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5 Digital Transformation in Hotels Case Studies [2024]

In the rapidly evolving hospitality industry, digital transformation has become a pivotal strategy for hotels striving to enhance guest experiences and optimize operational efficacy. The following five case studies illustrate how diverse hotel chains—from luxury resorts to eco-friendly retreats—have successfully implemented digital technologies to meet the unique demands of their clientele and setting. Each case study thoroughly examines the objectives, challenges, solutions, and outcomes associated with their specific digital initiatives. These examples showcase how hotels use technology to redefine hospitality, improve sustainability, and stay competitive in a digitally-driven market.

Related: Digital Transformation Case Studies

Case Study 1: Digital Transformation at LuxStay Hotels

In an era where digital innovation is supreme, LuxStay Hotels recognized the transformative power of technology to redefine the hospitality landscape. Operating a chain of high-end hotels globally, LuxStay was challenged by evolving consumer expectations and the need for operational agility. Determined to enhance its competitive edge, LuxStay embarked on a strategic digital transformation to revolutionize guest experiences and operational processes.

The primary goal of LuxStay Hotels was to enhance guest experiences by leveraging digital technology to offer more personalized services and streamline guest interactions. Another critical objective was to increase operational efficiency across all hotel operations, reducing costs and improving service delivery through automation. Additionally, LuxStay aimed to utilize better-collected guest data to refine their marketing strategies and service offerings, ensuring each guest felt uniquely valued and satisfied.

• Legacy Systems:  Outdated IT infrastructure that was not integrated, leading to inefficiencies and data silos.
• Customer Expectations:  Increasing demand for digital services such as mobile check-in/out, room customization via apps, and contactless interactions.
• Staff Adaptability:  Resistance from staff accustomed to traditional methods and processes.

Solutions Implemented

• Integrated Property Management System (PMS):  LuxStay implemented a new PMS that integrated all hotel functions—front desk, housekeeping, reservations, and billing—into a single platform to streamline operations and improve data flow.
• Mobile Application Development:  Developed a comprehensive mobile app that allowed guests to manage their entire stay—from booking to checkout, including room customization options like temperature control, lighting, and entertainment systems.
• Data Analytics Platform:  Deployed a data analytics platform to harness customer data for personalized marketing and to enhance guest experiences based on previous preferences and feedback.
• Staff Training Programs:  Comprehensive training programs were introduced to help staff adapt to new technologies and to foster a culture of innovation and constant improvement.
• Increased Guest Satisfaction:  Guest satisfaction scores increased by 25% due to improved personalization and faster service delivery.
• Operational Efficiency:  Reduced manual processes by 40%, leading to cost savings and quicker response times to guest needs.
• Revenue Growth:  Saw a 15% increase in revenue through upselling personalized services and promotions based on guest preferences and historical data.

Looking Ahead

As LuxStay looks toward the future, its strategy focuses on harnessing emerging technologies such as AI and the Internet of Things (IoT) to customize guest experiences further and optimize operational efficiency. Plans include deploying AI-driven chatbots for real-time customer service and implementing IoT for intelligent energy management and predictive maintenance within properties. By staying at the forefront of technological adoption, LuxStay aims not only to meet but exceed the evolving expectations of modern travelers, ensuring a seamless and memorable hospitality experience.

Future Directions

In the next phase of its digital transformation, LuxStay is exploring innovative sustainability practices, aiming to integrate renewable energy sources and smart building technologies into its hotels. This initiative is expected to reduce the chain’s carbon footprint and attract eco-conscious guests. Exploring biometric technology for enhanced security and customer convenience is also on the roadmap as LuxStay redefines luxury hospitality through technology.

This case study showcases LuxStay Hotels as a leader in digital innovation within the hospitality industry, setting benchmarks for others to follow in creating a smarter, more connected guest experience.

Case Study 2: Digonetal Overhaul at Coastal Retreat Resorts

Facing a rapidly evolving hospitality sector driven by digital advancements, Coastal Retreat Resorts, a boutique hotel chain located primarily in coastal regions, recognized the need to modernize its operations and guest services to maintain competitiveness. The chain embarked on a digital transformation initiative to harness cutting-edge technologies to revolutionize the guest experience and optimize operational effectiveness.

Coastal Retreat Resorts aimed to fundamentally enhance the guest experience by introducing digital solutions that offer unparalleled convenience and personalization. The chain sought to improve operational efficiency by automating routine tasks and integrating systems across properties to streamline management processes. Additionally, advanced data analytics was targeted to deepen understanding of guest preferences and effectively tailor marketing efforts.

• Scattered Property Management:  Coastal properties operated semi-independently with diverse systems, creating inefficiencies and complicating central oversight.
• Seasonal Fluctuations:  High variability in guest influx due to the seasonal nature of coastal tourism requires flexible and scalable digital solutions.
• Digital Adoption:  The existing workforce was predominantly accustomed to non-digital processes, posing a significant hurdle in adopting new technologies.
• Cloud-Based Management System:  Implemented a unified, cloud-based property management system across all locations to centralize data and operations, enhancing real-time decision-making capabilities.
• Dynamic Pricing Tools:  Integrated dynamic pricing software that adjusts room rates in real time based on market demand, weather conditions, and local events, maximizing revenue, particularly during peak seasons.
• Guest Engagement Platform:  Introduced an interactive platform enabling guests to engage with the hotel’s amenities digitally, from booking spa appointments to ordering room service via their devices.
• Employee Upskilling Initiatives:  Launched extensive training programs to upskill employees, focusing on digital literacy and customer service in the digital context.
• Streamlined Operations:  Achieved a 30% improvement in operational efficiency through automation and better resource management.
• Enhanced Guest Engagement:  Recorded a 50% increase in guest engagement with on-site amenities and services, driven by the ease of digital access.
• Revenue Optimization:  Saw a 20% increase in revenue through better room rate management and higher guest spending on amenities.

Coastal Retreat Resorts is now exploring integrating virtual reality (VR) experiences to offer virtual tours of the locality and augmented reality (AR) for immersive in-room entertainment options. This initiative aims to blend physical and digital experiences, enhancing the unique coastal charm with digital innovation.

The next strategic move includes adopting sustainable technologies such as solar-powered systems and smart water management to align with global environmental conservation trends and appeal to eco-friendly tourists. Coastal Retreat Resorts plans to explore partnerships with tech firms to co-develop bespoke hospitality solutions that could set new industry standards for guest-centric technology.

This case study demonstrates Coastal Retreat Resorts’ commitment to embracing digital transformation to deliver superior guest experiences and operational excellence, positioning them as a forward-thinking leader in boutique hospitality.

Case Study 3: Digital Innovation at City Center Business Hotels

City Center Business Hotels, a chain specializing in accommodations for business travelers in major urban areas, faced the challenge of adapting to the digital expectations of its professional clientele. The hotel chain initiated a comprehensive digital transformation focused on smart technology integrations and enhanced business services to stay competitive in a market where efficiency and connectivity are paramount.

The key objective for City Center Business Hotels was to streamline the business travel experience through technological enhancements that offer speed, efficiency, and connectivity. The chain aimed to optimize operational processes to reduce wait times and improve service responsiveness. Another critical goal was to employ data-driven strategies to customize services for business travelers, enhancing guest loyalty and satisfaction.

• High Expectations for Connectivity:  Business travelers demand high-speed internet and seamless digital connectivity for meetings and work-related tasks.
• Efficiency in Services:  The need for quick and efficient services, from check-in to conference facilities, is higher among business travelers than leisure guests.
• Integration of Business Amenities:  Integrating advanced business amenities with traditional hotel services to create a cohesive experience posed a significant challenge.
• High-Speed Connectivity Upgrades:  Upgraded the entire network infrastructure to provide high-speed, reliable Wi-Fi access throughout the hotels, including enhanced digital conferencing capabilities in meeting rooms.
• Automated Check-In/Out Kiosks:  Installed automated kiosks to expedite the check-in and check-out processes, reducing wait times and allowing guests more control over their stay.
• Smart Room Technology:  Implemented smart room technology that enables guests to control room settings such as lighting, temperature, and entertainment systems through a mobile app or voice commands.
• Business Analytics Suite:  Deployed a business analytics suite to gather and analyze guest data, enabling personalized service offerings and targeted marketing campaigns to meet the specific needs of business travelers.
• Reduced Service Times:  Achieved a 35% reduction in check-in and check-out times, significantly enhancing guest satisfaction.
• Increased Connectivity Satisfaction:  Guest feedback on connectivity and business amenities showed a 90% satisfaction rate, highlighting successful upgrades and integrations.
• Personalization Success:  Personalized marketing and service adjustments led to a 25% increase in repeat business customers.

City Center Business Hotels is exploring further advancements in AI-driven customer service solutions, including AI concierges and automated problem-resolution systems, to provide even more efficient and personalized services to business travelers.

Looking forward, City Center Business Hotels plans to integrate IoT devices to further enhance the guest experience, such as smart mirrors displaying news and weather updates and IoT-enabled coffee makers that remember guest preferences. The chain is also considering implementing blockchain technology to streamline payment processes and enhance security for business transactions.

This case study highlights City Center Business Hotels’ dedication to leveraging digital technology to meet modern business travelers’ high standards and dynamic needs, ensuring their position as a leader in the business hospitality sector.

Related: Digital Transformation in Finance Case Studies

Case Study 4: Technological Revamp at Heritage Grand Resorts

Heritage Grand Resorts, known for their luxury accommodations in historically significant properties, recognized the need to balance their rich heritage with modern technological demands. To attract a broader demographic and enhance the guest experience while preserving the aesthetic integrity of their properties, Heritage Grand embarked on a digital transformation project.

Heritage Grand Resorts aimed to seamlessly integrate cutting-edge technology without disrupting the historical ambiance of their locations. The objective was to enhance guest convenience and provide modern amenities while maintaining the charm and elegance of their heritage settings. They also focused on utilizing technology to improve operational efficiencies and provide enriched data insights for better guest management.

• Preservation of Aesthetics:  Integrating modern technology in a way that does not detract from or damage the historical significance of the properties.
• Technological Integration:  Implementing state-of-the-art technology in structures not originally designed to support them.
• Guest Diversity:  Catering to tech-savvy guests and those who prefer a more traditional, disconnected experience.
• Invisible Tech Solutions:  Installed ‘invisible’ technology such as underfloor heating, Wi-Fi boosters hidden within decor, and noise-canceling panels disguised as artwork to maintain the historical look and feel.
• Augmented Reality Tours:  Developed an augmented reality app that guests can use to learn about the history of the resort and its surroundings during their stay, enhancing the educational value of the visit.
• Smart Concierge Services:  Introduced AI-powered smart concierge services accessible via smartphones, providing guests with information, reservations, and personalized recommendations without physical interaction.
• Energy Management Systems:  Implemented advanced energy management systems to monitor and control energy use in real time, improving sustainability while reducing operational costs.
• Enhanced Guest Experience:  Guests reported a 40% increase in satisfaction due to the convenience of modern amenities blended seamlessly with the historical environment.
• Increased Operational Efficiency:  Reduced energy costs by 20% and improved staff efficiency by introducing smart systems.
• Educational Engagement:  The augmented reality tours led to a 30% increase in guest engagement with the property’s historical aspects.

Heritage Grand Resorts is considering further enhancements, such as biometric access controls for rooms and personalized environment settings that adjust based on guest preferences learned throughout their stay.

Plans include expanding VR (Virtual Reality) to offer potential guests virtual visits before booking and integrating more AI elements into everyday guest interactions. The resort also aims to explore deeper data analytics to predict guest preferences and create even more customized experiences.

This case study demonstrates Heritage Grand Resorts’ commitment to innovation, showing how technology can be harnessed to enhance traditional experiences, ensuring that these historical properties remain relevant and appealing in the modern age.

Case Study 5: Digital Evolution at Eco Escapes Resorts

Eco Escapes Resorts, a chain specializing in eco-friendly accommodations in remote and pristine environments, faced the dual challenge of enhancing guest experiences while adhering to strict environmental conservation standards. To address these challenges, Eco Escapes embarked on a digital transformation to implement sustainable technologies and digital services that align with their commitment to environmental stewardship.

Eco Escapes Resorts aimed to enhance the sustainability of their operations using digital solutions that minimize environmental impact. The key goals included improving energy efficiency, reducing waste, and providing guests with a digital interface that enhances their stay without compromising the natural setting. Additionally, the resort sought to leverage technology to educate guests on sustainability practices and the local ecosystem.

• Environmental Compliance:  Implementing technology solutions that meet rigorous environmental standards and cause minimal disruption to natural habitats.
• Remote Location Connectivity:  Ensuring reliable digital connectivity and technology deployment in remote areas with limited infrastructure.
• Balancing Tech with Nature:  Offering modern conveniences that guests expect while preserving the natural and unspoiled experience that is the hallmark of Eco Escapes.
• Solar-Powered Wi-Fi:  Deployed solar-powered Wi-Fi systems across properties to ensure connectivity that does not rely on conventional power sources.
• Digital Educational Platforms:  Introduced an interactive digital platform accessible via mobile devices that provides guests with information about local wildlife, flora, and sustainability efforts through engaging multimedia content.
• Smart Energy Systems:  Implemented IoT-based smart energy systems to monitor and manage energy consumption more efficiently, significantly reducing the resort’s carbon footprint.
• Waste Reduction Apps:  Developed an app that helps manage waste by educating guests on recycling protocols and monitoring their waste disposal habits, promoting a zero-waste lifestyle during their stay.
• Increased Sustainability:  Achieved a 30% reduction in overall energy consumption and a 25% reduction in waste production.
• Enhanced Guest Education and Engagement:  The digital educational platforms saw a 50% usage rate among guests, increasing awareness and participation in conservation efforts.
• Improved Guest Satisfaction:  Guest satisfaction improved by 35% due to the seamless integration of eco-friendly technologies that enhanced their stay without detracting from the natural experience.

Eco Escapes Resorts plans to explore further emerging technologies, such as biodegradable drones for ecological monitoring and guest tours, enhancing the educational aspect of their offerings without impacting wildlife or the environment.

Looking to the future, Eco Escapes is investigating the potential for blockchain technology to develop a transparent supply chain for all goods and services used at the resorts, ensuring sustainability from source to guest. They are also planning to expand their use of VR to offer virtual wildlife tours, allowing guests to experience sensitive habitats without causing disturbance.

This case study highlights Eco Escapes Resorts’ innovative approach to combining technology with environmental conservation, setting a benchmark for sustainable tourism in the hospitality industry.

Related: Digital Transformation in Aviation Case Studies

The case studies of LuxStay Hotels, Coastal Retreat Resorts, City Center Business Hotels, Heritage Grand Resorts, and Eco Escapes Resorts collectively demonstrate the transformative power of digital technology in the hospitality industry. These narratives highlight how strategic digital implementations can significantly enhance guest satisfaction, increase operational efficiencies, and maintain competitive advantage. The successes documented in these case studies serve as valuable blueprints for other hotels looking to embark on their digital transformation journeys. By embracing technological advancements, these hotels not only meet the modern demands of their guests but also set new standards for innovation in hospitality, paving the way for future developments in this dynamic industry.

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The Best Hospitality Case Studies You Can Learn From

In our digital age, it’s so easy to see what other guests thought of their stay at your property, and hopefully your Google and Facebook reviews are top notch.

You’ll find that the overall guest experience is vital to your success in the hospitality arena. It’s up to you and your staff to make your guests as comfortable as possible and treat them like they were in their own home.

We find it’s often good to learn from others and those who are doing it right or turned things around.  Let’s take a look at the best hospitality case studies you can learn from.

The Taj Mumbai

According to the Harvard Business Review , the Taj Mumbai is one of the world’s top hotels. Not only is it known for its beauty, but it is known for having the most well-trained employees who are always willing to go the extra mile.

They even note that many of them have worked at the hotel for decades. There is never any question about the job to be done and how to meet the needs of the guests.

While the Taj Mumbai is known for their excellent customer service, they took it to a new level during several terrorist attacks a decade ago.

The employees never left their posts and made it their duty to protect their guests. They were quick thinking and thought of the safety of the guests before their own. Many of them even lost their lives.

So, you can see that the Taj Mumbai has created a customer-centered culture. Their employees know the customers come first, and they seem to enjoy this culture of service.

Experts tend to agree that the recruiting system employed by the hotel has helped them find the most ideal candidates to provide this extraordinary culture of service.

The Hiring System of the Taj Mumbai

Instead of looking to the metropolitan areas for new hires, they head out to the smaller towns. This is because they find employees with more traditional, old-school values. These include a respect for teachers and their elders, a humble spirit, discipline, honesty, and an empathetic nature.

This also helps them find loyal staff members who truly care about the hotel’s many guests.

Often recruiting younger people, the hotel sends new team members to a certification center where they live room and board free for 18 months to learn how to be the best employees they can be.

They also look to schools for their management teams and again spend a great deal of time (18 months is the norm even for management staff) and money training them.

The prospective employees are also trained in a very different manner. They are not told to look out for the hotel’s interests, but they are told to put the guest’s first. They should always put the guest’s needs before those of the hotel.

This not only empowers employees to take the right action at the right time, but it engenders loyalty in both the employee and the customer.

Finally, the hotel instituted a special rewards and recognition program that relies on compliments from guests, compliments from colleagues, and the employee’s very own suggestions.

Every day thank yous are encouraged, and the employees strive to be better every day.

The Wit Hotel

Located in Chicago, the Wit Hotel knew it needed to provide more options for its health-conscious travelers. They wanted to appeal to more appeal, including their loyal clientele, by providing more nutritious food options.

The brought in SPE Certified to help this 300-room Doubletree by Hilton, with one of the best rooftop lounges in the world, meet travelers’ growing demands.

They wanted to up their hospitality level by offering the tastiest, most nutritious food, both catering to their current guests and working to attract new guests from an even younger demographic.

With the help of their consultants, and in collaboration with the hotel’s chefs, they identified existing menu items to enhance. They worked on a number of items and now offer many SPE certified dishes.

These are menu items that are certified and show the hotel’s commitment to sustainability and nutrition and most importantly, to their customers’ health and well-being.

Their changes have had great results and enhanced customer satisfaction.

Arenas Del Mar

Located in Costa Rica, the Arenas Del Mar is committed to new avenues in the hospitality industry.

They are committed to providing their guests with just what they want.

For example, they invest in green technology and only source products that meet their green philosophy. Their goal is not only be sustainable but efficient.

At their resort, they rely on solar energy because they are dedicated to keeping their carbon emissions low. They do this by using solar energy to heat water for their guests’ rooms as well as their staff rooms.

They even take it a step further on cloudy days by using their energy-saving auxiliary water heaters as a backup. Their guests never have to worry, though, as their hot tubs and shower are always as hot as they want.

When it comes to their food service, they have their very own gardens that they irrigate with wastewater. They also work with local suppliers and only source organic food and hormone-free and grass feed meat.

In addition, because the resort is right in the middle of 11 acres of nature preserve, they only use natural cleaning products.

They went 100% organic so as not to leach toxic products into the nature reserve because they want to preserve the fragile ecosystem.

Final Thoughts

You can see from these three different case studies how important it is to put the needs of the customer front and center.

In this highly competitive arena, it is absolutely vital to provide proper customer service training.

Strive to be a customer-centric property. Put the needs of your guests first and allow your employees the leeway to provide the best service to your guests. Don’t tie their hands by making them jump through hoops. (tweet this)

Your goal is happy employees first. Finally, when your team is happy in the workplace, then everything falls into place.  Your customer culture is set, and your customers are incredibly satisfied as a result.

Looking to showcase your hotel? At Hotel Propeller, we build functional, beautiful websites that highlight your hotel to help you stand out in the crowd. You’ll find everything you need to attract guests to your website and compel visitors to make a reservation. Take a look at our showcase and contact us today.  

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• Hospitality Case Review: The Top 100+ Hospitality Cases That Impacted Us in 2018

Written by Karen Morris, J.D., LL.M. and Diana S. Barber, J.D., CHE, CWP

ADA/Standing 1. Brito v. Wyndham Hotels and Resorts, LLC , 2018 WL 317464 (D. Colo., 01/08/2018). Plaintiff is a paraplegic and requires the use of a wheelchair to ambulate. While at defendant hotel he encountered multiple violations of the Americans with Disabilities Act (ADA) that effected his use and enjoyment of the premises and sued. The hotel challenged plaintiff’s standing. To establish standing, a plaintiff must show, inter alia, that he suffered an injury in fact. To prove that, plaintiff must establish a likelihood that he will return to defendant’s premises. Factors a court considers are the proximity of the business to plaintiff’s residence, the plaintiff’s past patronage of the business, the definitiveness of plaintiff’s plan to return, and the plaintiff’s frequency of travel near defendant. In the complaint plaintiff stated he lives in the same county as defendant, he has frequented defendant hotel for “pleasure purposes,” he was a guest at the premises for a two day stay, and he alleges an intention to return within four months. This constitutes a personal stake in the outcome to constitute standing and avoid dismissal of the complaint.

Bankruptcy 2. In Re Lorraine Hotel 2017 LLC , 2018 WL 5288893 (N.D. Ohio, 10/22/2018). Plaintiff hotel filed a Chapter 11 petition in bankruptcy. The debtor’s sole asset was a 93-room hotel, of which 54 rooms were rentable. The debtor did not have casualty insurance covering destruction of, or damage to, the facility. The Bankruptcy Code, Section 1112(b) authorizes a judge to dismiss or convert a Chapter 11 case to Chapter 7 “for cause.” Cause exists where a debtor fails to maintain appropriate insurance resulting in risk to the estate. The court stated appropriate insurance coverage is of “paramount importance” in this case because of the single asset in the estate and the status of the business as a struggling downtown hotel. The court thus dismissed the Chapter 11 case and denied conversion to Chapter 7. Instead, creditors can pursue their state remedies.

Class Action 3. Valverde v. Xclusive Staffing, Inc., et al , 2018 WL 4178532 (D. Co., 08/31/2018). Plaintiff is an employee of Omni Hotel. Per the written employment policies of the management company that operates the hotel, a $3.00 processing fee is deducted from each paycheck plaintiff and other employees receive. Plaintiff objected and seeks certification of a nationwide class of plaintiffs. Defendant objected arguing the allegations were insufficient to show that plaintiffs from other states were subject to the same policy. The court noted that defendant management company’s policies are national and controlled centrally from its Colorado headquarters. They are contained in its written employment policies used nationwide. The court thus found the evidence sufficient to certify a nationwide class.

Contracts 4. Murphy Elevator Co., Inc., v. Coco Key Hotel & Water Resort , 2018 WL 1747924 (Ohio Appls Crt, 04/11/2018). The parties had a two-year elevator maintenance contract. After the first year and a half, the hotel failed to pay. The elevator company stopped performing and sued for breach of contract. The hotel argued that it should only be liable for the unpaid moneys up to the time plaintiff stopped performing. The court rejected this argument and granted the elevator company lost profits. Noted the court, an award of damages should put the injured party in the same position it would have been in had there been no breach.

5. Stanciel v. Ramada Lansing Hotel and Conference Center , 2018 WL 842907 (Mich. Appls, 02/13/2018). Plaintiff fell when entering a hot tub at defendant hotel. Plaintiff attributes the fall to a broken support bar leading into the tub. Plaintiff sued, and the parties purportedly agreed to a settlement. Defendant prepared a written settlement agreement and submitted it to plaintiff. The documents included a “Medicare addendum.” Defendant’s attorney told plaintiff’s counsel to advise if he had a problem with any of the wording. Plaintiff returned the signed documents to defendant but unilaterally crossed out language in the addendum. Plaintiff now seeks to enforce the settlement agreement. Defendant argued the agreement was not valid because defendant was not willing to agree to the settlement without the eliminated clause. Plaintiff argued the clause that was crossed out was not an essential term of the settlement agreement so there was still a meeting of the minds on all the essential terms. The court ruled the parties did not reach an enforceable settlement agreement. Case dismissed.

6. Claris, Ltd. v. Hotel Development Services, LLC , 2018 WL 3203053 (Crt. Appls, Ohio, 06/29/18). Per contract dated 8/2005, defendant agreed to build plaintiff a 4-floor, 122 room hotel which plaintiff planned to operate as a Candlewood Suites. The construction was completed in late summer 2006. In 2013 the hotel began experiencing water penetration when rain occurred. Plaintiff’s expert witness investigated defendant’s construction work of the hotel’s walls and identified five deficiencies. The expert excluded one of the five as the cause of the water problem but did not identify the extent to which the other four may have contributed to the damage. Therefore, plaintiff failed to establish that a breach of contract by defendant caused the leakage. Thus, the court reversed a jury verdict in favor of plaintiff and directed a verdict for defendant.

7. Couture Hotel Corporate v. US , 2018 WL 3076847 (Crt. of Fed. Clms, 06/21/2018). Plaintiff purchased a $9 million hotel near Nellis Air Force Base intending to participate in the off-base lodging business for visitors to the base utilized when on-base lodging is full. To meet the base’s requirements, plaintiff made modifications costing in excess of $1 million. When the work was completed, defendant advised plaintiff that, due to lowered demand, it was not adding any new facilities to its overflow listings at the time. Plaintiff sued, claiming that defendant’s refusal to permit plaintiff to compete for off-base services violated the Competition in Contracting Act, various associated procurement regulations, and a contract implied-in-fact. The court held for the government finding procurement rules were not violated, and a contract-in-fact did not exist. While the government representative talked to plaintiff about prerequisites to qualify for the lodging overflow business before plaintiff purchased the facility, documents provided to plaintiff clearly stated that a prerequisite to the government signing a contract were various inspections and approvals. Said the court, “[I]n negotiations where the parties contemplate that their contractual relationship would arise by means of a written agreement, no contract can be implied.” The complaint was thus dismissed for failure to state a claim.

Default Judgment 8. Travelodge Hotels, Inc. v. Durga, LLC , 2018 WL 5307809 (D. NJ, 10/26/2018). Defendant was a franchisee of plaintiff. Defendant ceased operating and plaintiff filed suit for damages for breach of contract. Plaintiff ultimately received a default judgment. Defendant now seeks relief from that judgment. He argued his failure to defend was excusable because he was traveling the world searching for experimental medical treatments for their daughter who suffers from a rare anoxic brain injury which worsened about the time of the lawsuit. Per defendant, this search “consumed” his life. The court granted the relief, noting that the defendant’s inattention to the lawsuit was excusable given the daughter’s illness.

Eminent Domain 9. North Carolina Dept. of Transportation v. Laxmi Hotels, Inc. , 2018 WL 2207793 (05/15/2018). Defendant operates a Super 8 Motel. The Department of Transportation (DOT) sought to widen and improve the street on which the hotel was located. As a result of the work, the hotel lost several parking spaces. Also, due to a 15-foot tall retaining wall installed, visibility of the facility from the nearby thoroughfares was totally lost. The DOT claims it explained the extent of the work to be performed. The hotel’s president stated the DOT assured him the hotel would not lose any parking spaces and failed to explain the height of the retaining wall. As a result of the lost parking and street visibility, the hotel claims the DOT significantly underpaid for the taking since the loss of parking and visibility severely impacted the value of the hotel. The court agreed that the DOT did not adequately inform the hotel of the extent of the taking of hotel property. The court thus ordered the DOT to provide just compensation. The case was remanded for further calculation of appropriate reimbursement for the hotel.

Employment/Actual Employer 10. Frey v. Hotel Coleman, et al , 2018 WL 4327310 (7th Cir., 2018). Plaintiff worked at a Holiday Inn Express in Algonquin, Illinois. The hotel was owned by Hotel Coleman, Inc. which hired Vaughn Hospitality, Inc. to manage the facility. Vaughn Hospitality consisted of Michael Vaughn and his wife. Plaintiff’s paychecks came from Hotel Coleman; she was trained, supervised, evaluated, assigned, etc. by Vaughn Hospitality. Plaintiff claimed Michael Vaughn sexually harassed her and she filed a claim with the EEOC. She was thereafter fired and sued Hotel Coleman and Vaughn Hospitality for retaliatory discharge. The lower court determined Vaughn Hospitality was not plaintiff’s employer and dismissed the charges against it. Following trial against Hotel Coleman, plaintiff appealed Vaughn Hospitality’s dismissal. The appeals court reviewed several factors to consider when determining who is an employer, the most important being the right to control and supervise the worker. The court vacated the ruling that Vaughn Hospitality was not a joint employer and remanded the case. In doing so the court commented that the district court will “likely” conclude that Vaughn Hospitality was plaintiff’s employer.

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KAREN MORRIS (585) 256-0160 [email protected]

Karen Morris is an elected Town Justice in Brighton New York, a Professor of Law at Monroe Community College (MCC), and an author. She was elevated to the title of Distinguished Professor, awarded by the Chancellor of the State University of New York.

She has written several textbooks including numerous editions of Hotel, Restaurant and Travel Law, the latest of which was published in 2017 by Kendall Hunt and won a Textbook Excellence Award from Text and Academic Authors Association. She also wrote two editions of New York Cases in Business Law for Cengage Publishing. In 2011, she published Law Made Fun through Harry Potter’s Adventures, and in 2017, Law Made Fun through Downton Abbey. She also co-authors Criminal Law in New York, a treatise for lawyers. She writes a column for Hotel Management Magazine entitled, Legally Speaking, and a blog for Cengage Publishing Company on the law underpinning the news.

Among the courses she has taught are Hotel and Restaurant Law, Business Law I and II, Constitutional Law, Movies and the Law, “The Michael Jackson Trial” and “O.J. Simpson 101; Understanding Our Criminal Justice System.” Her course offerings include some in traditional classroom settings and others online. She won the Excellence in Teaching Award in 1994, having been selected by her peers, and the Chancellor’s Award for Teaching Excellence in 2002, conferred by the Chancellor of the State University of New York.

DIANA S. BARBER (404) 822-0736 [email protected] [email protected]

Diana S. Barber, J.D., CHE, CWP is currently an adjunct professor teaching hospitality law and hospitality human resource management at Georgia State University in Atlanta, GA. In addition, she conducts a one-day workshop on contracting and risk management for the Events and Meeting Planning Certificate Program offered by The University of Georgia in Athens, Georgia.

In 2017, Diana became a co-author of Hospitality Law, Managing Legal Issues in the Hospitality Industry (5th Edition), along with Stephen Barth. Ms. Barber is a recipient of the J. Mack Robinson College of Business Teaching Excellence Award in 2011 and was awarded 2011 Study Abroad Program Director of the Year by Georgia State University. In addition, Ms. Barber is the recipient of the 2010 Hospitality Faculty of the Year award and in 2012, received a Certificate of Recognition from the Career Management Center for the J. Mack Robinson College of Business. Ms. Barber is a member of Phi Beta Delta, an honor society for international scholars. Diana also completed her certification as a Certified Wedding Planner through the nationally recognized [the] Bridal Society.

Ms. Barber has recently launched a consulting/speaking company called LodgeLaw Consulting using her combined academic and hospitality legal skills; specializing in providing education to hospitality companies on preventative measures to reduce legal exposure, as well as a full range of legal services to hotels, motels, restaurants, event planning companies and private clubs. She has over thirty years of legal hospitality experience. Diana began her law practice as an associate attorney at King & Spalding in Atlanta, Georgia after graduating cum laude from Walter F. George School of Law at Mercer University in Macon, Georgia. She then spent over fourteen years with The Ritz-Carlton Hotel Company, LLC serving as vice president and associate general counsel. She is a member of the State Bar of Georgia, G.A.H.A., and the Georgia Hotel & Lodging Association (“GHLA”).

"For 22 years as Brighton Town Judge I have enforced the law, applying the rules without favor. As a judge, I blend fairness, impartiality, diligence, caring and firmness in all my decisions. Like you I am concerned about the safety of our community, the future of our young people, and the wellbeing of our residents. To those ends, I hold convicted defendants accountable, and for nonviolent offenders I include mandatory rehabilitation programs to help eliminate repeat criminal behavior" Additionally,

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AccorHotels’ digital transformation: A strategic response to hospitality disruptor Airbnb

The hotel industry is being disrupted by new digital players who have entered the market and challenge the conventional hospitality approach. The sharing economy in particular, with the Airbnb start-up in the lead, has created a major challenge, if not a threat, to established hotel chains. As a response, AccorHotels, Europe’s leading hotel group, is going through a major digital transformation that impacts its corporate culture, organizational structure, value proposition, and overall business model. The goal is to turn the traditional asset-heavy company into an active player in the new hospitality economy, able to compete head-on with the industry’s digital disruptors.

• The case discusses the strategic response of industry incumbents to the challenges coming from digital disruptors.
• Participants will be asked to compare the two business models from different angles: how do the different approaches deliver on the consumer proposition, and which are the strengths and weaknesses of each business model.
• Participants will further be asked to assess the strategic options of an asset-heavy incumbent to react to asset-light competitors in a context of digital disruption.
• The case serves as a basis to discuss the opportunities and challenges of industry incumbents to transform themselves and better compete in an increasingly digital business environment.

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IMD retains all proprietary interests in its case studies and notes. Without prior written permission, IMD cases and notes may not be reproduced, used, translated, included in books or other publications, distributed in any form or by any means, stored in a database or in other retrieval systems. For additional copyright information related to case studies, please contact Case Services .

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Radisson hotels

Making every moment matter for every guest

Radisson Hotel Group is one of the world's largest and most dynamic hotel companies, with seven distinctive hotel brands and more than 1,400 hotels in operation and under development around the world. Targeting accelerated growth with its 5-year operating plan and aiming to be one of the three top-of-mind hotel companies in the world, the Group rebranded in 2018 and launched a new brand architecture – including new commercial drivers - to leverage the powerful brand awareness of Radisson.

The goal? To leverage the greater equity of the Radisson brand to drive up consumer awareness, while increasing the efficiency of global marketing spend and continuing to curate exceptional digital customer experiences .

With direct-to-consumer channels ever more important in today’s hospitality industry, Radisson Hotels also wanted to drive more traffic to its branded website and enhance its ability to increase digital sales and create new cross-selling and up-selling opportunities.

Reinventing experiences

Radisson Hotel Group's Vice President of Digital talks about programmatic media.

Strategy and solution

Radisson Hotels chose Accenture to be its global digital agency of record and support the group’s five-year growth plan. The reason? In addition to its renowned expertise in technology-led digital marketing and deep experience of the hospitality industry, Accenture offered a unique approach.

As well as growing digital traffic and optimizing paid media on a global scale, Accenture is leveraging its end-to-end digital expertise to drive a sales boost across all channels and touchpoints. That’s transforming Radisson Hotels digital marketing in the following key areas:

Operating model Developing the new operating model needed to support a single global Radisson Hotels brand including a new Digital organization to support the model.

Technology Defining an integrated AdTech and MarTech stack to support new capabilities in ad verification, ad serving, bidding, demand-side platforms, data management, data visualization, and more.

Market analysis Offering in-depth analysis of Radisson Hotels’ principal markets, local media partners, competitor landscape, and individual customer behavior.

Forecasting and cost recovery Defining a global forecasting and cost recovery model, supporting the development and planning of Radisson Hotels’ growth agenda.

Advanced analytics Embedding advanced analytical capabilities to support data-driven attribution and propensity models and optimize digital campaign performance.

Transformation

With Accenture’s help, Radisson Hotels is building its new global brand, enhancing customer experience and creating a foundation for competitive differentiation and future growth.

Blending technology and data with creative know-how, Accenture is crafting personalized campaigns across all digital channels to drive qualified traffic to the soon-to-be rebranded and upgraded global digital platforms & channels.

Importantly, the approach is looking to in-house Radisson Hotels AdTech stack, ensuring the company can take ownership over its technology and data. That’s set to help the company take back control of its marketing budget, offering improved spend visibility on a global scale.

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Sustainability practices in hospitality: case study of a luxury hotel in arrábida natural park.

1. Introduction

2. theoretical framework, 2.1. sustainability in the hotel sector, 2.2. environmental and social sustainability practices, 2.3. motivations for sustainability practices, 2.4. benefits of implementing sustainability practices, 2.5. sustainability from a customer perspective, 2.6. sustainability practices and performance, 3. methodology, 4. findings, 4.1. environmental sustainability practices, 4.1.1. practices for reducing water consumption, 4.1.2. energy reduction practices, 4.1.3. waste separation, 4.1.4. food leftovers, 4.1.5. ecological products, 4.1.6. prevention of co 2 emissions, 4.1.7. laundry, 4.2. raising customers’ awareness of environmental issues, 4.3. social sustainability practices, 5. discussion and conclusions, 5.1. theoretical contributions, 5.2. managerial implications, 5.3. limitations and future research, author contributions, institutional review board statement, informed consent statement, data availability statement, acknowledgments, conflicts of interest.

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Share and Cite

Pereira, V.; Silva, G.M.; Dias, Á. Sustainability Practices in Hospitality: Case Study of a Luxury Hotel in Arrábida Natural Park. Sustainability 2021 , 13 , 3164. https://doi.org/10.3390/su13063164

Pereira V, Silva GM, Dias Á. Sustainability Practices in Hospitality: Case Study of a Luxury Hotel in Arrábida Natural Park. Sustainability . 2021; 13(6):3164. https://doi.org/10.3390/su13063164

Pereira, Vitor, Graça Miranda Silva, and Álvaro Dias. 2021. "Sustainability Practices in Hospitality: Case Study of a Luxury Hotel in Arrábida Natural Park" Sustainability 13, no. 6: 3164. https://doi.org/10.3390/su13063164

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Case studies

“We’ve been able to pinpoint—down to the penny—overages and overtime, so our margins have certainly improved.”

To keep up with the advanced needs of its discerning guests, as well as further enhancing the efficiency and service levels of its staff, the Aloft Dublin City Hotel was in need of installing and deploying a state of the art communication solution when it opened doors in 2019 as the 1st Aloft Hotel in Ireland. Besides providing highest possible guest satisfaction and staff efficiency, challenges for the new communication solution were to provide full integration with the hotel’s Property Management System and ensure staff are equipped with appropriate communication tools in order to provide excellent guest services. To deliver on this promise, quality communications was critical.

This was a major building conversion from what was previously a bank to a luxury 4 star hotel in the heart of Manchester, where it was important to integrate the new hotel services and streamline the costs of operating a luxury boutique hotel and at the same time increase efficiency by advanced communications.

When opening a new hotel, it is critical to have a state-of-the-art communication solution in place. Not only to guarantee the highest level of guest service, but also to increase efficiency and drive safety and security, for both staff and guests.

The Dusit Thani Dubai hotel’s existing communication system was based on dated technology and did not offer integration with latest available solutions. The separate sub-systems were very inefficient to manage and resulted in high operating costs. Furthermore, some of the sub-systems of the communication solution had been provided and installed by different suppliers, resulting in unclarity as to ownership and responsibility. To enhance the guest experience, increase efficiency and drive profits, Dusit Thani Dubai was in need of a system based on state of-the-art technology and including applications which integrate staff-communication, guest-communication, operator and guest services and management in one platform.

aha’s regional centres and branches all made use of separate voice and data platforms with local SIP trunks contracts and no interconnects between sites. This impacted both costs and resources required to maintain the separated infrastructures. The reservations call centre did not have any call or e-mail tracking and was not interfaced to any CRM data, thus limiting the reporting functionality and performance rates.

Find out how MADHOUSE accomplished a successful show at HX: The Hotel Experience Powered by AAHOA 2015.

Discover how Aquarius Brands™, a group of companies specializing in water generation, conservation and education for homes, businesses, hotels, restaurants, schools, utility companies and more, accomplished its goals at HX: The Hotel Experience Powered by AAHOA 2016.

Raymond Management Company in the Chicago area was finding a challenge providing high-definition television while adapting to changing technologies. The company looked towards Comcast to deliver a bundled, one-stop solution.

The Red Ginger restaurant, part of a mixed-use development project in Miami, has eradicated all issues with poor cellular reception thanks to the RoamBOOST Distributed Antenna System.

Key Business Challenges: Replace aging on-premises PBX system riddled with frequent outages quickly without impact to guest experience.

Hawthorn Suites by Wyndham West Palm Beach, an extended stay property, began to suffer due to unreliable Internet connectivity with its existing legacy network provider so it looked to Comcast Business Class to provide Ethernet, TV and voice services, all part of the Comcast Business Hospitality suite that is customized specifically for the needs of hotels and motels.

It’s not just about the rooms and the restaurants anymore: many business guests require services and support that some hospitality services still aren’t ready to provide. Denver-based Sage Hospitality is ahead of the curve in having high-volume bandwidth ready for demanding business guests, both individually and in corporate groups. Comcast helps Sage deliver an enhanced experience for business guests, cost-effectively, with Comcast Business Services.

Hoteliers know an engaged guest is a repeat guest and often the most persuasive sales person a property has. Understanding how to effectively engage with guests is essential for a hotel’s success, but what is the best way to do this?

One Database for All Properties; Integrated Spa, Restaurant and Room Booking, Event Scheduling, Guest History and Loyalty: Maestro PMS Does it All

Independent operators in 2020 have a decision to make. Many have older property management systems (PMS) that are fully depreciated, but their hotel software does not leverage current technologies, such as mobile browser or self-hosted environments. In some cases, vendor upgrades may force operators into a vendor supplied cloud-hosted option. Often, legacy systems do not meet the newest mobile guest experience and communication technology requirements. Also, many legacy systems lack the flexibility to interface easily through APIs with the hundreds of modern 3rd party systems in use today. Flexibility in deployment alone can be a driving factor for hotel software decisions. Other factors shaping system platform decisions may be based on communications reliability, security in where hotel data is stored, as well as the need to use existing network infrastructure versus the extra cost associated with a full platform change.

AKA is a portfolio of 12 unique properties, located in prime locations including New York City, Los Angeles, London, Washington DC and Philadelphia. What makes the AKA Collection distinctive is its long-stay business model that offers sophisticated furnished residences with exceptional business, wellness, and lifestyle amenities. AKA balances the space and comfort of a fully appointed luxury residence with the style and hospitality of an intimate hotel. Its resident mix is comprised of business executives on extended assignments, entertainment companies on location for film shoots, and sophisticated travelers seeking more space and flexibility than a traditional hotel experience.

In October 2014, Darien Lake Amusement Park integrated Shift4’s DOLLARS ON THE NET® payment gateway into its lodging facilities. Since then, it has been thrilled with the security features and simplicity that have become available with DOLLARS ON THE NET.

Nonius has been a technological partner of VIP Hotels Group for over 15 years and it was with great satisfaction that we were once again selected as a provider of Wi-Fi Internet Management and Interactive TV to improve the experience of VIP Executive Picoas Hotel’s customers.

Nonius delivered a set of products that provide an unforgettable experience during the entire digital guest journey of The Prince Akatoki London’s guests. From Online Check-in before arriving at the hotel, to an App with all information about the hotel and its services, a high-speed Internet access throughout the hotel, a TV offer that has engaging and entertaining content, and a Chromecast feature that allows guests to see their own content in the convenience of their room.

Sea Containers London, managed by Lore Group, is an incredible hotel located in the heart of London. It surprises its guests with its brutalist architecture, incredible views over the River Thames, but especially with its flawless guest journey.

Rudding Park is a luxury hotel, spa and golf resort in Harrogate, United Kingdom, which offers a variety of accommodation for its guests: Rudding Park Hotel & Luxury Lodges, with 110 rooms, and Rudding Holiday Park, with 90 pitches. Over the years, Rudding Park has won a number of awards for Best Hotel in England (VisitEngland) and Best New Spa (Good Spa Guide Awards).

The 2 hotels from this hotel group, located in the beautiful Canary Islands, in Spain, prioritize welcoming guests with an unforgettable experience. Princesa Yaiza Suite Hotel Resort, reopened in July offering its guests their own Hotel App with multiple features to make their stay safer. This prestigious hotel was recognized with some awards, such as the Best Family Hotel in Spain in 2018 and, more recently, received the sustainable and intelligent destination award at Fitur 2020. Hotel Fariones, which was recently renovated, will reopen in September and will also provide its hotel's App to guests.

PREM Group has been a partner of Nonius since 2014 and recently selected its TV and Internet solutions for their newly opened luxury serviced apartments PREMIER SUITES PLUS Amsterdam.

With its privileged locations in Recife and Porto de Galinhas, the hotels of the chain are among the highlights of Brazil’s Northeast. The portfolio included the Hotel Atlante Plaza, the Mar Hotel Conventions and the Summerville Beach Resort, which reopened in July. The Pontes Hotéis & Resorts chain, which always seeks to innovate and surprise its guests, now has a special novelty. Now, its customers have an app at their disposal to make the most of their stay and be able to interact with the hotel, maintaining physical distance!

This hotel, part of the Omni Hotels & Resorts group, impresses guests upon arrival with a great welcome by its staff and the beautiful beach next to the hotel. Always prioritizing guest experience and safety, Omni Cancun Hotel & Villas selected an App designed for its hotel, with several features that will provide their customers with a more comfortable and safety stay. In early 2020, the hotel implemented Nonius' TV and Cast solutions. Following the COVID-19 pandemic, Omni Cancun Hotel & Villas decided to implement Nonius' mobile products to adapt its guest journey to the new challenges.

The largest Portuguese hotel group, Pestana Hotel Group, is a symbol of quality, charm and innovation. It operates in 15 countries across Europe, America and Africa. Since 2010, Nonius has been a technological partner of the Group and it was an honor to be chosen for this Mobile App project, the mobile application for its brand. There are 100 properties and 4 sub-brands (Pestana Hotels & Resorts, Pestana Collection Hotels, Pestana CR7 Lifestyle Hotels and Pousadas de Portugal), in 15 countries, which have this App fully customized for the Pestana Hotel Group. Nowadays, the application is available in all group properties currently open and will play a key role during the stay of its guests, providing the necessary social distance and maintaining constant communication between the guest and the hotel.

The Portuguese hotel group, known for its great offer of comfortable stays and cost effectiveness, currently has 3 properties in Portugal and 1 in Brazil, and will soon be opening another property in each of these countries. To ensure the safety of its guests, the group invested in the development of the Moov Hotels App, making the online check-in process available and making adjustments to its hygiene and cleaning policies, according to the Clean & Safe seal, validated by Portugal Tourism, and the Turismo Protegido certificate, established by the Ministry of Tourism in Brazil.

The Four Seasons Hotel Madrid invested in a robust and scalable multiservice networking solution to provide high-quality Wi-Fi connectivity to the guests and connect securely and reliably the multiple hotel IT systems.

Designed as an Apartment-Style Hotel to business, relocation and leisure travelers, stayAPT Suites selects World Cinema (WCI) technology portfolio including surveillance, secure high-speed Wi-Fi and in-room entertainment. The requirement of security and scalability to increase user experience called WCI to perform.

This pet-friendly extended stay hotel is conveniently situated on the border of New Jersey and Philadelphia. Less than 20 miles from the Philadelphia International Airport, the TownePlace Suites Swedesboro Logan Township by Marriott is a centrally located option for travelers looking for short-term, long-term or weekly accommodation.

Powered by WCI’s connectivity solution, ImpruviX, stayAPT Suites provides advanced technology solutions like high-speed Wi-Fi to all guests. This partnership extends beyond traditional hotel in-room entertainment to include ImpruviX NetworX and Connectivity, Surveillance, Low Voltage and Managed Wi-Fi Services. This fast-growing U.S. hotel brand was seeking a turn-key partner to service their portfolio from inside the room to property wide. With a winning concept in hand and the backing of Sonora Network Solutions, Cambium Networks, Eagle Eye Networks and the ImpruviX Low Voltage team, WCI set out to create plans for implementing a total solution.

Denver-based Sage Hospitality Group was founded in 1984. Through 36years of creating valued partnerships with internationally recognized hotel brands, Sage grew a portfolio focused on running successful urban select, full-service and luxury hotels. Sage also owns and operates experiential, independent hotels across the country with more under development.

Guests at the Margaritaville Lake Resort, Lake Conroe | Houston are encouraged to kick back, relax, and enjoy the sunshine on Lake Conroe, indulging in the “vacation state of mind.” Spanning 186 acres of lakefront property, this island-themed resort is only an hour outside of downtown Houston. Margaritaville Lake Resort, Lake Conroe | Houston is perfect for families and adults alike, with amenities ranging from an 18,000 sq. foot spa to the 3.5 acre waterpark and lazy river. With over 72,000 feet of indoor-outdoor meeting and event rooms, this location’s space and internet capabilities can support anything from engaging conferences to memorable vacations or weddings.

Guests can immerse in the new renovated comfort and luxury resort located just minutes away from the world renown Las Vegas Strip. Whether travelers are visiting for business or pleasure, they can expect first class service and amenities to occupy their time during their stay. Step into luxurious hotel rooms and suites with pillowtop bedding, jetted tubs, and reliable Wi-Fi.

Nightingale Sleep Study conducted by SleepScore Labs™. Nightingale was objectively proven to improve sleep quality using SleepScore™ by ResMed sophisticated non-contact sleep monitoring technology. The study highlights the efficacy of Nightingale’s advanced sound masking technology and reveals the significant extent to which it improves a user’s sleep. The sleep study showed that: • Nightingale reduced perceived wake occurrences due to noise by 64 percent • 76 percent of participants reported Nightingale improved their sleep • 70 percent of participants were pleased with Nightingale’s sound quality • 88 percent of participants planned to continue to use Nightingale after completion of the study • 80 percent of participants said they would recommend Nightingale to their close friends and family

Reliable and fast Internet access is of great importance in today’s world where guests have high expectations of exceptional connectivity and participation. IHG group has partnered with Cisco Meraki and Nevotek to transform their guest internet experience and to build an infrastructure for the future. Committed to making guests feel welcome and valued, it was essential to ensure that a high quality centrally managed High Speed Internet Access (HSIA) experience is available to all guests at all hotels around the world.

Barut Group aims to be a World brand, which is distinguished with its service quality, reliability and technology across the industry. They strive for exceptional guest satisfaction by offering top-quality services delivered by their highly trained staff who have adopted the policies of the brand “vacation as a creative service”. Barut Hotels offer best quality to their guest in all perspectives. The Group consists of 13 hotels in Side, Antalya, Kemer and Fethiye. Their maintain a capacity of 10 thousand beds and 3500 tourism professionals.

NEC business partner in the Balkan area, ProCodex d.o.o., was invited to participate in the tender and proposed a smart and advanced hospitality solution. Following their advice, the hotel is now equipped with leading edge systems including IPTV, telephony, WiFi, networking and fire alarm. The hotel’s communications system is based on NEC’s UNIVERGE® SV9100 server. Besides its IP functionality and capabilities, the SV9100 system also supports analogue extensions, which made it possible for the hotel to use analogue phones in the rooms, public areas and elevators.

One Database for All Properties; Integrated Spa, Restaurant and Room Booking, Event Scheduling, Guest History and Loyalty: Maestro PMS Does it All To watch the video please go to http://www.reseze.net/cassets/mkt/maestro/video/maestro-testimonialsv3.mp4

To drive growth, cost efficiencies, and a new customer-engagement practice centered on guest personalization, NH looked to Indra and SAP.

Founded in 1996 and currently managing a diverse portfolio of more than 50 properties, PM Hotel Group is a Top-15 hotel management company recognized for their ability to deliver outstanding financial returns for hotel owners nationwide while operating luxury, lifestyle, full-service and upscale hotels across a variety of markets. As an operator, PM Hotel Group is committed to its core values including respect for one another, their guests and the planet. They manage with a tradition of teamwork and a passion for innovation and entrepreneurship.

In response to the influx of customers and data resulting from new COVID-19 travel trends, RVC Outdoor Destinations, a leading provider of high-quality outdoor hospitality accommodations including cabins and cottages, yurts and RV sites, turned to M3, one of hospitality's preferred cloud-based financial and data management platform, to modernize and streamline its financial reporting and accounting functions.

Your hotel CRM isn’t only the hub for your guest-facing operations. It can also supercharge your hotel’s digital marketing by leveraging real-time guest data to shape your strategy. A CRM-augmented marketing strategy offers three powerful benefits. First, you’ll earn more repeat bookings from your best guests. Second, you’ll optimize spend across channels by putting your ads in front of the highest intent audiences. Finally, you’ll remain top-of-mind among those that may be traveling soon.

Revenue Management has one mission: to sell the right room, to the right guest, at the right moment, at the right price, via the right distribution channel. These “Five Rights” underpin the most profitable Revenue Management strategies. Yet, today’s headwinds increasingly challenge that mission.

As hoteliers come to grips with reopening hotels during a global pandemic, all roles within the hotel structure have been readjusted. flexibility and adaptability have become the most valuable attributes for any job, and the position of revenue manager is one of the most affected during this time. The role itself has been shifting over the past decade to be supported with more automated and structured technology.

This warm and friendly hotel is just a short walk from the excitement of Auburn University and the diverse array of cultural and entertainment attractions of the city of Auburn. The hotel features 225 guest rooms, 11 suites and 22,000 square feet of meeting space, including two ballrooms for large meetings, weddings or special events. Indoor and outdoor terrace seating is available at Arricia’s Trattoria and Bar, which serves three delicious meals daily by an award-winning culinary team. In 2016 The Hotel at Auburn University looked to Rainmaker’s grouprev® to help with their growing group business.

Inspired by old world design and the glory of British craftsmanship, The Pilgrm is a thoughtfully curated boutique hotel just a stone’s throw from Paddington Station. The hotel’s design identity focuses on sustainability and seamlessly blending the building’s Victorian features with carefully chosen materials, lighting and furnishings. The hotel boasts 73 bedrooms and a celebrated food & beverage program that includes a rooftop terrace where guests can enjoy brunch while waving at the red London tour busses passing by. With a unique brand and a stellar central London location, The Pilgrim attracts a variety of guests including both leisure and corporate travelers.

“Miraval started off 2020 incredibly strong. We saw great performance in January and February, and not just for digital marketing, but from an overall revenue perspective. We had just hit some of our best months ever, the Austin location was just opening up and we were preparing for Lenox to open that March. We had also spent months working on a robust digital marketing plan to support each location, and then everything just came to a standstill and everything we planned for had to change. Cendyn’s eInsight CRM and digital marketing team were pivotal in helping us get through the last year and end up in a very strong position.”

In times of crisis like the coronavirus global pandemic when things change rapidly day to day and informed, nuanced communication is vital. Your hotel’s customer relationship management (CRM) serves as a powerful central command station for connecting with guests. As you monitor the situation, adjust operations and plan for recovery, a CRM gives you the ability to target and personalize your outreach (digital marketing, email and social), pivoting when needed with advanced sophistication quickly.

In a recent Cendyn webinar, Data Management 101 for Hoteliers, Abdullatif Awadh, senior director of CRM at Jumeirah Group, shared how his company harnesses the power of data to improve the guest experience and drive profitability. Jumeirah Hotels and Resorts is a world-renowned luxury hotel company operating 24 properties in eight countries, including its flagship hotel Burj Al Arab Jumeirah in Dubai. Awadh’s role at Jumeirah Group is to lead the development of data-driven customer marketing programs and overall CRM strategy. He’s also responsible for reducing customer attrition and increasing customer lifetime value.

Cloud-Based BI System Delivers Near Real-Time Enterprise Data to Lightstone Mobile Devices for Fast-Moving Management Team

Taylor Hospitality is one of the nation’s leaders in golf club and hospitality management. The company has an arrayed portfolio of select service and boutique hotels throughout Virginia and West Virginia. Founded in 2009 and headquartered in Waynesboro, VA, the company’s goal is to deliver an unmatched guest experience and positive financial results to all clients.

North Star Lodging Management has the ability, through M3 Professional Services, to build an efficient and effective business to carry out its mission.

In 2011, Rick Hayduk, a long-time and experienced hotelier, was inspired to open a hotel that employed individuals with intellectual disabilities with the goal in mind of positively impacting the lives of others and giving everyone a chance for forward advancement in the hospitality industry. After learning the ins and outs of the hospitality industry for over three decades and becoming a true hospitality veteran, Hayduk opened The Shepherd Hotel in April of 2022 with the help of Rich Davies, a third-generation real estate developer, and incredibly involved Clemson Alumni. The Shepherd Hotel sits in downtown Clemson, South Carolina. The 67-room state-of-art boutique hotel currently employs over 100 individuals, 30 of whom are individuals with disabilities.

M3 to offer a reliable, fully integrated infrastructure and software platform to deliver manageable scalability

Summit Hospitality (Summit) is a hotel management company managing 19 properties throughout North Carolina. In total, Summit manages close to 2,300 guest rooms and nearly 800 employees for its portfolio of hotels.

While each property has its own solution, both include NEC’s UNIVERGE SV8500 IP Communications Servers and UA5200 AttendantConsoles. The SV8500 provides both properties component redundancy, IP failover for stations and trunking and power-failure transfer, ensuring high availability and operational continuity. Because the SV8500 supports open standards, the properties were able to easily integrate its existing call-center application as well as its current, single-line, guest-room phones.

Marriott Autograph – Lido House is well-positioned to enjoy Newport Beach’s vibrant atmosphere, bustling marina, white-sand beaches… and the noise that accompanies them. Within 6 weeks of opening, the hotel received noise complaints in 90% of guest comments. Director of Room Operations, McClinton Heil, reached out to MODIO. The trial began in 14 rooms near the popular rooftop bar. What started as a fix for a few rooms ended as a valued amenity in all rooms. Medallia scores showed that noise dropped from the number one issue to fifth place.

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Case Studies

Hyatt hotels: developing an integrated csr strategy, june 3, 2011, the challenge.

One of the biggest industries globally, travel and tourism contributes up to 10 percent of the world’s economy and about one in every 12 jobs. Yet most companies in this sector are still in the early stages of assessing and addressing their sustainability impacts. To better communicate the newly public company’s commitment to responsible practices, and to prepare for the increased transparency required of public companies, Hyatt leaders partnered with BSR to articulate a vision for an integrated sustainability strategy.

Our Strategy

Our goal was to help Hyatt build a strategy that connects corporate responsibility objectives to business goals in ways that:

• Deliver value and innovation to Hyatt’s operating companies.
• Identify and mitigate sustainability risks.
• Build trust externally and engage colleagues internally.

At Hyatt, which owns, manages, and franchises hotels, engaging internal stakeholders such as general managers, owners, associates, and executives was an essential first step in understanding the unique global and local sustainability challenges each property faces.

First, BSR interviewed several executives to establish senior management’s current and future conception of CSR. We then conducted workshops in Asia, the Middle East, Europe, and the United States to identify current activities, prioritize CSR issues, and understand regional nuances. Several key themes emerged:

• Addressing poverty and inequality in local communities through education and economic self-sufficiency
• Recruiting, developing, and retaining staff
• Managing the environmental footprints of its hotels, expanding its commitment to sustainable sourcing, protecting the biodiversity of the areas surrounding its hotels, and using sustainable design and construction

This work allowed Hyatt to develop and implement “Hyatt Thrive,” a strong, practical CSR vision representing Hyatt’s goal of creating “thriving communities, places where we are proud to work, our neighbors want to live, and our guests want to visit.” The platform, which establishes a global CSR framework with a common vision and strategic focus that can easily be implemented locally, is centered on four pillars: educational and personal advancement, health and wellness, environmental sustainability, and economic development and investment. Hyatt Thrive’s primary objective is to help the company communicate its philanthropic, environmental, and community engagement initiatives, and to position Hyatt to focus on and articulate the value it brings as a global company to the many communities it serves.

The CSR strategy has spurred additional sustainability initiatives, including a new human rights policy statement that references specific industry issues such as human trafficking. Hyatt Thrive also led to an improved approach to aligning Hyatt’s giving and volunteerism with the four pillars of the Thrive framework.

• Travel and Tourism

Let’s talk about how BSR can help you to transform your business and achieve your sustainability goals .

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• Healthcare & Wellness

Case study challenge invites students, alumni, and hospitality experts to weigh in

Professor chekitan dev’s co-authored case examines options for expansion of a luxury resort. how did the industry respond.

Creating a luxury villa resort brand—what kind of resort would you build for Beach Enclave?

Imagine you’re the CEO of Beach Enclave , a company that operates a luxury resort on Turks and Caicos Islands. You’ve just purchased three acres of beachfront property to expand your resort. With three possible choices of how to proceed, how do you ensure your decision makes sense financially and aligns with your existing branding strategy?

This is the scenario co-authors Chekitan Dev, professor of marketing at the School of Hotel Administration (SHA), and Laure Stroock, research associate, propose in their new case study challenge: “ Beach Enclave Turks & Caicos: Creating a Luxury Villa Resort Brand .”

The business case, posted to the Scholarly Commons in early June 2020, was shared with Center for Hospitality Research subscribers, students, alumni, and other hospitality industry professionals with an invitation to submit their response to the challenge. Since its release, the case study challenge has been downloaded more than 500 times, viewed nearly 3,000 times on social media, and has garnered responses from all over the United States and other countries, including Canada, Mexico, Belize, the United Kingdom, Dubai, India, and Nepal. Respondents work at all levels of small and large companies and many are Cornell graduates. Notably, we received ten individual responses from students at Christ University in India.

Readers consider three resort expansion options

Readers were given three options and asked to send in their responses, which would ultimately be compared with the solution of the real-life case protagonists, Vasco Borges and Annie Lee Borges ’10, Beach Enclave’s CEO and revenue manager, respectively.

Option A: Villa Collection

Beach Enclave Long Bay (BELB) would add three, five- to seven-bedroom luxury villas for sale and rental while maintaining the present model of luxury private villas with a dedicated butler and amenities provided mostly in-villa.

Option B: Villa Resort

BELB would add six, two to three bedroom beach cottages for sale and mandatory rental. A concierge would be shared across three or four beach cottages. The resort would include a Club Lounge with a full bar/restaurant, event space, and children’s program, as well as upgraded sports facilities and new tennis courts.

Option C: Villas and Suites Resort

BELB would add four, two to three bedroom beach cottages for sale and mandatory rental, plus a 24-suite hotel. Beach Enclave would retain ownership of half of the suites; the other half would be converted into six condominiums for sale (two- to three-bedroom condo units). BELB would become a full-amenity resort with a rooftop wellness spa, multiple restaurants and bars, common pools and decks, and a sports area.

Hospitality industry leaders weigh in

Select reader responses for each option, along with Vasco and Annie’s solution, are presented below. (Responses were minimally edited for formatting.)

Bob Alter ’73 Chairman Emeritus, Sunstone Hotel Investors, California

“I consider it the least risky solution. Most brands in the hospitality space have had the most success when they have stayed true to the brand. Any variance dilutes the brand’s value. As the world of wealthy people has grown, it has evolved into the uber wealthy, so finding three clients to snap up the five- to seven-bedroom villas should be successful. The brand would stay pure and the opportunity to expand to other islands would be greater. The opportunity to profit from the sales would be great. The excel model might show differently but reality (MIF: money in first) will prove correct.” Read more about Bob Alter ’73 , who serves on several SHA advisory boards.

Abhay Bakaya, MMH ’09 VP of Development, SH Hotels & Resorts, New York

“I recommend Option B, but suggest building the cottages in sets of two or four (as duplex or adjoining structures) to generate additional scale and to give Annie more bandwidth to price her product. A small hotel development leads to added construction risk and layers of operating expense and also causes brand dilution. In the mid/long term, BE can create a platform to centralize their amenity experiences across the three properties. This could ultimately lead to a membership structure with stable revenues, where individuals buy into the option to stay at any of BE’s properties across the Caribbean.”

Carmen Lam Principal, Crikx & Co, Hong Kong

“Highest IRR [internal rate of return]. Positive EBITDA [earnings before interest, taxes, depreciation, and amortization] by year three. Debt free by year four. Offer still in line with current brand positioning while catering to needs of current customers with families looking for smaller villas with more activity options. Demand—unexplained, but RPV [revenue per visitor] trend after opening of Long Bay could be an indication that customers are looking for more ex-villa amenities and activities than what Long Bay could offer, so Option A will not be able to cater to that. In addition, to capture lifetime value of customers, smaller units are needed, which means Option B has higher potential for BE to leverage demand from existing customers. Risk— Option C requires and carries higher debt load, more selling and operating risks. Adding F&B will require additional competence beyond the current team and will reposition the brand into the ‘resort with villa’ category. That means a different competitive set and it may not appeal to the current customer base.”

Jacqueline Nunley, Head of Hospitality, Salesforce, Texas

Option C: Villa and Suites Resort

“Diversifying the portfolio is key. It may be a larger investment up front but pays off in the long run where you have EBITDA at $2.5 million. The hotel rooms will allow them to create a base business and it’s more accessible for couples and smaller traveling parties. The product at five- to seven-bed villas presents a problem for return business/occupancy. Large parties typically will do something different every year. When other options are available (separate property) the villas could access/utilize the amenities of the ‘hotel’ as an attraction. The brand could focus on attracting destination audiences that typically travel in smaller groups/couples.”

Martin Pinsker ’08 Commercial Real Estate Investments, Canada

“A mix of resort suites and 2-3 bedroom beach cottages would provide the most operational flexibility for sales with a skilled revenue manager, and could capture new group business and weddings with more predictable F&B. Unlike Option B, the combination of an all-suite resort and smaller homes would also provide flexibility to individual guests seeking privacy; they could still play host at their beach cottages for meals but retire separately. Finally, Option C may capture guests lost to Beach Enclave’s competitive set properties with hotel / resort / clubhouse amenities. Thoughtful site planning and landscaping can ensure privacy for the existing villa owners and guests. On the residential sell-out side, retaining ownership of the 24-suite hotel past stabilization may be less risky than selling individual homes, given the market’s volatility and new supply. The hotel also generates solid proforma returns.”

Sabita Chettri Finance Controller, KLA, California

“The resort is already at the top position (re: Trip Advisor) on the island. Since their occupancy is seasonal, if they provide half of the resorts for sale then it can stabilize seasonality and increase revenue by adding amenities and offering personalized experiences to create value. Having a wellness spa, multiple restaurants, and bars and sports area will provide services and activities for the current consumer needs. The revenue is expected to be higher and the expenses can be minimized. IRR is lesser, which can be improved, but the NPV [net present value] shows the strength that investors can rely on to invest.”

More than one right answer

Dev writes, “For a case researcher and writer, it is always gratifying and fun when those that analyze the case pick all three solutions, clearly telling us there is no one ‘right’ solution. As we read the proposed solutions, it became clear to us that the case analysts have correctly identified the three ‘tensions’ between the options, which can be summarized into branding, operational, and financial considerations.

Tension 1: Branding

• Maintaining the current brand position to focus the firm’s efforts and put all eggs in one basket, or
• Broaden the ‘footprint’ for the brand, taking it into additional ‘sweet spots’ to diversify risk, but risk losing the brand’s raison d’être;

Tension 2: Operational

• Cashing-in on already accumulated ‘experiential capital’ by doing more of what has worked well for the firm in the past and selling to more of the same kind of owners and guests, or
• Venture beyond the ‘tried and true’ to newer pastures to expand the scope and scale of the firm to attract a broader profile of third-party developers, buyers and guests; and

Tension 3: Financial

• Options that offer very different financial returns, and
• The most ‘diversified’ option offering the highest return.”

What option did Beach Enclave choose?

Vasco borges, ceo, beach enclave annie lee borges ’10, revenue manager, beach enclave.

“We chose Villas & Suites for two main reasons: stand-alone and portfolio. As a stand-alone option, it provides the best financial returns, together with a wider diversification of real estate and hospitality profitability drivers; allows for full range of amenities while keeping a boutique, low-density feel; and the disadvantage of only having larger villas is solved by bringing the main Beach Enclave design ethos and signatures into a vertical development. Condos will be oversized, all master bedrooms and common living areas will face the ocean, each with ample outdoor space. Competitively, Beach Enclave Grace Bay is pure villas, Beach Enclave North Shore is being expanded with a collection of one- to three-bedroom cottages plus a club lounge, and so Beach Enclave Long Bay will be differentiated by becoming a full-service resort. As a portfolio, the Villas & Suites option creates a new ‘proof of concept’ for the company. The three-property model (villas, cottages, suites) creates multiple opportunities for Beach Enclave to expand as different property models might be better suited for different locations.”

Professor Dev and Ms. Stroock deeply appreciate the efforts of all those who took the time to send in their thoughtful responses. Their solutions made it clear that hospitality branding decisions can be complicated, and a careful consideration of multiple factors is needed to rank the available options and pick the “right”’ solution. Please contact the Center for Hospitality Research if you would like to engage with us on more case studies.

• Entrepreneurship & Venture Capital

CASE STUDY: utilising sustainability and emotional practice in hotel design

• Hamish Kilburn

Conscious, emotion and sustainability formed the design recipe for Kalukanda House , as interior designer Dee Gibson from Velvet Orange explains…

As an interior designer, I have always extolled the virtues of how a successful design makes my clients feel – and the aesthetics form only a part of that.

A space should functionally work, but it must also awaken as many senses as possible and I believe that comes from the designer at design stage connecting at a human level. Right from the get-go, we should be thinking about all the elements that will be pulled together to create an awakening for a user within a space that will stay with them long after we have gone.

“I deliberately allowed the design thinking to evolve as I discovered materials and fixtures that would fit the bill.” – Dee Gibson

Building a luxury hotel from scratch was an opportunity for me to put this into practice, and I deliberately allowed the design thinking to evolve as I discovered materials and fixtures that would fit the bill. Of course, the story doesn’t end there, we have a responsibility as hoteliers and designers to create and build sustainability, especially considering residential design trends can be influenced by the hotel market. Sharing this information and passion encourages others to join us; to engage emotionally and create spaces that people understand and want to talk about and replicate themselves.

Image caption: The colonial Walauwa architectural style of the building had to be restored sensitively in order to retain its charm and character

The hotel is on a gorgeous natural piece of jungle backed by a tall, golden cliff and 100 metres from the beach. Its garden was overgrown and the original derelict building had to be razed to the ground (not part of the plan). With a finite budget, it was important not to cut corners just to save money. At the same time, we had to balance the requirements of a demanding, luxury travel market. The challenge was to build and respect the elements of sea air, enormous trees, wildlife and extremes of weather and make the right financial choices around this.

The hotel is created in the colonial Walauwa architectural style associated with “Headmen” and the aristocracy, so the look was to be ultra luxury but had to be built responsibly. We wanted to evoke feelings of nostalgia for beautiful bygone eras, far away from the glass and steel structures that many developers favour today.

Image caption: Elements such as clay roof tiles and shutters were up-cycled to keep the style of the property

We stripped the bungalow of every inch that could be re-used. Original clay roof tiles were removed one by one and saved, shutters, doors, even the rotting fretwork was all dismantled. It was important to us to re-use as much as possible but also replicate original patterns wherever we had to make new. The charm of the original building had moved us and this was the closest I could get to completely replacing it and creating a sense of history.

The original grounds were bursting with tropical life; the trees and flora giving home and sanctuary to countless monkeys, birds and other wildlife. We carefully hand selected and cut back a small number of trees that were blocking light and designed outdoor spaces around the remainder. The gardens today are packed full of original, gigantic palms and Jackwood trees, and sunlight floods through to the ground where we have planted new exotic flowers, shrubs and Frangipanee.

Image caption: The hotel has a distinct residential style that is both luxurious and thoughtful.

Working with the footprint of the original bungalow was crucial. Rather than cramming lots of small rooms in as was suggested (bums on seats), we created two levels and carved off half the space for a large double height, vaulted living area which would stay cool naturally, and the other half for four lovely bedrooms with en-suite bathrooms. We installed the refurbished doors, shutters and windows from the original property back into similar locations and had additional ones handmade by local craftsmen from local, sustainable sources.

We have a natural water well and that water is used to irrigate the gardens. If the well runs dry when it is particularly hot, then the gardens go without. The original jungle has been there for centuries without being watered and we chose beautiful but hardy plants that could withstand extreme weather patterns. It was one of hundreds of decisions we debated – how to balance finances, sustainable design and luxury market expectations.

Image caption: The bedrooms shelter a traditional look and feel with hidden technology keeping it relevant for the luxury market

Powerful hot showers are a personal must have for comfortable, luxury travel and the electricity for this comes from solar panels. The Grohe fittings are expensive in Sri Lanka but the thought of having cheaper, mass produced variants was not an option. In a hot country like Sri Lanka there are times when the heat can be intense, so we have installed fast, efficient high-tech AC units in the bedrooms in addition to ceiling fans, and we actively ask and encourage guests to use the fans where possible and be mindful of the impact on the environment.

Our future plans include switching over entirely to solar power, but frequent power cuts will mean we still have to rely on our generator.

The hotel is styled with antiques that are all in daily use, and individually selected based on how they stirred us emotionally. We used a local antique dealer who had stories to tell of his life including where he was on the day of the Tsunami in 2004. These human connections and stories of provenance added layers of interest and emotion into the process.

Other craftsmen hand carved furniture for us, and we consciously sought out Sri Lankan artisans instead of mass produced, replica retailers. The entire space breathes and pieces are installed for specific use, their inherent beauty and details are styling enough. Carvings and statues add a sense of nostalgia, these too are minimal so they can be admired.

Image caption: The interior design scheme inside the hotel evokes a strong sense-of-place and time

Having regular contact with the contractors meant that I could see the hotel going up brick by brick. Our Sri Lankan builders had knowledge of local building techniques as well as modern materials, they used labourers from local streets to help on smaller tasks and we retained the caretaker who had looked after the site before we bought it. Relationships were built and strengthened, our presence in the village has roots.

Every detail was considered, from drainage and irrigation to power sources and building materials, and contractors, craftsmen and staff. It took time and effort and since opening, there are costs associated with maintenance, but the hotel has been built responsibly and with authenticity.

Sustainability is an on going project for us. We share our story with guests and engage them as much as possible to join in by making conscious choices on meal ingredients, water and electricity consumption and even local experiences. Our toiletries are all organic and every bathroom has china bottles that are topped up with products. Single use plastic is down to less than five per cent and we are always thinking about what we can do to improve.

We are asking that all guests go on at least one of our experiences where we encourage a human connection with locals. We also have strong links with a local children’s charity who we support through donations from guest bookings and other means.

Our staff are trained to be discrete while attentive and they are encouraged to warmly interact with guests if it feels appropriate, recreating those moments of connection we had with various people when building Kalukanda House.

All of this brings the guest experience into a deep sense of connection with the provenance and values of the hotel, the people, and the environment. Guests want to actively participate in our sustainability and green initiatives and ask about this when booking to stay.

Designers and hoteliers must insist on thinking about a design approach that is both conscious, emotional and sustainable. Whether in Sri Lanka or anywhere else, we can use our influence to create engagement between users and their environment, as this is the beginning of a journey to good mental health, wellbeing and thinking about our world in a kinder and respectful way.

Over complicated technology, throw away fixtures and faddish design aesthetics result in buzzes that are easily forgotten, and an un-conscious lack of respect for the environment.

The Kalukanda House definition of luxury is having the time and means to engage at a human level, to savour every pleasure our senses can find and to leave a positive social impact on the space we leave behind. That word ‘conscious’ is the golden key to sustainable and timeless design.

Main image credit: The Kalukanda House

Hamish Kilburn / 31.03.2020

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How Wyndham Hotels & Resorts improved their data capabilities to get to know their guests better

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Hospitality and leisure

We helped modernize Wyndham’s data architecture for better guest insights

Amazon Web Services

Running one hotel isn’t easy - running 9,000 hotels across 80 countries is a challenge on a different scale

In 2020, Wyndham Hotels and Resorts, a franchisor which operates brands ranging from Super 8 to Wyndham Grand, was four years into a “cloud first” strategy and migration that had seen some early successes. Still, opportunities remained. Like many hospitality enterprises, Wyndham has grown in large part by acquisition to become a major international hotelier spanning 20 separate brands processing more than a million reservations a day.

Wyndham knew that data could provide a better understanding of guests, their stays and their preferences at Wyndham properties—and thus help positively impact the overall guest experience and loyalty. In 2016, the company undertook a large-scale data architecture overhaul as a first step. However, despite the years of investment, Wyndham still had opportunities for maximizing the potential of its data assets and to derive further benefits from investments already made.

Redesigning Wyndham’s data architecture with an eye toward a more efficient future and better guest experiences

The goal: Manage the Wyndham business more effectively by redesigning the data landscape to glean further insights and connect with guests in a personalized manner.

Wyndham had already implemented Amazon Web Services (AWS) as the basis for a new, cloud-based back end for data processing. However it was still relying on legacy platforms to ingest, move and process data. The first step was to help Wyndham more fully utilize AWS tools and services, while standardizing the methods by which data was transferred between its core systems. Specifically, Wyndham’s move to a more robust, scalable cloud environment provided improved quality checks, better error controls and better overall accuracy of its guest data.

One significant challenge was revamping the way that Wyndham handled data, including reviews for data integrity requiring manual review of each error—a painstakingly, slow and costly process. In the new data architecture, numerous AWS Platform as a Service (PaaS) tools were used, such as Amazon Kinesis, SFTP, Amazon API Gateway, to make sure that Wyndham’s data was streamlined, automated and moved to the new AWS environment securely. From an operational standpoint, tools such as Amazon CloudWatch, Amazon Elasticsearch and Amazon QuickSight enabled Wyndham to quickly visualize guest and property metrics through interactive dashboards. In aggregate, the newly established architecture – packaged using AWS Serverless Application Model (SAM) - allowed Wyndham to access guest insights at a depth and speed which they had never experienced before.

Dramatic improvements in efficiency and accuracy , using the features of AWS

Before PwC entered the engagement, a single piece of data would travel an average of nine system steps to get from its point of creation to Wyndham’s central database, an error-fraught trip which would take up to two-and-a-half days to complete. Today, that number of steps has been reduced to four, and the journey now takes as little as five minutes. The quality of data has also been improved because it has been so effectively centralized, reducing the likelihood of inconsistencies and conflicts.

Wyndham has also seen an estimated 40 percent decrease in the time spent on managing its computing environment, thanks to being able to fully leverage the serverless architecture enabled through AWS. This in turn has helped reduce cost for the company, while now allowing Wyndham’s properties and corporate team to develop a fuller, more accurate understanding of its guests and their needs.

While the COVID-19 pandemic has slowed the travel industry in general, Wyndham is well-positioned for the impending recovery, thanks to a more efficient and accurate data architecture, rewarding the hotelier to help its owners spend more time focusing on their guests and less time investigating root causes behind data anomalies or inconsistencies.

“From better error handling to improved performance, we’re seeing a huge improvement in our technological capabilities which is positively impacting numerous areas of our business - and allowing us to focus on what matters most: our guests.”

Scott Strickland CIO, Wyndham Hotels & Resorts

“The underpinnings Wyndham had in place helped us redesign their data landscape to use AWS to its fullest potential - with a lens on protecting the integrity of Wyndham’s information and improving the accuracy of their guest data.”

Ali Abidi Principal, PwC

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Hotel Vertu: Analyzing the Opportunity in the Boutique Hotel Industry

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Hotel Vertu: Analyzing the Opportunity in the Boutique Hotel Industry (Brief Case)

Hotel vertu: analyzing the opportunity in the boutique hotel industry, spreadsheet for students (brief case), hotel vertu: analyzing the opportunity in the boutique hotel industry, spreadsheet for instructors (brief case).

• Hotel Vertu: Analyzing the Opportunity in the Boutique Hotel Industry (Brief Case)  By: Howard H. Stevenson and Michael J. Roberts
• Hotel Vertu: Analyzing the Opportunity in the Boutique Hotel Industry, Spreadsheet for Students (Brief Case)  By: Howard H. Stevenson and Michael J. Roberts
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Internet of Things (IoT) a Trending Technology: Transforms the Hospitality Industry. Case Study: W Costa Navarino (Messinia, Greece)

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The main study of this research is the Internet of Things (IoT) and the vital application in the Hospitality Industry. The methodology that has been used in this paper is based on literature review, which tries to find the gap in the international literature and understand the concepts which are under examination. The world community have tried to define the term ‘‘Internet of Things (IoT)’’, although its initial use has been attributed to Kevin Ashton, an expert on digital innovation. He is known for coining the term “The Internet of Things”. Tourism is one of the economic sectors in which the rise of Internet of Things (IoT) applications is expected to greatly boost development. The Internet of Things (IoT) has the potential to transform the Hospitality Industry. Internet of Things (IoT) will help hotel owners, managers and others in Tourism Sector to understand the potential that this trending technology holds. IoT is already being applied in the hospitality industry and the future potential it has for hotel owners and managers makes it necessary for them to understand and use IoT. The survey was held in Costa Navarino (Messinia, Greece), in order to determine how important and efficient is for a hotel to use Internet of Things technology. The IoT is an integral part of tourism sector and W Costa Navarino is using IoT to automate every possible service for improving guest experience.

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Company’s Sustainability Report

https://www.costanavarino.com/wp-content/uploads/2022/05/sustainability-2019_20.pdf

Destination Website

https://www.costanavarino.com/

Hotel Websites

The Westin Resort Costa Navarino → https://www.marriott.com/en-us/hotels/klxwi-the-westin-resort-costa-navarino/overview/

The Romanos, a Luxury Collection Resort → https://www.marriott.com/en-us/hotels/klxlc-the-romanos-a-luxury-collection-resort-costa-navarino/overview/

W Costa Navarino → https://www.marriott.com/en-us/hotels/klxwh-w-costa-navarino/overview/

Mobile Applications

Marriott Bonvoy Mobile Application → https://mobile-app.marriott.com/en-us

Costa Navarino Mobile Application → https://apps.apple.com/us/app/costa-navarino-greece/id1458397325?l=el&ls=1

TripAround Application

https://www.triparound.com/

https://www.fortunegreece.com/article/triparound-metaschimatizontas-psifiaka-ton-touristiko-klado/

KNX installation Application

https://www.knx-iotech.org/

LG application

https://www.lg.com/us

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This work has been partly supported by the University of Piraeus Research Center.

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Ilhan Ozturk

Canadian University in Dubai, Dubai, United Arab Emirates

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Klada, N., Georgopoulos, N. (2024). Internet of Things (IoT) a Trending Technology: Transforms the Hospitality Industry. Case Study: W Costa Navarino (Messinia, Greece). In: Emrouznejad, A., Zervopoulos, P.D., Ozturk, I., Jamali, D., Rice, J. (eds) Business Analytics and Decision Making in Practice. ICBAP 2024. Lecture Notes in Operations Research. Springer, Cham. https://doi.org/10.1007/978-3-031-61589-4_1

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Revolutionising Connectivity: The Surge of India’s Telecom Sector

Recent case studies.

The Indian telecom sector has evolved during last two decades in terms of growth and competition. From being dominated by a state owned monopoly carrier to becoming a competitive and integrated industry that revolutionized communications and fostered economic growth. The liberalisation reforms at the beginning of the 1990s initiated this radical shift, opening the doors for private companies and innovations to enter the market. Today, the telecommunications sector in India is the second largest in the entire world and caters to more than a billion, contributing 6% to its overall gross domestic product. The development in communication technologies and particularly the affordable mobile phones and internet connections have assisted in the digital adoption that has connected millions in India. There has been improved foreign investment in the telecom sector mainly in 4G, and 5G technology. This case study examines and evaluates the major causes of this growth and reviews the current economic and social impacts of this transition process, informs about the current problems and outlines the near prospect.

Market analysis and trends

The transformation of India’s telecom sector has been on an upward trend. Ranking as the second-largest telecommunication market globally, India has the world’s second-highest number of internet users.

The overall telephone subscribers (both wire-line and wireless) has been increasing in India from FY22 till FY24. As of FY22, the total subscribers were 1,166 million and for FY24 they had risen to 1,199 million. This was facilitated by affordable data tariffs, a rise in smartphone ownership, and enhanced networks. New technologies like the 4G and 5G entered the market to help in attracting millions of new users most of who were from the rural areas that had slow internet connection previously. In addition, better advancement in the digital world and the policies related to such advancements from the government have also helped in increasing this growth rate. It can be attributed to continued digital evolution in the country that ranks among the biggest and rapidly growing telecommunications markets globally where the use of the internet is rising every year.

The total telephone subscribers between the period of 2001 and 2011 have been on the rise at a Compound Annual Growth Rate (CAGR) of 35%. The similar rates for the 1980s and 1990s were 9% and 22%, respectively. However, the type of the subscribers shows that the mobile subscribers have been on the lead. A comparative analysis of the current and previous tele-density established that there has been improvement because of development in mobile telephone.

The number of broadband subscribers has been displaying a consistent rise from 2017 to 2024.

India is ranked 2nd in ‘Mobile broadband internet traffic within the country’ and ‘Internet bandwidth provided internationally’. Overal broadband subscription users have continued to increase in the country. Broadband subscription was 294.8 million in FY17, which has risen to 964.1 million in FY24 growing by 227% over the same period. By December 2024, the Department of Telecommunications anticipates to have 50 lakh km of optic fibre deployed throughout India, 70% of towers fiberized, average broadband speeds of 50 Mbps, and 100% of villages connected to the internet.

Government initiatives promoting digital inclusion further supported the growth of broadband, reflecting India's rapid digital transformation and increasing reliance on internet connectivity. The extension of the broadband internet services has been actively supported through Prime Minister Wi-Fi Access Network Interface (PM-WANI). This has been done through provision of public Wi-Fi service through PDOs that are expected to have been established across the country. Rising number of broadband subscription in India can be explained with the help of economical data tariffs, better connectivity and massive use of smart-phone. Mobile phone service providers are providing low cost packages, thus increasing the affordability of internet to more people. These advances made the existing infrastructure even stronger; the coverage of 4G networks increased, and the implementation of 5G started to strengthen connections, including rural areas. Also, increasing popularity of inexpensive smartphones made internet accessible to a wider population.

By the end of March 2024, the top five service providers held 98.36% of the market share among all broadband subscribers. These service providers are Reliance Jio Infocomm Ltd (481.07 million), Bharti Airtel (273.23 million), Vodafone Idea (127.69 million), BSNL (24.70 million) and Atria Convergence (2.25 million).

Service provider-wise market share of broadband (wired + wireless) services as of March 2024.

Telecom sector revenue has been on an upward trend QoQ

Gross Revenue (GR), Applicable Gross Revenue (ApGR) and Adjusted Gross Revenue (AGR) of Indian telecom sector for the quarter ended December 2023 has been Rs. 84,500 crore (US$ 10.14 billion), Rs. 81,101 crore (US$ 9.73 billion) and Rs. 67,835 crore (US$ 8.14 billion), respectively. GR increased by 2.13%, ApGR increased by 1.70% and AGR increased by 1.88% in the quarter ended December 2023, as compared with previous quarter.

According to the DoT officials in August 2021, DoT was trying to formulate a package where the revenue share licence fee will be brought down from 8% to 6% of AGR of the operators. This would be achieved by cutting down the 5% universal service obligation levy by two percentage points and offer some operators relief of about Rs. 3,000 crore (US$ 403. 63 million) annually.  However, in July 2023, the DoT mentioned that only the activities covered under the scope of the licence will be classified as telecom activities and used to calculate AGR. This enables the telecom companies to reduce their payment obligation to the government.

The telecom industry in India is expected to grow from FY16 to FY25 by overall 63%, even though there is a global consolidation in the sector that has reduced private mobile operators from more than 10 to only three. Revenue for the telecommunication sector stood at Rs. 1.7 lakh crore (US$ 20.39 billion) in FY16 while there were more than 10 private sector companies associated with the sector. As Reliance Jio entered the market in 2017, the sector’s revenue could be touching Rs. 2.78 lakh crore (US$ 33.35 billion) in FY25 and have only three private players - Jio, Bharti Airtel, and Vodafone Idea (Vi). The strong revenue growth will stem from an anticipated tariff increase, increased conversion of customers from 2G to higher average revenue per user (ARPU) 4G/5G and consumers migrating to higher value data bundles.

Rise in the total wireless data usage post COVID-19

India holds the distinction of being the largest consumer of mobile data globally. The overall wireless data usage in the Indian telecom sector has grown tremendously since 2019. The total wireless data usage was 20,410 petabytes (PB) in December 2019, which has risen significantly to 49,543 PB in December 2023. This is due to the increased use of smartphones, affordable data tariffs, and the growth of the 4G network across the country. The emergence of Reliance Jio with affordable data tariffs has boosted the usage of data in India. Furthermore, the COVID-19 crisis which triggered the widespread use of digital services, distance learning and remote employment has also contributed to this process. With the recent launch of 5G, data consumption is expected to rise further, which will define the country’s role in the global digital economy.

The Indian telecom industry is on the verge of substantial growth and transformation, supported by significant investments and strategic initiatives. Projections by Deloitte and Confederation of Indian Industries (CII) suggest a robust expansion of US$ 12.5 billion every three years, highlighting the telecom sector’s pivotal role in pushing the digital economy forward. Factors such as aggressive pricing strategies, network expansions and bundled value-added services have expanded the customer base and boosted data consumption. As per an analysis of CLSA, revenues are anticipated to reach Rs 2.78 lakh crore (US$ 33.35 billion) by FY25, driven by tariff increases and the transition towards high-value data services, with 5G technology in place to further accelerate growth. Despite challenges, including price competition and regulatory pressures, the industry has shown resilience through diversification, digital transformation and a focus on cybersecurity and customer-centric innovations. By investing in advanced technologies and expanding into the rural areas, telecom operators are unlocking new markets and driving inclusive growth, positioning themselves as key enablers of India's digital future and economic prosperity.

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