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Home , Hospitality industry

FCSI Junior Champion 2010

The as an opportunity for hospitality providers to improve performance:

A holistic approach

Team:

Jan Voigt and Max Gross

Contact Information:

Jan Voigt

Kolnhäuser Hof 15a

35423 Lich

E-: [email protected] Telefon: +49 (176) 70265046

The internet as an opportunity for hospitality service providers to improve performance: A holistic approach Executive Summary

The goal of this project is to determine the actual, as well as the potential, impact of the internet on the hospitality . Within the conducted macro-analysis of the competitive environment of the hospitality industry, the significant negative short term consequences of the past financial crisis became apparent. Yet, within a long term perspective, the evolvement of social trends can be established as primary concern to respond to future business challenges and opportunities. The demographical, ecological and technological developments as part of a social trend thereby trigger a continuous paradigm-shift for the individual potential guest. The internet is a key differentiator and facilitator of such a shift. The opportunities offered and threats to be faced within the internet are external factors that consequently have to be integrated into a successful strategy. The authors therefore demonstrate potential fields of effective and efficient usage of integrated online-management by way of a virtual 4-star property. Specific tools are demonstrated for the areas of procurement, production and maintenance as well as to holistically complete the value chain. The focus was thereby put on to an improved positioning through the internet. To holistically evaluate the potential economical benefit such internet-based tools offer to hospitality service providers a conclusive feasibility study was conducted and compared to hospitality benchmarks. The result: even conservative forecasting allows an increased gross operating profit yield of 4.2 percent, demonstrating the financial potential the internet encompasses for the hospitality industry.

ii Jan Voigt and Max Gross The internet as an opportunity for hospitality service providers to improve performance: A holistic approach Table of Content

1. Preface ...... 1 2. Market- / Trend-Analyses ...... 2 2.1. The economical development of the German hospitality market ...... 2

2.2. Opportunity / Risk – Balance: A consumer behaviour analysis ...... 4

3. Improvement potential for German hospitality service providers ...... 6 3.1. Procurement ...... 7

3.2. Production- / Service delivery ...... 7

3.3. Maintenance ...... 9

3.4. E-Commerce / Marketing ...... 9

4. Performance-Enhancement forecast ...... 14 5. Outlook ...... 16 6. List of References ...... 18 7. Appendix ...... 19

iii Jan Voigt and Max Gross The internet as an opportunity for hospitality service providers to improve performance: A holistic approach List of Figures

Figure 1: Future Challenges for the Hospitality Industry 3

Figure 2: Starting Page of the Test 9

Figure 3: Example 1: Generated Test Hotel 10

Figure 4: Example 2: Generated Website Test Hotel 11

iv Jan Voigt and Max Gross The internet as an opportunity for hospitality service providers to improve performance: A holistic approach 1. Preface

The goal of this project is to examine the effects of the internet on the hospitality industry. Preliminary research gave rise to the authors’ perception that the complexity of the interconnected facets within the industry can only be accounted for in a holistic analysis. For this matter, the economical- as well as the technological aspects regarding hospitality service providers were analyzed individually. This lays foundation for a structured catalogue of potential tools the internet provides. A scenario of a virtual full- service property is developed to display the practical implications such measures have. To quantify such qualitative aspects in order to determine their potential financial yield, a projected profit and loss statement is developed as a conclusion of this feasibility study.

1 Jan Voigt and Max Gross The internet as an opportunity for hospitality service providers to improve performance: A holistic approach 2. Market- / Trend-Analyses

2.1. The economical development of the German hospitality market

Similar to the development of the German industry or overall service sector since 2008, the financial crisis has led to a severe decline in the financial performance of the hospitality industry in particular. Empirical data, as far as it has been analyzed to evaluate the crisis under a historical premise, shows the significant impact the economical meltdown has on the long term development of the market. The average occupancy in German decreased to 57.5 percent (-7.3 percent), the average room rate marks at a historical low of 82 Euro (-7.8 percent) and consequently RevPAR as the key performance indicator averages at 47 Euro (-14.5 percent). Experts consider the expectations for the hospitality service providers with its 360.000 employees and net revenues of 16.6 Bil. Euro to be negative. According to the DEHOGA branch index from 2009 / 10, 70 percent of the German hospitality service providers forecast declining revenues. The overall expansive German economy and the derived market focuses primarily on the destinations of the export- oriented companies. The German hospitality market itself still feels the effects of the restrictive travel budgeting policies that 33 percent of the German entities have put into action in order to respond to the increased cost pressure since 2008. Less scheduled conferences and conventions as key revenue-generator for the 4- and 5-star properties have led to a decrease in occupancy of -7.2 percent and -9.4 percent respectively and ultimately to a revenue-development of -17.7 percent within the luxury hotel-market. According to experts, an overall shift in demand towards the budget-segment within the industry is on-going, despite the recent positive development. Price as the major unique selling proposition of hotels in the 1- to 3-star range has become the major pull factor for potential guests.

The short-term tax relief for the hospitality industry to mild the crisis-effects through the reduced value added tax rate has led to investments of approximately 330 Mio. Euro. However, recent political developments indicate a reverse in this issue and add to the challenges that the hospitality industry is facing on a mid- to long- term scale. Concepts identifying social and economical trends on this mid- to long term timeframe are 2 Jan Voigt and Max Gross The internet as an opportunity for hospitality service providers to improve performance: A holistic approach therefore crucial to position one’s business successfully. The internet has been such a significant trend in the past but its recent development, e.g. social media, show the increased need for sensitivity towards the unlimited its provides towards optimizing business performance.

3 Jan Voigt and Max Gross The internet as an opportunity for hospitality service providers to improve performance: A holistic approach 2.2. Opportunity / Risk – Balance: A consumer behaviour analysis

Consumer behaviour changes constantly. The development in future decades will be characterized through the externally imposed demographical- and ecological development. Customization, interconnection and sustainability are key words for future product in the hospitality industry. Only providers that respond to their customers’ needs for an increased individuality, using connecting like the internet under the umbrella of ecological sustainability, are going to be able to position themselves in the competitive environment.

Figure 1: Future Challenges for the Hospitality Industry (Source: Voigt and Gross) The internet has 44 Mio. users in Germany alone. A continuously growing market share of 16.5 percent as number three promotional channel thereby plays a key role in optimizing the revenue and cost structure of hospitality service providers. The projected online-connectivity of 85 percent of the population by 2020 displays the tremendous market potential the internet provides.

The share of those consumers who are already pro-actively using the internet as a travel booking channel in 2009 has reached the 39 percent mark. Online travel agents

4 Jan Voigt and Max Gross The internet as an opportunity for hospitality service providers to improve performance: A holistic approach such as Expedia, Holidaycheck, Priceline or Tripadvisor as well as social networks (e.g. Facebook, Ying, Studivz, Twitter) on the one hand and other tools such as online All-in- One -tools, a connection of billing and customer retention program on the other hand, yield a huge potential. Service providers can optimize their opportunities to improve performance by applying internet-based technologies to all four key aspects of management: Product, Place (booking and reservation), Price, and Promotion.

Online-profiles in social networks can for example facilitate a business’s presentation to potential customers by displaying pictures, published offers or comments of guests, to overcome purchasing boundaries - a promotional effort barely able to conduct with the typical marketing budget of an independent hotel. The American -chain Popeye’s was able to generate 12.000 recommendations for its 92 within a period of one month. However, Facebook is not only useful as promotional tool but also as a -channel. The network currently has more than 350 Mio. Members or potential customers. The small dutch hotel hotel-chain Qbic runs tests for special packages solely on Facebook. If the market acceptance has been tested successfully, such packages are put out to the market across all booking channels.

Stringent implementations of such tools can optimize the generation of revenues on the top-line and increase cost efficiency on the bottom-line. The downside to this development is the increased pressure on hospitality service providers not only to adapt but constantly exploit ever changing trends. The bi-polar effect of positive guest feedback publicly visible to other potential clients and negative comments in the contrary makes the increased pressure for service providers obvious. Their increased focus on the necessary customization thereby makes it almost impossible to satisfy more than a market segment, demanding a clear positioning strategy as sound bases.

5 Jan Voigt and Max Gross The internet as an opportunity for hospitality service providers to improve performance: A holistic approach 3. Improvement potential for German hospitality service providers

In order to examine the implications the internet has for hospitality management in Germany, an exemplary independent 4-star property in a metropolitan area was developed. By way of this virtual hotel, the performance enhancing potential the internet provides is exemplified along Porter’s value-chain. The focus of the analysis thereby lies on the areas of procurement, production- / service delivery, maintenance, and marketing- / e-commerce.

Under the premises of key management goals such as revenue maximization, cost minimization and product quality, the different departments are analyzed explicitly for unexploited potential. Since the internet has had significant influence especially on distributional and communicative aspects with regards to the hospitality product, detailed recommendations of actions are listed for the field of marketing- / e-commerce.

The following table shows the key performance indicators for the exemplary hotel used to deliver the holistic analysis-approach.

Hotel Market Major Positioning Upper Midscale Town Hotel Number of Rooms 100 Food & Beverage 1 Restaurant (70 Seats) 1 (35 Seats) Conference Capacity up to 200 PAX Segmentation Individual Travelers Business Travelers Trade Visitors Conference Participants Families Occupancy 59 % ADR (net, excl. Breakfast) 86,00 € RevPar (net) 50,74 € FTEs approx. 30 Total Revenue approx. 2.8 M. € Contract Cleaning for Kitchen and Rooms Reservations Systems Amadeus, Galileo, Sabre, Worldspan, own Website

6 Jan Voigt and Max Gross The internet as an opportunity for hospitality service providers to improve performance: A holistic approach 3.1. Procurement

The food and beverage (F&B) departments of hotels consume a significant share of their resources through ineffective procurement. The internet, despite the absence of a chain-affiliation, offers the opportunity to optimize procurement-efficiency by exploiting the economy of scale effect even as an independent operator. Specialized online- providers have created the opportunity to bundle order forms automatically. Hotels and restaurants have the opportunity to locally fill out forms which are collected centrally through HL7-interfaces and collectively ordered in bulk. As a result, - management as a key competitive advantage of chains such as McDonalds can be compensated. A beta-version of such interface-ordering is engaged in test runs within the marketing cooperation Oregano’s, a licensed name sharing cooperation of Italian restaurant across the U.S. The cooperation is estimating an improved cost efficiency of 14 percent. Downside to the tool is the capital and maintenance intensive web-interface that demands regular updates by specialized IT-staff.

3.2. Production- / Service delivery

A significant share of the production costs to provide the environment to deliver the promised quality is of administrative and overhead nature. The internet provides tools that create synergy-effects between different departments to lift undiscovered quality potential and increase the efficiency-rate thus reducing costs. Hospitality service providers across different market segments already use the opportunity to transmit door entry-codes along with the confirmation information for online-bookings. The underlying objective is to optimize labour costs and at the same time enhance the perceived and actual quality through possible late check-ins. The small Dutch hotel chain Qbic has expanded this approach. Online-reservations are solely handled through a card deposit. The above mentioned door entry-code reduces the check-in time. In addition, the system is transferred to the check-out process as well. Minibar as well as in-room fees are connected to the account information deposited for the room. A touchscreen terminal, integrated into the , allows an automated and customized check-out. The guest checks the automatically generated balance and signs

7 Jan Voigt and Max Gross The internet as an opportunity for hospitality service providers to improve performance: A holistic approach through a touchstick in the designed panel. Only complaints or special requests have to be handled manually through the hotel staff. This leads to reduced labour costs, even during peak periods. An additional synergetic effect is the link to the housekeeping department. The signed guest room balance is connected to the same server which is also accessed by the housekeepers palm-pilot. Guests are granted a 30 minutes time frame to vacate the room upon payment completion. As soon as the electronically registered door lock registers the last closing after the above mentioned period, the signal is transmitted in real time to the housekeeping list. Besides the improved time efficiency, housekeeping now serves as a control mechanism.

Mobile web applications are an additional internet related feature to reduce administrative costs and enhance marketing potential. Internationally, especially Asia, 60 percent of cell-phone users actively use mobile web applications - A trend that is expected to develop similarly in Germany. Providers such as hotel.de offer specialized browser-functions for mobile phones that allow customers to search for hotels according to their current location. This service is planned to be extended as an iPhone application to skim a greater market potential. For hotel service providers, the hotel.de-tool is a new addition to their distribution channel network without a significant influence on the cost side. already actively engages a similar tool, generating revenues of approximately US- Dollar 10 Mio. The corresponding iPhone-application has been downloaded 150.000 times in the meantime. „Best Western to go“, a web-app extension, offers customers the opportunity to plan travel routes through GPS-tracking. Similarly to Facebook or other social networks, customers can upload pictures, rank travel destinations or comment on their personal experience. Estimated costs for such complex software modules range in the low five-digit figures. However, entities such as the travel- specialist Giata offer smartphone applications for a monthly rental fee of 99 Euro, including the hotel presentation, travel guides, interactive maps or weather forecasts.

8 Jan Voigt and Max Gross The internet as an opportunity for hospitality service providers to improve performance: A holistic approach 3.3. Maintenance

The potential the internet provides in the field of hardware maintenance is best documented through the efforts in the car industry. Automated diagnosis programs are connected to a one-way interface within the car. The maintenance software runs pre-designed diagnosis processes for the car to identify the root-cause for the car’s malfunction. The industrial sector has expanded this concept. Production hardware is connected to a server, registering interruptions in the manufacturing process. In case of an automated alert, technicians can externally access the saved information to diagnose the problem and develop a specified plan to resolve it.

This best-practice example can be of value within the hospitality industry as well. High capital investments for necessary equipment, especially in the field of culinary services or overhead-functions, can be linked to a data-server that is accessible online. This not only optimizes the consecutive investments into guarantee-agreements or replacement parts; it further reduces down-times and therefore enhances the service provider’s ability to deliver constant service quality.

A company directory for service offers in the hospitality industry can be found in the appendix.

3.4. E-Commerce / Marketing

In today’s globalized society, the timeframe for individual decision making processes / buying decisions has been reduced significantly - exemplified through various online tools offering customers the opportunity to compare product specifications and prices in order to reduce the time effort traditionally necessary to collect and compare information. E-Commerce is the field of management within the hospitality industry that is centred on the challenge to position the hotels accordingly.

The trend analysis conducted above shows the significant market share of online booking requests within the travel market and its continuously growing importance. As a consequence, the cooperation and connection of hospitality service providers to such

9 Jan Voigt and Max Gross The internet as an opportunity for hospitality service providers to improve performance: A holistic approach global distribution systems and online booking-portals has become an integral part of the and marketing mix.

Yet, in order to generate the desired effect of an integrated e-commerce approach, a hospitality service provider’s adaption to customer induced and demanded customer care in the internet-environment is crucial. Online distribution provides the opportunity to trigger perceived improved customization at a low cost. The area of focus in this matter is the opportunity to collect customer feedback on an individual level, especially with regards to the 5 W (Who, When, What, Where, hoW). An adequate analysis allows of such feedback allows an adequate response on a management level. Online travel portals are the key pillar in the successful adaption to customer feedback. Regularly scheduled checks provide the opportunity to pro-actively engage customer feedback. Especially negative guest feedback can be the source of information to improve the product quality by developing additions, changes or solution to service gaps.

Despite its importance, the handling of online marketing is traditionally neglected rather than specified and departmentalized. Corporations such as TrustYou have identified this lack of specialized staff and developed the software ,,TrustYou-Analytics‘‘. This online software tools filters guest comments across various portals and categorizes the nature of the comment. A graphical and numerical analysis is generated, allowing managers to adapt the strategy in a timely . Recent studies, enabled by tools such as ,,TrustYou-Analytics‘‘, indicate the key importance of the service provider’s homepage with regards to revenue, generated through online reservations and customer satisfaction through perceived improved online-customization (“Customer care starts with customer log-in not customer check-in”). The website is usually the first guest- / service provider-encounter (“Moment of Truth”). The increasing rate of overall internet usage and online bookings in particular make the website a key purchase-decision criterion.

The authors of this study therefore chose to analyze the website and the potential it provides - as linking device to combine customization, sustainability and technology to hospitality service providers - in detail. The above determined trends towards creating a sustainable and customized product through effective implementation of technology are

10 Jan Voigt and Max Gross The internet as an opportunity for hospitality service providers to improve performance: A holistic approach demonstrated by way of example with regards to the virtual 4-star property specified above.

In order to customize the product to meet the guest’s expectation, the website as key element should provide promotional information specifying and resolving the potential guest’s informational void.

The virtual 4-star property offers a website that adjusts to the market segment the potential guests belongs to and consequently displays the customized promotional information. Guests are invited to rank four key areas of interest – Business, Meetings & Conventions, Leisure, Wellness & Sports.

The subsequent illustration shows a possible version of the hook within such a customized homepage:

Figure 2: Starting Page of the Test Hotel (Source: Voigt und Gross)

A high ranking of areas such as ‘Business’ or ‘Meetings & Conventions’ automatically triggers a website offering specific information necessary for this market segment. The

11 Jan Voigt and Max Gross The internet as an opportunity for hospitality service providers to improve performance: A holistic approach goal is to deliver the necessary purchasing information to the potential guest without elapsing the shortened decision making time-frame - ultimately to prevent the potential guest to actively search for or identify competitors. The possible combination of elements such as ‘Business’ and ‘Leisure’ for example leads to a website emphasizing the business services and potential recreational facilities or cultural events in the metropolitan area. A matching visualization of the segment’s prioritized product features underlines the hotel’s facilities, surroundings or service offers, further reducing purchasing boundaries.

In order to illustrate the potential effect such possible combinations would lead to, two cases are displayed in the following:

 The first example shows a potential guest who has prioritized ‘Business’ and additionally slightly adjusted the cursor for ‘Leisure’. The other aspects are of no value. The corresponding website displayed accordingly consequently provides the following:

Figure 3: Example 1 generated Website Test Hotel (Source: Voigt und Gross)

12 Jan Voigt and Max Gross The internet as an opportunity for hospitality service providers to improve performance: A holistic approach  The second example shows a potential guest who has prioritized the area of ‘Leisure’ and indicates a slight interest in ‘Wellness & Sport’. The other aspects are not of significant value. The corresponding website displayed accordingly could provide the following

Figure 4: Example 2 generated Website Test Hotel (Source: Voigt und Gross)

The start-up costs for such an internet-based tool are limited (500 Euro monthly to develop, including update-services by professional providers). The resulting clear positioning and differentiation justifies such an investment: Potential guests are provided with a customized product, minimizing their effort to purchase; Potential guests are attracted by using an ecologically sustainable method; Potential guests are convinced through technological features, minimizing costs and maximizing revenue.

13 Jan Voigt and Max Gross The internet as an opportunity for hospitality service providers to improve performance: A holistic approach 4. Performance-Enhancement forecast

In the following, a scenario is developed which projects the financial effects the analyzed measures are forecasted to have, given the assumptions listed beneath:

• The stated key performance indicators are based on the STR-Global benchmark for German metropolitan areas. • Cost ratios are primarily based on the branch index published annually by TREUGAST and Agere-Beratung. • The improved web-presentation of the virtual hotel leads to an increased occupancy (+0.5 percent), yet according to various conservative sources (Please refer to List of references ) the average room rate stays constant. • The improved occupancy leads to an increased pick-up ratio for the F&B-facilities and miscellaneous profit-centres. • Cost savings were budgeted with an improvement of 2 percent for rooms division and F&B, staying well below the estimated 14 percent to carry forth the conservative approach.

Key Figures Actual Sce nario Opening Days 365 365

Number of Rooms 100 100

Occupied Rooms 21,535 21,718 Rooms Available 36,500 36,500 Occupancy 59.0% 59.5% ADR € 86.00 € 86.00 REVPAR € 50.74 € 51.17

14 Jan Voigt and Max Gross The internet as an opportunity for hospitality service providers to improve performance: A holistic approach

Key Figures Actual Scenario

Position in T € in % in T € in %

Rooms De partment 1,852.0 66.5% 1,867.7 66.6% F&B Department 694.6 24.9% 698.3 24.9% Other Operating Departments 238.1 8.5% 238.4 8.5%

Total Revenue 2,784.7 100.0% 2,804.4 100.0%

Rooms Revenue 1,852.0 100.0% 1,867.7 100.0% Staff Expenses 175.9 9.5% 176.5 9.5% Other Expenses 333.4 18.0% 326.8 17.5%

Departmental Profit Rooms 1,342.7 72.5% 1,364.4 73.1%

F&B Revenue 694.6 100.0% 698.3 100.0% Food and Bevereage Cost 208.4 30.0% 199.0 28.5% Staff Expenses 393.3 56.6% 393.3 56.3% Other Expenses 13.9 2.0% 14.0 2.0%

Departmental Profit F&B 79.0 11.4% 92.0 13.2%

Other Revenue incl. Wellness 238.1 100.0% 238.4 100.0% Staff Expenses 42.9 18.0% 42.9 18.0% Other Expenses 57.1 24.0% 54.8 23.0%

Other Departmental Profit incl. Wellness 138.1 58.0% 140.7 59.0%

Gross Operating Income 1,559.8 56.0% 1,597.1 56.9%

Administration Staff Expenses 139.2 5.0% 139.2 5.0% Other Expenses 78.0 2.8% 78.0 2.8%

Total Expenses Administration 217.2 7.8% 217.1 7.7%

Marketing & Sales Staff Expenses 69.6 2.5% 69.6 2.5% Other Expenses 139.2 5.0% 140.2 5.0%

Total Expenses Marketing & Sales 208.9 7.5% 209.9 7.5% Repairs & Maintenance Staff Expenses 27.8 1.0% 27.8 1.0% Other Expe nses 139.2 5.0% 139.2 5.0%

Total Expenses Repairs & Maintenance 167.1 6.0% 166.9 6.0%

Energy Expenses 125.3 4.5% 126.2 4.5%

Total Operating Cost 718.4 25.8% 720.1 25.7%

Gross Operating Profit 841.4 30.2% 876.9 31.3%

15 Jan Voigt and Max Gross The internet as an opportunity for hospitality service providers to improve performance: A holistic approach The projected scenario shows the increased profitability through minimized financial effort. The risk / return-balance is intriguing, leading to a self-carrying return of investment.

The authors are budgeting for an increased gross operating profit of 876.900 Euro compared to a prior total of 841.400 Euro. This accounts for a marginal increase of 4.2 percent or an accumulated total of 35.500 Euro. The conservative forecast displays the first year of an increased internet usage. The authors are suggesting an exponentially increasing effect in the areas of procurement, production and maintenance in the following years. This has not been budgeted for since the success of implemented measures in these areas depends vastly on the skills and knowledge of the individual management staff to optimize processes and integrate a pro-active internet-approach into the corporate philosophy.

5. Outlook

Online research for the key word combination ‘Financial Crisis’ leads to 10.5 Mio. results - looking for ‘Travel Management’ provides 56 Mio. hits. Despite the current downfall and implied long term consequences for the industry, the globalized world demands for constant change adaption and management of the increasing need to travel. Every single aspect of the travel value chain according to Porter is influenced through constantly evolving political, social, economical, ecological or technological trends. The internet provides a cost-sensitive tool to cope with the ever changing market environment and use the interconnection of today’s society. Leiper’s systematic approach to structure tourism classifies the internet as blackbox, relating potential guest to potential hosts at their desired destination, to the transportation-services, to former guests or between every other possible combination. Recent developments within the mega-trend ‘Internet’ such as Web 2.0 (Facebook, Twitter, Xing, iPhone-Apps) offer hospitality service providers to effectively and efficiently combine their product’s 4 P’s (Product, Price, Place, Promotion) and to horizontally and vertically communicate this to integrated purveyovers, guests, transportation-services and competitors. To conclude, the well-known saying: “Predictions are difficult, especially the future-oriented ones”,

16 Jan Voigt and Max Gross The internet as an opportunity for hospitality service providers to improve performance: A holistic approach can be extended to “Predictions are difficult, especially the future-oriented ones - yet, those business entities which do not pro-actively use the opportunities provided by the internet, do not stand a chance in the competitive hospitality environment”.

17 Jan Voigt and Max Gross The internet as an opportunity for hospitality service providers to improve performance: A holistic approach 6. List of References

• AHGZ, Allgemeine Hotel- Und Gastronomie-Zeitung. • BBG CONSULTING KANIG GmbH und TREUGAST Solutions Group: Hotellerie & Gastronomie Betriebsvergleich. • DEHOGA Branchenreports Winter 2009/10 • Future Hotel: Frauenhofer Institut (IAO) • HIZ 2009 (Hotellerie in Zahlen) der exklusive Branchenspiegel von Top hotel • Hotel der Zukunft: Zukunftsinstitut: Harry Gatterer, Jessica Braun & Anja Kirig • IHA Hotelkonjunkturbarometer 2009 des Hotelverband Deutschland (IHA) • Primaweb Hotel • ReiseAnalyse: Urlaubsreisetrends 2020 Martin Lohmann & Peter Aderhold • Trendgutachten Hospitality 2009 / 2010 TREUGAST Solutions Group • VDR (Verband Deutsches Reisemanagement e.V.) Geschäftsreiseanalyse 2009

18 Jan Voigt and Max Gross The internet as an opportunity for hospitality service providers to improve performance: A holistic approach 7. Appendix

Front- and Backoffice Software

• www.amadeus.com/hotels • www.bankettprofi.de • www.citadel.de • www.filosof.de • www.hotelinesoftware.de • www.micros-fidelio.de • www.protelhotelsoftware.com • www.ropit.de • www.sihot.de • www.softwarepartner.net • www.velox-software.com • www.42-gmbh.de

Mobile-Web Applications

• www.clanmo.com • www.giata/goto/mobile_hotel-guide.de

Social Media Networks

• www.qype.de • www.restaurantführer4.de • www.restaurantkritik.de • www.schlemmerinfo.de • www.flickr.com • www.lindkedIn.com • www.twitter.com • www.facebook.com • www.youtube.com

19 Jan Voigt and Max Gross