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IBM IBM Smarter Commerce Sales

massive Blue Launches IBM ExperienceOne to combine advertising, income, functions | killexams.com real Questions and Pass4sure dumps

First identify: remaining identify: email handle: Password: confirm Password: Username:

Title: C-level/President manager VP corpse of workers (associate/Analyst/and so forth.) Director

function:

position in IT resolution-making manner: Align traffic & IT dreams Create IT approach examine IT wants manage vendor Relationships consider/Specify brands or providers other role accredit Purchases now not worried

Work telephone: enterprise: company size: business: highway address metropolis: Zip/postal code State/Province: nation:

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analyzing IBM's Sale Of Retail shops solutions | killexams.com real Questions and Pass4sure dumps

No effect discovered, try unusual keyword!Toshiba TEC (OTC:TSHTF) will purchase IBM's (IBM) retail shop point-of-sale solutions enterprise. The agreement allows each to faucet the transforming into smarter commerce possibility. A multi-12 months traffic associate ...

Smarter commerce ends up in happier purchasers | killexams.com real Questions and Pass4sure dumps

Happy shopper card

In today's ever more linked world buyers acquire much higher expectations of the companies they deal with.

They desire groups to buy into account their preferences and bring a personalized, lucrative experience. What's greater they forecast this the entire time no longer simply at the factor of sale.

To aid businesses deliver for his or her customers IBM is the exhaust of its Smarter Commerce world Summit in Florida to unveil ExperienceOne, an built-in portfolio of cloud-based and on premise offerings to bring together advertising, sales and service practices and help create deeper, extra efficacious customer engagements.

IBM ExperienceOne draws on innovation from IBM research in addition to more than $3 billion invested in organic structure and acquisitions. or not it's additionally developed on most efficient practices drawn from IBM's event of working with over eight,000 businesses across the globe.

"Smarter Commerce is about assisting shoppers perpetually reinvent themselves around the consumer event," says Craig Hayman, common manager, industry Cloud options at IBM. "IBM ExperienceOne offers a at ease and simplified portfolio -- together with innovation from greater than 1,200 partners -- to back consumers design and carry extra helpful client engagements. With cloud, on premise and hybrid alternatives, IBM ExperienceOne promptly scales to acquire interaction every client in the second while keeping their privacy".

New capabilities back to help understanding of customer relationships, maximize revenue through directing the commandeer present to the commandeer customer, and build exhaust of cell and social media to deliver more desirable client experience. Combining ExperienceOne with SoftLayer cloud infrastructure IBM is besides in a position to present client information, consumer analytics and digital commerce as a service.

The company is aiming to bring equivalent tiers of client perception to the B2B sector as neatly with the launch of recent companion and company engagement application via its Smarter Commerce initiative. This comprises a Multi-enterprise Relationship administration (MRM) platform for improved collaboration. IBM Sterling B2B capabilities Reporting and Analytics to computer screen transactions and assist enterprise spot developments and build advised choices. Plus different paraphernalia offer more suitable adherence to compliance requisites and quicker and greater efficient sharing of records.

"Now more than ever, the fate of any enterprise is deeply intertwined with the success of its network of companions and suppliers around the globe," says John Mesberg, vp, B2B & Commerce options at IBM. "by using orchestrating these complex engagements with astonishing precision and perception, organizations can create unusual gateways to change that allow organizations to carry top notch client experiences. With nowadays’s news, IBM fundamentally transforms these dynamics with companions and purchasers to pressure faster time to revenue throughout the extended value chain".

which you could find more about IBM ExperienceOne on the company's website. there may be besides an infographic on how Smarter Commerce can deliver more suitable client engagement below.

IBM-Summit-Infographic S

graphic credit: Sergey Nivens / Shutterstock


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M8010-246 exam Dumps Source : IBM Smarter Commerce Sales Mastery Test v1

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Vendor designation : IBM
: 50 real Questions

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2. The Up & Comers: Health and Auto are titanic evolution areas for AI/ML due to the copious amount of data being created in those industries. For example, patient records house vital information related to disease identification and treatment. In Ontario alone, there are over 2.3 billion medical test results from 11.1 million Ontarians[1]. On the other intermission of the spectrum, automobiles are constantly generating slews of data — distance traveled, middling speed, destination — that can be used for optimizing traffic, city planning and accident prevention. For AI/ML to be effectively implemented within the enterprise, it needs to be integrated into core conclusion making processes within a company; just view at Facebook’s newsfeed algorithm and Uber’s surge pricing and route optimization system. AI/ML will replace a lot of the grunt work in the enterprise, freeing employee time for more value-add activities (e.g. Amy, x.ai’s robot assistant, who saves me from so many unnecessary emails when scheduling a meeting). Near-term opportunities in the enterprise are in data optimization, data search and messaging (think: commerce, payments and gaming), and you’ll likely observe this quickly penetrate areas such as Enterprise Optimization, Law, Security and Sales.


OMA Releases TestFest Results, Sets Targets for LwM2M 1.1 | killexams.com real questions and Pass4sure dumps

By traffic Wire

Article Rating:

June 8, 2017 02:30 PM EDT  

The Open Mobile Alliance (OMA) today announced that results of the May 2017 OMA LightweightM2M (LwM2M) TestFest hosted by Smith Micro in Pittsburgh, PA are now available to the public online at the OMA GitHub page. In meetings collocated with the TestFest, OMA’s Device Management Working Group set evolution and timeline targets for the next release of LwM2M.

During the TestFest event, 31 engineers from 12 companies tested 8 clients and 9 servers using the LwM2M protocol. Companies testing their implementations included ARM, AVSystem, Centero, Ericsson, Gemalto, Huawei, InterDigital, IoTerop, MDS Technology, Nokia, Telit, and Smith Micro Software. This was the first TestFest since the OMA Board of Directors approved the approved LightweightM2M (LwM2M) version 1.0 specification’s high-tail from Candidate Release status to Approved Release status, denoting the specification’s maturity and feature freeze for version 1.0. The TestFest was the fifth event sponsored by OMA allowing companies to test their LwM2M clients and servers. Results of the TestFest event are available online at: https://github.com/OpenMobileAlliance/OMA_LwM2M_for_Developers/wiki/2017-May-TestFest-Results.

“As a long-time OMA member and an lively supporter of the organization’s wireless standards, Smith Micro was haughty to host both the LwM2M TestFest and Device Management Working Group in May,” David Sperling, Chief Technology Officer of Smith Micro Software, said. “Having spent the final few years structure out their own IoT device management solution using LwM2M, it was an invaluable occasion for their evolution team to test and validate interoperability with other LwM2M implementations.”

The OMA Device Management (DM) Working Group, in impregnate of outright aspects of the LwM2M protocol, held an interim face-to-face meeting co-located with the TestFest. This gave TestFest participants developing product with LwM2M the occasion to give feedback directly to the group defining the protocol in real time as they tested their products and services.

“Collocating the DM Working Group activities with the LwM2M TestFest enables a positive atmosphere between the standards setting group and developers, which is vital in creating a robust specification,” said Padmakumar Subramani (Nokia), Chairman of OMA’s Device Management Working Group. “OMA has produced a set of tools and practices to not only back users implement the LwM2M specification, but besides to allow them to provide feedback on the specification. This ensures they are creating workable standards for quick adoption into the market.”

During the DM Working Group sessions, delegates from OMA member companies came together to define the evolution timeline for the next generation of LightweightM2M, LwM2M v1.1. With publication expected in Q1 of 2018, LwM2M 1.1 will include additional security features, extensions for unusual low power WAN technologies, additional performance optimizations, and support for unusual IoT exhaust cases. Additional information on LwM2M 1.1 features, timeline, and opportunities to contribute can be institute at http://openmobilealliance.org/in-the-news/what-is-next-for-lightweightm2m-lwm2m.

The LwM2M 1.0 specification is experiencing rapid uptake in the IoT market with companies deploying LwM2M worldwide. OMA members’ products and services using LwM2M include ARM mbed IoT Device Platform, AT&T IoT solutions, AVSystem’s Coiote Platform, Ericsson’s Dynamic Digital Interaction (DDI), Gemalto modules, Huawei’s OceanConnect IoT Platform, IoTerop’s IOWA LwM2M commercial stack and SensorHub, Microsoft’s Azure, Nokia’s impact IoT Platform, Sierra Wireless’ modules, gateways and IoT platform, Telit IoT Platform and IoT Modules, u-blox SARA-R4 Series and more.

About LightweightM2M (LwM2M)LightweightM2M (LwM2M) is a device management protocol designed for sensor networks and the demands of a machine-to-machine (M2M) environment. With LwM2M, OMA has responded to market demand for a common standard for managing lightweight and low power devices on a variety of networks making up the Internet of Things (IoT).

About Open Mobile Alliance (OMA)OMA is the leading industry forum for developing market driven, interoperable mobile service enablers. OMA was formed by the world’s leading mobile operators, device and network suppliers, information technology companies, and content providers as the industry focal point for the evolution of mobile service enabler specifications. OMA is a non-profit organization that delivers open specifications supporting the billions of unusual and existing terminals operating across traditional cellular operator networks and emerging networks supporting machine-to-machine communications for the Internet of Things (IoT). unusual work in OMA is leading to the evolution of next generation mobile services in areas such as Device Management, LBS, IoT, APIs and more. observe www.openmobilealliance.org.

Copyright © 2009 traffic Wire. outright rights reserved. Republication or redistribution of traffic Wire content is expressly prohibited without the prior written consent of traffic Wire. traffic Wire shall not be liable for any errors or delays in the content, or for any actions taken in reliance thereon.

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David Friend is the co-founder and CEO of Wasabi, the burning cloud storage company that delivers fast, low-cost, and trustworthy cloud storage. Prior to Wasabi, David co-founded Carbonite, one of the world's leading cloud backup companies. A successful tech entrepreneur for more than 30 years, David got his start at ARP Instruments, a manufacturer of synthesizers for rock bands, where he worked with leading musicians of the day fancy Stevie Wonder, Pete Townsend of The Who, and Led Zeppelin. David has ...

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October 31st, 2018 in traffic Practices, topple 2018, Millennial, Restaurants, Technology, Trends

By Tyler Titherington

I am a restaurateur.  I’m behind schedule.  Again.  Not because I am disorganized or acquire too much to do, more so because I acquire a hierarchy of tasks that are addressed based on priority.  Guest needs are my first priority, staff needs are a nigh second and everything else last.  There is a tertiary hierarchy in the final basket as well.  Some tasks with a lower priority topple through the cracks.  Not because they are unimportant, but rather there just was not enough time.  The truth is that I am obsessively organized.  I worship “To Do” lists, calendars, flow charts and the accomplishment of tasks.  I devour projects for breakfast, while animate on the edge of chaos and complete catastrophe.  Short staffed?  Yawn.  Drains flooding?  Been there, done that.  POS system crash during service on a weekend?  Bring it.  I am the duck – detached above water and feet touching nonstop below.  However, how attain I manage outright the curveballs and still manage to gain time without compromising any of my other priorities?  It is very simple – adjust and embrace technology wherever possible, specifically, cloud-based computing solutions that allow one to be in many places at one time.  These applications simplify daily tasks for management teams and staff, which will ultimately leverage senior management down to focus on the bigger picture.  Maybe even win a day off…

Over the final 10 years or so, the increased availability of cloud-based computing solutions (using network computers over the internet rather than property-based hard drives) has been a major paradigm shift for many industries.  However, as with most technological advances, the restaurant industry has been very slack to adapt.  Tight margins, resistance to change, and dismay of unknown outcomes acquire long driven the restaurateur’s decision-making process.  However, with increased options, cheaper costs, and ease of use, that mindset is quickly becoming a thing of the past.  Restaurant operators are dawn to embrace cloud-based solutions for everything from Point of Sale and Tableside Payment to Menu Design and Scheduling.

Our foray into cloud computing began with an unfortunate set of circumstances that the entire industry was facing.  The year was 2010 and the impending doom of PCI Compliance was upon us.  At best, their network infrastructure was dated and they needed to act quickly to win it into compliance.  fancy most operators, their hand was forced and they had no choice.  What is PCI Compliance?  The retort depends on who you ask.

Your guests acquire never heard of it and acquire no thought what it is.  Most restaurant operators will narrate you that PCI Compliance is an almost unachievable set of network security standards designed to protect the credit card giants, who already impregnate them way too much for credit card processing and continually squeeze them with a plethora of monthly fees.  The definition of PCI Compliance is below, according to PCI ComplianceGuide.org

“The Payment Card Industry Data Security Standard (PCI DSS) is a set of security standards designed to ensure that outright companies that accept, process, store or transmit credit card information maintain a secure environment.  The PCI Security Council Card focuses on improving payment account security throughout the transaction process. It is an independent corpse that was created by the major payment card brands (Visa, MasterCard, American Express, ascertain and JCB.).”[i]

PCI DSS is mandatory for any and outright businesses that accept credit cards.  It involves a process of assessment, remediation and reporting.  Operators must identify network vulnerabilities, physical vulnerabilities, and operational vulnerabilities that could result in a credit card trespass and fix them.  In summary, it is a painfully tedious, extremely time consuming, and potentially expensive process.

It is extremely distinguished for the security of their guest’s payment information, both for ensuring trust with their customers and limiting legal liabilities.  In 2017-8, major retail stores including Home Depot, Macy’s, Sears, Kmart, Best Buy and Lord & Taylor made headlines across the country for data breaches possibly compromising customer’s credit card personal information. The restaurant industry is besides plagued with security breaches, including great chains such as Darden (Cheddar’s), Panera Bread, Sonic and Arby’s. The number of customers whose credit card information may be compromised totals into the millions.[ii]

At Grafton Group, the process of obtaining Credit card security involved working directly with their IT vendor and POS vendor to achieve PCI compliance.  The first order of traffic was to win their network infrastructure in order.  Some of the major network upgrades that they undertook were upgrading wiring, locking down patch panels, securitizing external ports, adding wireless access points (WAPs), and replacing firewalls. The WAPs and unusual firewalls were the heart of the upgrades and would ultimately allow us to operate unencumbered in the cloud.  The unusual access points give their guests their own network and preclude them from accessing ours.  The security firewalls preclude intrusions and besides allow their IT vendor remote access so they can build changes without actually being in the restaurant.  What used to be a scheduled visit from their IT vendor that may acquire taken weeks, is now a simple email and can often be addressed online in minutes.  In a nutshell, PCI DSS forced us to upgrade their network, which ultimately allowed us to operate in the cloud.  This unintended outcome to a painful requirement was truly a blessing in dissimulate and it pushed us into unusual territory – the cloud!  Being in the cloud has allowed us access to exciting applications and services that would otherwise be unavailable to us.

IBM defines cloud computing as “the delivery of on-demand computing resources — everything from applications to data centers — over the internet on a pay-for-use basis.”[iii]  For their purposes, these on demand computing resources primarily consist of “SaaS” or Software as a Service.  Here are some of the areas where cloud computing can streamline their operation.

Point of Sale

POS systems are the most keen zone of cloud-based solutions for restaurant operators.  Legacy systems such as Positouch, Micros, and Aloha are bulkier, more expensive, and much harder to program and implement.  There are quite a few cloud-based POS options, most notably Boston-based Toast.  Toast has done a powerful job streamlining and simplifying the interface for both front and back intermission users.  Management can access the system remotely for screen programming, troubleshooting or reviewing sales.  It is extremely intuitive, fancy using a smartphone, thus needing very cramped training. As wireless POS solutions evolve, legacy systems will eventually be phased out.  It is only a matter of time.

Tableside Payment

EMV (Europay, MasterCard and Visa) is another set of regulations that are coming to the restaurant industry. “EMV is a global standard for cards equipped with computer chips and the technology used to authenticate chip-card transactions.”[iv]  Used in Europe for years, the credit card never leaves the customer and outright transactions are processed tableside with a handheld device. One case of an EMV compliant, cloud-based device for tableside payments that they at Grafton Group are currently analyzing and blueprint on implementing is Pay My Tab.  Pay My Tab will fully integrate with their POS system and eliminates many bulky PCI DSS requirements. Many similar systems are already in exhaust at quick service operations, where guests and staff acquire easily adapted to them.  In addition to tougher security, the implementation should reduce payment time, purge paper receipts (emailed instead) and simplify the process for management to search for specific receipts.

Reservations and Floor Management

There are a variety of solutions for reservations and floor management systems.  Their hard has been using OpenTable for over 15 years, so when they rolled out their cloud-based system, GuestCenter, they were early adopters.  This has been one of the single best applications in terms of roll out, ease of use, and seamless integration.  It is iPad-based and eliminates outright the wiring and host stand real estate.  It is compatible to smart phones that allows for remote access, allowing management to check flow of service, identify unique reservations, and build sure that waitlists are being managed appropriately.  Soon to arrive is an interface with POS systems that automatically applies any “guest notes” from GuestCenter to the server’s check, such as special occasions, etc. Most importantly, due to its intuitive design, their millennial hosts exhaust the system seamlessly.

Private Event Management

Private events are the foundation of most replete service restaurant operations.  They are the incompatibility between a kindly week and a powerful week.  However, it can be a very confusing process with outright of the touching parts.  In order to stay organized, they exhaust TripleSeat to manage leads, create BEOs and track their events calendar. The cloud-based event management system allows their Private Event Coordinators to respond at any given time from anywhere, giving them a leg up on the competition, giving them the occasion to win fees for each event.  Since their coordinators receive an administrative fee for each event, they relish responding when available off-site; kindly communication is key for making sure work-life poise is maintained.

Bar at the Russell House Tavern in Cambridge, MA. Photo: graftongrouphospitality.com Inventory

An zone which the cloud has really saved their restaurants time is with food & beverage inventories.  No more paper and no more transposing paper to spreadsheet.  Inventories can be uploaded in real time using a tablet, laptop or even a smart phone. BevSpot is used for both their food and beverage inventories.  They acquire besides given access to their accounting firm, in order to reduce bulky invoice scans and uploads.  outright information can be entered into the cloud and accessed by outright of their approved users.  It besides allows for multiple people to buy inventory simultaneously.  One person can be on the bar, another in the walk in fridge, and another in the liquor room, outright at the selfsame time.  In addition to being a major time saver, it has helped Grafton Group to reduce sitting inventory by a significant amount across outright properties.

Scheduling

Staff scheduling is a weekly administrative headache for managers, but there are cloud-based scheduling applications that lessen the pain. They acquire institute HotSchedules to appropriate their needs as it interfaces with their POS system and allows their hard to attain some creative reporting in regards to budgeting and forecasting, as well as taking employees requests and requirements into consideration.

Email and File Sharing

Grafton Group has arrive a long way from sharing access to a desktop version of Outlook and toggling between accounts.  They were able to purge their main server entirely and now they exhaust Office 365 for their email and file sharing needs.  Not only is this highly securitized, it has redundancy so their information is always backed up.  They access both their email and files from anywhere in the world.  This has greatly improved productivity and allowed their management teams to communicate in real time.

Grafton Street in Cambridge, MA. Photo: graftongrouphospitality.com Computer Hardware

Our office hardware now consists of much less expensive “Network Computers”, which attain not require expanded remembrance for giant programs, CD drives for downloading drivers, or expansion slots for extraneous drives.  They can purchase more computers at a reduced cost and their managers no longer acquire to share computer access in the office.

Menu Design

For their menu design need, they acquire institute InDesign to be the most efficient program, which is share of the Adobe Creative Cloud.  This program can now be selected a la carte from Adobe’s menu of programs and paid for on a month to month basis for under $20.  This is much more palatable than paying $600 for the entire Adobe suite.

These are just a handful examples of how cloud computing has impacted their operations and ultimately saved time for their management team and staff.  Ten seconds here, 5 minutes there, an hour tomorrow – it adds up to impactful chunks of time that can be better spent elsewhere.  They acquire only scratched the surface as an industry – they will observe more and more options for cloud-based solutions to real world restaurant problems. Although the solutions highlighted above create efficiency and reclaim time, they attain not serve guests and they don’t understand the know-how of hospitality.  It is imperative that as restaurateurs they continue to create a positive environment, embrace innovation, and engage and train their employees in the know-how and skill of hospitality.

There are some things you will never acquire time for in the restaurant industry, regardless of cloud-based advancements.  “Lunch”, for example, I acquire heard is a meal that takes position in the middle of the day.  For me, “lunch” is the sandwich that I devour in 30 seconds somewhere between 2pm and 6pm standing over a trash can in the back of the kitchen.  There is no technology for that…

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References [i] “PCI Compliance pilot FAQ.” PCIComplianceGuide.Org. September, 2018. https://www.pcicomplianceguide.org/faq/#1. [ii] Green, D. and Hanbury, M. (Aug. 22, 2018). “If you shopped at these 16 stores in the final year, your data might acquire been stolen.” https://www.businessinsider.com/data-breaches-2018-4 [iii] “What Is Cloud Computing?” IBM.com. September, 2018. https://www.ibm.com/cloud/learn/what-is-cloud-computing. [iv] Kossman, Sienna. ” 8 FAQs about EMV credit cards.” CreditCards.com. August 29, 2017. https://www.creditcards.com/credit-card-news/emv-faq-chip-cards-answers-1264.php. Tyler was born and raised in Portland, Maine and has lived in the Boston zone since attending Boston University.  After graduating from the Boston University School of Hospitality Administration, Mr. Titherington operated a handful of bars and restaurants in Boston.  He has been with Grafton Group since October 2007. 

October 31st, 2018 in traffic Practices, topple 2018, Restaurants, Trends

By Christopher Muller

In share 1 of this analysis of the restaurant delivery system they looked at the owner/operator models which still offer some measure of control over price and quality.  This is expeditious becoming an issue with the rise of the Ghost Kitchen where the ODP is an integral share of the equation.  Here they present the larger challenges from the predominant ODP control of the marketplace.  It is kindly to recall that most of the ODPs themselves are still looking to find profits in what they do, a suggestion that those profits will need to arrive at the expense of the restaurant providers in one way or another.

5. The Aggregator or On-Line Delivery Provider (ODP) – No Driver Fleet

If someone were to say, “Let me buy supervision of outright of your delivery problems for a small carve of your revenues” many restaurant operators, especially those keen to win into the market with the least amount of upfront investment, would jump at the chance.  Enter the On-Line Delivery Provider with a traffic model built upon a brand designation customer-facing APP, website or phone number and an colossal amount of back office computing power to drive order volume.

At its core, to be successful the Aggregator needs to be a world-class matchmaker for food orders, with both a great customer database of users and a broad assortment of restaurant menus offered in major cities.  fancy many of what MIT’s Bill Aulet calls an Innovation Driven Enterprise (IDE)[1] the cost of customer acquisition is the key hurdle in entering this distribution channel. What it doesn’t need is its own fleet of employee delivery drivers. Capitalizing on the DIY gig economy, drivers are hired on a contractual basis, working as independent delivery agents with their own vehicles.

The barrier to lowering this lofty cost of entry has favored early market entrants and great well-funded digital innovators.  Worldwide, the fastest growing ODP is Uber Eats, the natural extension of car service provider, Uber, with its existing colossal data base of users, an ever expanding fleet of drivers, and the understanding for a driver that delivering food with an APP-based pre-payment system is considerably faster and easier than dealing with human passengers.

The upside for restaurant companies using an ODP such as Uber Eats, from those as predominant as McDonalds or as small as the local pizzeria, is that there is no need to hire and train non-core employees.  As touted by Uber Eats delivery service can inaugurate almost immediately upon signing up.  The downside, that has a potential for long term impact, is two-fold.  The fee structure for traditionally low margin restaurants can be between 20-30% of a menu detail price, leaving cramped to cover remaining expenses.  Worse though is that the restaurant gives away its brand and trade dress image to the company making the delivery to the front door.  McDonalds hamburgers may be in the bag, but the designation on the ordering APP and the uniform on the person handing it to the customer says Uber Eats.

6. The Consolidator – Bulk “Bus Stop”

As noted, the most expensive single piece of the delivery puzzle is getting food from the restaurant to the front door, what is called “the final mile.”  One proven way to minimize that expense is to acquire the customer meet the food delivery at a central drop-off spot (see: Amazon [2]).  A start-up, Yun Ban Bao, in unusual York City is taking handicap of ethnic Chinese food deserts through direct targeted marketing using the predominant Chinese online service provider, WeChat.  By doing so it is creating a captive delivery market with the handicap of pre-ordering and payment.[3]

Taking online requests for delivery on the next traffic day, then consolidating orders using a bulk delivery model, Yun Ban Bao is lowering the cost of delivery while maintaining control with its own fleet of drivers.  It advertises a data analytics service for smaller restaurants as well as being a revenue growth accelerator for restaurants in suburban locations which otherwise could not find unusual or broader market opportunities.

Using a pre-arranged group delivery network, often outside parks, office towers or apartment buildings, the system mirrors a bus route, not the more traditional taxi route model of one-on-one delivery.  This besides affords the network of restaurants a way to lower operating costs by controlling the production process in advance.

7. The Aggregator ODP – Owned Fleet

Some of the largest ODP players started in the delivery traffic by controlling their own fleets of employee managed delivery drivers.  The global leader, Just Eat,[4] has used this model throughout the UK, Europe and worldwide.  But it besides has worked directly with restaurants who acquire their own in-house deliver fleets to create a broad partnership.  Just devour acts as the online ordering platform, but then allows the local branded company to be the kisser at the door.

The talent to present a standardized customer facing brand identity means that trust may be established with the customer directly.  While this can arrive at the risk of the restaurant losing its direct brand relationship, what Just devour has been able to master is the collection of a vast customer database of its users.  It has created a relationship with many of its restaurant partners to assist them in finding exemplar store locations, menu detail design and creative targeted pricing and promotions programs which would not otherwise be affordable or even available to smaller companies.

For these ODP companies, the costs for maintaining their own fleets or working as a hybrid with a local restaurant creates a higher operating expense, but these are often offset with a higher fee share from both the restaurant and the consumer.  It besides creates a competitive handicap by structure a broader network of restaurants to choose from for the customer, which builds long term loyalty and habitual purchase behaviors.

8. The ODP Aggregator – sunless Kitchens

One of the greatest threats to the bricks and mortar restaurant delivery partners is the emerging concept of a sunless Kitchen.  This is a space created by an OPD to facilitate the lowest cost per delivery mile from restaurant kitchen to the highest density of users.  While this is similar to the Cloud Kitchen model, in this case the OPD establishes a cluster of small dedicated but competitive restaurant kitchens in a single site.  A sunless Kitchen is besides similar to the trending food hall concept, but comes with no direct customer interaction—no walk-in guest visits these production facilities.  In the UK this was pioneered by Deliveroo with its urban RooBox or Editions concepts.[5] partner restaurants rent portable kitchen space from the delivery service and pay a larger percentage fee to cover the build-out costs for their space.  Restaurants staff the kitchens at their own expense, as well.

Earlier this year, Grubhub invested $1 million in Green Summit Group (see Ghost Kitchen in share I), a startup with nine virtual restaurants operating from a single kitchen. DoorDash is renting extra space from the Santa Clara Fairgrounds in San Jose, Calif., and making it available to foodservice operators who want to create delivery-only options. In Los Angeles, Postmates leased a commissary kitchen space so its restaurants can attain unusual customers. And UberEATS is exploring the concept with Poke Café in Chicago — a virtual restaurant serving Hawaiian poke bowls.

“We can work with existing restaurant partners to create delivery-only menus. (They would) emerge as entirely unusual restaurants on the UberEats app,” Ambika Krishnamachar, UberEats product manager, said in an article on Mashable.[6]

And again, while on its kisser this appears to be a positive occasion for independent or chain restaurants to lower costs or disaggregate the dine-in from the delivery production process, it is not cost free.  In fact, as a logical progression would suggest, the OPD Deliveroo service has realized that the actual local restaurant in this merge is not a necessity for success.  Instead by using its own “innovation fund” it will to fade directly into the restaurant traffic itself, creating “from scratch” concepts by working with personage chefs and data mining information from its colossal customer data base. [7]

As more of the OPDs view to find profits to pass along to the aggressive investors who acquire funded rapid growth, they will inevitably view to carve out the middleman and provide meals themselves to increase margins. The kitchen that may actually fade “dark” is the local one on the corner down the street in an independent restaurant.

Conclusions

This is undoubtedly both an keen and a challenging time for the restaurant industry and the Online Delivery Providers who are feeding from it.  Neither side seems to acquire figured out how to build the unusual consumer demand for off-site delivery work to their complete advantage.

It is impossible to believe that any restaurant can survive if it gives away up to 30% of its top line revenues when the middling net profit is less than 10%.  No amount of increased volume in sales will build up for that.  As Cameron Keng wrote in his column “Why Uber Eats Will devour You Into Bankruptcy” in March, 2018:

Based on the middling profit margins above, every restaurant that engages Uber Eats will lose money on every order they take. The more orders coming from Uber Eats, the more money a restaurant would lose.[8]

At the selfsame time, while it is hard to win exact information, it appears that almost None of the largest On-Line Delivery Providers, in any of the described segments is actually showing a profit.  Uber Eats is only profitable in 27 of its more than 100 urban markets,[9] and while Deliveroo’s sales rose in 2017 to £277 million ($356 million), the company lost an astounding £185 million ($237 million).[10]  Yet Uber Eats is offering over $2 billion to purchase/merge with Deliveroo.

Finally, as Jonathan Maze wrote in his Bottom Line column in early October the restaurant industry is simply unprepared for what appears to be a tectonic shift in traditional restaurant segments, consumer behavior, labor utilization, real Estate valuation and investor interest.

If delivery is the future of the restaurant business, the restaurant traffic as it is currently constructed is in trouble.

The service is growing rapidly. But it’s increasingly replacing existing restaurant traffic rather than taking traffic away from grocers or other food retailers. [11]

As they illustrious in the beginning, it took the lodging industry almost 20 years to inaugurate to build this benign of tectonic change and it is nowhere near complete.  A few very great hotel companies, through merger and acquisition, acquire consolidated enough power to start the high-tail away from handing over outright of their pricing to the OTA’s.  In economic terms, hotel companies are trying to fade from being price Takers to price Setters.

At this early stage of the restaurant OPD’s domination of the delivery cycle, it is not limpid that any restaurant organization is great enough to crash the fever, especially now that McDonald’s is partnering with Uber Eats.  While it may emerge that the On-line Delivery Provider is a restaurant’s partner, friend or even savior, it is None of those.  In fact, in order to become profitable the OPD is looking to become a direct competitor.

What is unavoidable is that few restaurant companies, and certainly no independent operations, can survive the next two decades letting third parties impose what convenience and price mean.  In fact, this might be a kindly time to win out of the house and fade visit your favorite local restaurant.  Sacrificing some convenience for a powerful undergo is a kindly value and that restaurant may not be around the next time you want to interpret up.

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References [1] observe Bill Aulet, Disciplined Entrepreneurship, [2] The Financial, October 25, 2018,  https://www.finchannel.com/~finchannel/business/76317-amazon-expands-grocery-delivery-and-pickup [3] Menqi Sun, WSJ, September 9, 2018, https://www.wsj.com/articles/how-to-get-food-delivered-from-your-favorite-faraway-restaurant-1536516000 [4] See https://www.just-eat.com/ [5] James Cook, traffic Insider, April 5, 2017, https://www.businessinsider.com/deliveroo-editions-pop-up-restaurants-roobox-2017-4 [6] Tim York, The Packer, March 23, 2018, https://www.thepacker.com/article/rise-virtual-restaurant [7]Sophie Witts, titanic Hospitality, May 21, 2018, https://www.bighospitality.co.uk/Article/2018/05/21/Deliveroo-to-create-own-restaurant-brands-using-5m-fund# [8] Cameron Keng, Forbes, March 26, 2018, https://www.forbes.com/sites/cameronkeng/2018/03/26/why-uber-eats-will-eat-you-into-bankruptcy/#778a3b0621f6 [9] Ibid., DealBook, September 21, 2018 [10] BBC News, October 1, 2018, https://www.bbc.com/news/business-45707700 [11] Jonathan Maze, Restaurant traffic Online, October 17, 2018 https://www.restaurantbusinessonline.com/financing/delivery-could-force-changes-restaurant-business-model Christopher C. Muller is Professor of the exercise of Hospitality Administration and former Dean of the School of Hospitality Administration at Boston University. Each year, he moderates the European Food Service Summit, a major conference for restaurant and supply executives. He holds a bachelor’s degree in political science from Hobart College and two graduate degrees from Cornell University, including a Ph.D. in hospitality administration. Email: cmuller@bu.edu

October 31st, 2018 in traffic Practices, topple 2018, Restaurants, Trends

By Christopher Muller

The entire restaurant industry, from the simplest quick service joint to the most complex fine dining jewel, is caught in a veritable frenzy of delivery.  It may be, unfortunately, a very risky path to travel for the uninitiated restaurant operation, but delivery is driving the investment community to a fever pitch. [1] They acquire entered into the time of the restaurant On-Line Delivery Provider (ODP) which mirrors in many ways the On-Line Travel Agent (OTA) which has so disrupted the lodging industry.

In two complimentary BHR articles here, they present a view at the 8 different models of restaurant delivery and how they are affecting both senior management and customer choices.

A Quick Lesson From Pricing History

For observers of the global Hospitality Industry this should dispatch up warning flags.  In a galaxy far, far away, the Lodging industry managed revenues by using simple seasonal or impute pricing models (On-, Shoulder- and Off-Peak rates, or premiums for “A play With A View”) and sold some limited excess inventory through a network of independent Travel Agents (at an onerous 10% commission!).

Then, as the Internet expanded, and the travel market imploded after the 9-11 tragedy, a unusual and exciting model emerged – the On-Line Travel Agent (OTA) acting as a third party aggregator appeared.  Hotel companies willingly gave open access to outright of their unsold play inventory to the OTAs (Expedia, Travelocity, Priceline, Booking.com, Kayak, Trivago, etc.) to sell directly at abysmal discounts, often between 25 and 30% off posted Rack Rates.  Occupancies rose, but middling Daily Rates plummeted, and profits quickly diminished.  Hotels, relying on the ancient pricing models were caught competing “with themselves” and watched as formerly loyal customers switched their buying habits and loyalties to the OTA that gave them the best rate.  Customers could scroll through pages of prices, often for the exact selfsame play in the selfsame hotel, searching for the cheapest rate.  Hotel rooms, instead of being unique destinations became interchangeable commodities.

It has taken almost twenty years, but through brand consolidation and a total system-wide transformation into a Revenue Management based pricing model, the hotel traffic has been transformed and the OTAs are being aggressively challenged for dominance. This should be a lesson for the restaurant owner/operator, the OTAs drove nothing but price as a conclusion attribute, the ODPs are poised to attain the selfsame thing with both price and convenience, unfortunately restaurants probably won’t acquire decades to recover.

Today’s Restaurant Delivery Frenzy –The rise of the ODP

Whether it’s the savvy but shape-shifting Millennial, the rapidly aging Baby Boomer, or the rising young digital native from the i-Generation, it seems that customers in outright shapes and sizes just want to acquire their meals brought to them at home, the office, or somewhere in between.  Breaking the code of the delivery model—becoming the customer’s election of who serves up breakfast, lunch or dinner at home, work or play—has emerged as the Holy Grail of the foodservice business. But it may be more fancy the other mythic sunless Ages metaphor, the Plague, potentially killing upwards of 30% of existing restaurant units.

So, what exactly is “delivery” today, how did it evolve into such a big, expanding component of the restaurant offering and what are the implications going forward for the industry?  Just how attain the On-Line Delivery Providers, the ODP, dominate the market?

We can inaugurate by agreeing that delivery is a distinct and rapidly growing distribution channel, although it has been around in one figure or another for a very long time.  And while not exactly a unusual technology, nor necessarily a profitable one, the exploding market for the delivery of food is poised for an inevitable shake out as it quickly approaches a ripen aspect consolidation.[2]

In late 2018 delivery is outright about instant gratification, not just for the diner but some would suggest for the restaurant as well. At first glance, it outright feels so simple and easy. But fancy so much in restaurant management, there is more than one way to win something done, even the simplest of things.

Emerging Key Success Factors

Like so many emerging traffic models in the on-line digital age, food delivery is developing its own metrics and factors to be considered and mastered. While still evolving, among these now are:

  • Addressing the profit challenges of “The final Mile” in the delivery chain
  • Minimizing the lofty cost of Customer Acquisition
  • Developing an integrated APP, website, tablet and smartphone ordering platform
  • Designing the most efficacious delivery driver fleet system
  • Establishing an attractive and competitive user fee basis
  • Creating positive and immediate Brand recognition
  • Building a proprietary erudition base of data storage, analytics and access
  • Delivery of food, especially from a restaurant to a consumer, has become a multi-billion dollar segment of the industry.  Some are predicting that it will overtake the traditional dine-in segment completely within a decade, although the complexity of getting it birthright and turning a profit while doing so, can still be elusive even for the largest players.  And of course, no one should forget that Amazon is over in the corner waiting to observe how things evolve in an online delivery world they basically invented.

    Traditional and Controlled

    As noted, the delivery of food from a restaurant directly to a local customer is not a unusual thought although traditionally the customer came to the restaurant and picked up or carried out their food order.  Both delivery and carry-out were best suited to a restaurant with a simple, easily transported menu.  Where a significant amount of the value of the meal was the dining undergo and table service, meals to fade were often comprised of a package of leftovers or the long gone term “doggie bags.”

    Here is a view at four models with some measure of control for restaurant owners and operators over the attribute and profitability of their offerings.

    1. The Independent – One Shot

    As a service provider a restaurant may resolve that in order to meet the needs of its local customer base it should provide a delivery option.  At one time, only a few restaurants in an urban core would acquire delivery offers and these might typically be delicatessens or Chinese restaurants with few seats and a very strong focus on offering takeout options. The food can be cooked, boxed, wrapped and brought quickly to an office or apartment within a few blocks on foot or by bicycle.

    This model is the most basic – a caller, the kitchen, and an employee bringing burning food directly to the customer.  The restaurant controls the quality, manages the relationship with the diner and absorbs the replete cost and outright the revenues.  It typically comes with higher operating costs for labor (primarily from an in-house paid delivery driver fleet) and with premium rent from the need for an attractive customer-facing retail space.  On the plus side, outright local customer information may be controlled by the restaurant and there are no fees to share with an outside third-party service.

    But as the independent operator reaches for the brass ring on the delivery merry-go-round, they besides need to be careful not to lose their grip on their existing ride.  A unusual distribution channel can be much more challenging that just taking a customer order.  As illustrious by Jennifer Marston:

    …restaurants are under pressure to adapt…More and more, that means altering the physical restaurant space so it can better accommodate this influx of unusual orders. Extra meals require extra bodies to cook and package the food, after all, not to mention extra space for third-party devices, and somewhere to assign completed orders waiting to be picked up by a delivery driver.[3]

    An keen twist on this single restaurant model of trying to find a way to both control and expand the delivery system while maintaining some measure of profitability is one recently proposed in the restaurant trade magazine Restaurant traffic Online:

    He (CMO Nabeel Alamgir) explained that Bareburger is already striving to transmute customers ordering through third parties’ apps into users of the chain’s own channels. Patrons of an Uber Eats or Postmates might be offered a 10% discount on their next order if it’s placed through Bareburger’s website. The chain can afford a discount that abysmal because the financial impact is still less than the 20% or 30% discount an outside service typically charges.

    Alamgir illustrious at the start of the panel’s presentation that a service started by restaurants for restaurants would acquire been an attractive alternative to some of the third-party giants. “Let’s build their own platform. Let’s build their own Grubhub,” he said.[4]

    2. The Cloud Kitchen – A Hub & Spoke System

    It can be argued that today’s focused delivery channel began in earnest when Domino’s offered up a “30 Minute or Free” guarantee in 1973.  In order to build this guarantee effective, the company created a hub and spoke system, in effect structure a series of franchised units in low cost locations. They were characterized by being geographically market-centered but with no need for a “High Street” customer facing address.  This was directly in contrast to the overwhelming market handicap owned by Pizza Hut and its network of “Red Roof” replete service pizzerias with their focus on dine-in and takeout service.  But the competitive handicap that came from having units with no dine-in, limited customer carry-out, and which were serviced by a central commissary set in motion the shift away from the traditional eat-in model.

    “The reality is, when the red roof restaurant was created, the thought of delivery wasn’t share of the concept,” said Pizza Hut chief executive David Gibbs, a 26-year veteran at parent company Yum Brands…”so in many cases, their traffic has outgrown the capabilities of those restaurants…”[5]

    Now, four decades later Domino’s is the world leader in delivery, pizza or otherwise.  It has done this by controlling the entire process or what is called the “full stack” in the delivery cycle.  Now describing itself as an IT and logistics company that sells pizza, the backbone of the system is that they control the customer ordering process, the production attribute process, and through a vast franchise network the delivery process.

    Next to come, using unusual GPS and AI technologies, Domino’s predicts that it will be able to build deliveries not just to a formal structure address, but to anywhere a customer can be located by tracking their cellphone, even if that is a park bench or a blanket on the beach.

    But Domino’s is not the only leader to be expanding its Cloud Kitchen delivery system. Already designed on a commissary production system model, giant expeditious casual leader, Panera Bread, tested delivery in Boston and then announced an expansion across the United States in early May, 2018 with a system based upon using its own delivery drivers. [6]  Following the trend in October the largest chicken sandwich chain, Chick-fil-A, announced it was dawn to test the hub and spoke model of delivery in Nashville, TN and Louisville, KY.

    Chick-fil-A is opening two unusual restaurants that don’t acquire something you commonly associate with the chain: seats. 

    Chick-fil-A, the Atlanta-based chicken sandwich chain, is testing catering and delivery locations in Nashville and Louisville, Ky., that will open this month.

    The locations, according to an announcement on the chain’s website, acquire no dining rooms or drive thru’s and are designed to be hubs for catering and delivery orders. The restaurants will not accept cash, either.[7]

    The Cloud Kitchen model can be very efficacious for restaurant companies with great enough scale, whether in a single city or across a region, to buy handicap of a single production kitchen site with remote staging kitchens.  Ultimately the “full stack” control from order to front door can arrive from as few as three restaurants or as many as 3000. This besides means that the foundation is laid for vast proprietary customer data collection and eventually data mining by the most forward-looking operators.

    It can be argued that the Food Truck movement of the past decade is a subset of the Cloud Kitchen model.  By most local health code laws, food trucks must acquire a “home kitchen” or commissary for their bulk production that meets outright health and sanitation code requirements.  In many urban centers, to be successful a food truck company needs to acquire multiple trucks on the road acting as a distribution network.  While this is besides a classic Hub & Spoke model, it comes with similarities to a model in the next article, #6 The Consolidator, with distribution on a bus stop route and not a one-to-one final mile taxi route.

    3. The Ghost Kitchen

    One further refinement of the Cloud Kitchen is the Ghost Kitchen.  As delivery becomes more of a threat to the traditional dine-in restaurant option, some suggest that this model, in fact, is the future of restaurants—basically a highly efficient hybrid of menu concepts, specialized production and logistics, and low labor cost with no eat-in customers.

    In that way, this model is identified by three key components.

    First, it removes the dining play or takeout from the restaurant completely, working out of a kitchen whose location is based on nearness to its core customer market yet in a typically low rent out-of-the-way space.

    Second, it does not hire any paid employees to deliver, instead making exhaust (through partnership or agreement) of the many third-party delivery companies fancy GrubHub, Postmates or Doordash.

    Third, and possibly the most important, because of the flexibility of only needing an APP, website or traditional telephone ordering system, more than one cuisine can be produced in the selfsame kitchen space.  easy to prepare, cook and deliver foods such as salads, sandwiches, Asian and other ethnic dishes, or gourmet pizza can outright be offered while cross-utilizing similar ingredients in creative menu offerings.[8]

    This can best be described as an “order only” restaurant.  The most prominent or well-known of these Ghost Kitchens would be Green Summit (see transition to #8 sunless Kitchen in share 2).  While garnering a kindly amount of press, the personage chef David Chang’s Maple, closed its operation in 2017 with some assets touching to London and the delivery company Deliveroo.[9] Chef Chang sold the physical kitchen space, Ando, to Uber Eats after ceasing operations in January, 2018. [10]

    Because no customer ever sets foot through the front door the owners can assign outright of their investment in kitchen paraphernalia and the technology of ordering.  A Ghost Kitchen offers customers great menu choices, and just as its cousin the Cloud Kitchen, has the option to preserve track of its own proprietary customer data set through the direct ordering process.  The tradeoff is that ownership sacrifices the customer interface at delivery of the Cloud Kitchen model.  Operating and start-up costs are low and efficiency can be very high.  The risk is that a great portion of the margin (sometimes up to 30%) from market-driven menu prices is taken by the delivery partnership, who besides control the brand image when customers receive their orders off-site.[11]

    4. Virtual Restaurants

    Along with disrupting the taxi business, Uber Eats is about to globally disrupt the restaurant delivery business.  As of October, 2018, Uber Eats had over 1600 “virtual restaurants” around the globe, with almost 1000 in its US partnership portfolio.  The majority of these are not the Cloud or sunless Kitchen models mentioned above, but are existing restaurants with unusual brands that only exist through Uber Eats. This model, while charging very lofty fees to the restaurant, allows them to technically not compete with themselves in the home delivery marketplace.  Uber Eats gains more menus to offer, and limits any need for an investment in a commissary space.

    For SushiYaa, Kim says the virtual restaurant concept has been transformative. “Because this concept worked so well for us, they actually changed one of their restaurants from a sushi buffet concept to a regular restaurant with 8 different virtual restaurant brands inside it. The buffet sales weren’t doing so well and the delivery side was doing better, so they thought — let’s change it completely so we’re focused more on delivery.” From a sales standpoint, he says it’s “almost as if they acquire another restaurant without paying additional rent and labor, even though [Uber Eats] takes about 30 percent.”[12]

    One other type of Virtual Kitchen involves the licensing of existing restaurant recipes and menu items in a curated virtual model.  The start-up concept kindly Uncle is using this to compete in the university meal blueprint segment, offering a compass of pricing options for higher attribute prepared meals, delivered by their own delivery fleet using the bus stop common drop off method.  This is a limited menu, limited target market, which benefits from a direct marketing approach, lower operating costs, and uses both a subscription and premium fee based pricing system.[13] It is a Virtual Kitchen because there is no restaurant or other customer facing facility, it exists only online.

    Part One – Conclusions

    Delivery models, some traditional, some evolving, offer many opportunities for restaurant operators, especially those in the QSR and expeditious Casual segments, where speed and price and convenience are the drivers of consumer choice.

    The challenge in today’s delivery market is how owners and operators can maintain both lofty attribute and long-term profitability in the products/services they offer.  For many meals, the time and distance from kitchen to table can be more than 30 minutes or multiple miles. attribute of presentation and flavor may quickly diminish.  More importantly, where the medium annual profitability for restaurants across outright segments in the USA is considerably less than 10%, losing up to 30% of top line revenues is not a path to a successful future, (even if total sales increase by 20%).

    PDF Version Available Here

    References [1] Heather Haddon and Julie Jargon, The Wall Street Journal online, October 24, 2018, https://www.wsj.com/articles/investors-are-craving-food-delivery-companies-1540375578?mod=cx_picks&cx_navSource=cx_picks&cx_tag=contextual&cx_artPos=4#cxrecs_s [2] Liam Proud, DealBook, NYTimes, September 21, 2018, https://www.nytimes.com/2018/09/21/business/dealbook/uber-eats-deliveroo.html [3] Jennifer Marston, The Spoon, July 31, 2018, https://thespoon.tech/delivery-is-making-these-restaurants-literally-redesign-the-way-they-do-business/ [4] Peter Romeo, Restaurant traffic Online,  Oct. 19, 2018 https://www.restaurantbusinessonline.com/operations/3-big-changes-looming-restaurants [5] Karen Robinson-Jabos, Dallas News, Jan 6, 2016. https://www.dallasnews.com/business/business/2016/01/06/pizza-hut-is-ditching-the-iconic-red-roof-for-a-more-modern-look [6] Janelle Nanos, Boston Globe, May 7, 2018, https://www.bostonglobe.com/business/2018/05/07/panera-expanding-its-delivery-service-cities/sZg4pO0yTw9cEdYpv514tL/story.html?event=event12 [7] Jonathan Maze, Restaurant traffic Online, Oct. 09, 2018 https://www.restaurantbusinessonline.com/financing/chick-fil-opening-new-delivery-focused-prototype [8] Neal Ungerleider, 01.20.17 expeditious Company  https://www.fastcompany.com/3064075/hold-the-storefront-how-delivery-only-ghost-restaurants-are-changing-take-out [9] Closing announcement from Maple, May 8, 2017 https://maple.com/letter/ [10] Whitney Filloon, Eater, October 24, 2018, www.eater.com/2018/10/24/18018334/uber-eats-virtual-restaurants [11] observe the online Audiopedia site https://www.youtube.com/watch?v=BKO5JFbqKTA [12] Ibid, Eater, October 24, 2018 [13] observe https://www.gooduncle.com/  Christopher C. Muller is Professor of the exercise of Hospitality Administration and former Dean of the School of Hospitality Administration at Boston University. Each year, he moderates the European Food Service Summit, a major conference for restaurant and supply executives. He holds a bachelor’s degree in political science from Hobart College and two graduate degrees from Cornell University, including a Ph.D. in hospitality administration. Email: cmuller@bu.edu

    October 31st, 2018 in traffic Practices, topple 2018, Hotels, Marketing, Sharing Economy, Technology, Trends

    By Makarand Mody and Monica Gomez

    For a long time, the hotel industry did not esteem Airbnb a threat. Both the industry and Airbnb claimed they were serving different markets and had different underlying traffic models. Over the years, as Airbnb become more successful and grown to being larger than the companies in the hotel industry, the rhetoric has changed. The hotel industry began to realize they had something to worry about.

    A stage of denial was followed by the American Hotel & Lodging Association (AH&LA) attacking Airbnb by sponsoring research to demonstrate its negative impacts on the economy and lobbying governments to impose taxes and regulations on homesharing. The association is arguing for a flush playing province between homesharing and hotels (and rightly so). The next stage of this battle involves competition and integration. Not only are hotels looking to add homesharing-like attributes and experiences to their properties, to more effectively compete with Airbnb, but are besides looking to tap into the platform-based traffic model that underlies Airbnb’s success.

    The Past: How does Airbnb impact the hotel industry?

    Airbnb’s disruption of the hotel industry is significant, both existentially and economically. A recent study by Dogru, Mody, and Suess (2018) institute that a 1% growth in Airbnb supply across 10 key hotel markets in the U.S. between 2008 and 2017 caused hotel RevPAR to decease 0.02% across outright segments. While these numbers may not emerge substantial at first, given that Airbnb supply grew by over 100% year-on-year over this ten year term means that the “real” reduce in RevPAR was 2%, across hotel segments. Surprisingly, it was not just the economy but besides the extravagance hotel segment that was hard hit by Airbnb supply increases, experiencing a 4% real decline in RevPAR. The impact of Airbnb on ADR and occupancy was less severe. In Boston, RevPAR has decreased 2.5%, on average, over the final ten years due to Airbnb supply increases. In 2016 alone, this 2.5% reduce in RevPAR amounted to $5.8 million in revenue lost by hotels to Airbnb. Brands that felt the impact the most were those in the midscale and extravagance segments, with a reduce in RevPAR of 4.3% and 2.3% respectively. These supply increases are besides fueling Airbnb taking an increasing share of the accommodation market pie. For example, in unusual York City, Airbnb comprised 9.7% of accommodation demand, equaling approximately 8,000 rooms per night in Q1 2016 (Lane & Woodworth, 2016). As a whole, Airbnb’s accommodated demand made up nearly 3% of outright traditional hotel demand in Q12016.

    Buoyed by a growth rate of over 100% year on year, Airbnb now has over 4 million listings, with the U.S. being its largest market. The company besides has significant play to grow in other countries, particularly emerging markets in Africa and India. The company has race into some competition in China, with local rivals Tujia and Xiaozhu. Also, within the U.S., the kindly tidings is that Airbnb will not grow at 100% indefinitely and will eventually plateau as it reaches a saturation point (Ting, 2017a). In view of this, the company has turned to alternative strategies to continue to increase supply. It is now targeting property developers to turn entire buildings into potential Airbnb units, through its newest hotel-like brand, Niido. Currently, there are two Airbnb branded Niido buildings in Nashville, TN and Orlando, FL with over 300 units each and Airbnb plans to acquire as many as 14 home-sharing properties by 2020 (Zaleski, 2018). Niido works by encouraging tenants to list their units on Airbnb, with Airbnb and Niido taking 25% of the revenue generated.  Airbnb has besides clearly evolved from its original premise of “targeting a different market” to attracting segments traditionally targeted by hotels, such as the leisure family market, traffic travelers, and the upscale traveler, as evidenced through its latest offering, Airbnb Plus. These homes acquire been verified for quality, comfort, design, maintenance, and the amenities they offer. They besides acquire easy check in, premium internet access, and fully equipped kitchens. Their hosts are typically rated 4.8+, and fade above and beyond for their guests. Through Airbnb Experiences, travelers can partake in everything from the powerful outdoors—hiking and surfing—to “hidden” concerts and food and wine tours.  In addition to these products, Airbnb has besides “created” its own segments of travelers: novelty and undergo seekers who are looking for unique and unconventional accommodation fancy yurts, treehouses, and boats, outright things that a traditional hotel company cannot provide.

    The Present: Understanding what consumers want lies at the heart of the battle between hotels and Airbnb

    There are larger societal trends that are impacting what consumers search travel, and they believe this has implications for the Airbnb and hotel dynamic. These trends include:

  • A shift to a “new luxury”—seeking out unique, bona fide experiences that serve as a launchpad for self-actualization—fueled by an increased wealth gap in the United States.
  • An increased mobility, particularly among previously under-represented groups in the United States (the black travel movement, for example) and the global traveler (more Indian and Chinese international travelers than ever before).
  • The changing nature of brand loyalty: from long-term relationships to consumers’ needs for instant gratification and personalization.
  • Changing nature of “ownership”: In a post-consumerist society, the emphasis on “access-based consumption” has assign a spotlight on wellness and well-being, beyond materialism.
  • A co-everything world where work, play, and life blend into one seamless mosaic: Technology has changed the way they live their lives, and how they are connected to work, to each other and to the things that drive us. An upcoming 5G world and the IOT is only likely to accelerate the pace of change. buy LiveZoku (https://livezoku.com/), for example: is it a residence? A hotel? A WeWork? A space for the local community? A thriving food and beverage destination? It’s outright of these things.
  • What attain these trends mean? They require marketers and undergo designers to re-think what the travel undergo means to the customer. The notion of the undergo economy was created by Pine and Gilmore in 1998, and included four dimensions: escapism, education, entertainment, and esthetic. Leveraging one, or ideally, more of these dimensions creates memorable experiences for customers, which in turn results in brand loyalty. This dynamic has been fairly well-established in the academic literature. However, Airbnb has changed the game for the undergo economy by emphasizing the sharing lifestyle and a sense of community, cleverly incorporating the above highlighted trends into its communications with customers. Because of Airbnb popularity and success, six unusual dimensions acquire been incorporated into the undergo economy, in the context of the travel experience: personalization, communitas, localness, hospitableness, serendipity, and ethical consumerism, as was presented by Mody in 2016.

    Interestingly, in a recent study by Mody and colleagues (Mody, Suess, & Lehto, 2017), the researchers institute that Airbnb outperformed hotels on outright the dimensions of this new, expanded, accommodation experiencescape. Airbnb outperforms hotels in the personalization dimension because of its wide array of homes and locations, enabling genuine micro-segmentation and the “perfect match” between guest and host (Dolnicar, 2018). Moreover, no one home is similar to another, giving customers a unique undergo every time, enhancing the serendipity associated with an Airbnb stay. Airbnb elevates the sense of community that consumers seek, particularly when sharing space with other travelers and/or with the host, and allows consumers unparalleled access to “the local”—that café or cute cramped store that only locals know about. However, there are areas where hotels hold their own. For example, the pathways between these dimensions and memorability were just as strong for hotels as for Airbnb, emphasizing the need for hotels to engage customers by leveraging the “right” dimensions for the brand—dimensions that align with the brand’s mission, story, and personality.

    One such dimension where hotels discharge just as well as Airbnb is hospitableness, as confirmed in a study by Mody, Suess, and Lehto (2018). More “investor units” on the Airbnb platform means that the host is often not present when guests arrive to the home; moreover, outright communication is done electronically and with someone who “manages” the Airbnb unit and doesn’t necessarily own or live in it. In turn, hotels that leverage the human factor—the welcome of a friendly check-in agent, the helpfulness of the concierge,  the warm greeting and genuine interaction between guest and food and beverage staff—create more positive emotions, which subsequently lead to higher brand loyalty. It is imperative that hotel brands really believe about the high-tech, lofty touch undergo they are looking to provide, particularly in the golden age of brand proliferation that they live in.

    From a non-experience standpoint, regulation is another bone of contention that merits nigh inspection. After years of denying that Airbnb was a competitor, in 2016, the American Hotel & Lodging Association first began an extensive lobbying pains for the imposition of taxes and regulations on Airbnb that flush the playing field. Over the final yoke of years, the voices of the hotel lobby and other community groups acquire translated into governments taking some action, in the U.S. and abroad. However, in a study of regulation across 12 European and American cities, Nieuwland and van Melik (2018) institute that governments acquire been fairly lenient towards short-term rentals with cramped to no (meaningful) regulations thus far. Moreover, regulations acquire been designed to alleviate the negative externalities of Airbnb on neighborhoods and communities rather than to flush the playing province between Airbnb and hotels. Another challenge with regulating the peer to peer economy has been enforcement. In unusual York City, under the Multiple Dwelling law, it is illegal for a unit to be rented out for less than 30 days unless the owner is present in the unit at the time the guest is renting. However, it is still feasible to find “entire homes” on Airbnb in unusual York City, even though, in principle, these typically include homes where the host is not present during the guest’s stay. Moreover, Nieuwland and van Melik (2018) and Hajibaba and Dolnicar (2017) acquire institute that regulations tend to be very similar across cities, without accounting for the specificities of a particular location, which makes the process perfunctory and superficial. There besides remains the danger of over-regulating Airbnb, given that there is still very cramped erudition about efficacious ways of regulating these innovations in the sharing economy, thus stifling their potential. Avoid over-regulation is critical, since Airbnb has significant welfare effects in the economy. In addition to stimulating travel to previously inaccessible markets, Airbnb besides creates customer surplus (Farronato & Fradkin, 2018), an distinguished economic value measure. Moreover, other research has suggested that the middling resident is not as negative towards the Airbnb as media rhetoric might suggest (Mody, Suess, & Dogru, 2018). The need for a data-driven approach to Airbnb regulation remains paramount.

    The Future: Competing with the sharing economy requires re-thinking the brand and the experience

    While regulation is outside the control of the hotel industry, the brand and the customer undergo are not. They contend that these are the areas where hotel companies’ efforts need to be focused. Hotels need to re-think the brand promise, both for the parent brand as well as individual brands in the portfolio, and how it defines and shapes the guest experience. Recent research by Mody and Hanks (2018) indicates that while Airbnb leverages the authenticity of the travel experience—by enabling local experiences that provide a sense of self and sense of place, hotel brands that are perceived as being authentic—original, genuine, and sincere—can generate higher brand loyalty. Thus, while it’s hard to compete with homesharing in terms of experiential authenticity, brand authenticity is a pillar on which hotels can build a strong foundation for loyal brand relationships. This is particularly distinguished because while Airbnb promotes experiential authenticity as a key judgement to exhaust the brand, most travelers tend to stay with the brand for much more functional requirements, such as space and price (Chen & Xie, 2017; Dogru & Pekin, 2017)

    There is no one definition for or manifestation of an “authentic” brand. It’s a perception, a sentiment that consumers acquire about what you stand for. An bona fide brand has at its core the brand promise, an bona fide value proposition that gives consumers a raison d’etre for associating with the brand. However, what an bona fide brand does require is efficacious storytelling. A brand is perceived to be authentic, if it has an bona fide narrative that feeds it. Brand stories can arrive from many sources: a brand’s values, personality, heritage, uniqueness, or its quest and purpose. What is distinguished is telling compelling and coherent stories across the brand’s various touchpoints to engage consumers at a visceral, emotional level. Taking off industry blinders, and looking for inspiration outside the hotel industry, is critical. Tom’s Shoes is an excellent case of leveraging its quest—One for One—in creating a compelling brand story. As another example, in an industry typically focused on the in-store, “physical” experience, Burberry has set the gold standard for authentic, digitally-led and emotive storytelling, by looking within and leveraging over 150 years of history (Watch the YouTube Video here). In this vein, they believe that Fairfield Inn and Suites’ revert to “where it outright began”—the Marriott family’s Fairfield Farm in the Blue Ridge Mountains of Virginia— to craft the brand undergo of the future, from a design and communications standpoint, is an excellent case of leveraging authenticity and crafting a compelling brand swear (Ting, 2017b).

    Another thought that lies at the heat of the brand swear is what they convene the experiential value proposition, or EVP. For the longest time, hotel marketers acquire relied on the guest play as the primary source of value for the guest. But believe about the final time you traveled. Was it the prospect of the hotel play that got you excited about your trip? Or was it everything that the hotel enables you to attain – the undergo outside the guestroom? From experiencing know-how and music in the lobby to its proximity to the must-do craft beer garden, hotel marketers must realize that it’s the complete package—what’s inside and outside the room—that customers exhaust as cues for making  their conclusion to choose an accommodation. They convene this proposition offered by the hotel—what’s inside and outside the guest room, enclosed within an undergo of hospitableness and a connection to humanity—its EVP. They present the EVP in figure 1.  The EVP mirrors the value paradigm of the modern traveler, something that must be reflected in the hotel brand’s sales, marketing and pricing and revenue management efforts. Thinking about a brand through the lens of the EVP paradigm has the power to re-orient the customer’s mindset from one of price-shopping to experience-shopping.

     Figure 1. The Experiential Value Proposition Framework

    How does a hotel marketer apply the EVP paradigm? Its application can open up many avenues. Hotels can start by rethinking the design of their primary digital channels, led by the website by adding more rich, vivid content that goes beyond the guestroom, in order to better integrate aspects of the wider hotel and local experience. The Standard Hotels serves as an excellent case (http://www.standardhotels.com/) Its website feels more fancy a local lifestyle and culture magazine than a digital media property “selling” a hotel room. The website’s moneyed images and stories draw the visitor into wanting to learn more about what the brand has to offer. While not every hotel can or would want to fade the Standard way, since the brand has its own distinct voice and personality, there is a case to be made for going beyond static images of beds in guestrooms, which tend to blend into one indistinguishable whole after a point, particularly on OTA websites. When was the final time the image of a hotel bed excited you to want to stay there? Yet, when you view at the imagery assign out by most hotels, this is what marketers still focus on.

    Placing an emphasis on humanity and providing a sense of hospitableness can besides enhance a brand’s EVP. Instead of technology replacing the human connection, the industry needs to view for ways in which technology can actually free up employees so that they can spend their time crafting more personal and unique experiences, delighting guests instead of performing routine transactions. Moreover, if the human connection is what people search out when traveling with Airbnb, why is it that hotel confirmation emails still win sent out by automated systems that highlight the “facelessness” of the hotel entity. Why not exhaust that as an occasion to truly welcome the guest; a simple touch such as a welcome letter from the GM with his/her photo, or that of an employee who is “assigned” as “your personal host” during your stay can fade a long way in emulating the human connection that the sharing economy enables.

    The design of the hotel’s public spaces can be used to enhance the guest’s undergo of “communitas”. Ian Schrager would conform (Schaal, 2017). After all, with much of Airbnb’s supply being dominated by investor units that provide cramped or no host contact, what better an occasion for hotel brands to interpret that they are the original connectors of human beings? Sheraton has been wise in incorporating some of these communal elements into its brand makeover by introducing productivity tables and studio spaces and a day-time coffee bar that transforms into a bar at night. In terms of another design element, Airbnb’s attractiveness to family and group travelers can be offset by offering connecting and/or multiple rooms for one price, with other undergo value-adds thrown in (as with the Marriott family play connecting rooms package.

    Finally, the role of the loyalty program cannot be emphasized enough. Loyalty programs must high-tail beyond programmatic levels to being able to leverage data from guest history, social media, and other marketing data sources, powered by predictive analytics, to personalize and individualize the guest undergo of the brand. In an age of instant gratification, the loyalty program has to be gamified to unlock value-adds and offer creative bundling.

    At the flush of the hotel company, beyond the individual brand, the hotel industry has started participating in the home sharing traffic and is increasingly looking to integrate these platform traffic models. For example, while Accor purchased Onefinestay, Marriott has teamed up with Hostmaker to create Tribute Portfolio Homes, a partnership that was recently expanded to four European cities (Fox, 2018). From an organic brand evolution standpoint, Accor’s newest Jo & Joe brand mimics the sharing economy within the confines of a traditional hotel space. Other, more innovative and bold ways of integrating the sharing economy ethos into a hotel could include offering an “Airbnb floor”, an antithesis to the club floor, one that would not offer housekeeping and other hotel services and thus be offered at a lower price. With hotel brands becoming “branded marketplaces” for accommodation and not just hotel rooms, perhaps there is merit in listing hotel rooms on alternative accommodation platforms. HomeAway is already adding hotels to its platform through the Expedia Affiliate Network, while Airbnb is making a propel for bed-and-breakfasts and boutique hotels. Homesharing providers hope that by adding these options to their listings, they will fulfill their goal of being “for everyone”, while allowing independent and boutique hotels to gleam the benefits of branded distribution at a lower cost than traditional OTA brands.

    In sum, hotels must adopt a sales, marketing, and revenue management approach that is both strategic and tactical.

    At a strategic level, hotel brands need to re-think their story, and how they portray and fulfill their authenticity and brand promises. At a tactical level, it’s the undergo and value beyond the guestroom that must be factored into what is presented to current and potential guests, what they are charged for it, and how it is leverage to create “memorable memories” that lead to higher net promotor scores and brand loyalty. They present a graphical summary of the past, present, and future of Airbnb vs. hotels in figure 2.

    Figure 2. Summarizing the past, present and future of Airbnb vs. hotels

    PDF Version Available Here

    References Chen, Y., & Xie, K. (2017). Consumer valuation of Airbnb listings: a hedonic pricing approach. International Journal of coincident Hospitality Management, 29(9), 2405–2424. http://doi.org/10.1108/IJCHM-10-2016-0606 Dogru, T., Mody, M., & Suess, C. (2018). Adding evidence to the debate: Quantifying Airbnb’s disruptive impact on ten key hotel markets. Dogru, T., & Pekin, O. (2017). What attain guests value most in Airbnb accommodations? An application of the hedonic pricing approach. Boston Hospitality Review. Dolnicar, S. (2018). Unique Features of Peer-to-Peer Accommodation Networks. In S. Dolnicar (Ed.), Peer-to-Peer Accommodation Networks: Pushing the boundaries (pp. 1–14). Oxford: Goodfellow Publishers Ltd. Farronato, C., & Fradkin, A. (2018). The Welfare Effects of Peer Entry in the Accommodation Market: The Case of Airbnb. Fox, J. (2018). Marriott expands homesharing program in Europe. Hotel Management. Retrieved from https://www.hotelmanagement.net/own/marriott-expands-homesharing-program-to-3-european-cities Hajibaba, H., & Dolnicar, S. (2017). Regulatory Reactions Around the World. In S. Dolnicar (Ed.), Peer-to-Peer Accommodation Networks: Pushing the boundaries (pp. 120–136). Oxford: Goodfellow Publishers Ltd. Lane, J., & Woodworth, M. (2016). The Sharing Economy Checks In: An Analysis of Airbnb in the United States. Retrieved from http://www.cbrehotels.com/EN/Research/Pages/An-Analysis-of-Airbnb-in-the-United-States.aspx Mody, M. A., Suess, C., & Lehto, X. (2017). The accommodation experiencescape: a comparative assessment of hotels and Airbnb. International Journal of coincident Hospitality Management, 29(9), 2377–2404. http://doi.org/10.1108/IJCHM-09-2016-0501 Mody, M., & Hanks, L. (2018). Parallel pathways to brand loyalty: Mapping the consequences of bona fide consumption experiences for hotels and Airbnb. Mody, M., Suess, C., & Dogru, T. (2018). Not in my backyard? Is the anti-Airbnb discourse truly warranted? Annals of Tourism Research. http://doi.org/10.1016/j.annals.2018.05.004 Mody, M., Suess, C., & Lehto, X. (2018). Going back to its roots : Can hospitableness provide hotels competitive handicap over the sharing economy ? International Journal of Hospitality Management. http://doi.org/10.1016/j.ijhm.2018.05.017 Nieuwland, S., & van Melik, R. (2018). Regulating Airbnb: how cities deal with perceived negative externalities of short-term rentals. Current Issues in Tourism, 0(0), 1–15. http://doi.org/10.1080/13683500.2018.1504899 Schaal, D. (2017). Ian Schrager Calls Out Hotel Industry’s Airbnb Strategy as Misguided. Skift. Retrieved from https://skift.com/2017/12/08/ian-schrager-calls-out-hotel-industrys-airbnb-strategy-as-misguided/ Ting, D. (2017a). Airbnb Growth narrative Has a Plot Twist — A Saturation Point. Skift. Retrieved from https://skift.com/2017/11/15/airbnb-growth-story-has-a-plot-twist-a-saturation-point/ Ting, D. (2017b). Marriott and election buy Varied Approaches to Reviving Classic Midscale Brands. Skift. Zaleski, O. (2018). Airbnb and Niido to Open as Many as 14 Home-Sharing Apartment Complexes by 2020. Retrieved from https://www.bloomberg.com/news/articles/2018-08-14/airbnb-and-niido-to-open-as-many-as-14-home-sharing-apartment-complexes-by-2020 Makarand Mody, Ph.D. has a varied industry background. He has worked with Hyatt Hotels Corporation in Mumbai as a Trainer and as a attribute Analyst with India’s erstwhile premier airline, Kingfisher Airlines. His most recent experience has been in the market research industry, where he worked as a qualitative research specialist with India’s leading provider of market research and insights, IMRB International. Makarand’s research is based on different aspects of marketing and consumer conduct within the hospitality and tourism industries. He is published in leading journals in the field, including the International Journal of coincident Hospitality Management, Tourism Management Perspectives, Tourism Analysis and the International Journal of Tourism Anthropology. His work involves the extensive exhaust of inter and cross-disciplinary perspectives to understand hospitality and tourism phenomena. Makarand besides serves as reviewer for several leading journals in the field. In topple 2015, he joined the faculty at the Boston University School of Hospitality Administration (SHA). He received his Ph.D. in Hospitality Management from Purdue University, and besides holds a Master’s degree from the University of Strathclyde in Scotland. Monica Gomez is a graduate student in the School of Hospitality Administration at Boston University. She received her Bachelor’s degree in Tourism, Recreation, and Sport Management from the University of Florida and has held previous internship positions in hotel operations and event management. She is a member of the Hospitality Sales and Marketing International Association and is interested in hotel revenue management.

    June 6th, 2018 in traffic Practices, Spring 2018, Sustainability, Uncategorized

    By Christian E. Hardigree, J.D.

    Today’s hospitality conversations are rife with dialogue about sustainability, initiatives ranging from linen reuse programs, to donating toiletries, to auto dimming lights, to food sourcing, etc.  Hospitality practitioners’ quest to define the ROI (return on investment) is often at foiled by a concept that includes intangible metrics and differing definitions of what “sustainability” really means.  The oft-used “Triple Bottom Line – People, Planet, Profit” embodies the commonly agreed upon themes of sustainability, which include ensuring a sound environment, improving economic prosperity, and implementing social justice initiatives that ensure the well-being and attribute of life for current and future generations.

    Companies struggle to determine what role they play in advancing and addressing social and global challenges while enhancing their brand, ensuring consumer loyalty, and expanding their market share. Many companies evaluate and refine their efforts for engaged brand activism, particularly through marketing, which they poise with efforts to implement higher standards for suppliers, help equality among workers, and preserve pricing competitive – falling in line with the universal categories of most corporate social responsibility efforts: 1) environmental efforts; 2) philanthropy; 3) ethical labor practices; and 4) volunteering.

    The “Arms Race” of Corporate Social Responsibility Reporting  

    For many companies, particularly in hospitality, corporate social responsibility (CSR) reporting has emerged as a key traffic approach to articulate the benefits to the company’s stakeholders through strategic initiatives.  According to the Governance and Accountability Institute, sustainability reporting by S&P 500 companies increased from 19% in 2011 to 85% in 2017.[i]

    Companies now prize the marketing value of CSR reporting, particularly as a mechanism to attract and retain customers. Increased societal pressure for greater regulation and transparency, coupled with research showing that consumers demonstrate a preference toward companies they perceive are more responsible, acquire resulted in a unusual “arms race” with companies are making operational decisions that are more tightly linked to ethical values, environmental stewardship, and respect for the human equity.  They want to ensure those efforts are known to their stockholders, investors, and the public.

    qualityscore

    While many CSR disclosures are currently voluntary in the United States, there are increasing requirements mandated by various statutes.  Such mandates, commonplace in the European Union, are increasingly required in the United States.  In particular, there is growing market demand for a more responsible and transparent corporate supply chain.  Current statutory requirements compass from the Mandatory Reporting of Greenhouse Gases rule for great emitters of greenhouse gases to the California Transparency in Supply Chains Act of 2010 to ensure that great retailers and manufacturers provide consumers with information regarding their efforts to eradicate slavery and human trafficking from their supply chains.[ii]  The Dodd-Frank Wall Street Reform and Consumer Protection Act, which impacted virtually every share of the US financial services industry besides includes provisions for unavoidable reporting on their exercise of due diligence in the source and chain of custody of unavoidable minerals that are associated with armed conflicts in and around the Democratic Republic of the Congo, minerals that are associated with the manufacturing of devices such as cell phones, computers, and digital cameras.[iii]  Most recently, the European Union’s sweeping Global Data Protection Regulations (GDPR) went into effect May 25, 2018. Intended to give EU citizens greater control of their own, widely-define personal data, GDPR has far reaching implications for any company doing traffic with citizens of the EU.  For the hospitality industry, unusual processes are required to be implemented to protect things fancy IP addresses and cookie data, similar to the protections currently provided to ensure privacy for addresses and social security numbers. In the three months prior to GDPR going into effect, it was estimated that 79% of companies were unprepared.[iv]  The mandatory disclosure landscape is changing fast, and hospitality is challenged to preserve up.

    Not outright Changes Are Mandated

    As consumers are holding corporations accountable for effecting social change in their traffic practices and beliefs, ultimately impacting the bottom line, companies refine their sustainability initiatives as a result of public advocacy, stockholder proposals, or consumer feedback. A 2017 study by Cone Communications illustrated some key elements, including:[v]

  • 63% of Americans are hopeful that businesses will buy the lead to drive social and environmental change in the absence of government regulation
  • 78% want companies to address distinguished social justice issues
  • 87% will purchase a product because a company advocated for an issue they cared about; and
  • 76% will refuse to purchase a company’s product or services upon learning it supported an issue wayward to their beliefs
  • To illustrate, on February 6, 2018, in a commitment associated with improved packaging in betterment of the planet, Dunkin’ Donuts announced it would aspect out the exhaust of polystyrene foam cups by 2020 and replace them with double-walled paper cups, estimated to acquire a net impact of eliminating over a billion cups annually from the waste stream.[vi] This was on the heels of McDonald’s announcing in January that it would aspect out the exhaust of foam packaging in outright global markets by the intermission of 2018.[vii]  Straws and stirrers build up over 7% of plastic institute in the environment, an issue initially addressed (and banished) by George McKerrow, co-founder of the restaurant chain Ted’s Montana Grill, that has gained widespread attention as consumers are reminded that they exhaust 500 million straws a day, a exercise that widely impacts wildlife and the oceans.[viii]  Just this month, Bon Appétit announced they were banning plastic straws from their over 1000 café locations in 33 states.[ix]  As cities fancy Miami and Malibu acquire banned single exhaust straws (and in Malibu, banned outright single exhaust plastic utensils and stirrers), they find some municipalities are forcing hospitality businesses to incorporate sustainable practices.

    Avoid Greenwashing

    As hospitality companies search to out-promote each other, they would be well-advised to avoid greenwashing – today’s version of “snake oil”, more akin to “eco-fraud” – when a company holds itself out as more environmentally friendly than it actually is in practice.  Clearly consumer preferences demonstrate an increasing trend for purchasing products and services that are sustainable – for their impact on the environment, in how they are manufactured, and/or how the workers are treated. Between 2009 and 2010, the number of “greener” products increased by 73%.[x]  In order to capitalize on this trend, many brands are trying to competitively out-do each other with their eco-credentials – exaggerating their claims, or at times, completely manufacturing them.  In legalese, greenwashing may amount to deceptive marketing, misrepresentation, and/or fraud.

    gogreen

    In the “sins” of greenwashing, hospitality entities would be wise to avoid vague, over-reaching, or unverifiable assertions.  Hotels increasingly hearten their guests to embrace green practices – shut off lights, reuse towels, avoid changing the linen as frequently, etc. Research by faculty at Washington State University institute that a perceived ulterior motive of a hotels’ environmental claims evoked consumer skepticism, which negatively influenced consumer’s intent to participate in the linen reuse program, as well as negatively effecting the consumers’ intent to revisit the hotel.[xi]  At a time when as many as 79% of travelers conform that eco-friendly practices is an distinguished factor in their election of lodging, companies risk losing valuable reiterate customers if their motives are self-serving.  As a result, to avoid the negative aspects, hoteliers are cautioned to install comprehensive green programs, train their staff to implement practices, and ensure their green claims are accurate and not overreaching, perhaps through third party certification.

    For Goodness Sakes, Don’t Greenwash the Food

    Greenwashing is of particular concern in today’s environment, particularly in the context of food.  For example, in 2016, organic food sales jumped 8.4%, to over $43 billion, while overall food sales only increased 0.6%.[xii]  Similarly, organic non-food items jumped 88% to $3.9 billion in sales. As restaurants and hotels are asked questions by their customers about the source of their products, facilities need to be conscious of the claims they are making to ensure they are not overreaching or deceptive, as greenwashing has become the “flavor of the month” in consumer class litigation.  Claims challenging products advertised as “natural” are the most frequent suits encountered.

    greenfood

    While no definition of “natural” is provided by the FDA, food products in the US labeled as “natural” build up roughly $40 billion in sales, and are growing by an middling of 6.6% annually.  According to Food Navigator, there were 20 food labeling class actions pending in federal court in 2008 – a number that rose to 425 by 2016.  Cases that specifically focus on “natural” claims increased by 22% from 2016 to 2017, notably with suits against universal Mills’ Nature Valley bars and Dr. Pepper Snapple’s Mott’s Apple Sauce. Of particular note is that three quarters of federal court food class actions are in four states: California (36%), unusual York (22%), Florida (12%), and Illinois (7%).[xiii]  Many of the suits are rooted in claims that items such as lofty fructose corn syrup, lofty maltose corn syrup, soy flour, soy lecithin, and GMA yellow corn flour, as well as synthetically derived vitamins, are not “natural”, and thus such claims are fraudulent.[xiv]  Overreaching statements can be a source of eroding consumer confidence, destroying customer loyalty, and/or litigation.

    Conclusion

    Sustainability initiatives will continue to be an imperative share of a hospitality entities’ brand, evaluated by outright stakeholders. In order to ensure consumer confidence, it is imperative that those initiatives be bona fide in their implementation, supported by third party verification, and in alignment with the legal requirements of the jurisdiction.  In doing so, their efforts in supporting the three E’s – environment, economic, and equity – their industry will collectively rise in to help the future for ourselves and for future generations.

    PDF Version Available Here

    References [i] Retrieved May 30, 2018 from https://www.ga-institute.com/press-releases/article/flash-report-85-of-sp-500-indexR-companies-publish-sustainability-reports-in-2017.html [ii] 40 CFR share 9; and California Civil Code §1714.43 [iii] https://www.gpo.gov/fdsys/pkg/PLAW-111publ203/pdf/PLAW-111publ203.pdf [iv] Retrieved April 6, 2018 from https://www.forbes.com/sites/forbestechcouncil/2018/03/27/u-s-businesses-cant-hide-from-gdpr/#33b76ef052c8 [v] Retrieved April 6, 2018 from http://www.conecomm.com/research-blog/2017-csr-study [vi] Retrieved April 16, 2018 from https://news.dunkindonuts.com/news/dunkin-donuts-to-eliminate-foam-cups-worldwide-in-2020 [vii] Retrieved April 16, 2018 from https://www.bizjournals.com/chicago/news/2018/01/10/mcdonalds-phasing-out-foam-packaging-this-year.html [viii] Retrieved May 30, 2018 from https://www.forbes.com/sites/megykarydes/2018/05/23/the-future-of-take-out-exhibit-how-we-can-eliminate-packaging-waste/#37a1213c7580 [ix] Retrieved May 31, 2018 from https://www.npr.org/sections/thesalt/2018/05/31/615580695/last-straw-for-plastic-straws-cities-restaurants-move-to-toss-these-sippers [x] Retrieved April 6, 2018 figure http://sinsofgreenwashing.com/index5349.pdf [xi]  Rahman, I., Park, J., & Geng-qing Chi, C. (2015). “Consequences of “greenwashing”: Consumers’ reactions to hotels’ green initiatives”, International Journal of coincident Hospitality Management, Vol. 27 Issue: 6, pp.1054-1081, https://doi.org/10.1108/IJCHM-04-2014-0202 [xii] Retrieved May 31, 2018 from https://www.foodbusinessnews.net/articles/9394-u-s-organic-food-sales-jump-more-than-8 [xiii] Retrieved May 31, 2018 from http://www.instituteforlegalreform.com/uploads/sites/1/TheFoodCourtPaper_Pages.pdf [xiv] Examples include Janney et al. v. universal Mills, 3:12-cv-03919, U.S. District Court for the Northern District of California; Rojas v. universal Mills, Inc. 3:12-cv-05099, U.S. District Court for the Northern District of California; Bohac v. universal Mills, Inc., 3:12-cv-05280, U.S. District Court for the Northern District of California; Van Atta v. universal Mills, 1:12-cv-02815, U.S. District Court for the District of Colorado

    haridgree

    As Founding Director and Professor of the Michael A. Leven School of Culinary Sustainability and Hospitality at Kennesaw State University, Dr. Hardigree oversees the Bachelor of Science degree program which houses over 260 majors and services over 1500 students enrolled in classes each semester.   Addressing both “sustainability on the plate” as well as “sustainability beyond the plate” in terms of water, waste and energy efficiencies, this highly apposite management program provides a competitive handicap and discernible point of differentiation as the epicenter for teaching, research and best practices in sustainable culinary and hospitality management. The flexibility of the program’s curriculum allows students to emphasize careers in beverage management, event planning, specialized cuisines, and the hotel industry. Christian conducts research and presents nationally at industry conferences as related to her areas of expertise, including food safety, risk management, sustainability, workplace violence and employment/management issues.  She is a national expert on bed bug litigation, speaking across the country on the subject. After obtaining her B.S., cum laude, from the William F. Harrah College of Hotel Administration at UNLV, Christian obtained her Juris Doctorate from the Walter F. George School of Law at Mercer University, focusing on employment discrimination, arbitration/mediation, and labor management relations.  She is of counsel with the law hard of Parnell & Associates.  Christian serves on a variety of committees and advisory boards, including the ConServe Sustainability Advisory Council for the National Restaurant Association, the KSU Brian Jordan heart for Excellence and Professional evolution at LakePoint Sporting Community, and formerly on the Women in Lodging Advisory Council for the American Hotel & Lodging Association.

    May 31st, 2018 in traffic Practices, Cooking, Restaurants, Spring 2018

    Hotel play Computer

    By Martin Zsarnoczky

    Digitalization is among the most distinguished changes in their rapidly evolving world. Digital innovations and technological novelties are engines of evolution and interpret their impact everywhere, especially in the province of manufacturing, ICT and other service industries. Given the fact that tourism is based on the cooperation between a wide compass of services and products, the benefits of the digital revolution in the sector are quite obvious.

    Our animate environment is a combination of online and offline spaces that co-exist together, defining their everyday habitat. In tourism, the special exhaust of spaces has always been a unique feature of the industry, and as of today, the spaces of the digital world acquire become share of it. The rapid evolution of the digital world brings novel and innovative solutions into the digital tourism spaces by the day. Peer-to-peer communication is outstandingly distinguished in the technological environment of tourism. This type of communication, together with the spreading of smart devices acquire revolutionized scheduling, administration and finances, and besides opened unusual horizons for the introduction of innovative sales and marketing technologies in the whole tourism industry. As a result of the digital revolution, the international evolution trends in tourism acquire opened the way for novel solutions fancy cloud-based booking sites or information and undergo sharing via digital platforms.

    In line with the unusual trends of travelling, there is a dynamically growing demand for special tailor-made offers beyond mass tourism, as conscious consumers anticipate personalized solutions that retort their individual needs. As of today, the vast majority of tourism market stakeholders acquire access to particular information on their consumers and can closely ensue and track consumer conduct and its changes. These novel systems of personalized products and services are available thanks to various supple follow-up techniques fancy CRM client databases. The cloud-based CRM client database systems – ones that create offers by analyzing previous sales records and demographic data – acquire evolved rapidly. As of today, they can resolve huge datasets by titanic data analysis and scaling methods in a cost efficacious and anonymous way, searching for significant event points. Although titanic data research is based on working with great samples, it is the most efficient routine to divulge individual personal preferences (Stadler, 2015).

    How did sharing economy pave the way to personalized tourism services?

    In previous decades, the results of digital evolution acquire opened the door for the real life implementation of shared economy theories. It was almost ten years ago that Chris Anderson (2009) introduced his pricing theory in digitalization, basically suggesting giving away products for free, based on the principle of shared goods and resources. Although at the time Anderson’s theory was considered as a technological solution, the principle of digital sharing acquire induced serious social changes as well. One of the most distinguished positive messages of shared economy is the maximum exhaust of resource capacities for the purpose of social well-being (Sundararajan, 2014). Social well-being is besides a key priority in tourism, because a well-managed tourism industry brings profit not only for the traffic operators but besides for the local communities.

    In the sharing economy model, the stakeholders – who are besides consumers at the selfsame time – offer their excess capacities for collective exhaust in order to maximize the exploitation of their goods and resources. These economic processes consist of so-called hybrid transactions with maximum capacity exhaust (Hyde, 2007), for both commercial and social purposes. An distinguished drive in the evolution of collaborative consumption theory was the realization of the fact that using or possessing the selfsame consumer goods can result in different advantages. The core factor of the model is that sellers offer their excess capacities, while the consumers in need exhaust them in revert for payment. In the sharing economy (based on the aforementioned primary idea), more and more industrial, commercial and service providers offer innovative solutions.

    The principle of sharing is not a unusual thought in the tourism industry. In the case of some accommodation services, seasonal price reduction has always been a practice. Hostels and youth hotels acquire always been approved – these facilities are often used as dormitories throughout the academic year and lease their rooms for backpackers in the summer season, when the students are away. Of course, these seasonal options would not acquire been enough for creating a unusual market sector; the dawn of the unusual traffic era was marked with the emergence of wide platform solutions fancy Airbnb, Booking.com, Agoda, etc.

    Casa de la Musica Hostel Budapest. Photo by Martin Zsarnoczky

    Casa de la Musica Hostel Budapest. Photo by Martin Zsarnoczky

    In the strategy of digital platform tourism businesses, consumers are considered as partners in the traffic activities. This shared operation can be best defined as a postmodern traffic model. Although the complex thought of postmodernism is quite difficult to describe, its main characteristics – shared participation and the subjective fire of each contributor – can lead closer to understand the phenomenon. It is limpid that postmodernism will change some processes of the classic market laws in the near future. While “shared experience” has become a key marketing term for selling goods and services, specialized offers inevitably lead to a market fragmentation that will result in the fragmentation of users as well. In a disintegrated market, consumers will behave differently in fragmented times and spaces, paving the way for personalized services and tailor-made solutions. At the selfsame time, individualism has become the key characteristics of the younger generations (McCrindle et al., 2009); a phenomenon that will acquire to be taken into account whilst creating traffic strategies. Due to the emergence of individualism, more and more young people are trying to create something unique that can serve the long-term benefit of the community. Their drive for creating businesses based on their own ideas and undergo accounts for the increasing popularity of start-up businesses. These aspects of uniqueness, community thinking and experience-centered approach hold a huge occasion for the future of the tourism industry.

    The Future: AI, VR/AR, Blockchain

    While looking through their photos, tourists usually acquire a positive undergo remembering their travels, experiences and the destination they had visited. Some specialized digital technologies can offer this assumed positive undergo in a searchable and changeable form. With regards to real life objects, their connections and relations, there is only a limited amount of information available in a format that could be handled by computers. The main problem is that computers need sufficient coding solutions created by synthetic intelligence to be able to store, ply and organize information. The methods of coding for tourism undergo purposes strike the speed, efficiency and knowledge/experience-based computing abilities of today’s computers.

    According to the forecasts of product evolution strategies in various industries, almost outright of their everyday objects and paraphernalia will be accessible through the internet in the future. As a result, outright devices that are capable of two-way communication will belong in the framework of IoT (Internet of Things). The devices of the future, unlike the devices of today, will communicate in a bidirectional way, where robust safe data handling, personalized differentiation and sufficient conclusion management will be share of the user experience. As a result of the continuous data collection during the exhaust of these devices, outright apposite information will eventually intermission up in a final centralized system at the top of the dataset.

    Previously, tourism used to be an industry based on personal relations and connections, where the trends – and therefore travelers’ decisions – were set out by a limited number of great international tourism and travel enterprises. As a result of the digital revolution, the transparency of “hidden markets” had been revealed and numerous other factors acquire to be taken into account (Fig.1.).

    Figure 1. Influencing factors of traveler’s decision. Source: Zsarnoczky, (2017a)

    Figure 1. Influencing factors of traveler’s decision. Source: Zsarnoczky, (2017a)

    The early evolution of ICT resulted not only in the better capacity utilization of airlines, but besides on the compatibility of the prices; and soon, the emergence of the discount airlines had led to the innovation of the whole industry and forced out efficiency in outright segments. The novel travel recommendation sites (Expedia, Orbitz, Kayak, etc.) were created with the flush to build travelers’ decisions easier; however at the selfsame time, a lot of tourism service providers who could not preserve up with the unusual challenges were forced out of the market. Although the unusual trends fancy travel packages (including car rental) or taking into account the reviews of previous travelers (Lonely Planet) were from many aspects contradictory to the former traffic models, the rapidly increasing popularity of online offers required quick and user-friendly tourism product evolution from the industry.

    With the arrival of Google, which was able to rank the sites’ appearance in internet searches, a fierce competition begun between blogs, tourism recommendation sites and price-comparing OTA systems. The bidirectional communication started with the exhaust of cookies 2.0; since then, consumers acquire become an integral share of the traffic models, because businesses who search to be successful in the long run, need to know their customers’ demands in detail. The evolution of digital services require the identification of the user, information on their individual preferences and a decision-based calibration (by AI). In AI-based conclusion making solutions, the former determinative factors are replaced by a virtual personal assistant, which is able to map the consumer’s preferences based on their digital footprint, and create an optimal personalized offer from the available titanic data systems (Fig. 2.)

    Figure 2. Virtual Personal coadjutant – VPA. Source: Zsarnoczky, (2017a)

    Figure 2. Virtual Personal coadjutant – VPA. Source: Zsarnoczky, (2017a)

    The technological evolution cannot be stopped; however, with sufficient flexibility and openness, tourism businesses can prepare for the upcoming challenges. In the tourism of the future, the unusual consumers will bring forth unusual priorities and unusual demands. As a revolutionary approach, the members of the IoP (Internet of People) community offer their free time in order to attain joint IT/industrial goals, where frameworks are created in line with the preferences of other people, for a yet not specified consumer segment (Miranda et al., 2015). Beyond innovative technologies, whole unusual spaces acquire opened in tourism, completely different from the usual destinations. University researchers[1] acquire been carried out to study the possibilities of online tourism spaces and their opportunities for the tourism and hospitality industry. In virtual reality, with a special “glass”, the user can view into an optional tourism space, from which the real world is completely shut out. The Augmented reality is a different technological solution, where digital elements are projected into a real life space.

    In 2011, the interior designers of cafés only used and re-designed the existing design panels; today, the traditional animate spaces are often combined with the online world. Carneval Coffee Budapest. Photo by Martin Zsarnoczky

    In 2011, the interior designers of cafés only used and re-designed the existing design panels; today, the traditional animate spaces are often combined with the online world. Carneval Coffee Budapest. Photo by Martin Zsarnoczky

    The newest technological developments and the innovation in the exhaust of animate spaces are outright connected to the alternative payment options that can be used in tourism as well. The emergence of Bitcoin and other cryptocurrencies has led to the creation of a novel payment system. The Blockchain payment system is a shared database, which records a continuously growing list of data blocks, preventing any counterfeiting or alteration of the data. One shroud consist of a list of transactions and the results of computations made by the stored programs. For example, if a customer buys some cryptocurrency or any other benign of currency, and then transfers it to anywhere in the world to another partner, who exchanges it instantly, both partners can avoid any loss caused by exchange rate fluctuations; furthermore, the whole transaction takes only minutes instead of the usual yoke of traffic days. This solution can imply a revolutionary innovative payment option for everyone in the tourism industry.

    The applicability of the blockchain system is independent from currency rates. In the case of cryptocurrencies, it is not the exchange rate that really matters – instead, the real value of the currency lies in the safety of the blockchain technology and in the authentic, transparent, unalterable and decentralized recording system (Pilkington, 2016). This payment system offers a unusual flush of encryption safety and intervention-free operation, and the data handled in the system cannot be modified in any way. Another huge benefit of the system is that the transactions are realized without any intermediate agents, thus eliminating any additional transaction costs. By the time of the “maturity” of blockchain payment solutions, today’s great service intermediators fancy Airbnb, Booking.com, Agora, etc. are foreseen to lose some of their market positions, as consumers and service providers will probably deal with their transactions directly.

    Will synthetic Food be the next meal on the table?

    With the worldwide population boom, the demand for food is besides increasing. To satisfy this growing need for food, the extension of agricultural areas is required for food material production, and at the selfsame time, sufficient land management is needed for animal husbandry. The greatest challenge of sustainable agriculture lies in the fact that the agricultural areas can only be further expanded at the expense of forested lands. In addition, the current changes in the environment has besides led to the reduce of fishing possibilities, another rigor in the availability of food materials.

    Shrimp in pasta shell. Made and photo by Martin Zsarnoczky

    Shrimp in pasta shell by Martin Zsarnoczky

    The decreasing resources of food materials will constrain the food production industry to re-think their former concepts. unusual technologies fancy 3D food printers can even bring the expeditious food era to an end. The novel inventions of food production and food engineering – fancy artificially flavored drinks, chocolates and dairy products – acquire been on the market of more than a decade now, and so far, they acquire not had a negative effect on the common taste of consumers.

    In the concept of 3D food printing,  popular sweets and delicacies are synthesized by a layered printing technology, using the various pre-mixed powders, flavorings, fixers and oils that are stored in the “toners” of the printer. These synthetic foods are already available: specialized franchise restaurants fancy the Food Ink chain offer a wide variety of printed meals for consumers who are nosy about the future of gastronomy. It is besides likely that with the next generation of the food printers, they will be able to calibrate the nutritional values and energy content of the meals.

    The 3D food printing technology is not only distinguished for HoReCa businesses, but holds a powerful occasion for the health industry, too, especially in the province of special diets and medication. Using 3D food printing for these purposes can increase cost-effectiveness, efficiency and sustainability, thus supporting the food industry and hospitality and tourism businesses alike.

    The option of personalized 3D food printing is just one of the innovative technological solutions in the tourism and hospitality industry. The Henn-na Hotel [1] in Huis Ten Bosch, Japan is the first hotel in the world, where customers are served exclusively by robots. At another Asian location in China, there are 24/7 cafés that ensue the no-staff traffic model of Amazon Go. As for the restaurant market, the Chinese food brand Wufangzhai has recently opened the first unmanned restaurant[2] in Hangzhou, capital city of east China’s Zhejiang Province.

    The question is: how long will it buy until food production and consumption will need no human resources at all?

    Summary

    For innovative enterprises, the efficiency of interactivity is of key import for the success of their business. The rapid evolution of ICT solutions has brought immense changes in the tourism industry. Previously, consumers’ conclusion making was mainly affected by the industrial environment. The era of digital tourism spaces – preceded by theme parks and thematic destinations – started with the emergence of information websites; however, this targeted information flow used to be one-directional with narrow choices. In today’s digital era, the unusual generation of commercial activities buy position in VR or AR spaces, and the instant analysis of the customer’s reactions and conduct support the enhancement of their buying willingness. The traditional conclusion making processes are gradually being replaced with personalized offers, further increasing the import of AI.

    With the evolution of shared economy, greater emphasis is assign on social well-being, as user undergo slowly becomes more distinguished than ownership. This unusual approach is besides expressed in novel forms of payment, which can seriously reduce the profits of intermediate activities. The unusual trends attain not look to be problematic in the tourism industry, mostly because in this sector, the exact costs and incomes are not clearly visible yet. On the other hand, the attribute evolution of the 3D printing technology holds a powerful occasion for the tourism and hospitality sector. The evolution of digitalization has finally reached a flush where it can truly support the cost-effectiveness and sustainability of industrial food production, paving the way to the future of tourism and hospitality businesses.

    PDF Version Available Here

    References Anderson, C. (2009). Free: The Future of a Radical Price. Hyperion, unusual York. Hyde, L. (2007). The Gift: Creativity and the Artist in the Modern World. unusual York: Random House Inc. McCrindle, M. – Wolfinger, E. (2009). The ABC of XYZ: Understanding the Global Generations, University of unusual South Wales Press, Sidney. pp. 1-22. Miranda, J. – Mäkitalo, N. – Garcia-Alonso, J. – Beroccal, J. – Mikkonen, T. – Canal, C. – Murillo, M. J. (2015)  From the Internet of Things to the Internet of People. IEEE Internet Computing, 19 (2): 40-47. Stadler, G. (2015). titanic data – tömeges adatelemzés gyorsan. HTE Medianet 2015, Kecskemét. LLX. pp. 44-48 Pilkington, M. (2016). Blockchain technology: priciples and applications. Research Handbook on Digital Transformation. Edward Elgar Publishing, Northampton, MA. pp. 225-253. Sundararajan, A. (2014). Peer-to-Peer Businesses and the Sharing (Collaborative) Economy: Overview, Economic Effects and Regulatory Issues. NYU heart for Urban Science and Progress, unusual York. Zsarnoczky, M. (2017a). How does synthetic Intelligence strike the Tourism Industry? Vadyba Journal of Management 31 (2): 85-90. Zsarnoczky, M. (2017b). The future of sustainable rural tourism development: the impacts of climate change.  Annals of the Polish Association of Agricultural and Agribusiness Economists. XIX. (3): 337-344. Martin Zsarnoczky, Ph.D. has several years of undergo in the huge tourism and hospitality industry. He has worked with P&O Princess Cruises, Intercontinental and Marriott Hotels in Budapest. Between 2005 and 2015, he was the founder, developer and CEO of Casa de la Musica Hostel and Event’s Hall, one of the largest multifunctional private tourism & hospitality businesses in Budapest downtown. He holds a BSc degree in Tourism and Hospitality from the Budapest traffic School, and graduated at MSc/Med flush as Teacher of Economics in Tourism and Hospitality. During his studies, he had spent short a term mobility term  at Utwente University in the Netherlands, and later earned his Ph.D. in Regional Sciences at Szent Istvan University. At the moment, he is still very lively as an entrepreneur and is actively involved in community development. He is besides a board member of the Budapest Chamber of Commerce and Industry, and works as a mentor for the Young Entrepreneurs Association Hungary. With regards to his academic career, he is a replete time coadjutant professor at the Institute of Marketing and Media at the Tourism Department of Corvinus University of Budapest.

    May 23rd, 2018 in traffic Practices, Marketing, Spring 2018

    By Leora Lanz and Namrata Sridhar

    In the Winter 2018 edition of the Boston Hospitality Review, they brought forth suggestions for the 10 Best Practices for Organic Visibility —ways to help search results through organic search, or attain not cost the company a monetary investment. Rather, these rankings were based on elements such as keywords, location, and mobile friendliness. Suggestions for improving a company’s organic search include utilization of backlinks, hyperlinks between websites, and content enhancement in relation to local listings such as ensuring quick website load speed, lofty attribute imagery, and conspicuous links to social media channels.

    This second installation of a two-part series will speak to the subject of search engine functionalities as a result of paid queries. For independent or smaller companies, this brief but powerful set of tips obtained from industry experts can enable a traffic to become more “searchable” for optimal revert on investment.

    Search Engine Marketing (SEM) Best Practices: 1. Understand the Paid Media Landscape:

    According to the Associate Director for Organic Search and Content Strategy at Boston-based Connelly Partners, Dan Hurley, the most distinguished share of SEM is to comprehend the paid media landscape. It is captious to know who one’s competitors truly are and understand how they are marketing, from a tactical standpoint.1 It is besides distinguished to research the types of ad drive structures that are surfacing in the category of interest, on both desktop and mobile devices. Then one must adopt those that emerge efficacious and appropriate traffic goals appropriately. For restaurants and hotel-related queries, “this strategy is especially pertinent because these searches generally transmute very quickly; mobile searchers will likely patronize a restaurant within a few hours.”

    In order to be the most efficient with a company’s paid advertisements, Todd Philie, president of Southcoast Marketing Group in Wareham, MA, besides encourages companies to ascertain how consumers are searching for them on the Internet. For example, “utilize the query search tool via the Google AdWords™ platform to ascertain what terms and phrases are used to attain your own site and then display your ads.”

    Additionally, Kym Parker, associate search marketing director at Connelly Partners, emphasizes the import of using the company’s brand to ensure a strong search presence. By utilizing paid search bids, a hotel or restaurant can be the first result a web surfer sees when conducting a search.2

    “Sometimes, competitors will bid on your brand terms – which means that if someone searches for your company name, for example, the competitor could interpret up ahead of you in the search results,” Parker notes. “You can preclude this by ‘protecting’ your brand terms. Always be bidding on them, at least a cramped bit, to ensure that you acquire a better desultory of staying on top of the results when someone searches your designation and other brand terms.”

    2: exhaust of Google AdWords™:

    The major player in the world wide web is Google, which has created various platforms to optimize searching. Using keywords, Google users can pay to promote their advertisements for a set budget. This Google functionality allows a company (hotel or restaurant) to understand how it ranks in comparison to direct competitors.

    Also preserve ‘negative keywords’ in mind, adds Philie. “Negative terms generally means terms that you are not specifically telling AdWords™ that you attain not want to emerge in specific results for other searches. For example, suppose you are marketing a seafood restaurant that does not offer steak on its menu. You want to bid on the phrase ‘best restaurant in Boston’ but you attain not want to waste money on clicks from customers who want steak. You might set ‘steak’ and ‘steakhouse’ as negative terms so that if someone searched ‘best steak restaurants in Boston” you attain not interpret up in that search.

    The Google AdWords™ functionality besides offers companies the desultory to enhance the listing. An incredibly important, yet often overlooked, input is the “click to call” functionality and its presence on a mobile site, besides known as the convene extension. “These additional factual details, known as “ad extensions” besides include location, information from different pages on your website, and even testimonial reviews,” adds Seth Cargiuolo, director of communication strategy at Chestnut Hill, MA-based D50 Media. “Making exhaust of ad extensions is essential because it helps the customer learn more about the traffic with a quick glance pre-click, and can back differentiate a hotel or restaurant (or any product)  against its competitors.”  Ad extensions besides increase the visual footprint of an ad, which can propel competitors’ ads and organic listings down the page and out of view, particularly on mobile devices.

    For marketers just starting to utilize SEM and Search Engine Optimization (SEO), Google AdWords™ besides offers free tutorials and trainings. Zachary Azar, D50 Media’s senior manager of paid search notes, “These tutorials provide clients with the occasion to win the most out of the program and create efficacious campaigns.”

    To properly manage an efficacious AdWords campaign, Google Analytics can be a helpful tool as it reveals which content on a website is most useful and keen to customers. This will back in the creation of resonating ad copy and can besides be a pilot for aligning keyword selection and website copy to increase the “Quality Score” of an ad campaign.

    However, Philie besides cautions individuals not to be completely reliant on Google’s suggestions for keywords. “Often times, these keywords are pluralized and can antecedent companies to spend more or not be as effective.” He warns companies to choose how to assign their key words “out there” when bidding. Companies must choose best matched keywords for their ads and choose between “exact match,” “phrase match,” “broad search” and “modified broad search” – outright of which will yield varied returns. Campaigns should utilize a poise of outright match types, but should “skew more heavily towards exact and phrase, utilizing broad match only for keyword prospecting and expansion opportunities.”

    3. Always Start with Non-Paid Efforts or SEO

    When optimizing a company’s searches, Cargiuolo and Azar suggest the first thing that the company should focus on is actually the SEO. First and foremost, it is distinguished to ensure that a website is user- and mobile-friendly. Another distinguished factor is a quick load speed. “Google has institute that sites that buy longer than three seconds to load lose 40% of their traffic, and for mobile traffic, that jumps to 53%,” reports Azar.  This is distinguished for paid search as well; Cargiuolo adds, “It’d be substandard enough for a user to abandon your page when it’s an organic search – but now imagine if you’d paid for that click and those dollars were totally wasted.”

    In order to reduce the load speed, it is distinguished to not acquire “big” images—think kilobytes, not megabytes.  Web copy should be concise and “bandwidth-hogging” scripts and plugins minimized. “Additionally, given that over half of web traffic is on mobile devices, ensure that pdfs (which you want to avoid anyway) view acceptable on a smart phone too,” Cargiuolo says.

    Kristin Metzler, Print and Web Marketing Coordinator of Frasca Design Group, besides echoes that mastery of SEO is the first step in a successful digital marketing campaign. Websites built with a strong attention to keywords and content will minimize spending on pay-per-click campaigns.

    4. Don’t Spend on Paid Search if You Can’t Afford It

    Hurley cautions that one need not spend money on advertising to win traffic. Because so much information is provided in the search results, there may not be any clicks on your page during the search process. Companies should never assign any money into paid search, display advertising or paid social that the company cannot afford to lose.3

    Cargiuolo emphasizes that when a company starts advertising, it should not anticipate an immediate return,4 which is oftentimes an assumption that businesses make. Initially, many may not be chummy with the bidding process; keywords; or how to build, optimize, and manage an efficacious campaign. be cautious not to spend money needed for other resources. Start slack and spend time learning before committing titanic budgets.

    One final word of caution: There are easily incurred expenses that can arrive from paid search marketing, such as additional costs from agencies that buy a portion of a monthly budget. Being conscious of your daily budget is captious in avoiding overspending.

    Key Take-Aways?

    When taking the steps to build a search campaign, it is captious to attain research and high-tail slowly at the beginning. Understand how the market is reflected in consumer searches and what keywords are being utilized. Before jumping into methods that require payment, a company should ensure that its website is optimized for searches and never spend more than what can be budgeted, as it will buy time to observe a revert on investment.

    As Cargiuolo reminds, businesses must recall that Google serves the user first. Thus as the marketer, one must believe as a user would when structure a paid search campaign. People arrive to Google with questions. The marketer that best answers the user’s questions, both pre-click and post-click, is going to be one that is most successful.

    PDF Version Available Here

    1 Inc. Staff. “How to Conduct Competitive Research.” Inc. Magazine. May 2010 2 Ratcliff, Christopher. “What is PPC and Why attain You need it?” Econsultancy. 13 November 2013. 3 Kumar, A.J. “SEO vs PPC: Knowing Which is Better for Your Website.”  Entrepreneur. Editorial. 21 May 2012 4 Steimle, Josh. “How Long Does SEO buy to Start Working?” Editorial. Forbes. 7 February 2015. Namrata Sridhar is a marketing communications coordinator at LHL Communications and a rising senior at Boston University’s School of Hospitality Administration (BU SHA). She has besides previously worked in marketing communications capacities at RealFood Consulting where she helped design an internal marketing blueprint to rebrand their company. Namrata besides serves as the President of the Student Government of BU SHA. She is an lively member of the National Society of Minorities in Hospitality, the American Hotel and Lodging Association, and the Hospitality Sales and Marketing Association International. Lanz unusual 2016Leora Halpern Lanz, ISHC, is principal of LHL Communications, a hospitality-focused marketing communications, branding, and media relations advisory. She is besides a replete time faculty member at Boston University’s School of Hospitality Administration (SHA), teaching advanced strategic marketing and digital marketing for hospitality at the undergraduate and graduate levels. She was named among the Top 25 Minds in Hotel Marketing for 2016 by the Hospitality Sales & Marketing Association International and was named 2017 Professor of the Year by the student government of SHA.

    February 13th, 2018 in traffic Practices, Winter 2018

    By Sarah Andersen

    After completing the senior capstone Hospitality Leadership course at Boston University, I had the desultory to reflect on the class topics and apply the teachings to my personal life. The course explored several different levels of leadership, from the head of a major corporation role to developing self-leadership. I learned the import of a mission, vision, and values in an organization, better understood the components of change management, and worked with a group throughout the semester to develop my teamwork skills. I was able to critically resolve concepts and models presented in leadership literature as well as help my own leadership skills. I then interviewed three prominent leaders in hospitality and institute connections between their industry insights and my leadership class discussions. Dan Donahue, President of Saunders Hotel Group, Len Wolman, Chairman and CEO of Waterford Hotel Group, and Geoff Ballotti, President and CEO of Wyndham Hotel Group kindly shared their experiences and explained their personal values and company’s culture, revealing the five keys to successful leadership.

    IntervieweesBanner

    “Leadership is the capacity totranslate vision into reality.”

                                                               -Warren G. Bennis

    Establishing Shared Beliefs, Values, and Goals

    When an organization wants to achieve its goals, it needs a vision. Effective leadership starts with the talent to recognize and outline those goals and inspire others to follow. Leaders paint a picture of how that vision will strike the company as a whole, as well as each individual. A leader’s talent to articulate that vision into a mission statement corresponds to the lively implementation of goals and the company’s bottom line success. A productive vision goes beyond a written organizational mission statement, but instead permeates throughout outright levels of a company and manifests into actions and beliefs. John P. Kotter, author of traffic Leadership, writes, “A vision says something that helps clarify the direction in which an organization wants to high-tail [and] is relatively easy to communicate, appealing to customers, stockholders, and employees.”1 It is therefore up to hospitality leaders to set and clearly communicate a vision, and to inspire those around them to share and implement it.

    A vision does not belong only to a leader. It must be a shared vision that attracts everyone to sustain lofty levels of motivation and withstand challenges. According to The Leadership Challenge, by James M. Kouzes and Barry Z. Posner, leaders can envision the future by imagining the possibilities and finding a common purpose.2 In addition, leaders must spark a sense of signification and purpose in those around them. Dan Donahue agrees that, “My job, as someone who has the vision, is to win you inspired and committed to sharing that vision and sharing that creativity to the point where you acquire buy-in.”

    After seven years of rigorous research, a landmark study of the observations from more than 100 CEOs and over 8,000 employees institute that “leaders who were limpid about their values delivered as much as five times greater returns for their organizations as did leaders of weak character.”3

    So how attain illustrious CEOs and successful leaders in their industry shape the parameters for success through a shared vision for a future? How attain they empower and inspire those around them to build decisions and work towards their goals?

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    Balancing Accountability and Autonomy

    When asked what his core values were, Len Wolman responded, “First and foremost, their organization has been built on integrity and transparency. They acquire four core values that they live by on a daily basis which are to (1) to wow the customer, (2) to continuously improve, (3) to be a passionate and committed team, and (4) to share and sustain their bottom line success.”

    Dan Donahue, established that, “Our values are simple. Their values are people. They allow them the flexibility and latitude to attain their jobs under the pilot of taking supervision of the guest, but besides taking supervision of themselves as well.” To strengthen others, exemplary leaders increase people’s credence in their talent to build a difference. They high-tail from being in control to giving over control. Developing associates into leaders and enhancing self-determination creates a culture of empowerment and confidence. Geoff Ballotti agrees that, “In terms of motivating others, it is letting them build decisions. It’s not micromanaging, but rather letting them arrive up with the solutions.”

    Geoff Ballotti continues, “Our core value statement is three words, ‘Count On Me,’ which is outright about accountability. It is about people being able to be counted on at any time, for any issue, any question, any decision, and any support that their owners, franchisees, and associates need. It is built on the principal of integrity in terms of taking personal responsibility for your actions.” Accountability is distinguished because it results in an extremely efficient and productive team. According to the U.S. Office of Personnel Management, accountability in the workplace is linked to higher performance and increases in commitment to work and employee morale.4

    Dan Donahue, states, “A vision has to be fluid. To win to an achievable goal and vision, whether short term or long term, you need to be present, you need to understand that if you want it to be successful you need to be there, you need to be accountable to it, and you need to be accountable to the people that want to share that.” When accountability becomes embedded into culture, company’s are able to set meaningful goals, develop team buy-in, build trust through support and encouragement, and celebrate successes together. Accountability is about creating a culture where people value responsibility. When associates understand that accountability involves a unavoidable degree of autonomy, mutual respect develops between outright levels of an organization.

    Mr. Ballotti adds, “The third leg of their values is outright about respect. Respecting everyone everywhere both on their ownership side and the community side.” When leaders develop mutual respect, associates are more likely to work harder to accomplish shared goals. Harvard traffic Review examined employee needs and determined through a query of more than 19,000 workers that most employees desire renewal, value, focus and purpose.5 sentiment a sense of value and respect can instill an employee with aplomb and motivation. Len Wolman adds that, “I’ve been in the industry for many years, I was educated in the industry and then worked my way up through the industry, so I’m fortunate in that I acquire the perspective of having worked in various positions. So I acquire empathy, understanding, and respect for each position. Everyone needs to be treated with mutual respect and understanding.”

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    Modeling by Example

    An distinguished share of being an efficacious leader is educating others on what the organization stands for and why it matters. When leaders sincerely express a commitment to their core values, they’re besides making a commitment on behalf of the entire organization. Therefore, leaders must build sure there is collective agreement on the shared values amongst everyone they lead.

    So how attain leaders become a role model for what the organization stands for?

    The retort is pretty simple. They set the case for others to follow. Holding others accountable to values and standards means leaders must live the values themselves. Dan Donahue responds, “I would never query an employee to attain something I wouldn’t attain myself.” Len Wolman agrees adding, “You always want to set an case and never want to anticipate anyone to attain anything that you wouldn’t attain yourself.” Researcher on behavioral integrity demonstrates that the alignment between a leader’s words and actions has a powerful impact on how much constituents trust the leader and on their subsequent performance levels.6 powerful leaders effectively translate intent into reality by acting on the values they teach and the things they stutter to those around them.

    Showing Vulnerability and Visibility

    Confidence is an distinguished skill to possess as a leader. However, having vulnerability as a leader is just as essential to recognize and appreciate. Every leader has vulnerability, but great leaders have the self-awareness to recognize this fact and feel restful expressing their weaknesses. Showing vulnerability is a relatable trait and Geoff Ballotti finds that, “The greatest leaders I know out there are very restful talking about their weaknesses, about what it is that they need to work on, to help upon, and to attain better.” efficacious leaders invest the thinking, the time, the energy and are prepared for the vulnerability of connecting with others.

    So how attain these leaders win trust, inspire, and build bonds with those they lead?

    Great leaders inspire their associates and guests by genuinely connecting to them through a consistent presence and visibility. Visibility as a leader not only includes having a physical presence, but besides aligning everyone to the purpose behind their shared vision through natural conversations and casual exchanges on a daily basis. When asked how he communicates company goals and the overall vision, Dan Donahue replied, “If you acquire a presence, it happens organically. It doesn’t need to be contrived.” The purpose of this sincere visibility is not about the need to “check on employees,” but rather an honest desire to interact with associates in order to gauge motivation and learn if employees need support or help. Mr. Wolman agrees that, “It is captious to operate with an open door policy and listen to everyone’s perspective and ideas, particularly the people who are executing the day to day functions, and I believe you’ve got to be constantly evaluating that.”

    HL3

    Mr. Ballotti adds, “I besides believe showing empathy is key and the best way powerful leaders attain that is through the know-how of storytelling when they’re up in front of their associate base or leadership team, being able to narrate stories that connect and engage and inspire and motivate in terms of the culture your want to set and want to build.” Storytelling is a powerful way to share knowledge, propel information at people or haul them into a company’s vision and mission by reinforcing the intent behind bona fide leadership. According to Edgar Schein, Professor Emeritus at the MIT Sloan School of Management, “[Stories] besides strengthen the framework and the import of an organization’s culture by establishing norms and values.”7 kindly stories compel, persuade, and unify others around the leaders’ vision.

    Creativity Breads Adaptability

    “Hospitality isn’t about a product on the shelf. Hospitality is about creating something that changes day to day, hour to hour, or minute by minute.” – Dan Donahue

    IBM’s 2010 Global CEO Study, which surveyed more than 1,500 CEOs from 60 countries and 33 industries worldwide, concluded that creativity is the most distinguished leadership attribute for success in business, outweighing competencies such as integrity and global thinking.8 Geoff Ballotti agrees that, “Creativity is critical, especially in the traffic that we’re in. We’re trying to redefine and reposition their brand from a creative standpoint in terms of experience.” What defines one brand from another and what makes one brand more successful than another is the creativity that it delivers as well as the undergo it delivers to its guests. Understanding how to generate powerful ideas is a crucial leadership trait in hospitality’s innovation-driven industry. Successful leaders create an environment where associates can contribute their fancy and insight, which is captious because most innovations draw upon the contributions of many.

    Today’s traffic environment is unpredictable, changeable and increasingly complex. Therefore, the talent to create something that is both innovative and applicable is on the top of leader’s minds. Mr. Donahue states, “Nothing in their traffic can be or should be cookie cutter. It’s about curating an undergo for each person who spends to be with you.” Len Wolman adds, “If you’re not creative and open to change in todays world with the disruptors that exist in their industry, particularly with technology, you will not be successful. You need to be creative in terms of staying ahead, staying current and relevant, and win managing the costs associated with change in a way that your organization can still be successful and profitable.”

    In an industry of constant change, powerful hospitality leaders need to capitalize on the opportunities that are ripe for the present context and blueprint for the likely future state. Change requires creating a unusual system, which demands efficacious leadership. It is crucial that leaders first avow how hard it can be to drive others outside of their comfort zones and propel for change. When asked how he responds to change, Len Wolman replied, “A crucial factor is feedback. They win daily feedback that is current and relevant, whether it be Trip Advisor, direct contact with their guests, or direct contact with their associates. They need to listen to it, they need to respond to it, and they need to adjust to the things that people are looking for whether it be the consumer or the work environment.” Those who create unusual initiatives, programing, design, and brand essence are the ones who succeed. By supporting creativity and commanding change, leaders can increase workplace satisfaction and build driven teams that craft original, valuable ideas.

    Figure 1: Interview Questions
  • When associates are inspired by their leaders, they are more confident, they know what’s expected, and they feel empowered to build decisions and work toward their goals. So with your vast undergo in the hospitality industry, what are some ways you empower and inspire those around you to build decisions and really motivate others?
  • Do you acquire a specific set of core values? They can be personal or related to your company.
  • How attain you hold others accountable to those values and standards as a leader? Are there specific tools or methods you provide your associates to back them work towards that unified goal?
  • Confidence is obviously an distinguished skill to possess as a leader, but attain you believe showing vulnerability as a leader is distinguished as well? This can be shown through being more visible to others around you, taking risks, being vocal and limpid about your specific goals as a leader….
  • Creativity is essential to the entrepreneurship that gets unusual businesses started and that sustains the best companies after they acquire reached a global scale. attain you esteem creativity to be a manageable trait? Is creativity a focus of your attention as a leader?
  • How attain you adjust to various situations in an age of rapid change (with technology and this millennial “mindset” emergence)? What are the key components to having an adaptable mindset?
  • Closing Thoughts

    It has been made limpid through the interview process of these three prominent industry leaders that establishing shared values, balancing accountability with autonomy, modeling by example, showing vulnerability through visibility, and having a creative mindset that is open to change are outright essential factors to being a successful leader. The common theme amongst outright these traits and elements to successful leadership, however, is each leader’s dependence and trust for their associates. At one point during the interview, Mr. Ballotti pointed out that, “Great leaders are those who surround themselves with powerful people…who are brighter, and smarter, and more diverse in thought than they are. And who are able to build a team that knows how to support and trust each other.” It is limpid that efficacious leadership boils down to a leaders talent to unlock the replete potential in those around them. Len Wolman adds that it “We buy supervision of their associates so that they buy supervision of their guests, which keeps the guests coming back and is the judgement they are in business.“ Dan Donahue besides notes, “You acquire to realize each individual employee’s needs. build a connection with your employees every single day.” outright kindly leaders were once followers themselves and acquire learned to establish and foster trust over time. A real leader passes acclaim and shares the blame, lifting up those around them.9 Without followers, powerful leaders cannot lead.

    PDF Version Available Here

    SarahSarah R. Andersen is a senior at Boston University’s School of Hospitality Administration. Her areas of interest include integrated marketing communications and real estate development. Beyond her studies in hospitality, she is a member of the BU Women’s Lacrosse team. She plans to continue her studies at Boston University after graduating with her bachelor’s degree by enrolling in the School of Hospitality’s Master of Management in Hospitality program. References
  • Gallos, Joan V. Business Leadership. Second Edition ed., A Jossey-Bass Reader.
  • Kouzes, James M., and Barry Z. Posner. The Leadership Challenge: How to build Extraordinary Things befall in Organizations. Sixth Edition ed., Wiley, 2017.
  • Carson, and E. A. Phelps, “Regulating the Expectation of Reward,” Nature Neuroscience 11, no.8 (2008):880-881
  • “Performance Management: Accountability Can acquire Positive Results.” U.S. Office of Personnel Management. Web.
  • Porath, Tony SchwartzChristine. “The Power of Meeting Your Employees’ Needs.” Harvard traffic Review, 6 Dec. 2017.
  • C. M. Shea and J.M. Howell, “Charismatic Leadership and Task Feedback: A Laboratory Study of Their Effects on Self-Efficacy and Task Performance,” Leadership Quarterly 10, no. 3 (1999)
  • Marshall, John, and Matthew Adamic. “The narrative Is the Message: Shaping Corporate Culture.” Journal of traffic Strategy, vol. 31, no. 2, 2010, pp. 18–23.
  • “Creativity Selected as Most Crucial Factor for Future Success.” IBM 2010 Global CEO Study, 18 May 2010.
  • Henderson, Aaron M. Building efficacious Leadership from the Ground Up. Llumina Press, 2004.
  • February 13th, 2018 in traffic Practices, Marketing, Winter 2018

    By Juan Lesmes and Leora Lanz

    It wasn’t that long ago when digital marketing surfaced as essential exercise for the hospitality industry. As time moved forward, hotel marketing departments established roles to manage the digital positioning and visibility of the property. Thus, they witnessed hospitality brands which were ‘present’ on social media outlets, adopting paid search as a permanent component of their marketing merge and abiding by well-known website best practices. They mention to this term as aspect I of the Hospitality Digital Marketing Revolution.

    Phase II quickly blossomed, and hotels realized that the competition to penetrate the digital space was strong and arduous. Brands started focusing on and investing in the internet user-experience (UX), negotiating partnerships with online travel agencies (OTAs), understanding the landscape of search engine result pages (SERPs), separating high-value budgets exclusively for search engine marketing (SEM), and delving into the intricacies of search engine optimization (SEO) for their own websites. Social media served as a competitive handicap and quickly escalated as paramount for marketing, branding, reputation management, and organic visibility. Paid search, via Google AdWords platform, is not to be confused with the organic approaches particular here.

    As they delve into 2018, aspect III emerges clearly. OTAs dominate and in some instances preoccupy Google searches with first page results. Consequently, hotels are realizing that digital marketing efforts should be shifted from a haphazard online presence to one that is strategic – one that capitalizes on each micro-moment of the guest travel planning journey (most of which, if not all, occurs on the web). As social media forces Instagram and Facebook solidify their roles as prominent search engines, paid ‘posts’ within users’ ‘feeds’ continue to convey the power of personalized sponsored content.

    With a myriad of stakeholders now involved in the simple act of searching for hotel rooms, is it a battle worth fighting? The retort is absolutely. But before addressing the how, it is crucial to identify and differentiate the digital marketing scope of branded and non-branded hotels. Branded hotels, especially those flagged with hospitality powerhouses, benefit from a more powerful domain authority coming from the parent chain, making it easier for them to rank higher on the SERPs. buy Marriott.com/hotel vs. hotelname.com for example. Domain authority is the overall power of the domain designation considering traffic size, popularity, and number of links to the site (backlinks). It is besides a top ranking factor for Google.

    Branded hotels besides tend to acquire significant budgets to spend on Pay-Per-Click (PPC) and paid search, ensuring top first page visibility for valuable destination and branded queries. In addition, branded hotels acquire wider access to digital partnerships, including listings, local directories, event sponsorships, travel influencers, and online features – outright of which provide authoritative backlinks to the hotel’s site, further contributing to its domain authority.

    Because independent and small-scale hotels rarely benefit from domain authority, maintaining and monitoring digital marketing best practices to boost Google rankings should be a requirement, not merely a recommendation. Digital marketing practices command their own dedicated efforts. Yet online marketing should be well-equipped with its own strategy and utilize expertise in the nuances and intricacies of hotels, restaurants, leisure activities, and attractions – overall, hospitality.

    Photo1

    The question then becomes, how can hotels strive for visibility in this Wild West of a digital landscape, particularly if they are competing against each other, the OTAs, and a powerful sharing economy?

    1. Execute a Carefully Crafted Keyword Strategy

    Optimizing for search queries, besides known as keywords, is perhaps the core of any digital marketing tactic aiming to build visibility – both organic and paid. Identifying those keywords with the highest search volume, such as ‘Miami hotels,’ is the intuitive process. Presence on Google’s first page for lofty search-volume keywords requires a robust SEM budget, an ongoing and long-term SEO strategy, or both. This puts independent and small-scale properties, which often attain not acquire the necessary budget and fundamental team,  at a notable disadvantage.

    However, niche keywords present a different scenario. These queries are typically ’long-tail’ signification they contain more than four words. Though niche keywords attain not acquire the highest search popularities, it is much easier to actually capture their search volume, which then results in higher click-through rates (CTR). Hotels can leverage niche keywords by identifying their unique amenities and value propositions, and turning them into valuable keywords. For example, ‘Miami hotels with a rooftop bar,’ ‘Miami hotels with free breakfast’ and ‘Miami hotels with nightclubs’ are terms to utilize as they leverage a more specific travel intent that easily turns into conversions (booked business).  It is crucial to believe as the customer would.

    Some independent hotels, because of the virtue of their uniqueness and often niche-market, can acquire the upper hand in this situation. A property which positions itself as a turn for health and well-being could therefore pursue niche terms such as ‘wellness resorts’ and ‘fitness getaways.’ The key is to identify the brand’s top performing unique selling propositions (USPs) and translate them into humanized search queries, outright while keeping the guests’ travel planning journeys in mind.

    Finding a balanced merge of both high-search volume terms and niche queries secures strategic keywords. Nevertheless, actually optimizing for them by ensuring they are naturally or comfortably present throughout the website’s titles, content, metadata and bidding efforts besides back secure a carefully crafted keyword strategy.

    2. Optimize for Local Search

    Our termed “Phase II” besides assign the spotlight on search engine traffic directories such as Google My traffic and Bing Places for Business. In aspect III, hotel listings on these directories is no longer a recommendation, it is a necessity. Optimizing for local search entails driving the visibility of a property’s traffic listing via a two-part process:

  • Ensure the listing’s content is precise and optimal. For a hotel’s listing to be effective, it needs to be correct. This means not only having a consistent name, address, and phone number (NAP) across the web, but besides sharing additional traffic attributes such as traffic hours, property images, contact e-information, and traffic category. Because Google understands that local users are better served by businesses that outline outright the information they need, it ranks complete, accurate, and consistent listings higher than those that are partial. If your hotel has a separate restaurant, spa, or in-house shop, each should acquire a separate online traffic listing.
  • Utilize keywords with universal search integrations – unavoidable keywords tend to trigger significantly more universal search results, which includes a blended combination of Carousel, Local 3-Pack, Images, and Maps. (The former two are Google features institute on search pages, displaying images and contact information to back users with specific searches). Because they are primarily location-based, they present yet another occasion to drive the hotel’s local traffic listing. Keywords such as ‘Miami hotels near American Airlines Arena’ or ‘Downtown Miami hotels,’ for example, acquire powerful local search integrations since they allude to a local zone within a larger market. As a result, incorporating these styles of keywords into the hotel’s website and local listings is a way to let Google know that the property is not only highly apposite to the query, but besides a local traffic to be recognized.
  • Photo2

    3. Attain and Maintain a Star Rating on Google

    One of the key components of local search results is the Star Rating associated with a traffic listing. In fact, star reviews on SERPs are an efficacious way for hotels to increase digital visibility by standing out from the competition. Star ratings back increase the site’s CTR and provide an influential benchmark for online reputation management (ORM). Once an exclusive impute for paid results, star ratings now besides emerge on organic results through Google’s ‘Rich Snippets.’ These snippets are a figure of structured data which Google extracts from multiple websites and presents it as a ‘preview’ in search results, besides known as Google’s erudition Graph.

    Therefore, obtaining and retaining star ratings involves safeguarding reviews on trusted and authoritative review sites. Google then aggregates this rating data and displays an middling star rating. Hotels (restaurants, attractions, etc.) should hearten satisfied guests to submit reviews to their booking channel (i.e. Expedia) because they are by default ‘trusted’ sites. However, they should besides hearten reviews for their own Google My traffic listing in an attempt to increase the hotel’s chances of being featured on local search results.

    It is distinguished to clarify that there is a technical component to obtaining a Google star rating. Codes assign onto the website to back search engines revert more informative results to users. Hotels need to ensure that their web developers besides include star rating information within the markup code.

    4. Enhance Content on Local Listings

    A hotel’s content for its local listings should be strategically optimized. Whether it is in Foursquare, CitySearch, or any other listing, valuable keywords should be incorporated throughout the copy – including local search ‘near’ queries such as ‘hotel in Miami near Brickell’. If the brand image is waggish and tongue-in-cheek, the content on local listings should besides reflect that. Some listings even allow for a featured message. Rather than a generic ‘Welcome!’ hotels can exhaust this space to promote current offers or highlight special amenities (complimentary champagne, sunset yoga, free breakfast).

    Other content elements such as images should be of the highest quality, showcasing provocative yet realistic visuals of the property’s exterior, interior, and overall ambiance. Links to outright the property’s social media channels should be present in the listings, which allows the user to access other hotel assets including brand personality and online reputation.

    5. Optimize for Voice Search

    With increasing utilization of smart personal assistants such as Alexa and Google Home, voice search is a prime topic of conversion within the digital marketing realm. In order to be visible in results derived from these devices, hotels need to ensure they are optimizing their site and keyword strategy for voice search too. Since users are more likely to exhaust longer natural queries via voice, employing niche, long-tail keywords is an efficacious routine to optimize for this trend.

    Long-tail keywords are fruitless without the apposite content on a hotel or restaurant’s website. Hotels need to acquire specific landing pages that parallel the niche keywords. If a hotel seeks ‘Hotels in Miami with rooftop pools’—a keyword likely used by the voice search user—it must emerge in the apposite landing page.

    Incorporating questions and answers within the site, perhaps via the ever-popular Frequently Asked Questions (FAQ) page, is another efficacious way to accommodate voice search. With this strategy, hotels can provide answers not only about the property itself, but besides about their destination and local attractions as a result of quick detection by voice-activated devices.

    It is distinguished to note that recently, numerous hotel properties and companies acquire been contacted by law firms representing travel consumers with disabilities. These law firms report that websites are not abiding by accessibility guidelines in accordance with the Americans with Disabilities Act (ADA). If a guest is unable to exhaust a hotel website to find information or build a reservation, hotels can in fact be fined. Today hotel websites must enable these assistive technologies to allow travel consumers with disabilities to win the information they need and complete any necessary transactions.

    6. Adopt a ‘Mobile First’ Mantra

    Much has been said about Google’s ‘mobile first’ index. This means Google will start to rank its search results based on the mobile version of the content, even in desktop search listings. If one thing is certain, websites need to be optimized to be mobile-friendly (responsive). Hotels need to ensure they launch a fully-responsive website that serves users of any device the selfsame consistent content. The more ‘mobile-friendly’ a site’s user undergo is, including factors such as typography, navigation map, and website design, the higher the site will rank on Google’s search.

    7. Leverage Google Hotel Ads

    Google Hotel price Ads (HPA) showcases a hotel’s real-time (dynamic) rates on Google search across outright devices. Users will observe the hotel’s ad when they are actively looking to bespeak a play in the area. However, the hotel only pays when the ad generates a click or a booking.

    Google has recently introduced a unique call-to-action (CTA) button for booking hotels in its search results. A keyword can trigger a ‘BOOK A ROOM’ button to appear. Clicking this will activate a sub-menu to browse outright enlisted HPAs for the hotel, which includes booking direct and via OTAs.

    googleleora

    This feature, which besides appears in Mobile and Maps, demonstrates Google’s determination to grow its price Ads service. The increased exposure provides more incentive for hotels to capitalize on this figure of pay-per-click in order to promote direct bookings.

    8. increase Backlinks, Actively

    A backlink is as simple as a hyperlink to a website from another website. Yet, it carries a lot of weight when it comes to a hotel’s organic digital visibility. Each backlink tells the search engine that a hotel website has a ‘vote’ from another entity, which in revert builds credibility and domain authority. Branded hotels acquire the upper hand here since the company usually has a corporate parent site that a plethora of other websites will link to (such as Marriott.com or IHG.com).

    There are technicalities to backlinks, including the attribute of the backlink determined by elements such as anchor text and link context. These technical factors play a role in the algorithm the search engine uses to determine the value of a backlink. In theory, the more attribute backlinks a hotel website has, the more chances to rank higher on search engines.

    Actively pursuing apposite backlinks should be imperative for hotels to obtain first page ‘real-estate’. Obtaining links from local directories, current hotel vendors, editorial publications, and .EDU and .GOV sites should be the gateway for enhancing the site’s link equity. However, to continuously grow the number of backlinks, hotels need to be generating quality, shareable content that interlinks with social media initiatives.

    9. recall Optimal Social Media = (Quality + Authenticity) x Engagement

    Much has been contemplated about what comprises a successful social media strategy. Although there is no ultimate recipe for the consummate social media post, three factors that boost performance are quality, authenticity, and engagement. Optimal Social Media = (Quality + Authenticity) x Engagement. Each piece of content maximizes visibility, both organic and paid. When posts are bona fide and of lofty quality, users are more likely to relate and validate them. When posts are authentic, of lofty quality, and facilitate some type of user engagement, the content becomes shareable.

    When content generates more likes, followers, and overall visibility it establishes an influential ranking factor. Therefore, search engines tend to rank higher those brands that acquire a robust organic social media base (not paid or ‘spammy’ followers). This is why it is distinguished for hotels to intertwine their social media strategy with their SEO efforts by creating quality, authentic, and engaging content that increases overall digital exposure.

    10. esteem the Technicalities of SEO

    Technical SEO is a science of its own and deserves its own team of specialists, budget, and time. Technical SEO means optimizing a website so search engines can successfully crawl and index its content. It lays a powerful foundation to give a hotel’s website the best desultory it can to rank higher for apposite keywords. Technical factors include site speed, removing unnecessary tags, cleansing duplicate metadata, adding tags to images, and implementing proper redirects to maximize the site’s link equity. Whether there is a one-man team or a staff of professionals continually optimizing the website, there are tools to back provide the technical support.

    Hotels, restaurants, museums, attractions, and leisure activities outright need to assertively compete online to grab the attention of potential guests. Those who tend to the organic visibility acquire a notable competitive. This and integrated paid search campaigns that mutually support organic search strategies will back secure first page visibility. Overall, while the need to upkeep search engines’ potent algorithms and ranking methodologies will always remain, an understanding of the process will back smaller or independent hospitality businesses carve through the clutter in today’s complicated digital landscape.

    PDF Version Available Here

    JuanHeadshotJuan Lesmes is a digital marketing strategist specializing in SEO at HEBS Digital the leading hospitality technology, full-service digital marketing and website design firm. A 2017 graduate of Boston University’s School of Hospitality Administration (SHA), Juan’s previous undergo includes work at hospitality marketing advisory LHL Communications, The Ritz London, and Lets win Weddy in London. Since his time at SHA, Juan has been recognized as a thought leader in hospitality marketing, with lively contributions to the Boston Hospitality Review, HotelOnline and HospitalityNet. Lanz unusual 2016Leora Halpern Lanz, ISHC, is principal of LHL Communications, a hospitality-focused marketing communications, branding, and media relations advisory. She is besides replete time faculty at Boston University’s School of Hospitality Administration (SHA), teaching advanced strategic marketing and digital marketing for hospitality at the undergraduate and graduate levels. She was named among the Top 25 Minds in Hotel Marketing for 2016 by the Hospitality Sales & Marketing Association International and was named 2017 Professor of the Year by the student government of SHA.

    June 7th, 2017 in traffic Practices, Hotels, Marketing, Spring 2017, Technology, Uncategorized

    The TripAdvisor Inc. application is demonstrated on an Apple Inc. iPhone for a photograph in Washington, D.C., U.S., on Friday, May 5, 2017. TripAdvisor is scheduled to released earnings figures on May 9. Photographer: Andrew Harrer/Bloomberg via Getty Images

    Photo Source: Andrew Harrer/Bloomberg via Getty Images

    By Nick Cohen

    The year is 2001, and the world is still recovering from the tragedy of September 11th.  The travel industry is in a downward spiral as fears of flying and terrorism ripple across the United States and beyond, and hotels acquire lost significant occupancy due to a reduce in demand.

    Simultaneously, a fledgling technology is emerging which will eventually buy handicap of the internet explosion, as well as hotel management’s desperation to fill rooms. It will reshape their industry forever, and this platform now commonly referred to as Online Travel Agencies, or OTAs, will allow hotels to easily sell their rooms on the internet through unusual consumer facing websites such as Expedia, Travelocity and Orbitz.

    Fast forward to 2017. The OTA’s acquire gained the majority of market share for online reservations, and digital platforms fancy Booking.com and Ctrip.com acquire loyal member volumes that far surpass brand websites.  In many cases, the OTA companies are valued well beyond traditional hotel brands (as of May 2017, Priceline Group has a market capitalization of nearly USD 92 Billion).  They acquire besides helped to create a unusual concept as they grew in popularity and scale over the final number of years, and it was the precedent of transparency. Pricing that was once hidden to the everyday user, could now be exposed to the whole world, publicly, with a few clicks online. As OTA channels grew enormously with time, so did the access to real time rates and availability for virtually every hotel around the world.

    With this concept in mind, from the OTA’s they acquire seen the rapid expansion of ‘meta search’ channels. These are one-stop price comparison platforms where a customer can view a price for a single hotel play across multiple websites (without having to browse those websites one-by-one). Sites within this category include Kayak, Trivago, TripAdvisor, Qunar and Google, and they are outright working to simplify the travel research process for consumers.

    OTA

    Featured above are some of the most approved meta search channels

    With the OTA channels continuing to grow through massive marketing efforts and superior technology, and with meta search sites following their lead, a relatively unusual challenge has emerged for hoteliers. It represents a very complex dynamic between one of the most traditional ways to sell a hotel room, and one of the most modern ways to sell a hotel room. This once again outright comes back to the concept of price transparency. Wholesale has been a core traffic driver in hotels for many years, helping properties build base traffic through private negotiated rates and partnerships. Historically, these wholesalers would sell their inventory offline to their own private networks of contacts. Even though the pricing would typically be lower than publicly available RACK rates, it was a trustworthy foundation of occupancy for hotels to build off of.

    As technology has become more sophisticated with Application Programming Interfaces (APIs) readily available, they acquire seen the rapid growth of wholesale rates being sold publicly, online, through some of the powerful meta search channels mentioned above.  This means that wholesalers are selling discounted rates, which directly undercut brand websites and OTAs, to anyone who has access to the internet.  Beyond just meta search, some OTA websites are now even positioning themselves as ‘online marketplaces,’ where they too will sell wholesale inventory directly instead of the inventory provided by the hotels. To remain competitive and increase market share, online channels want to sell the lowest price possible, even if it means reducing their own margins by selling a cheaper play to the customer.

    OTA Meta search

    Meta Search Websites such as HotelsCombined (shown above) showcase wholesale aggregator sites fancy Amoma.com and HotelQuickly.com which acquire prices that undercut the brand’s direct website and other OTA channels

    You would believe that hoteliers would want to fix this problem immediately. Online wholesale traffic undercuts channels which are much more profitable such as their direct brand website.  This issue however is multi-layered and is not easy to remedy for the following key reasons:

    Hotels still want wholesale business!

    Hotels still maintain strong relationships with a number of wholesale partners, titanic and small, and they rely on these partnerships to generate base business. Turning off these channels would potentially imply the loss of significant revenues, at least in the short term.  Although wholesale channels can undercut other websites when sold online, they besides still generate incremental traffic when sold offline through the traditional method

    Finding the source of whole traffic online can be very difficult

    When wholesale rates appears online, it’s generally very difficult to know which wholesaler specifically is providing that inventory. The wholesale partners themselves don’t generally sell rooms through their own websites, but sell their rates through wholesale aggregation channels such as Amoma.com.  It’s channels fancy Amoma who then sell the rates online through their own interface, and promote their rates through larger meta search intermediaries such as Trivago and TripAdvisor.  Generally the only way to find the real source is to build a test booking online, and then track how that reservation comes into the hotel’s central reservation system (each reservation is typically flagged with an inventory source).  Many hotels are reluctant to attain this since a booking requires exhaust of a credit card and sometimes even pre-payment, and then cancellation of that test booking is not always easy to do. The test booking process is both cumbersome to manage at scale, and is besides financially risky for a hotel if those booking cannot be cancelled.

    Room bookings can be made through Amoma.com and other wholesale aggregator websites by anyone online. However, the back intermission wholesale source for each booking from Amoma and other channels fancy it can be very challenging for a hotel to identify

    Room bookings can be made through Amoma.com and other wholesale aggregator websites by anyone online. However, the back intermission wholesale source for each booking from Amoma and other channels fancy it can be very challenging for a hotel to identify.

    Employee incentives are at stake

    Within hotel sales departments, team members are still incentivized to drive wholesale volume, regardless of where that volume is being sold (offline or online). Wholesale partners generally don’t provide specifics on how they are selling their inventory, and as long as play allotments are sold, the responsible sales team members are satisfied. This is creating an unavoidable rift between the direction of some sales leaders with the revenue management and digital strategy teams.

    So what’s next?

    Hotel companies are dealing with this situation in a variety of ways. Some are cutting off wholesale altogether since they simply can’t control where their inventory is ending up. Others are maintaining the partnerships, but are working to high-tail away from static play allotments and over to dynamic pricing and availability where the hotels acquire more control over the inventory they dispatch to the wholesalers. This is a major problem facing the industry that very much remains unsolved.

    If they buy ourselves back to the 2001, price transparency was a challenge for hoteliers. Properties simply didn’t acquire direct access to a great enough segment of customers, therefore traditional partnerships fancy wholesale was an absolute necessity. With the growth of the OTAs though, and the emergence of unusual technologies such as meta search, that access is no longer an issue. The world is accessible for each hotel with a few quick key strokes on a computer. It is now only a matter of time until hoteliers build one of the following decisions:

  • Utilize wholesalers purely as another online distribution channel, selling rates that are parity with every other website (brand.com and OTAs)
  • Remove wholesale out of the channel merge altogether, realizing that play inventory can be be sold among the host of websites and digital platforms already available
  • PDF Version Available Here

    Nick Cohen HeadshotNick Cohen is based in Hong Kong and leads digital strategy for Hyatt Hotels in Asia Pacific.  He oversees online marketing efforts for outright Hyatt brands and properties across the region, and manages a variety of e-Commerce and digital platform projects to back increase online revenues for the company. Prior to joining Hyatt, Nick held senior e-Commerce and digital marketing roles at Langham Hospitality Group, Mandarin Oriental Hotel Group and Sabre Hospitality Solutions.  Earlier in his career, working on-property for various hotels he developed extensive erudition in operations, along with Sales & Marketing and Revenue Management expertise. Nick besides holds a graduate diploma in Hotel and Tourism traffic Management from Boston University.   Sources:


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    References :


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    Dropmark : http://killexams.dropmark.com/367904/11331871
    weSRCH : https://www.wesrch.com/business/prpdfBU1HWO000IJHK
    Scribd : https://www.scribd.com/document/356588816/Pass4sure-M8010-246-Braindumps-and-Practice-Tests-with-Real-Questions
    Dropmark-Text : http://killexams.dropmark.com/367904/11997430
    Youtube : https://youtu.be/tD855LgmVrs
    Blogspot : http://killexams-braindumps.blogspot.com/2017/10/ensure-your-success-with-this-m8010-246.html
    Vimeo : https://vimeo.com/239056606
    RSS Feed : http://feeds.feedburner.com/JustMemorizeTheseM8010-246QuestionsBeforeYouGoForTest
    publitas.com : https://view.publitas.com/trutrainers-inc/m8010-246-pdfreal-m8010-246-questions-that-appeared-in-test-today
    Google+ : https://plus.google.com/112153555852933435691/posts/CsyHxcktws6?hl=en
    Calameo : http://en.calameo.com/books/00492352621b6f9122896
    Box.net : https://app.box.com/s/5388rukl9qmeecq6d3jjxq3u5f79mh6r
    zoho.com : https://docs.zoho.com/file/5a0s1356fc8074f1d403b96ac48253d3684d6






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