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                                                                                                                REFERENCES

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                                                                                                                REFERENCES

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6.  The Dorchester should improve customers’ experience by implementing Wi-Q. This new technology will allow customers to order and pay for food in any of the 5 restaurants of the hotel without the necessity to download an app by simply connecting to Wi-Fi.

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5.  The Dorchester should look for synergies with other successful businesses. The experience of Starwood and Uber is a clear example of how to increase market share and position of the company in the marker through enhancing customers’ experience and perception of the brand.

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Introducing: The SPG & Uber Global Partnership

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Starwood Preferred Guest® & Uber are putting travelers on the fast track to valuable rewards with the announcement of an exciting new strategic partnership that will give registered SPG® members who ride with Uber the opportunity to earn Starpoints during any Uber ride, anywhere worldwide. Learn more at spg.com/uber.

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4.  Express checkout counters or mobile integrated system should be offered. Experiences in Marriot hotels have shown a positive reaction from guest when having checked-out using the express system integrated with Marriot’s App (Nicholls, 2014).

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C) The in Room Technology of Ecclestion Square Hotel

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Eccleston Square Hotel - In Room Technology Video

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How to use the technology within your room at Eccleston Square Hotel www.ecclestonsquarehotel.com Eccleston Square Hotel London | A member of DesignHotels™

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and in some Starwood hotels

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Open Up with SPG Keyless Mobile Check-in

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Introducing the first truly mobile check-in experience, SPG Keyless. Available only in the SPG app. Experience it at select W Hotels, Aloft Hotels, and Element Hotels.

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B) The mobile phone usage or smartwatches to check-in remotely and open the room’s door are technologies used in Village hotels

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With its latest implementation at Village Hotels and Qbic Hotels, hetras has launched a mobile app that uses mobile key services to achieve a fully mobile guest journey. Guests can not only check in and open their hotel rooms with the hetras app, they can also book their next stay directly on their smartphone and check out by walking out the front door.

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A) The ‘1-minute self-check-in’ or ‘automatic check in’ offered by Citizen M hotels

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3.  The Dorchester offer can be seen as ‘old fashioned’ and some of the services are tired. New technologies such as mobile integration, new guestroom and energy conservation technologies that have already proved success for another chains should be embraced by The Dorchester (Terry, 2016). Great examples of are:

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2.  The issue at pre-arrival stage for the Dorchester is that the inventory control is not updated by the hour affecting the room availability for GDS and OTAs. Therefore, a more updated version of the PMS, providing a live inventory to OTAs and GDS, will improve the hotel’s inventory management.

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1.   The Dorchester PMS should migrate to a more up to date version that will allow the business to control processes more efficiently and deliver an outstanding guest experience.  The newest version ‘Oracle Hospitality OPERA Property’ is a popular hotel management platform. The system offers a more sophisticated version of the PMS. The ‘App Style’ interface is more user friendly, helping the business to save money on expensive training sessions.

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Some of the system’s key benefits are:

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Oracle PMS key features:

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Importance of Cloud Technology for Oracle Hospitality

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Oracle Heats Up Kiosk and Mobile Service

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Great Guest Experiences in Food and Beverage

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Oracle Communications Diameter Signaling Router

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See more at http://www.oracle.com/hospitality. Oracle execs report from ITB on what's new and innovative, including OPERA hotel management and Simphony point-of-sale.

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The hotel is not showing any effort to keep up with the hospitality market evolution and it can be argued that the future success of The Dorchester relies on the capacity to adapt to new market trends. Throughout the analysis of The Dorchester’s system six key recommendations to improve the business have been identified:

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The usage of technologies in the hospitality industry plays an important role for the effectiveness and success of hotels. The Property Management System is the core of the hotel and helping to monitor the operations and storing relevant data that helps to improve the competitiveness of the business. Different departments such as Finance, Revenue Management, Sales and Marketing also take advantage of the stored guests’ information to develop strategies, increase revenue and introduce marketing campaigns that evolve and adapt to the customer’s expectations. The Guest Cycle is also supported by different systems that can ease the guest experience. It is critical for hotels to embrace the new technologies especially the ones that have already proved success.  Customer Relations Management needs quantitative and qualitative data to provide an excellent customer service. The usage of different technologies such Opera for recording the guest preferences, and the STAR report to monitor the hotel’s positon in the market, provide relevant information to improve the operations of the business. Social Media can also increase customer’s engagement by creating a direct communication channel with guests. Not less important are systems that help to measure the level of relation between the hotel and employees.

The Revenue Management is also supported by the collection of data in the PMS. With dedicated systems for Revenue Management specialist can make decisions in regards of the direction of the business and its financial strategies. Hotels also need to monitor quality maintain and gain customers’ trust and reputation. Therefore, specialised systems for Quality Assurance provided from external companies help to analyse and solve the different issues exposed.

Without the systems available for hotels it would not be possible to keep up with the speed that the hospitality industry is moving. Hospitality professionals should always have an awareness of new systems coming in to the market and potential opportunities to improve the operations and business success as whole.

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Luxury Service Quality Assurance | Leading Quality Assurance

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Leading Quality Assurance (LQA) provides quality assurance audits, benchmarking analyses, service training, AI-powered insights, and action planning services to luxury service brands.

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The Dorchester gets financial information from Opera, including Micros and all the related PMS. Then to analyse this information the data is transferred to IDEAS an dedicated software that analyse date and generates reports.

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‘InfoGenesis’ is used to collect selling data as it is interconnected with the Revenue Management System. InfoGenesis is used to set up items that re sold in the outlets such as food, cocktails and wine. The recipes are created on ‘Adaco’, and a unique bin-number is created which has to be linked to InfoGenesis so that every time an item is sold, the correct measures are deducted from the inventory. Every action is recorded and a sales summary can be executed by day, month and year. This software is also used to print guests checks and to take payments or charge any bills to the room.

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Agilysys Eatec Inventory & Procurement Solution

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Agilysys Stratton Warren System Inventory & Procurement Solution

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With unparalleled ease-of-use, powerful reporting and tight integration, Agilysys InfoGenesis Point-of-Sale (POS) solution helps you satisfy guests and run a profitable operation in hotels, casinos, food service, campuses and much more.

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Worldwide Solutions for Waste Management

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Cornell Revenue Management Scholarship Program

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Airline Group Revenue Management | Infiniti Software Solutions

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Expand Revenue Management Beyond Guests Rooms & Into Other Revenue Streams

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Uploaded by IDeaS Revenue Solutions on 2015-08-26.

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Employees are also important in the equation for success. By collecting employees’ feedback, it allows the organisation to measure ‘the elements of worker engagement that are most powerfully linked to improved business outcomes’ (Gallup, 2016). Gallup is a system used by The Dorchester that measures surveys staff to measure employee engagement.

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What Makes Gallup’s Q12 Survey the Best Way to Measure Employee Engagement?

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Jim Harter, Ph.D., Gallup's Chief Scientist of Workplace Management and Well-Being, provides an overview of Gallup's Q12 survey of employee engagement. Dr. Harter is coauthor of the New York Times bestseller 12: The Elements of Great Managing, an exploration of the 12 crucial elements for creating and harnessing employee engagement.

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CRM is an extensively applied strategy to manage the interaction of the hotel with existing and potential new clients. The CRM’s purpose is to maintain the existing customers’ relationships with the hotel and to find, attract and gain new clients. This approach uses the hotel’s technology to organise, automate, and synchronise sales activities, marketing campaigns, customers service, and customer service. Employing CRM strategies enhances customers’ repetition and reduce marketing costs (Rutherford and O’Fallon, 2011).

The Dorchester holds in Opera PMS guest information such as rooms preferences, allergies, and previous stays history to provide customers with a personalised experience. Additionally, the hotel analyses data from Smith Travel Accommodation Report (STAR). The report compares the hotel’s performance against its competition and local market. The output is provided using benchmarks and never discloses the name of the competitors (STR, 2016). Using Eflash system and the stored guest information, the hotel sends marketing campaigns to promote the business. The Eflash system only allows a number of emails per month, so customers do not perceive the hotel’s emails as a spam.

Social media is another important area that The Dorchester takes into account for CRM. Platforms such as Facebook, Instagram and Twitter are used to bring live updates and news to the customers. The importance of maintaining the different social media platforms the hotel stimulates customers and creates a more personable engagement with existing and possible future customers. The Dorchester encourages online users to use hashtags on Twitter and Instagram. Customers can participate on a monthly competition using the hashtag ‘#DCmoments’ for the chance to win different prizes.

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The Dorchester’s sumptuous décor and high service standards have served to attract famous and influential people. The royal family, politicians, writers, and artists are part of the exclusive list of visitors. The hotel, currently owned by the Sultan of Brunei, has five restaurants: The Grill at The Dorchester, The Promenade, Alain Ducasse at The Dorchester, The Spatisserie, China Tang and The Bar at The Dorchester.

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Quality Assurance is the business methodology used to ensure that the targeted level of quality during the development process of products or services is achieved. The purpose of QA is to gain customers’ trust and build an excellent reputation of the hotel (Bucki, 2016). To achieve it highest success, The Dorchester relays on Leading Quality Assurance (LQA), which is an external company that provides ‘quality assurance audits, benchmarking analysis and training services to the luxury industry’ (LQA, 2016). The Dorchester is able to monitor and improve its performance with these audits.

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Revenue management is the discipline that analyses and forecast consumer behaviours to maximise product availability and revenue growth. The focus of RM is to sell the right product to the right customer at the right time for the right price by understanding the customer’s perceptions of value for money, location and availability for each customer segment (Wang,2014).

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THE DORCHESTER’S REVENUE MANAGEMENT (RM)

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THE DORCHESTER’S REVENUE MANAGEMENT (RM)

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THE DORCHESTER CUSTOMER RELATIONS MANAGEMENT (CRM)

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THE DORCHESTER CUSTOMER RELATIONS MANAGEMENT (CRM)

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Adaco and FnbManage, now Fourth, are software used by the food and beverage outlets to register all stock holdings/inventory and to place suppliers’ orders. Everything that is purchase for the hotel must be recorded with a unique product code for each product. The approval for the purchasing of goods is done electronically by the manager of each department.

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The guest cycle involves different distribution channel at the Pre-arrival stage. The Dorchester’s Online Travel Agencies (OTAs) are Agoda, Booking.com, Trivago, Expedia, and TripAdvisor. Additionally, The Dorchester operates with Global Distribution System (GDS) including Amadeus, Apollo/Galileo, Sabre and Worldspan (Dorchester Collection, 2016).

The Dorchester uses other systems that connects to the PMS on the occupancy stage.  ‘Livebookings’ records any booking in the hotel’s restaurants. The system records the frequency, complaints and personal details of the guests and walk-ins.

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Livebookings revolutionises web reservations for restaurants

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http://theblackboard.net/ Livebookings is the leading online marketing and reservations service for the restaurant industry. Watch this video to find how Livebookings can help to promote your restaurant, manage your business, analyse your performance and learn and improve your marketing skills.

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The process in which the guest or customer interact with the hotel and its different departments over five defined stages is commonly known as the guest cycle (Andrews, 2008). The five stages of guest cycle consist of:

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PMS are design to process essential information and can be seen as the ‘Mission-Control System’. The system is key for planning business strategies (Benckendorff et al., 2014). The Dorchester controls its operations through Opera PMS provided by Oracle, which is ‘an open and flexible platform that can be tailored to the unique requirements of any property’ (Oracle, 2016). The hotel’s operations are largely connected with Opera PMS.

The system obtains and records automatically guest’s information from the hotel’s website and the different Online Travel Agents (OTAs) and Global Distribution System(GDS). Functionalities include the front of house bookings and reservation systems, helping assigning rooms and maintaining the guests’ profiles, posting rooms charges and updating housekeeping status.

The different systems working in conjunction with The Dorchester’ PMS are:

Livebookings which controls the restaurants’ reservations

Micros, the Central Reservation System (CRS)

Quarkx, used for designing menus

Fourth or FnbManager, which controls inventory and places orders with suppliers

InfoGenesis, used to set up items sold for the different outlets, record sales and print bills for guests.

IDEAS which provides a revenue optimisation system

Hotsos, which records any guests’ issues

Microsoft Office, which helps to create documents such as customer’s letters, internal emails, events presentations and financial statistics.

Adobe Acrobat, used to generate invoices automatically

Internet Explorer, which provides a common platform to access the hotel’s intranet and access to news, training and personnel information as well as check what competitors offers and any changes on the company’s strategy.

The hotel has 250 bedrooms and suites with free complementary Wi-Fi for all guests. Each room has a Bang and Olufsen television, DVD player, and Apple TV on request. The suites add more entertainment gadgets with Skybox and free magazines to download. Additionally, The Dorchester offers 10 rooms for events (Dorchester Collection, 2016).

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THE DORCHESTER’S PROPERTY MANAGEMENT SYSTEMS (PMS)

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THE DORCHESTER’S PROPERTY MANAGEMENT SYSTEMS (PMS)

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The Dorchester is located at what was originally the Manor of Hyde, currently Marble Arch. In the 18th century, Joseph Damer, the Earl of Dorchester, bought the land to erect Dorchester House. In 1929, two building companies, Sir Robert McAlpine & Sons and Gordon Hotels Ltd., purchased and demolished the property with the intention to create ‘the perfect hotel’ with ultramodern and ultra-efficient finishing touches, using the latest technology available at that time. The developers’ vision was to have telephones in each room, draught-proof windows and soundproofed walls, things that are normally expected nowadays. The Dorchester Hotel was opened in April 1930 by Lady Violet Astor and since then has retained its reputation as a luxury hotel (Hibbert et al., 2011).