Top 10 Weirdest Hotels Around the World

Lego has just opened its first hotel at its theme park in California and, in celebration of this, Metro has decided to look at the top 10 weirdest hotels around the world.

10. Mirrorcube hotel

If you fancy staying in a cube like structure that is suspended above the trees in Harads, Sweden, then you should go to the Mirrorcube.

9. Underwater hotel

If you prefer something a bit different you can go below sea by booking a room at the Underwater hotel in Florida.

8. Ice hotel

Anyone that loves freezing temperatures can visit the Ice hotel in Jukkasjärvi, Sweden. Just make sure it doesn’t melt while you’re staying there.

An Indonesian hotel was named after Liverpool captain Steven Gerrard

7. Steven Gerrard hotel

You wouldn’t be a true Liverpool fan unless you visited a guesthouse named after the Liverpool captain in Indonesia.

6. ‘World’s worst hotel’

This Amsterdam inn will cost you just £18-a-night – but it comes with a disclaimer: ‘Those wishing to stay do so at their own risk and will not hold the hotel liable for food poisoning, mental breakdowns, terminal illness, lost limbs, radiation poisoning, certain diseases associated with the 18th century, plague, etc.’

5. Sandcastle hotel

Don’t be surprised if you wake up wet or with sand down your back if you stay at a hotel in Weymouth, UK that is built entirely of sand.

Sugar coated: A popcorn-filled bath is just one of the tasty treats on offer at the cake hotel

4. Cake hotel

If you like cake you could stay at this establishment made entirely of the treat in Soho, London.

3. Legoland hotel

The aforementioned Legoland hotel in California boasts three million Lego pieces that were used to make models dotted around the building.

2. Ikea hotel

If you feel tired after shopping in Stockholm, Ikea have conveniently built a guesthouse in a shopping centre where you can rest your head.

1. Karostas Cietums

The former military prison in Liepāja, Latvia is a strange location for a hotel but nevertheless, someone has chosen to build one there.

Source: ehotelier.com

Tracy

Human Resource Issues in the Hospitality Industry

Many businesses in the hospitality industry – both small and large have difficulty in understanding their human resource and employment relations obligations whichever country or countries they operate in!

This is understandable given the raft of legislation and regulations governing (drowning) the employment environment in which governments seem to revel in.

The hospitality industry is certainly no exception and in many cases is more complex than the average business.

In this publication Biz Momentum will outline important employment matters that will assist in reducing the ‘stress’ factors you may be experiencing directly related to the hospitality industry which Biz Momentum is actively involved in a hands on capacity.

Did you know;

It has been reliably estimated that 75% of businesses do not have an employee agreements and employment related policies & procedures. In the event of a dispute the law will decide for you and this almost always goes against you, the employer;

Worldwide bullying and sexual harassment claims are escalating. The average cost of a claim is $36,500 – $250,000 and recently in one country an employee was awarded $1,000,000. This comes directly off your bottom line profit;

Workplace rape and sodomy is on the increase in the hospitality industry and we have witnessed the resultant trauma, ill will and bad publicity for your hotel, restaurant or workplace where this occurred;

Workplace stalking through employees following, sending emails, voice messages and gifts is becoming more prevalent and is resulting in increased absenteeism and resignations;

Theft of your inventory such as quality wine, food and equipment is rampant!

Misuse and unlawful use of your facilities for personal gain is increasing;

It has been reliably proven that some employees use up to 2 hours per day of your email and internet facilities for personal gain and to access unlawful sites such as hate literature and pornography not to mention chat lines.

Many hotel and restaurants deliberately flout occupational health and safety rules which is resulting in increased staff turn over, fines and costly pay-outs to employees;

Many managers do not understand or have the experience in the know how of how to manage and lead employees. People skills a re paramount to your business success.

Not having an adequate job description and controlling management behaviours can be a cause of psychological injury resulting in hefty fines not to mention the process of litigation which we have seen take up to 3 years to resolve

This is far from an exhaustive list but covers a number of growing issues in which Biz Momentum has noticed in recent years affecting the hospitality industry.

The ‘Basic Ingredients’ for managing employment risks:

There are certain steps you can take to minimise your employment risks. Biz Momentum have provided some general employment advice regarding managing employment risks however we need to advise you that each business has its own unique profile and therefore decisions must be made on that businesses individual merits.

1. Job Descriptions

A simple yet effectively written job description cannot be overlooked when hiring an employee or manager.

Employees and management need to understand what they are responsible and accountable for as well as what core skills they require to safely perform their duties.

Case 1 – The Restaurant who thought paperwork was a waste of time

Recently a restaurant was sued by an employee for $325,000 for psychological injury. The employee had worked in their position for two years and asserted that they had been injured because they didn’t receive a job description.

The matter is proceeding to court with attorneys appointed on both sides.

The claim is completely spurious and yet the legal system is set up so that the employee will be compensated. The business did not have a job description. Employees are more inclined now to take you on and engage contingency fee lawyers to sue you (no win – no fee lawyers)

It is not only the cost of litigation but preparation, meetings, affidavits, interviews and stress on the business owner.

2. Employment Agreements

An employment agreement sets out the boundaries and expectations of the employment relationship and is a critical document for the protection of your business.

Employment agreements must contain employee benefits and obligations. Failure in having a well written employment agreement leaves you open to the courts and tribunals interpreting your obligations for you.

The hospitality industry in diverse with many different types of employees in-house. Every employee from the cleaner to maid, front of house, head chef and apprentices, wait staff, maintenance workers, office workers and all others must have a job description otherwise you face stiff penalties when things such as accidents and incidents all goes wrong.

Common clause include hours, leave, goodwill, business records, restraints for management, confidentiality, intellectual property, remuneration and benefits, requirements of the position, privacy, ethical constraints, use of business assets, warranties, responsibilities and much more.

There are many types of agreements that your business can choose from but each business must be assessed on its own circumstances and merits.

CASE 2: The Hotel Partner that changed their mind

A hotel’s business was severely impacted when a Partner working in a boutique hotel for 5 years left and the other partners had not bothered arranging an agreement or restrictive covenant clause as the Partner after he made it clear that after a 3 year term he would be travelling overseas for some time.

However the person changed their mind when they began a personal relationship in the local city. Subsequently the partner left the hotel and started there own business around the corner.

The original hotel and restaurant lost a great deal of their previously loyal patronage. It is not uncommon for customers to quickly find out you have lost a key person in your business and follow them elsewhere.

This was a very costly error resulting in much goodwill and profit leaving the business. This could have easily been averted by ensuring that all parties signed a well written Partnership and Employment containing restraints, ownership of goodwill to name a few clauses.

Now may be a good time to ensure you have up to date employee agreements for all levels of employees including senior management. Senior Management is often overlooked and this is to your peril. The days of trust are disappearing where your best employee today can be your worst enemy tomorrow if things go wrong.

Imagine the consequences to your business if this happened to YOU.

4. Policies and Procedures

A human resources policy and procedures manual is an essential tool protecting your business only if the manual is implemented and used appropriately.

Failure to implement effective policies and procedures and to comply with them will result in the courts and tribunals interpreting your obligations for you in what will be an expensive exercise.

In addition not having the correct policies and procedures can constrain you from taking certain action that could have been taken in the event you have clearly stated policies and procedures.

Drug and Alcohol testing is one area that many in the hospitality industry have fallen foul of by making rash decisions and firing the employee only to find themselves being subjected to litigation.

Common policies and procedures Biz Momentum recommend for the hospitality industry include appointment policy, children at the workplace, customer/employee relationships, code of conduct, computer user policy, anti discrimination prevention, drugs and alcohol, employee dress and grooming, laptop computers and equipment, leave, use of mobile phones, motor vehicles, privacy and freedom of information, sexual harassment prevention, stress prevention, termination of employment and employee discipline, workplace harassment and workplace health and safety.

These policies must be tailored for each section of your business; eg restaurant, maintenance et al.

Case 3 – Unfair Dismissal & Sexual Harassment

In another unsatisfactory situation an employee was dismissed for consistent poor performance. Her Lawyer subsequently suggested that she sue the employer for unfair dismissal and sexual harassment.

Clearly this is extremely stressful for the business owner.

The situation could have easily been averted by a discipline and termination policy and procedure and a Sexual Harassment Prevention Policy.

Sexual harassment and workplace bullying are rapidly immerging as one of the scourges of all businesses and in our experience it is particularly prevalent in some sectors of the hospitality industry.

Biz Momentum has assisted the hospitality industry in advising in situations of workplace rape and sodomy from an employment perspective. Naturally all such incidences should be referred to the authorities for investigation.

However you are required to have a workplace rehabilitation assistance program in place should the person be willing to return to work or not and that’s just a start of what you must do.

5. Induction Process

Inducting employees into your ‘Business’ should be structured process! Your employees are taken through your Business policies, procedures and work manuals in a formal manner.

Whether Management or line staff they must complete the process with a sign off procedure to say the have understood the requirement to comply with your policies and procedures.

The importance of this process cannot be overstated. Recently we assisted a business who was being sued for $300,000 for an employee asserting they had not been inducted and the employee lost because the business could produce and prove that induction had taken place.

Biz Momentum can takes you through an induction process that is streamlined and takes less than 1 – 4 hours for a new employee depending on the size and complexity of your business. Biz Momentum often conducts inductions on behalf of the business as we are considered experts in this area.

Case 4 – The Thief, the Wine, the Video Line

In yet another seemingly open and shut case a well known hotel business owner caught the head chief of his restaurant stealing a bottle of quality wine via video taping that was operating in this hotel.

Angry at the theft the hotel owner sought to instantly dismiss the employee and decided to take advice at the last moment with Biz Momentum.

This was a good decision on his part. Even though the owner had video proof of the employee’s theft the owner was still obliged to allow the person caught stealing the opportunity to ‘show cause’ or tell him why he should not have been dismissed. This is commonly referred to as natural justice: allowing the person to put their side of the matter to you.

Secondly the hotel did not induct its employees that they were subject to video surveillance which proved to be a problem for the hotel.

The hotel owner subsequently decided to issue the head chef a written warning and the head chef subsequently resigned. This was a good outcome for the hotel, a good lesson to its other employees as well as protecting the owner from potential litigation.

The moral of this case study is that you must be wise and take advice and consider all the facts (theft and surveillance were not the only issues) before you fire an employee.

6. Communication

Communication is the oil that makes a business work effectively and efficiently. Most grapevines and gossip thrive in a communications vacuum.

Be quick to correct your concerns on a day to day basis with your employees and avoid the cost of procrastination whereby time and emotion now interplays and the issue gets all blown out of all proportion.

We can show you how!

7. Reward and recognition

We all appreciate a ‘thank you’ and ‘well done’ from our customers and other people who matter to us. Employees are no different and regular positive feedback at times reinforced by a tangible reward goes a long way towards establishing a culture of trust and high morale.

We all know that costs are increasing however develop a generous spirit with your employees and ensure they are remunerated fairly and well.

The reward to you will be diminished turnover and a good reputation. Studies have shown many of your employees will remain with you because of the work environment and morale even when they are headhunted with a better offer. Money is not always the key dominant factor in retaining valuable employees.

Many managers try the carrot and the stick approach to managing employees and it has been estimated that up to 60% of managers are ill equipped to manage people and are seriously lacking common skills such as courtesy, understanding, tack and listening skills.

It’s really like letting a bull run rampant through a china shop. The disaster becomes apparent and it is often too late to fix.

Biz Momentum has many years experience in advising businesses in employment issues. We regularly conduct seminars to educate business owners in their obligations and have assisted many businesses in the hospitality industry with practical solutions, training and mentoring in employment matters and have undertaken international work where requested and resources are available.

Philip Lye is Director of Biz Momentum Pty Ltd. He works with businesses to help them cut through the maze of people matters. Clients get specific actionable strategies to protect their business interests. Philip has considerable cross cultural experience having previously worked in Oceana, Asia, the USA, the Middle East and Europe.

Source: www.ehospitalitytimes.com

Harry

State Tourism Industry’s Plan for Next 5 Years

Michigan’s tourism industry has a new five-year blueprint for growth. Now members of that industry will start determining what can be achieved in the coming years and how to do it.

“The plan comes to life when you work it, and that’s what we have to do now,” said Brad Van Dommelen, president and CEO of the Traverse City Convention & Visitors Bureau.

Van Dommelen is among members of the strategic plan’s advisory council who will have a continuing role, co-chairing committees built around the plan’s goals. Those include greater collaboration, improved funding and heightened recognition of the Pure Michigan brand — including the objective to increase visitor spending more than 21 percent, to $21.5 billion in 2017 from $17.7 billion in 2011.

The plan — developed with input from hundreds of members of Michigan’s tourism industry, at meetings around the state and through other venues — “is completely influenced and written by the industry and for the industry,” said Patricia Mooradian, president of The Henry Ford in Dearborn and chairman of the Michigan Travel Commission.

The commission adopted the 2012-17 plan in February, and putting it into action will be discussed at a session at the April 14-16 Pure Michigan Governor’s Conference on Tourism at the Detroit Marriott Renaissance Center.

The plan reaches beyond promotion to identify other critical issues, and that makes it somewhat unusual, said Sarah Nicholls, a Michigan State University associate professor who facilitated the planning under the Travel Commission’s leadership and wrote the final document.

“Most of the states that have a tourism office like Travel Michigan have a marketing plan, but not many of them have an industrywide plan that focuses on more than marketing,” Nicholls said.

Some elements will be easier than others to achieve.

Already in play is funding that would underpin one significant objective: Increasing the Pure Michigan campaign’s presence internationally. Gov. Rick Snyder’s budget proposal to boost Pure Michigan funding to $29 million from $25 million by the 2014 fiscal year would give the state money for international promotion that could include advertising in Toronto — a market where Michigan never has had a significant presence, said George Zimmermann, vice president of Travel Michigan, the state’s tourism marketing arm.

“We think as far as the close-end international opportunity, Toronto is No. 1,” Zimmermann said. “Because it’s a drive market; a large, affluent population with high propensity to travel to the U.S.

“In many ways, we look at Toronto like another Chicago.”

He said that with the additional $4 million proposed for fiscal 2014, the state also would look to expand its presence in Europe and launch tourism marketing in Asia, including Japan, South Korea and China.

Felicia Fairchild, executive director of the Saugatuck-Douglas Convention & Visitors Bureau, said she hoped the beefed-up marketing internationally could boost an already-aggressive focus her bureau has on international visitors, drawn to the character of “small-town America” and the water.

But she and others also said many international visitors are accustomed to traveling via public transportation systems, a point mentioned in the plan. The plan suggests strategies that include taking inventory of current transportation options into and throughout the state, identifying gaps in service and connectivity and investigating solutions.

Enabling travelers to get around the state by mass transit, for example, “would be very helpful, particularly for us that are invested in the international market,” Fairchild said. “We need something that allows them to get from one place to another. I think that’s a must.”

The plan’s analysis of the industry’s strengths, weaknesses, opportunities and threats identifiesDetroit Metropolitan Airport as a major global asset and notes other urban opportunities, such major-league sports teams and Detroit’s reputation — particularly outside the U.S. — as leading in auto innovation and music.

The plan “points out that urban destinations are an important piece of the pie,” said Michael O’Callaghan, executive vice president and COO of the Detroit Metro Convention & Visitors Bureau.

O’Callaghan said another significant element is the plan’s focus on collaboration and bringing together members of the tourism industry. The plan’s suggestions include greater participation in Pure Michigan advertising partnerships, in which tourism interests and the Michigan Economic Development Corp. jointly contribute funds. Another suggestion: Creating an online resource listing potential partners, ideas and resources and showcasing success stories and best practices.

A current example of the collaboration that the plan might envision: The Detroit convention bureau’s quarterly social media seminars, previously offered to its own members, now will be available to members of the Michigan Lodging and Tourism Association.

Association member properties can sign up, watch and ask questions via online access to the seminars, produced in Troy, beginning March 21.

“That’s the kind of collaboration I think that can work statewide, and all of these CVBs can be doing something that can benefit somebody else,” O’Callaghan said.

The plan hits on the industry’s need for research and data and suggests establishing an online system to capture and share relevant industry research, potentially supported by fees on those who use it.

Also in the plan is the idea of the “Pure Michigan promise” and the need for the state to “foster a culture of service excellence” so it can meet visitor expectations raised by the successful Pure Michigan ad campaign.

An identified weakness: Inconsistent customer service quality throughout Michigan and a lack of a standard customer service training or approach.

Steve Yencich, president and CEO of the Lodging and Tourism Association, said it’s “imperative” that the industry embrace raising the bar of customer service. The difficulty is “finding a training program that can be used across all industry segments” and is affordable to all, he said.

The Pure Michigan promise is a concept that envelops much, Yencich said.

“It begins the moment you cross the state line and includes the roads and bridges you travel on, includes our initial impressions as we walk into that restaurant, hotel, golf course … and does not end with the delivery of customer service excellence,” he said. “It’s the follow-up and follow-through to that entire vacation experience.”

Source: www.crainsdetroit.com

Tracy

The Purchasing Function in the Food and Beverage Industry

The goal of this research was to anticipate which activities and skills will characterise the purchasing function in European restaurants in 2025.

More precisely, it not only investigated the way the evolution of this function is envisaged by F&B buyers and restaurant managers themselves, but also confronted it to the opinions of academic experts.

We used qualitative and quantitative methodologies to study six European countries: France, Poland, the UK, Germany, Sweden and Spain. This allowed us to examine the differences, similarities and singularities in the perceptions of restaurateurs from these various areas and cultures.

Several factors will induce changes in the way restaurants, and more specifically the purchasing process and function, are
organised. They belong to four domains:

1. In terms of agro-economy, agricultural production will have changed: competition with less developed countries will require specialising in products that are high quality, safe and environment-friendly.

Producers will have to be educated, flexible, entrepreneurial and aware of new technologies. Large producers and farms managers will benefit from this evolution the most, while small and local producers will be integrated into larger agro-businesses or cooperatives.

2. Urban factors will include the regulation of transportation of goods and people within cities, the installation of logistics platforms at city entrances to streamline the distribution of goods and control their sanitary quality, a new organisation of deliveries (by district and by type of product), and an increase in tourism due to the expansion of the middle class.

3. The field of technology will not go through any scientific breakthrough. On the other hand, technological innovations linked to nanotechnologies and the increased connectivity between individuals will have profoundly changed everyday behaviours, including food consumption.

Other technologies and tools which will affect restaurants and food consumption practices are geolocation, augmented reality, holography and robotics.

4. Consumers will face two major problems: a tight budget and lack of time. Convenience and food on-the-go will therefore be strong market drivers. Consumers will also be more aware of personal and societal needs and more demanding and knowledgeable about the multitude of services offered to them.

Restaurant selection will be facilitated, even managed, by smartphones and virtual experiences. Restaurants will have to provide both goods and social connections to face the increase in micro-social groups of consumers.

We identified three types of restaurants for 2025:

1. Latecomers that have neither improved their practices nor adapted to the use of IT or to sustainable development practices will still have opportunities to survive. It will be thanks to their location, to their willingness and capacity to adapt to delivery constraints, to extended hours of service or to relationships with suppliers of high quality products, for instance. Some will exploit a niche market by going back to past habits and practices, much to the delight of people who are nostalgic or tired of the omnipresence of technologies and IT, for example.

2. Green restaurants will attract consumers interested in environment or nutrition through dedicated concepts, menus or even personalised diets. It will be easier for this kind of restaurant to customise their offer, as long-term relationships will be implemented with suppliers. These relationships will include co-development of products and a high level of trust. Customers will also have great expectations in terms of corporate social responsibility and sustainable development. Managers and purchasers in these restaurants will be demanding when it comes to training (management, nutrition, IT…).

3. Geeky restaurants will demonstrate proficiency in IT or sustainable processes and be run by professional managers. It will be easier for these managers to implement procedures which help forecast needs, costs and spending evolution or scan the supplier market to find opportunities to increase revenues and profits. New technologies will be used to improve the customers’ experience, but will also be a crucial part of the managers’ relationship with their suppliers (who will have implemented it). The managers will expect sustainable practices from their suppliers as well. Managers and purchasers in such restaurants will be demanding when it comes to training (management, nutrition, IT…).

Along with the results we obtained, the changes anticipated by the experts and professionals we interviewed allowed us to identify the skills and activities which the purchasing function will require in 2025.

Source: www.4hoteliers.com

Tracy

Local Ski Resorts Report Better Run than Last Season

Ticket sales at ski resorts in Southeast Michigan have been average to better than average this season, say managers at the four metro Detroit ski destinations.

Representatives for White Lake-based Alpine Valley Ski Area, Brighton-based Mt. Brighton Ski Resort, Clarkston-based Pine Knob Ski and Snowboard Resort and Holly-based Mt. Holly Ski and Snowboard Resort all agree that this season beats last year’s mild winter.

Snowfall this season has been 29.3 inches through this afternoon.

“It’s been up and down,” said Joe Bruhn, president and general manager of Mt. Brighton. “We’ve had so many interruptions, where we’re open-close, open-close.”

Bruhn said Mt. Brighton, which sees an average of 500-1,000 people per day come through its doors, has had an above-average season.

Mt. Brighton’s revenues are about $5 million a year, according to Bruhn. The ski resort, which was purchased in December by Vail Resorts Inc. of Broomfield, Colo., employs 300-350 people during ski season.

Mt. Holly expects to get about 90 days of ski days this year, said Mark Tibbitts, general manager. “This seems like a winter of extremes,” he said.

The resort sees 90-100 days of skiing a year and around 100,000 skiers for the season. Last year, Mt. Holly, which has 18 runs, only had 82 days of skiing. It was the resort’s worst season ever, Tibbitts said, with sales down about 30 percent.

Pat Deibel, ski school director at Pine Knob, said that resort has had an experience similar to Mt. Brighton – up and down.

The season got off to a late start with warm weather and no snow in November, but had a successful holiday period with snowfall on Christmas Eve.

Pine Knob expects 60,000-80,000 skiers a season for its 17 runs. “We’re pretty average compared to other seasons,” said Gail Winterhalter, operations manager at Alpine Valley, which averages 1,500-2,000 people a day on the weekends and 500-600 people per day on weekdays. “A little bit better than last year.”

Source: www.crainsdetroit.com

Tracy

Qatar Selects OnAir Connectivity for A350s and A380s

Qatar Airways’ Airbus A350 and A380 fleets will be line-fitted with both Mobile OnAir and Internet OnAir connectivity.

Doha-based Qatar Airways has been operating OnAir’s GSM service on its A320s for over three years. Following the latest deal, over 150 Qatar Airways’ aircraft will have OnAir connectivity, including the carrier’s Boeing 787s.

Qatar Airways’ passengers have the choice of using either the GSM network or wi-fi. They can use their mobile phones and tablets for calls, texting, emailing, updating social media and surfing the Internet, with these services billed as international roaming. They can also access the Internet using any Wi-Fi enabled device.

“We have been operating Mobile OnAir for more than three years on some of our aircraft and it’s clear that our passengers want, and are coming to expect, inflight connectivity,” says Akbar Al Baker, chief executive officer of Qatar Airways.

“We have seen high levels of usage of the OnAir services on flights to and from Europe, as well as on regional flights.

Ian Dawkins, chief executiv of OnAir, says: “Qatar Airways is the first of four airlines to date to have selected OnAir for its A350 fleet, and our fifth A380 customer.”

Source: www.flightglobal.com

Maria

4 Ways the iPad has Changed Travelers’ Hotel Stays

The iPad has revolutionized the way many travelers work and relax in hotels since Apple started selling it three years ago.

So, with the device’s third birthday in mind, Hotel Check-In asked a variety of travelers and hotel industry workers to identify the top ways that the iPad and tablet computers have changed the lodging experience. Here are their picks:

1.Replacing old binders, hotel directories and menus. At hotels including the Hilton San Diego Bayfront and the Boston Marriott Long Wharf, the concierges are equipped with iPads so they can give inquiring guests images of the restaurants, clubs and tourist attractions that they’re recommending. “Today, all of our concierges have most of their restaurant choices and tourist attractions on the iPad,” says Marc Hoffman of Sunstone Hotel Investors, which owns 26 upscale chain hotels. “In an old-fashioned hotel, they’d flip through a three-ring binder,” Hoffman adds.

The Hilton San Diego Bayfront hotel recently installed six iPads mounted in brackets around its bar so that guests can read digital menus instead of paper ones. There are potential drawbacks to using tablet computers as menus, however, says hotel design expert Patrick Goff, who publishes HotelDesigns.net. He’s seen some hotel restaurants give a table of two just one iPad forcing them to share, he says, calling the practice “pretty useless.”

iPads also are helping force changes to the old-fashioned business center.

At Eventi in New York City, one of Kimpton’s boutique hotels, the business center has been replaced with the “Business Bar.” There, guests can choose from a number of options, including six iPads, two iPad Minis and a reading tablet, says hotel publicist Erica Cohen.

2. Less to pack. Since Los Angeles-based media trainer Clint Arthur bought his iPad, he stopped traveling with his old-fashioned video camera equipment. “The iPad is much more elegant and easy to travel with,” he says. Arthur trains people on how to get on television shows, and shoots training videos in hotel rooms with his iPad. Hotel rooms are “good studio environments” for filming because they’re quiet and they also give his students a change of scenery, he says.

Steve Moore, a petroleum industry executive, recently began relying on his iPad and a special home security app when on the road in hotels to stay connected to a new home he’s building in Nashville. “I’m real connected to the house,” he says. “I can change the temperature, turn off the lights, and turn the alarm on and off.” While he also has the app on his laptop, the iPad is what he uses most often because it’s the right size for bringing to the dinner table or hotel bar, usually his location when he needs to deal with home security. Plus, when he travels for less than a week, he doesn’t bring his laptop. He also has the app on his smart phone, “but sometimes you just don’t want to squint at your iPhone.”

3. Entertainment. Some travelers are using their iPads to replace the hotel TV, even if it’s a luxurious 50-inch flat screen. Puneet Mehta, a New York City tech entrepreneur, usually doesn’t turn on the hotel-room set because he rarely watches TV shows, but when he does, he uses his iPad. “I don’t watch much TV, but I do have Mad Men on my iPad to watch when I need to unwind before bed,” he says.

Frequent traveler Kevin Chin says his iPad also serves as his handy entertainment library.

“I hardly ever turn on the TV in my hotel room anymore, now that I have a virtual library of entertainment at my fingertips between Hulu, Netflix, and iTunes. It allows me to get caught up on all my TV series while on the road,” he says.

4. iPad as tour guide. When San Francisco digital marketing strategist David McCormick tried to find the best local playground in Palo Alto, Calif., he didn’t even think to turn to the concierge at his hotel. Instead, he turned to his iPad. He called up a Google map of the neighborhood, changed it to “satellite view” and took a virtual tour of the nearby parks “to find the one with the biggest and best play structure,” he says.

“Instead of going to a ‘boring’ park or driving all over town, I drove straight to what ended up being a fantastic park and had a great, stress-free day with my kids,” McCormick says. “It was awesome and left me marveling at the wonder that some technology has become.”

Source: www.usatoday.com

Maria

WTTC: Abu Dhabi Tourism Growth Outpacing Global Average

New economic research released by the World Travel & Tourism Council (WTTC) shows tourism in the UAE is growing significantly faster than the world GDP growth average.

The findings will be discussed in detail as tourism leaders from around the world meet in Abu Dhabi for WTTC Global Summit.

The tourism industry contributed 14 per cent to the UAE economy in 2012 – well above the global trend of nine per cent.

Taking account of direct, indirect and induced impacts, AED193.6 billion of the UAE’s GDP came from the industry in 2012 and that contribution is expected to rise by 3.2 per cent by the end of the year.

One in nine of all jobs in the country are resulting from the industry, which beats the global average of one in eleven jobs.

A total of 383,500 jobs were supported by travel and tourism in the UAE in 2012 and by the end of this year, the number is expected to further rise by 2.6 per cent to 393,500 jobs, compared with a global expected increase of 1.7 per cent.

Nearly a quarter – 23 per cent – of the country’s total investment in 2012 – AED82.8bn – was directed into the industry last year and investment is set to increase by an additional 12 per cent this year.

David Scowsill, president and chief executive of WTTC, said: “As the UAE looks to diversify its economy, it is fully embracing the social and economic benefits of tourism and reaping the rewards already from its strong investment.

“This is one reason why WTTC selected Abu Dhabi for our Global Summit.

Abu Dhabi Tourism & Culture Authority (TCA Abu Dhabi), which is hosting the Summit along with Etihad Airways, the UAE’s national carrier, says the diversification of career opportunities which the tourism sector holds out for the Emirati workforce is a key element in the emirate’s plans to build a sustainable tourism industry.

HE Mubarak Al Muhairi, director general, TCA Abu Dhabi, said: “We are increasingly seeing Emiratis becoming involved in this sector, which has been identified as a key economic diversification driver in the Abu Dhabi 2030 plan.

“This involvement is taking the form of Emirati entrepreneurs launching their own tourism-related SMEs, with the help of the Khalifa Fund For Enterprise Development, others taking up posts within airlines, the airport, TCA Abu Dhabi, the hospitality sector and within Abu Dhabi National Exhibitions Company.

“We have activated a number of initiatives aimed at introducing UAE nationals to the diverse opportunities that exist within the travel and tourism sector and expect their participation to continue to grow.”

By 2023, international tourist arrivals to the country are forecast to total 25.8 million, generating visitor expenditure of AED207.1 billion, an increase of five per cent per annum.

Scowsill continued: “It’s clear that the industry is going to be a significant driver of growth and employment in Abu Dhabi for the next decade.

“Its purposeful sustainable tourism approach will see it achieve its full potential of becoming a world class tourism destination in the next ten years.”

Source: www.breakingtravelnews.com

Maria

TripAdvisor Launching “Delayed Ad Call”

In a move designed to increase the client’s confidence in the value of Display Advertising as well as the impact that it has on the way that online advertising is measured, partners of TripAdvisor will now only ever pay for advertising that is seen by a user on the site.

This initiative works by only making the ad call once a user gets to a point on the TripAdvisor page where the ad unit is in view. Most online publishers – and therefore networks and trading desks – provide a very disparate environment with many ad placements per page which are often multiple times below the fold, in positions that a user never actually sees.

Martin Verdon-Roe, VP Global Display Sales, TripAdvisor said “Our clients are always looking for measurable results and confidence in the media they are buying, whether that be for a Branding or a ROI campaign. With our delayed ad call in place advertisers can now be fully confident that the results that they are measuring on TripAdvisor are a real and true representation of their media investment.”

According to a study by AdSafe Media**, 50% of ads bought directly on Publisher sites were never seen by the user, and 60% of ads on Networks and exchanges were never seen by the intended user. ComScore carried out a similar study¹ which revealed that view ability ranged by format from between 66-74% within the 12 Premium Publisher sites measured. At the same time Comscore revealed a strong correlation between time-in-view and conversion, meaning that ads in view longer perform much better.

A spokesperson for IAB (UK) comments, “The IAB (UK) has formed a cross-industry group of experts from the buy and sell-side to review Viewable Impressions and discuss and surface the opportunities and challenges of such a move. TripAdvisor’s proactive move to counting an impression only when the ad comes into view is a bold market-leading position in advance of industry consensus in the UK.”

The impetus for the discussions in the UK is the industry wide initiative in the US, Making Measurement Make Sense (also known as 3MS), which calls for a number of substantive improvements in digital media measurement, so that digital media are measured in ways which are compatible with planning, buying and evaluating in a cross platform world.”

Source: hotelmarketing.com

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Hotel Le Bristol Paris Receives Fourth Michelin Star

Hotel Le Bristol Paris has recently celebrated achieving its fourth Michelin star.
 Following a third Michelin star, awarded to Hôtel Le Bristol Paris’ Epicure restaurant in 2009, Le 114 Faubourg – the hotel’s brasserie de luxe – has been honoured with its first star in the Michelin Guide.

The hotel is reportedly attributing the accolade to the talents of chef, Eric Desbordes, mentored by chef des cuisines, Eric Frechon and to Hôtel Le Bristol Paris’ pastry chef, Laurent Jeannin. Additionally, director of the restaurant, Patrice Jeanne and his team have been praised by the hotel.

CEO, Hôtel Le Bristol Paris, Didier Le Calvez stated: “This award is the recognition of the daily work and commitment of our teams at Le 114 Faubourg. I would particularly like to congratulate our chefs Eric Desbordes and Eric Frechon, as well as Patrice Jeanne. It is very much thanks to their efforts that Hôtel Le Bristol now has a fourth star, unmatched in Paris.

“A Palace Hotel is duty-bound to showcase its gastronomic heritage, and this star, this recognition, is rightly deserved. It reinforces our positioning as the first Parisian Palace Hotel driven by gastronomy. It is also a great honour for Oetker Collection, which has now earned its seventh star, and attests to the everyday dedication of the group to culinary art,” Le Calvez added.

Source: www.ttgmena.com

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