UBS Will Challenge Chase and AMEX With New Travel-Focused Credit Card - Travel Services - ·11h
Some of the perks are impressive, but UBS may have some trouble challenging Chase and American Express. Both competitors offer serious value to cardholders seeking free travel. And each has been in the high-end business longer than UBS. Plus, Chase and Amex have lots of airline partners.

Hotel execs on lending, profitability for independents Featured Articles - 23 May 2017
It’s not always easy being an independent. Hotel executives talked about the financing climate and profitability of independent hotels at the recent InnDependent Lodging Executive Summit in Las Vegas. At this uncertain point in the economic cycle, securing debt to develop independent hotels can be tricky, but it’s not impossible, sources said at the recent InnDependent Lodging Executive Summit. Speaking on a panel titled “Managing to increase asset value,” Mary Beth Cutshall, SVP of acquisitions and business development at Hospitality Ventures Management Group, said it helps to have a track record of success in the independent space. “I would say where we are right now, though, in the cycle, it’s becoming more difficult again to raise money period,” she said. “So if you are not someone … with a track record of … (executing) on the independent model—you’re not a sponsor that has done that—it can be quite difficult. You’re going to put a lot more equity down … and that affects your returns.”

Sun bets on Hilton's Tapestry to help foster mini-brand Featured Articles - 23 May 2017
Sun Development & Management Corporation see growth possibilities within Hilton’s new Tapestry Collection soft brand and are using the platform to create their own sub-brand within the collection called The Printing House. Bharat and Suraj Patel of Sun Development & Management Corporation are excited about the growth possibilities presented by Hilton’s new soft brand, the Tapestry Collection. Suraj Patel, president of Sun, said there’s a lot to like about the soft brand, which was announced in January and will focus on hotels in the upscale segment. For example, he said, there’s the flexibility it provides to do something singular and special.

Suitable seating laws: Do not read while standing Featured Articles - 23 May 2017
A recent court ruling regarding employers’ obligations to provide suitable seating for their workers has implications for the hotel industry. Picture this: a grand and bustling hotel lobby bathed in light, impeccably designed and furnished with beautiful seating areas where guests lounge and enjoy. Adjacent to the stunning lobby, and just steps from the hotel’s entrance, is the busy front desk, staffed by attentive, smartly dressed employees answering questions, checking guests into rooms and otherwise accommodating all those who approach them. Noticeably absent from anywhere behind the front desk, however, is a place for these employees to sit. And while it is no surprise that the hotel staff is not provided with plush chairs and couches like those adorning the lobby, the lack of suitable seating could raise red flags given the California Supreme Court’s relatively recent clarification of the issue in Kilby v CVS Pharmacy. That lawsuit, brought on behalf of pharmacy cashiers and bank tellers, alleged that CVS violated certain California wage orders issued by the California Industrial Welfare Commission. Nature of workThe court in that case interpreted the wage orders, which typically require that “all working employees shall be provided with suitable seats when the nature of the work reasonably permits the use of seats.” In doing so, the court created potential exposure to class-action litigation and Private Attorney General Act claims against employers, including those in the hotel and resort industry.
Article by David Lund

Hospitality Financial Leadership - Share the Financials in Your Hotel or NOT

The Hotel Financial Coach - 23 May 2017
If you're in the camp that says we don't share, I ask you to think about what holds you back from sharing. Is there really a policy in your company that states the sharing of financial information is prohibited? I'm pretty sure those are few and far between. The way it usually goes down is something this. That's just what we do, we have always done it this way or the last guy or gal didn't either. I am willing to bet that most of your reading this could make the decision to share the financials with your department managers if you had a plan as to what would be accomplished if you did share. That's an exciting prospect. Changing the way, you manage and introducing a new process to generate a different result.The financial statements serve two purposes in your business. One, they are the vehicle we use to keep score. It's that simple, a way to keep score for the game we call the hotel business. How is your business prospering or not is revealed by the numbers in your statements? A quick look by someone who knows how to read the statement will reveal your truth. I know many hoteliers don't share because they are embarrassed by the lack of prosperity they are experiencing and the very thought of sharing this with their managers is too much to take. In our culture money has immense power. If we subscribe to this notion the power, we`re giving the money in our business is negative. It holds us down and keeps us from really wrapping our arms around our business and getting the results we know are possible. "But what will people think of me", "surely, they will think I'm incompetent", these are some of the fears we have. I often hear it's the owner that does not want the financials distributed. I also here its policy not to share and the reason is we want the managers and department leaders to look after the guests and their colleagues. No matter what the excuse or reason I always say the same thing in response to my inquiry about sharing the results. I say, "do you think you could achieve a better financial result if your leaders and managers knew what was happening financially?" Inevitably I get a deer in the headlights response of yes, but......The second purpose for the financial statements in your business is to help you to create plans and actions to improve the results moving forward. Really that's the BIGGEST and HIGHEST purpose of the financial statements for your business. Tell me how I'm doing, what's the score and drum roll here......It is What can I do to improve the results! Your financials point the way to possible improvements. If we don't know what's wrong with our patient, then prescribing a cure is beyond anyone's ability. A close review of your financial statements will reveal exactly what is wrong with your business. When we look at ways to improve our business we naturally want the maximum buy-in from our managers and leaders to help pull it off. Well, let's think for a moment and ask yourself how could I get my managers to really own the action going forward. How can I get the team as engaged as possible financially? The biggest part of the answer is to share the financial results with your leaders and involve them in the formulation of the profit improvement plans. This really is not a new thought or a leading edge new age strategy. This idea to get your managers to buy into the ideas for improvement by involving them in creating the ideas by sharing the financials is as old as the hills. Here is the kicker. If you won't share or believe you can't share the financials the buy-in and accountability you desire will NEVER HAPPEN. That's right, no matter what else you do if the managers and leaders of your hotel don't have financial statement information they will not step up. Why may you be asking is this the case? It's simple, you cannot expect someone to create a result that is better than the current result if he or she don't know what that result is or what the new one should look like. They are in the dark without any way of navigating and they have no destination to navigate too.Your leaders want to make a difference in what they do in the lives, at work, and at home. All of us have a basic human need to make a difference. Your managers what to have a greater impact on your business results. They also what to know the score, the scoop. They want their seat at the captain's table. They want to be on the inside track. They also want you to treat them like adults. For you to share the financial results and ask for their participation is an incredibly powerful gesture. It also needs to be presented properly with just the right amount of humility and vulnerability. Yes, vulnerability. When you share your results your opening up a part of you that they know is sensitive and personal. Money in our society has such incredible power and by showing your financial results you create equity with your leaders. Manage this process carefully and you can turn your financial world around. Educate your leaders on the financials. Show them how it works and what it all means and watch them get excited. Financial leadership skills are incredibly valuable assets for your managers to create. With these skills, they are highly marketable in our industry. These skills cannot be picked up at school, or from a textbook. The only place you can learn how to manage the P&L and your department is on the job. The only person in your business that has the capacity and capability to create these financial leadership skills with your managers is you. Do you remember what it was like when you were younger and someone took you under his or her wing, guided and mentored you? This is the same opportunity you have to create that priceless relationship with them. Do this for your leaders and they will move mountains for you and your business. And don't worry about your managers taking these new skills and running to the competition. By the very fact that you have served them and created greater prosperity for your managers means their commitment to you is at its highest level.Serve your leaders by sharing the financials. Serve your manager by training them on how the financials work. Serve your team by asking them to participate financially and ultimately to create their own forecasts and budgets. Serve by creating financial leadership in your business and watch your profits soar. Serve your team and watch their engagement grow.Visit my website today for a copy of my guidebookThe Seven Secrets to Create a Financially Engaged Leadership Team in Your

Where UK Political Parties Stand on the Big Tourism Issues - Destinations - 23 May 2017
On June 8 voters in the United Kingdom will get the chance to decide who will form the next government. The country wasn’t supposed to have an election until 2020 but through a quirk of the electoral system current Prime Minister Theresa May was able to initiate a vote. May is hoping her Conservative Party make big gains across the country, giving her a stronger hand when it comes to negotiating its exit from the European Union, the biggest challenge the UK has faced “since the second world war”.

Comparing CPC vs CPA Cost Models

Koddi Blog - 22 May 2017
Over the past four years, we have had the pleasure of working with a broad range of advertisers. While the size, budget and campaign objectives vary between brands, there are a few common questions that all advertisers need to answer. One of the more prevalent being, which cost model should The post Comparing CPC vs CPA Cost Models appeared first on Koddi Hotel Ads and Metasearch Optimization.

Meet the Money 2017 Presentations Now Available for Download! - By Jim Butler

JMBM - 22 May 2017
The conference will return May 7-9, 2018-Watch for program and registration information.In the meantime, you can download all the presentations the conference completed last week from the RESOURCE CENTER at, or individual presentations as listed below:2017 LIIC Top Ten. Mike Cahill, CEO and Founder of Hospitality Real Estate Counselors (HREC) rounds up LIIC's annual member survey results. What markets should you avoid? Where are we in the hotel real estate cycle? Challenges and trends are identified in the LIIC Top Ten for the current year.Hotels Values & Cap Rates. Suzanne Mellen, Senior Managing Director of HVS, provides valuable data on historical hotel sales from 2006-2017 (total dollar volume and price per key), hotel transaction volume (year-over-year and by quarter), most active markets for the past 3 years, hottest urban markets, most notable sales, and what is happening to hotel cap rates.Hotels Trends: Public Market Perspective. Michael J. Bellisario is a Senior Research Analyst at Baird. His presentation includes an overview of the US hotel capital markets including stock performance, industry fundamentals, valuations, capital allocation strategies, and insights on current transactions, trends and forecasts.California Hotel Market Overview. Alan X. Reay, President of Atlas Hospitality provides an overview of the California hotel markets -- current and historic analysis of sales volume, median price and performance by local market. There is data for every year from 2001 through the present. Alan also sees some interesting similarities and differences between the 2016 California hotel market with that of 2007. Could history be repeating itself?The Boutique Hotel Report 2017. Kim Bardoul, Consultant at Highland Group provides The Highland Group's 2017 data-filled report on the boutique hotel industry, including lifestyle hotels, soft brand collections and independent boutiques.U.S. Lodging Industry 2017 - Good For Some; Cautious Optimism For Others. In this presentation, Daniel Lesser, President & CEO of LW Hospitality Advisors(r), points out the strengths, weaknesses, opportunities and threats in his U.S. Hotel Industry SWOT Analysis.Bright Horizons....Dusty Dawns. Mark Woodworth, Senior Managing Director of CBRE Hotels, discusses the state of the economy, the impact new supply has, buyer and seller markets, and forecasts for the rest of this year and 2018.Three Issues for Real Estate. Keynote speaker, Dr. Richard K. Green, Chair, Lusk Center for Real Estate, University of Southern California, breaks looks in detail at 3 key issues affecting real estate and the economy: tax reform, the Fed and mortgages, and trade. But there is a bigger issue. Dr. Green goes in depth to answer these questions and discuss the principal source of U.S. manufacturing job loss (hint: it's not trade).Fine Tuning Management and Operations for Greater Profit and Value. Michelle Russo, CEO & Founder of HotelAVE, and her panel present a very timely issue. As the hotel industry enters its 7th year of recovery, we may have gotten laxe in driving revenues and controlling costs. What tools and components are necessary or unnecessary?

Cyberattacks emphasize vulnerabilities of bitcoin Featured Articles - 22 May 2017
Brand development personnel and lawyers made up the lion’s share of the attendees at last week’s one-day Hotel Operating Agreements conference in London, during which much of the talk was about the relationship between brands and owners. But there also was a renewed cry to ramp up protection against cyber criminals in light of the WannaCry ransomware cyberattack that hit computers around the world in mid-May. Those affected were sent a ransom demand, to be paid in bitcoin before they could recover access to their locked files.

Nine Green Must-Dos to Place Your Hotel Ahead of the Curve

Hotel Business Review by - 22 May 2017
Greenbuild was a pioneer in adapting the "supply chain evaluation" to hotels, because we all know the more you just ask the question, the more hotels start saying customers are asking for green. And embedding in the contract language also pioneered the "comply-or-explain" approach to sustainability, which at a corporate level is now a major global trend across stock exchanges and government regulators today for disclosing environmental, social, and governance performance. The premise is that although technically you're not required to communicate your efforts and programs, you'll have to tell the world why you're not, and everyone can see whether your peers are besting you. I saw this work in practice during those Toronto hotel walk throughs.

Adaptive Reuse, a Strategic and Sustainable Way to Penetrate New Markets

Hotel Business Review by - 22 May 2017
One of these overlooked strategies is also one of the most effective "green design" measures: the adaptive reuse of existing structures. And when we say "effective" in the context of sustainability, we mean that the strategy increases what green hospitality experts call the "triple bottom line"-that is, the notion that sustainability is good for people, the planet, and profit as well. Done strategically, adaptive reuse of older buildings-some of which may be local landmarks-contributes more fundamentally to our clients' sustainability goals and overall success than many other sustainability methods and campaigns combined.

Indian hotel industry deplores the GST structure proposal by the GST Council - 22 May 2017
Indian hospitality industry has expressed strong disapproval and disappointment in the Goods and Services Tax (GST) tax proposal for the hotel and restaurant industry in the country by the GST Council which concluded its meeting in Srinagar last week, finalizing the rates for commodities and services in the country. The GST Council has proposed the highest tax slab of 28 per cent for hotel rooms above Rs 5,000 room rental by creating a category of “luxury”. While the GST Council has proposed ‘nil’ tax for hotel rooms charging Rs 1,000 per night, hotels charging above Rs 1,000 and up to Rs 2,500 will be placed in 12 per cent GST bracket, between Rs 2,500 and up to Rs 5,000 will invite a GST of 18 per cent and all rooms above Rs 5,000 rental per night will carry a GST of 28 per cent.

Caribbean hotels endure Zika, strong dollar, new supply Featured Articles - 19 May 2017
Over the past 18 months, Caribbean tourism has been burdened with weakened demand and buying power from Europe thanks to Brexit and an unforeseen health crisis with the spread of Zika throughout the region. As if that weren’t enough, Hurricane Matthew tore through the region in the fall of 2016.
Article by Robert Mandelbaum

Paying the Intermediaries: An Analysis of Hotel Commissions

CBRE Hotels - 19 May 2017
Per the Uniform System of Accounts for the Lodging Industry (USALI), payments to intermediaries are classified as commissions. In recognition of the rise in intermediaries, the 11th edition of the USALI stipulates two commission expense categories within the rooms department; one for commissions paid for the booking of transient business, and one for commissions paid for the booking of group business. The commissions paid within the rooms department cover sales made for not only guest room rentals, but for any other ancillary revenue associated with those guests. If, however, an intermediary secures business solely for the benefit of the food and beverage department (i.e. local catering business without guest room rentals), then the commission payment is recorded within the food and beverage department.Not included in the rooms department commission expense category are payments made to agents for the rental of commercial space within a hotel. These commission payments are recorded as professional fees within the administrative and general department.In recognition of the rise in intermediaries, CBRE Hotels' Americas Research began to track commission payments within the rooms department starting in 2015. Our firm's Trends(r) in the Hotel Industry database captures the combined commissions paid for both transient and group business. The following paragraphs summarize the magnitude of rooms department commission payments in 2015 for U.S. hotels.A Significant ExpenseOn average, commission payments are the second largest expense within the rooms department, behind labor costs. This ranking does vary by property type. At limited-service and extended-stay hotels, the cost of providing complimentary meals exceeds commission payments. At resort properties, more money is spent on the laundry, linen, and supplies provided in the guest rooms.Measured as a percent of revenue, commission payments averaged 3.0 percent of total rooms revenue in 2015. Unfortunately the metric we do not have access to is the percentage of rooms revenue subject to a commission payment. Therefore, we are unable to calculate the average commission rate charged by travel agents and other intermediaries.Commissions calculated as a percent of rooms revenue were greatest at convention hotels (4.5%). This confirms the increased use of housing companies and other agencies by meeting planners. Historically, hotels would deal directly with the meeting planner, and for the most part not have to pay a commission.Commissions paid as a percent of rooms revenue were lowest at extended-stay properties (2.1%). In this segment, it appears that hotel sales managers are still able to deal directly with the corporate travel executives booking the long-term stays. Given recent trends in the convention segment, extended-stay hotel owners and operators should monitor intermediary activity in their segment going forward. The Dollar AmountBecause of the differences in room rates, the dollar value of the commission paid by a hotel is influenced by the average daily rate (ADR). Therefore, it is not surprising that commission payments measured on a dollar per occupied room (POR) basis tend to follow the ADRs achieved by the various property types and chain-scales.In 2015, convention hotels recorded the highest commission POR payments among all the property types ($8.14), followed by resort hotels ($6.22). When analyzing commissions POR by chain-scale, luxury properties paid the most ($10.25). Not only do luxury hotels and resorts achieve high ADRs, their guests are most likely to use the services of a travel agent.At the low end of commission POR payments are extended-stay ($2.13) and limited-service ($3.35) properties. These hotels achieve relatively low ADRs, and their guests may not be using intermediaries as much as other travelers.Looking ForwardIn an effort to measure the impact of intermediaries on the financial performance of hotels, the American Hotel and Lodging Association's Consumer Innovation Forum is working with several hotel franchising, ownership and management companies to establish metrics that measure the "total acquisition cost" of hotel revenue. Commissions are just one component of this equation. Other components include reservation fees, marketing costs, and other expense incurred to secure revenue.At CBRE, going forward we will be able to monitor annual changes in the commissions paid to intermediaries. This will shed some light on the ability of hotels to control this cost by negotiating more favorable contracts with the intermediaries, or increasing the frequency of guests booking directly with the hotel.tO purchase a copy of Trends(r) in the Hotel Industry, please visit, or call (855) 223-1200. This article was published in the April 2017 edition of Lodging.

Industry 'must act on sickness claims'

Travel Weekly (UK) Blog - 19 May 2017
The recent upsurge in holiday sickness claims is “clearly fraud” and is putting the reputation of UK travel firms at risk. That is the view of Deloitte global leader for travel and aviation Graham Pickett, who urged industry leaders at the annual Barclays Travel Forum in London last week to do more to stamp out the soaring number of claims.

Trump's laptop ban on European flights is reportedly 'off the table' - 19 May 2017
American and European officials met in Brussels yesterday to discuss the Trump administration's proposed ban on laptops and tablets on trans-Atlantic flights, and according to reports, the measure won't be implemented anytime

The Laptop Ban Cometh? - Skift Corporate Travel Innovation Report - Travel Services - 19 May 2017
The big news this week is the likely ban of laptops and tablets on flights from Europe to the U.S., which will present a huge disruption for business travelers if put into effect. Talks are still taking place between the U.S. Department of Homeland Security and airlines flying transcontinental routes, but it seems like some form of the ban will be put in place soon. Australia, as well, has signaled it will ban laptops on inbound flights.

Hotel Strategic Planning a Must

Savvy IQ - 18 May 2017
For the property that we are consulting for, the F&B layout, design and functionality has come purely from the interior designers that were appointed for the project; which have put together concepts and designs with an approach as to what will possibly look nice in a hotel and not what the market would need or what would be functional for the space. The concept idea has come form the investor of the property, from inspiration of a venue that he frequents in London often. However, there has not been any level of involvement from someone with operational hospitality experience or advice from someone in the industry; which in my experience is typical in many hotel F&B concept development phases. This then leads to the evident lack of planning and strategy.I have posted many articles on concept development and how a restaurant idea can come to fruition; In my experience, and one point I make over and over, is that a concept must begin from a menu. The menu defines the decor, ambience, pricing, service style and so on. If for example you decide on creating and Italian concept. The question I ask is: what type of Italian? Is it a Gelataria, Pizzeria, Osteria, Enoteca, Ristorante or a cafe? The differences with the type of offering will change the decor. You wont see a Gelataria with table cloths and candles set, and you wont see a Ristorante with counter service alone. I know these maybe slightly exaggerated, however the point that I am trying to make is that an operational hospitality professional should dictate the menu and concept direction, before a designer is even involved. Taking into consideration some of my previous posts on concept development, the next important piece of information I would like to share is the need of strategic planning, which leads me to writing this post.Strategic planning provides the roadmap for your hotel to move forward toward the achievement of the goals and objectives set, and ultimately, the mission and vision that you should have of developed (see the post 'A Restaurants Business Plan' December 29, 2015, Pavlos Sarlas). To be effective, strategic planning must encompass all levels of your hotel with involvement from as many as possible and practicable. In addition, coordination of plans between departments, divisions and the hotel as a whole is a best practice in achieving success.How its definedStrategic planning is the process of developing a plan, guideline or roadmap for your hotel, which is based on its mission, vision, values and stated goals and objectives, which indicates the specific strategies and tactics or actions that will be taken to achieve these goals.Strategic planning should guide the efforts of the entire hotel; however, it is not unusual for more than one strategic plan to be in place; an overall hotel plan, for instance, that drives the development and implementation of other related plans that might include marketing plans, HR plans, finance plans or department-specific plan.The importance of planningThe importance of strategic planning at all levels is twofold: first it puts a stake in the ground in terms of what the hotel is hoping to achieve and second, it serves as a guide for employees to direct their activities and resources (time and money) toward goals and objectives that have been considered and adopted by the organization as a whole.The challenges to strategic planningPerhaps the greatest challenge of strategic planning is the actual execution of the plan. So often, ideas are put down on paper, yet the deliverables are not achieved. In the instance of the hotel that I previously mentioned, there challenge comes form having many people with great ideas, but limited people to execute, delegate, document and follow up.Much time is spent creating the plan, often with numerous meetings and sometimes with the help of external resources, such as consultants or facilitators. But, once the plan is completed, hotels often face difficulties in moving forward with the elements of the plan. This can occur for a number of reasons: employees at all levels were not sufficiently involved or engaged in the plan's development, clear accountability is not established or there is no regular follow up on plan progress.Implementing best practicesHotels can increase their ability to execute their strategic plan by following a number of best practices. These include: identifying an individual who will be responsible for ensuring the plan's implementation, conducting regular updates on plan progress and clearly identifying accountability for each element of the plan's action plans. In addition, many hotels are part of a bigger group which can utilize best practices from other sister hotels. For the more boutique hotels, such as the one mentioned in my post, best practices can be seen from the competitor hotels or other successful global properties that you can learn from.The measure of successMeasures of plan success ultimately reflect accomplishment of the goals and objectives identified in the plan. Importantly, these goals and objectives must be meaningful and measurable. A goal of "increase sales," for instance, is not specific enough to determine whether it has been effectively met. A goal of "increase sales by 10 percent in the next six months" is a goal that two individuals can review and evaluate. This should be relevant to the whole strategy, both the overall hotel strategy and then the more micro strategies in each department.From an F&B side the strategy should even be broken down to an outlet level and and then an individual front of house and back of house plan, where the measures would include payroll costs, food costs, beverage costs, and average check increases through upselling or cover count per hour increases through marketing as an example.The importance of strategic planning at early stage is critical to the success of any hotel.

Four Ways to Build Guest Loyalty at Independent Hotels

Lodging Magazine - 18 May 2017
It’s no secret that guest loyalty drives revenue at hotels. Dedicated customers bring with them a number of advantages, as they’re more likely to book direct and tend to contribute a higher ancillary spend. Most importantly, they become invaluable assets to your property as ambassadors for your hotel, leaving positive reviews and recommending your business to new guests.

Opening the "Taj" The Culture of Fantasy

Cornell University School of Hotel Administration - Research & Publications - 18 May 2017
In putting together his grandest venture to date, Donald Trump used the principles of corporate culture to make his version of the Taj Mahal a reality. Here’s how you can apply the basics of company culture.

4 Out of 5 UK Travelers Considering U.S. Travel Say a Laptop Ban Won't Change Plans - Transport - 18 May 2017
Concerns about the possible impact of a Trump administration ban on taking laptops onboard flights between the United States and Europe don’t seem to have have had an impact on consumers yet. Over the past week reports have emerged suggesting that the U.S. Department of Homeland Security (DHS) was looking to extend the ban it already has in place at 10 airports in North Africa and the Middle East to cover most if not all flights between the U.S. and Europe. The intelligence behind the ban became central to one of the Trump administration’s numerous scandals this week when it was revealed that the president bragged of the intelligence to Russian diplomats.

Hospitality industry needs answers on proposed Liquor Amendment Bill - 18 May 2017
After the Federated Hospitality Association of South Africa (FEDHASA) raised some concerns about the implications of the proposed Liquor Amendment Bill, the association has called on the National Department of Trade and Industry (DTI) to communicate openly with the hospitality industry around the status of the Bill.

Questions hoteliers should ask before making a technology purchase decision - 18 May 2017
In many respects, guest experience management is strikingly similar to a stage production. To bring each scene to life, the cast and crew — and, also, the set design and technology — need to come together in a highly-orchestrated manner. Every aspect of the script needs to be meticulously directed and rehearsed. And the performance needs to begin anew for every new audience.

Handling the Upcoming July 1 OSHA Reporting Deadline

CMAA Legislative Report Blog - 17 May 2017
For clubs with 250 or more employees, the first reporting deadline for the updated OSHA reporting requirements is coming up on July 1, 2017. Under the final rule published in May 2016, businesses with 250 or more employees will now be required to electronically report injury and illness information to OSHA. This is the type of information that is currently maintained on OSHA Forms 300, 300A and 301.

Post-Brexit visa strategy 'number one' issue for hospitality

Travel Weekly (UK) Blog - 17 May 2017
The need for a clear and cohesive post-Brexit visa strategy has been highlighted as the number one issue facing UK and Ireland tourism and hospitality sectors. Two in five (40%) hospitality sector leaders believe the visa situation needs to be clarified by the next UK government.

Ancillary merchandising: time to get calculated!·Requires Registration - 17 May 2017
Technology that statistically calculates tailored ancillary products for hotels can improve the experience while driving revenues, but could this apply to airlines too? Tom Bacon thinks it might Using big data analytics to sell more customer specific ancillary products, is what hotels should be focused on, Jerry Joyce, senior vice president at marketing intelligence agency Wiland and sponsor of EyeforTravel events told an audience in Atlanta earlier this year.


Thank you for subscribing. Your email address has been added to our mailing list.
To subscribe to the Club Bytes Newsletter please enter your email address below.
An error occured, please check your input and try again.