While hotels have been seeing record profits (until recently), those profits have been hard earned. Guests, especially those in the thirty-something bracket, are becoming more difficult to market to. Before they swear loyalty to a brand, they want the brand to be loyal to them. Not only do they expect loyalty points for frequent visits, they want new and innovative amenities that go beyond hair dryers in each room. In addition to in-room entertainment, Wi-Fi, and airline check-in kiosks, they want knowledgeable concierge services, deluxe spas, intimate bistros, and large restaurants. Because hotels essentially sell their physical assets to travelers (in addition to services), bookings hinge on the condition and cleanliness of the hotel and the amenities offered. Guests do not want to visit a hotel spa and find depressing, worn robes (as found at one Montreal hotel a few years back. They’ve since renovated, but I haven’t been back—and yes, it was because of the robes. If the robes aren’t fresh, can I be sure the nail file is?)
To further complicate things, this cohort is also focused on sustainability issues and wants to know what hoteliers are doing to reduce their carbon footprint as they provide these luxuries. Moreover, thirty-somethings are by-passing the hotel reservation desk and travel agents when booking their vacations, instead many use online sites like expedia.com, Travelocity, and priceline.com that offer package deals with airlines, car rental agencies, theatres, and restaurants.
Give all of this, hoteliers, especially large international chains, are facing complex and time consuming asset management issues. According to an industry survey by the Hospitality Sales and Marketing Association International (HSMAI), revenue management (RM) managers and directors are spending a more time updating channels with rate and inventory information than on strategy and customer engagement. This is why an integrated enterprise asset management system (EAM) system is vital in the hotel industry.
An EAM monitors the entire life cycle of an organization’s physical assets enabling investment planning, specification, design, operations, maintenance, and disposal. EAM incorporates real-time tracking tools, centralizes documents, and decommissions assets at the end of the life cycle. Because hotels now offer a multitude of amenities and services, EAM for hotels needs to integrate with a large number of third party hospitality systems. These include telephone services and call accounting; pay tv; door locks; vending machines; credit card systems; kiosks; food and beverage point of sales; spa management; health club management; etc.
An EAM enables management to care for a hotel’s physical assets. For example, the work order management module in an EAM system can issue a work order; indicate the location and reservation it affects; and rank it. The work order can then be sent out via a private network to a PDA, or a cell phone to the appropriate personnel. If the work order module is integrated into a private network, then the maintenance worker who handled the work order can use her PDA to either close it or escalate if the work order requires more attention .
To further complicate things, this cohort is also focused on sustainability issues and wants to know what hoteliers are doing to reduce their carbon footprint as they provide these luxuries. Moreover, thirty-somethings are by-passing the hotel reservation desk and travel agents when booking their vacations, instead many use online sites like expedia.com, Travelocity, and priceline.com that offer package deals with airlines, car rental agencies, theatres, and restaurants.
Give all of this, hoteliers, especially large international chains, are facing complex and time consuming asset management issues. According to an industry survey by the Hospitality Sales and Marketing Association International (HSMAI), revenue management (RM) managers and directors are spending a more time updating channels with rate and inventory information than on strategy and customer engagement. This is why an integrated enterprise asset management system (EAM) system is vital in the hotel industry.
An EAM monitors the entire life cycle of an organization’s physical assets enabling investment planning, specification, design, operations, maintenance, and disposal. EAM incorporates real-time tracking tools, centralizes documents, and decommissions assets at the end of the life cycle. Because hotels now offer a multitude of amenities and services, EAM for hotels needs to integrate with a large number of third party hospitality systems. These include telephone services and call accounting; pay tv; door locks; vending machines; credit card systems; kiosks; food and beverage point of sales; spa management; health club management; etc.
An EAM enables management to care for a hotel’s physical assets. For example, the work order management module in an EAM system can issue a work order; indicate the location and reservation it affects; and rank it. The work order can then be sent out via a private network to a PDA, or a cell phone to the appropriate personnel. If the work order module is integrated into a private network, then the maintenance worker who handled the work order can use her PDA to either close it or escalate if the work order requires more attention .
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