.0's social networks, making dissatisfaction known via personal blogs,
MySpace.com and among traveler's forum networks.
•
29. Why Does Generation X Expect
More than their Parents?
• Gen Xers have never had anything handed to them, not like the Baby
Boomer Generation, posits the 1995 seminal work "Managing
Generation X" by Bruce Tulgan.
• Xers have generally been a cohort of overeducated, underemployed
and disenfranchised young adults. Now that Xers are succeeding
Boomers into positions of authority, they feel the gains are harder
won.
• "Xers have inherited the Boomer's late 20th century disillusionment
without the having had the opportunity for youthful idealism",
according to Tulgan.
• This generation of business travelers demand more from their hard-
earned dollar. Xers want quiet rooms, on-demand wireless access and
a comfortable space to work and rest. In a comfortable and well-wired
setting, the typical Generation X business traveler can get more work
done on the road than in the office.
30.
31.
32.
33.
34.
35.
36.
37.
38.
39. What Generation X Business
Travelers Want:
• Along with the Carlson chain, the Hiltons and Holiday Inns are taking
note of the finicky needs of the Generation X business traveler. The
USA Today reports, "Hilton is eliminating TV armoires and placing
flat-screen TVs on cabinets. To let guests work more comfortably,
Marriott is installing spot lighting, bedside data and electrical ports
and height-adjustable desks that can be swiveled into different
positions in the room.
• Looking to the Future
• Since Generation Y is even more plugged in and on-demand, hotels
catering to affluent Gen X business travelers will be better able to
handle the larger cohorts of Gen Yers when they come of age
40.
41. Gen-Xers are entering their peak-earning years and are the future
business travelers.
According to D.K. Shifflet & Associates, Gen-Xers are already the most
free-spending of leisure travelers.
They outspend baby boomers on trips involving a hotel stay. In 2004,
Gen-Xers spent roughly $1,297 per trip per person, compared with baby
boomers’ $1,155 (McMahon, 2005; De Lollis, 2005).
42. • Baby Boomer Gen X Gen
• 29 May 2009 ... Forty percent of U.S. baby
boomers stay in hotels five nights or more
when they travel. Gen-X'ers aren't far
behind at 31 percent. ...
www.docstoc.com/docs/6530677/Baby-
Boomer-Gen-X-Gen
43. Market researchers have determined that Gen-Xers want branded items.
For example, they want Starbucks, not just regular coffee. They are not
brand loyal however, so they are willing to search persistently to find a
place to stay that has style, rather than book the same chain hotel they
used on family vacations in the 1980s (De Lollis, 2005).
44. How Hotel Brands are Changing :
Cambria suites brand cites
success in 2007
• National hotel chains are trying to change
their image. They are trying to rid
themselves of their dull personas. They are
offering amenities similar to what is offered
in boutique hotels in hopes they will attract
more Gen-Xers. Kendra Walker, vice
president for brandcommunications at
Hilton said, “Gen X is the current business
traveler and the traveler of tomorrow.
46. Brand Development and Growth at
Cambria Suites
• Due in large part to research and understanding of the new
consumer, the momentum behind the development and
growth of the Cambria Suites brand is outstanding. In
2007, the first all-suite hotels opened in Boise, Appleton,
Green Bay and Minneapolis--Mall of America. Then came
Savannah Airport and Akron/Canton Airport . The Group
is also moving into major metropolitan areas with
franchise agreements in markets like Brooklyn, Atlanta,
Chicago, Houston, Los Angeles, and Toronto. To date,
more than 65 franchise agreements in 27 states and Canada
have been signed .
47. • This is one group we want to appeal to” (McMahon,
2005). The big hotel chains are trying to keep up with
the boutique hotels which are now winning the loyalty
of Gen-Xers. Since the demand for hotel rooms is
rebounding, the renovations the hotel chains have been
delaying are now in progress.
48. • The hotel industry as a whole, is trying to
implement motionsensor lights, Herman
Miller ergonomic desk chairs, and the
biggest one: flat-screen TVs.
• Room rates are rising and hotel operators
are using the improvements as justification
for the increase.
49. Hilton Hotels Corp. and its franchisees have spent hundreds of millions
of dollars to redesign 230 Hilton brand hotels by the end of 2006.
MarriottInternational Inc. expects its renovations to add an extra $30 to
the average cost of a one-night stay (Johnson, 2005).
61. Sweden Ice
• Some chains are even Hotel
launching new hotel brands
designed specifically for the
Gen-X age group.
Intercontinental, which
operates Holiday Inn has
bypassed the upgrades and
created a new line of boutique
hotels, call Hotel Indigo. The
rooms have hardwood floors,
satellite TV service and
stereos (McMahon, 2005).
62. Bedrooms
• The old hard mattresses are being replaced with name-brand
mattresses. Trendy duvets are taking the place of bedspreads and
oversized pillows known as “Euro shams” are being added. The
typical “hotel artwork” is getting replaced with stylish black-and-white
photography.
• Marriott International Inc. has decided to redo its beds with six pillows
and lush, 300 thread-count sheets. Hampton hotels now offer special
desks for guests who want to use their laptops while lying in bed.
Hilton is replacing standalone minibars and dressers with one piece of
furniture that stretches almost the length of the room and acts as a
desk, drawers and entertainment rack combined – topped with a piece
of granite. Marriott’s TV will sit on a redesigned desk that pivots 90
degrees (Johnson, 2005).
63. • Every Radisson hotel features select guest
rooms equipped with the custom-designed
Sleep Number® bed, which enables guests
to adjust the firmness of the mattress to
their individual comfort needs to achieve a
more deep, restorative night's sleep.
67. Bathrooms
• Gen-Xers spend more time in the shower.
Marriott’s Renaissance and Hilton upgraded its
showers to be completely glassed-in, while
Hyatt’s shower is one-third open and two-thirds
glass. Hyatt is also introducing Aveda shampoo
and conditioner. Hilton is putting fogless mirrors
in some of its showers as well as allowing more
natural light into the bathroom so that Gen-Xers
are able to shave after shampooing (McMahon,
2005).
68. Technology
• “After the bed and bathroom, the TV is the most important thing in the room,”
says Bjorn Hanson, a lodging analyst at PriceWaterhouseCoopers (Johnson,
2005).
• Over the next four years Marriott plans to add 50,000 flat-panel, high-
definition TVs (which can connect to a laptop computer) in its Marriott, JW
Marriott, and Renaissance hotels. This year, Hyatt Hotels Corp. made 32-inch
flat-panel liquid-crystal-display (LCD) TVs standard in its rooms. Hilton plans
to add 30-inch flat-screen TVs as part of its remodeling effort. Starwood’s W
brand started putting 27-inch plasma TVs in its higher-end suites a couple of
years ago. Ritz-Carlton Hotel Co., which is owned by Marriott, in December
2004 made flat-panel LCD TVs that hang on walls a brand standard and
intends to have them in all its hotels by the end of 2006 (Johnson, 2005).
• Hilton hotels are adding MP3-friendly alarm clocks, allowing guests to
awaken to their own music (McMahon, 2005).
69. Half of Boomers and nearly that many Gen X/Y (48 percent) think a
comfortable bed is the most important hotel feature when traveling for
business, and more than one third of both groups indicated the quickest
way to get stressed during their business trip was through a slow or
nonexistent hotel Internet connection.
70. • All Radisson hotels also offer free high-
speed Internet access in the guest room
(wired or wireless), with Wi-Fi access in the
lobby and restaurant.
71. Food and Technology
Generation Xers tend to have more discerning palates than do Baby
Boomers. Some want organic food, others crave decadent meals and
desserts, and many enjoy premium beverages. And, of course, gourmet
coffee and premium alcohol have become the norm. Cambria Suites'
food and beverage offerings align with these preferences to offer
travelers everything they want without having to leave the hotel.
When Baby Boomers say "Let's meet at 7 for dinner," they mean exactly
that. They'll sit down and eat at 7 p.m. When Generation Xers say "Let's
meet at 7 for dinner," they mean," Let's have a drink (or two) at 7 and
chat about what we want to eat." With that in mind, the Cambria Suites
lobby is not just a pass-through area, but rather an upscale and
comfortable gathering spot with club lounge seating, a media wall, a full
bar, and wireless Internet access.
72. Food and Beverage
• Hyatt’s menus are becoming healthier and more organic
(McMahon, 2005). Courtyards and Marriott brands are
adding food pantries that are open 24 hours a day, 7 days a
week in response to Gen-Xers different eating schedules
and food preferences (De Lollis, 2005).
• Research shows that the Gen-X man is 61% more likely
than baby boomer men to choose a hotel with a “serious”
sports bar in it, so the Holiday Inn Select brand plans to
replace the old lounges with sports bars and expects to test
the idea sometime in 2005 (De Lollis, 2005).
73. • Although Boomer and Gen X/Y business travelers most
likely made their first business trip during different
decades, their preferences and behaviors while on the road
are more alike than different. Both groups chose “in-room
spa” as their top dream hotel amenity (Boomers 56
percent, Gen X/Y 58 percent) and “hot shower” as the best
way to unwind at the hotel (Boomers 38 percent, Gen X/Y
33 percent). When asked what business travel hotel feature
they most deserved, both groups chose “all of the above”
(Boomers 36 percent, Gen X/Y 33 percent) from a list that
included an iPod/MP3 player dock, comfortable bed, free
Internet, free breakfast, and in-room printer, particularly
for boarding passes.
74. Boomers and Gen X/Y business travelers agreed that the top two things
they don’t need from their hotel are expensive mini-bars (Boomers 69
percent, Gen X/Y 62 percent) and aromatherapy (Boomers 12 percent,
Gen X/Y 13 percent). Both groups are also consistent in how they act
away from home. When asked what they don’t want anyone to know
they do on a business trip, both groups noted “watch TV all night”
(Boomers 23 percent, Gen X/Y 20 percent) as a top guilty pleasure,
although Boomers rated “eat junk food” (27 percent) as their other bad
habit while Gen X/Y were more concerned that people know they “don’t
do enough business” (23 percent). And whether new to business travel or
a seasoned veteran, all business travelers passed up business luminaries
including Donald Trump, Oprah and Steve Jobs and selected their own
mom or dad as the business person they most emulate. Nearly half of
Boomers (48 percent) and more than a third of Gen X/Y (36 percent)
looked up to dad and mom.
75. • Stay at Hotel Monaco Denver or the Sky Hotel in Aspen to
take advantage of the "$109 and a Bottle of Wine"
package, which includes deluxe accommodations and a
bottle of wine delivered to your room; also offered at Hotel
Monaco is $99 Sundays through Sept. 7 and its "Cocktail
OR Breakfast for Just $1 More" promotion, which gives
guests a choice to dine or drink for one dollar more than
the best available rate, which start at $170. Visit
http://www.monaco-denver.com (enter SUN in rate code
box for Sunday special or DOLLAR for its "$1 More"
promotion) or call 1-800-990-1303;
http://www.theskyhotel.com or (800) 556-6087 for
reservations.
77. Guest Relations
• Marriott is changing the image and practice of
their concierge service. Marriott is allowing staff
members to wear contemporary clothing and use
causal language that is more reflective of guests.
John Wolf, a Marriott spokesman said, “We’re
allowing staff to be more personable, maybe even
a little irreverent. Less prescriptive language fits
with the style of Gen X” (McMahon, 2005). Front-
desk staff at Sheratons will be wearing what looks
like contemporary business attire than blends in
more with guests (De Lollis, 2005).
78. Stay cool, have fun…
A new hedonic luxury in
hospitality ?
• The right amenities also matter. Generation
X travelers, for instance, appreciate a real
gym and spa, not just a converted linen
closet outfitted with an exercise bike.
Additionally, our flat-panel TVs and plush
bedding are also appreciated by guests.
79. Marketing, Branding or
Anticipating : a luxury approach
• The way we market to the new consumer is changing.
• Traditional media are taking a back seat to innovative viral, social, and
user-generated media. We are continually launching new, cutting-edge
viral marketing efforts to get the word out to our new consumers .
Social Media are on the track.
• Cambria received Lodging Hospitality's Leadership Award in the
marketing category and Hospitality Sales and Marketing Association
International's Adrian Award for the mobile, 13' x 30', king-sized
Cambria pop-up suite that is an exact replica of what business
travelers and leisure guests will experience when they check in to a
Cambria Suites hotel. The suite has made appearances at industry
events, airports across the country, and at Mall of America. Joining the
traveling suite, virtual-reality goggles allow us to take the experience
of being at a Cambria Suites hotel to the guest--wherever they may be.
80. • To reward business travelers of all generations and enable
them to stay their own way, Radisson recently launched a
special Business Rewards Package that provides breakfast
(up to $15 USD), early check-in/late check-out and 2,000
bonus Gold Points®, in addition to other great amenities
like the Sleep Number® bed and free weekday morning
newspaper. The package is available now through the end
of the year in the US, Canada, Mexico, Central and South
America and the Caribbean. For more information, visit
www.radisson.com/business.
84. Conclusion
• As this paper demonstrated, Generation X
has become a major factor in the continued
success of the hotel industry. Many of the
major hotel brands such as: Marriott, Hyatt,
Hilton, Intercontinental, and Starwood have
done their research and they have all
determined that change is necessary in
order to win the business of Generation X.
Once the renovations are complete, the
hotel brands will emerge with new images
that should appeal to Generation X as well
as younger generations.
85. Core values and credentials : from
products forced hotels to image
branded hotels
• One thing is clear: Generation X has become the
dominant demographic in the lodging industry,
and its members are looking for a place to stay. In
part, the success of the Cambria Suites brand in
2007 can be attributed to understanding the new
consumer and producing a product and marketing
campaigns with them in mind. The song does not
remain the same and this is just the beginning!
86. WHAT DOES MOTIVATE?
• Value The Individual and Nurture Relationships. Although there doesn't seem to be one
description of Generation X, most will agree that a defining characteristic is that they don't like to be
characterized (as I'm doing in this article!). They don't want to be treated as a single entity, but want
to be looked at as individuals. In addition, this is the first wave of latchkey kids to hit the work force.
They are homesick for the home they never had (due to both parents working). Their focus on
relationships over achievement is what leads Boomers to complain about their laziness. Isn't this
strong sense of community and personal relationships in the workplace just what we need?
• Challenging Work. This generation has sometimes been called the MTV Generation because of
their short attention span. Xers want new challenges and the opportunity to build new skills.
Training is one of the best motivators. They have a tremendous capacity to process lots of
information and concentrate on multiple tasks.
• They don't want to spend a lot of time talking about things or having meetings. They want to get in,
do the work, and move on to the next thing. If you're looking for someone to deliver a report every
week, you don't want an Xer. I recently brought up the subject of understanding twentysomethings
during a coaching workshop. Immediately a manager complained, with a lot of emotion, that kids
today don't want to work and will only stay for a week or so and then leave. Well, the job was very
repetitive and offered little challenge. No wonder!
• Freedom to Manage Time and Work. Xers don't want over-your-shoulder, in-your-face managers
who constantly check what they're doing. Perhaps as a result of their latchkey childhood, these
young workers are not used to being closely supervised and are remarkably good at working on their
own.
87.
88.
89.
90. References
• De Lollis, B. (2005, February 24). Hotels loosen their ties for a younger crowd. USA
Today, p.01b. Retrieved June 14, 2005, from Academic Search Premier Database
(J0E416289889905).
• Generation X. (2005). From Wikipedia, the free encyclopedia. Retrieved June 19,
2005, from http://en.wikipedia.org/wiki/Generation_X
• Johnson, A. (2005, May 11). Hotel Rooms Get a Major Overhaul. The Wall Street
Journal, p.D1.
• McMahon, S. (2005, April 24). Going the X-tra mile. The San Diego Union-Tribune.
Retrieved June 19, 2005, from
http://www.signonsandiego.com/uniontrib/20050424/news_mz1b24going.html
• Reynolds, C. (2004, May 1). Overlooked & Under X-Ploited. American
Demographics. Retrieved June 19, 2005, from
http://www.findarticles.com/p/articles/mi_m4021/is_4_26/ai_n6047692
91. • Suggestion for improvements in hotel:
• 1) Must have high wi-fi speed connection in rest room,
meeting rooms and conferences.
• 2) Have theme based rooms.
• 3) Have water games,ice games, squash, billards.
• 4) Have special room for gay (may create negative image
in the mind of Indians)
• 5) Have heli-pad facilities.
•
• more better sugesstion can be made after analysing the
place of the hotel and its customers
92. A few points which can further increase the arrival rate of tourists
in INDIA.
1. Make tie-ups with the super stars hotels in other countries and they
can provide some credit points or membership for Indian's hotels and
vice a versa.
2. Shops of foreign's luxury products so that it can relate the experiene
of shopping as they are buying in their country.
3. Indian hotels can provide the memberships to tourists for future
retaining purpose.
4. Collections of selected scenes so that they can remember their journey
after going.
5. Contacting their abroad's customers on their birthday's and
anniversaries dates.
6. Some hospitality group can go for building some conceptual structure
rather than making in traditional way.
93. There are few concepts which can be used in hospitality industry in
INDIA.
1. They can make a place where everything is in air( tables, chairs, bed)
which can give an experience of living in space.
2. A place where no more light is there and only candles will be there
almost dark everywhere.
3. Foods of every country is available not only few selected but you
name it and we will serve you for that we need a chef from each
country.
4. A structure where you can experience rain always whenever you want.
5. A hotel whch is more dedicated to business class, facility of video
conferencing in each room.
94. Many professionals no longer work 9 a.m. to 5 p.m. A workday on the
road may start early and end late, with personal time scattered
throughout. Thus, these professionals are likely to do a good deal of their
work at the hotel during off hours. The Cambria Suites brand meets that
need by making it easy to access the Internet from anywhere on the
property. The guest suites are also designed to allow travelers to spend
time on the phone or check e-mails in comfort with ergonomic chairs and
moveable desks.
95. Generation X big spenders on travel
http://www.usatoday.com/money/biztravel/2005-02-08-xtrav-usat_x.htm
Last year, Xers — the 60 million Americans from age 25 to 40 — spent
an estimated $2,140 per capita on overall travel involving a hotel stay,
vs. boomers' $2,016, according to a preliminary estimate from travel
researcher D.K. Shifflet & Associates. The larger boomer population still
dominates on a total dollar basis — about $157 billion last year, vs. $130
billion for Xers.
.
96. • Vacation spending by Xers has soared 66% per trip in the
past five years, vs. 25% among boomers, ages 41 to 59.
"These younger people are enjoying life," says Jim
Caldwell of Shifflet. The generational change has
significant implications for the travel industry. Compared
with the 78 million boomers, Gen Xers are less brand
loyal, less likely to call a travel agent and less likely to
plan far in advance. They're more likely to book online and
pay for eye-catching extras, such as a Sierra Madre
expedition in the Mexican outback
97. • Customers of tour operator Contiki
Holidays, which caters to young adults,
spend an average of $300, or 11%, more
than the initial price of a European tour for
extra trips, says President Frank Marini.
Among the most popular add-ons: A cable
ride to the top of 13,600-foot Jungfrau
Mountain in the Swiss Alps for views or
skiing.
98. • Spending per leisure trip/per capita
• Gen X- $1,297
• Gen Y - $1,155
• Also, Gen X spends more on extras
• •More activities. This generation stays busy at home — and at play. "They
want to talk at the water cooler about the great things that they did," Peluso
says.That's why, in the past 12 months, Travelocity has added adventure
offerings, such as a Chichen Itza tour of Mayan architecture in Cancun,
Mexico, and a London pass with access to 50 sites for one price.
• •Boutique hotels. InterContinental, parent of the Holiday Inn chain, became
the first big operator to launch a midpriced boutique hotel chain. The first
Hotel Indigo opened in Atlanta; others will open in Chicago and Sarasota, Fla.
The concept, more casual and relaxed than the parent's other hotels, was
designed for people familiar with Pottery Barn's whitewashed furniture and
vibrant colors. "Xers are looking for something different than boomers," says
Mark Lomanno of Smith Travel Research.