Hotel Advertisement Quotes

Neutral Milk Hotel is supposedly playing a reunion show at the Hideout and it's totally not advertised and no one even knows about it and holy shit, Grayson, holy shit!" "Holy shit!" I shout. One thing you can say for Tiny: whenever something awesome happens, Tiny is always the first to hear.

Franke writes, “We do know that Holmes advertised his ‘hotel’ as a suitable lodging for visitors to the world’s fair; that no fewer than fifty persons, reported to the police as missing, were traced to the Castle; and that there their trail ended” (109). Schechter: “No one can say exactly how many fairgoers Holmes lured to the Castle between May and October 1893, though he appears to have filled the place to capacity on most nights

It should have been the Arabian Nights, but to Bond, seeing it first above the tops of trams and above the great scars of modern advertising along the river frontage, it seemed a once beautiful theatre-set that modern Turkey had thrown aside in favour of the steel and concrete flat-iron of the Istanbul-Hilton Hotel, blankly glittering behind him on the heights of Pera.

I have been too harsh on women, she thought, because I understand them better than I understand men. I know their watchfulness, their patience, their need to advertise themselves as successful. Their need never to admit to a failure. I know all that because I am one of them.

(Later in my journey I was told of an outrageous but apparently successful attempt to bring tourists to Great Nicobar. During the monsoon torrential rain comes down spectacularly. A bright Indian entrepreneur advertised a tour for rich Arabs from the arid Gulf who could sit on their hotel balcony and watch rain for a week. It was a sell-out.)

Your USP is never what you think it is. It is what your customer think it is.

I waited all day without news of him. That night, on the advice of the manager of the hotel, I communicated with the police, and next morning we advertised in all the papers. Our inquiries led to no result; and from that day to this no word has ever been heard of my unfortunate father. He came home with his heart full of hope, to find some peace, some comfort, and instead—" She put

In war, demonization of the enemy is a central parameter in the behavior of a combatant. Likewise, in hotel marketing, demonization of OTAs is a central parameter in the behavior of an entrepreneur

I saw the head chef at the Hotel Majestic fire a pastry cook because the poor devil could not get his brioches to rise straight. This ruthlessness made all the other chefs feel that they were working in the best kitchen in the world.

One day a man walked into a London agency and asked to see the boss. He had bought a country house and was about to open it as a hotel. Could the agency help him to get customers? He had $500 to spend. Not surprisingly, the head of the agency turned him over to the office boy, who happened to be the author of this book. I invested his money in penny postcards and mailed them to well-heeled people living in the neighborhood. Six weeks later the hotel opened to a full house. I had tasted blood.

The Ritz Hotel was grand, sophisticated, and established, unlike me. The only thing we had in common was façade. Mine may not have been as ornate but it was equally phony. I was presenting myself as an escort; I advertised as one, negotiated like one on the phone, and I identified as one to whoever was interested. I even simulated sex for escort rates.

When I woke up, sunlight was streaming through the windows in my suite. There was a lipstick-smeared drool stain on the Frette linens. And someone was . . . shouting. Wait, what? I turned my heavy head. The Vice President of Marketing was in my room—yelling at me! “AHHHHH!” I was nearly naked! I fumbled for the duvet. “You missed breakfast!” The Vice President of Marketing was bugging. Behind her was a male hotel employee with a key card. “We’ve been calling and calling!” “I overslept!” I cried. “Why are you in my room? Can you give me some fucking privacy? You can’t just bust in on people!” I knew I shouldn’t talk to one of Lucky’s biggest advertisers this way, but I was pissed. I may have been a drug addict, but I had my dignity! You know?

Edith, in her veal-coloured room in the Hotel du Lac, sat with her hands in her lap, wondering what she was doing there. And then remembered, and trembled. And thought with shame of her small injustices, of her unworthy thoughts towards those excellent women who had befriended her, and to whom she had revealed nothing. I have been too harsh on women, she thought, because I understand them better than I understand men. I know their watchfulness, their patience, their need to advertise themselves as successful. Their need never to admit to a failure. I know all that because I am one of them. I am harsh because I remember Mother and her unkindness, and because I am continually on the alert for more. But women are not all like Mother, and it is really stupid of me to imagine that they are. Edith, Father would have said, think a little. You have made a false equation.

It was the first time that I had ever been in a town where the working class was in the saddle. Practically every building of any size had been seized by the workers and was draped with red flags and with the red and black flag of the Anarchists; every wall was scrawled with the hammer and sickle and with the initials of the revolutionary parties; almost every church had been gutted and its images burnt. Churches here and there were being systematically demolished by gangs of workmen. Every shop and cafe had an inscription saying that it had been collectivized; even the bootblacks had been collectivized and their boxes painted red and black. Waiters and shop-walkers looked you in the face and treated you as an equal. Servile and even ceremonial forms of speech had temporarily disappeared. Nobody said 'Señor' or 'Don' or even 'Usted'; everyone called everyone else 'Comrade' or 'Thou', and said 'Salud!' instead of 'Buenos días'. Tipping had been forbidden by law since the time of Primo de Rivera; almost my first experience was receiving a lecture from a hotel manager for trying to tip a lift-boy. There were no private motor-cars, they had all been commandeered, and the trams and taxis and much of the other transport were painted red and black. The revolutionary posters were everywhere, flaming from the walls in clean reds and blues that made the few remaining advertisements look like daubs of mud. Down the Ramblas, the wide central artery of the town where crowds of people streamed constantly to and from, the loud-speakers were bellowing revolutionary songs all day and far into the night. And it was the aspect of the crowds that was the queerest thing of all. In outward appearance it was a town in which the wealthy classes had practically ceased to exist. Except for a small number of women and foreigners there were no 'well-dressed' people at all. Practically everyone wore rough working-class clothes, or blue overalls or some variant of militia uniform. All this was queer and moving. There was much in this that I did not understand, in some ways I did not even like it, but I recognized it immediately as a state of affairs worth fighting for...so far as one could judge the people were contented and hopeful. There was no unemployment, and the price of living was still extremely low; you saw very few conspicuously destitute people, and no beggars except the gypsies. Above all, there was a belief in the revolution and the future, a feeling of having suddenly emerged into an era of equality and freedom. Human beings were trying to behave as human beings and not as cogs in the capitalist machine.

To anyone who had been there since the beginning it probably seemed even in December or January that the revolutionary period was ending; but when one came straight from England the aspect of Barcelona was something startling and overwhelming. It was the first time that I had ever been in a town where the working class was in the saddle. Practically every building of any size had been seized by the workers and was draped with red flags or with the red and black flag of the Anarchists; every wall was scrawled with the hammer and sickle and with the initials of the revolutionary parties; almost every church had been gutted and its images burnt. Churches here and there were being systematically demolished by gangs of workman. Every shop and cafe had an inscription saying that it had been collectivised; even the bootblacks had been collectivized and their boxes painted red and black. Waiters and shop-walkers looked you in the face and treated you as an equal. Servile and even ceremonial forms of speech had temporarily disappeared. Nobody said 'Sen~or' or 'Don' ort even 'Usted'; everyone called everyone else 'Comrade' or 'Thou', and said 'Salud!' instead of 'Buenos dias'. Tipping had been forbidden by law since the time of Primo de Rivera; almost my first experience was receiving a lecture from a hotel manager for trying to tip a lift-boy. There were no private motor-cars, they had all been commandeered, and the trams and taxis and much of the other transport were painted red and black. The revolutionary posters were everywhere, flaming from the walls in clean reds and blues that made the few remaining advertisements look like daubs of mud. Down the Ramblas, the wide central artery of the town where crowds of people streamed constantly to and fro, the loud-speakers were bellowing revolutionary songs all day and far into the night. And it was the aspect of the crowds that was the queerest thing of all. In outward appearance it was a town in which the wealthy classes had practically ceased to exist. Except for a small number of women and foreigners there were no 'well-dressed' people at all. Practically everyone wore rough working-class clothes, or blue overalls or some variant of militia uniform. All this was queer and moving. There was much in this that I did not understand, in some ways I did not not even like it, but I recognized it immediately as a state of affairs worth fighting for. Also, I believed that things were as they appeared, that this was really a workers' State and that the entire bourgeoisie had either fled, been killed or voluntarily come over to the workers' side; I did not realise that great numbers of well-to-do bourgeois were simply lying low and disguising themselves as proletarians for the time being.

Have a Caesar, and Keep Your Passage Honeymoon Fresh’ was emblazoned across a large billboard advertising Caesarean births.  Many people arriving in Los Angeles in 1972 would have thought no more about it; they might not have even realised what was being advertised.  For R.D. Laing, in the midst of a grueling lecture tour, it was a perfect example of the crazy world we live in.  It was worse than the five-star hotel with plastic grass, in a different league from the plastic Buddha converted into a lampshade, more horrible than de-homogenised milk, more threatening than an armed policeman. ​Such matters affected Ronnie to the core.  He cried over less.  He was painfully sensitive, and had an empathy with the bewildered and downtrodden; an intellectual awareness that set him apart from others.  But Ronnie’s distinguishing feature was his heartfelt desire to do something about what he perceived to be the injustices of the world.  Despite his many faults Ronnie maintained his defiant personality until his last breath.

The billboards ruin everything. The historical flavor, the old-time architecture, even the beauty of the wooded hillside—all are sacrificed. Pole-lines and wires may be accepted, like fences, as part of the basic American landscape. They do their work without striving to be conspicuous, and often their not-ungraceful curves add a touch of interest, an intricacy of pattern, even some beauty. Billboards are different. . . . billboards blast themselves into the viewer's consciousness. . . . some of the smaller billboards—those advertising local hotels, service-stations, or small industries—seem to have a certain rooting in the soil, and are often modest and comparatively harmonious to the setting. The large billboards—owned by special companies, usually advertising the products of mass-production—are always placed in the most conspicuous spots, and have designs and colors carefully chosen to clash with the background. One feels a difference between a home-produced: "Stop at Joe's Service Station for Gas—Two Miles," or "The Liberty Café—Short Orders at All Hours—Give Us a Try!" and some gigantic rectangle advertising tires or beer. Large billboards are now springing up along U. S. 40 even in the vastnesses of the Nevada sagebrush country. They are an abomination! Personally, I try to buy as little as possible of anything that is so advertised.

the man who has spread the knowledge of English from Cape St. Vincent to the Ural Mountains is the Englishman who, unable or unwilling to learn a single word of any language but his own, travels purse in hand into every corner of the Continent. One may be shocked at his ignorance, annoyed at his stupidity, angry at his presumption. But the practical fact remains; he it is that is anglicising Europe. For him the Swiss peasant tramps through the snow on winter evenings to attend the English class open in every village. For him the coachman and the guard, the chambermaid and the laundress, pore over their English grammars and colloquial phrase books. For him the foreign shopkeeper and merchant send their sons and daughters in their thousands to study in every English town. For him it is that every foreign hotel- and restaurant-keeper adds to his advertisement: "Only those with fair knowledge of English need apply." Did the English-speaking races make it their rule to speak anything else than English, the marvellous progress of the English tongue throughout the world would stop. The English-speaking man stands amid the strangers and jingles his gold. "Here," cries, "is payment for all such as can speak English." He it is who is the great educator. Theoretically we may scold him; practically we should take our hats off to him. He is the missionary of the English tongue.

ahead of ICAO audit By Tarun Shukla | 527 words New Delhi: India's civil aviation regulator has decided to restructure its safety board and hire airline safety professionals ahead of an audit by the UN's aviation watchdog ICAO (International Civil Aviation Organization). The Directorate General of Civil Aviation (DGCA) announced its intent, and advertised the positions on its website. ICAO told the Indian regulator recently that it would come down to India to conduct an audit, its third in just over a decade, Mint reported on 12 February. Previous ICAO audits had highlighted the paucity of safety inspectors in DGCA. After its 2006 and 2012 audits, ICAO had placed the country in its list of 13 worst-performing nations. US regulator Federal Aviation Authority followed ICAO's 2012 audit with its own and downgraded India, effectively barring new flights to the US by Indian airlines. FAA is expected to visit India in the summer to review its downgrade. The result of the ICAO and FAA audits will have a bearing on the ability of existing Indian airlines to operate more flights to the US and some international destinations and on new airlines' ability to start flights to these destinations. The regulator plans to hire three directors of safety on short-term contracts to be part of the accident investigation board, according to the information on DGCA's website. This is first time the DGCA is hiring external staff for this board, which is critical to ascertain the reasoning for any crashes, misses or other safety related events in the country. These officers, the DGCA said on its website, must have at least 12 years of experience in aviation, specifically on the technical aspects, and have a degree in aeronautical engineering. DGCA has been asked by international regulators to hire at least 75 flight inspectors. It has only 51. India's private airlines offer better pay and perks to inspectors compared with DGCA. The aviation ministry told DGCA in January to speed up the recruitment and do whatever was necessary to get more inspectors on board, a government official said, speaking on condition of anonymity. DGCA has also announced it will hire flight operations inspectors as consultants on a short-term basis for a period of one year with a fixed remuneration of `1.25 lakh per month. "There will be a review after six months and subsequent continuation will be decided on the basis of outcome of the review," DGCA said in its advertisement. The remuneration of `1.25 lakh is higher than the salary of many existing DGCA officers. In its 2006 audit, ICAO said it found that "a number of final reports of accident and serious incident investigations carried out by the DGCA were not sent to the (member) states concerned or to ICAO when it was applicable". DGCA had also "not established a voluntary incident reporting system to facilitate the collection of safety information that may not otherwise be captured by the state's mandatory incident reporting system". In response, DGCA "submitted a corrective action plan which was never implemented", said Mohan Ranganthan, an aviation safety analyst and former member of government appointed safety council, said of DGCA. He added that the regulator will be caught out this time. Restructuring DGCA is the key to better air safety, said former director general of civil aviation M.R. Sivaraman. Hotel industry growth is expected to strengthen to 9-11% in 2015-16: Icra By P.R. Sanjai | 304 words Mumbai: Rating agency Icra Ltd on Monday said Indian hotel industry revenue growth is expected to strengthen to 9-11% in 2015-16, driven by a modest increase in occupancy and small increase in rates. "Industry wide revenues are expected to grow by 5-8% in 2014-15. Over the next 12 months, Icra expects RevPAR (revenue per available room) to improve by 7-8% driven by up to 5% pickup in occupancies and 2-3% growth in average room rates (ARR)," Icra said. Further, margins are expected to remain largely flat for 2014-15 while

Cost of Cruise Sales Other Sales Cost of Other Sales (Refunds) (Refund Credits) Car Commissions Hotel Commissions Other Commissions Service Fees and Tuition Advertising Income Interest Income Air Sales and Cost of Air Sales

Tough times brought on by the Gulf War were testing such assumptions, forcing us to consider our response. We needed to come up with new ideas, do more with less, make short-term gains through greater efficiency, and prepare for long-term gains. That meant cutting every dollar possible in overhead and procedures while maintaining or boosting spending in three vital competitive areas. Number one was product quality. World leadership demanded that we maintain world-class quality, and recession is generally a period when material and labor prices are lowest and room occupancies are down. So we renovated and refurbished at such normally busy properties as the Inn on the Park in London and The Pierre in New York at a time when revenue would be little affected and customers least inconvenienced. That meant we were spending when others were retrenching. We had followed that strategy in 1981-82, and the rebound from that recession had given us nine years of steady growth. I thought the odds were in our favor to score the same way again. The second area was marketing. It’s tempting during recession to cut back on consumer advertising. At the start of each of the last three recessions, the growth of spending on such advertising had slowed by an average of 27 percent. But consumer studies of those recessions had showed that companies that didn’t cut their ads had, in the recovery, captured the most market share. So we didn’t cut our ad budget. In fact, we raised it modestly to gain brand recognition, which continued advertising sustains. As studies show, it’s much easier to sustain momentum than restart it. Third, we eased the workload and reduced costs by simplifying reporting methods. We set up a new system that allowed each hotel to recalculate its forecast, with minimal input, to year’s end, then send it in electronically along with a brief monthly commentary.

Bizarre and Surprising Insights—Consumer Behavior Insight Organization Suggested Explanation7 Guys literally drool over sports cars. Male college student subjects produce measurably more saliva when presented with images of sports cars or money. Northwestern University Kellogg School of Management Consumer impulses are physiological cousins of hunger. If you buy diapers, you are more likely to also buy beer. A pharmacy chain found this across 90 days of evening shopping across dozens of outlets (urban myth to some, but based on reported results). Osco Drug Daddy needs a beer. Dolls and candy bars. Sixty percent of customers who buy a Barbie doll buy one of three types of candy bars. Walmart Kids come along for errands. Pop-Tarts before a hurricane. Prehurricane, Strawberry Pop-Tart sales increased about sevenfold. Walmart In preparation before an act of nature, people stock up on comfort or nonperishable foods. Staplers reveal hires. The purchase of a stapler often accompanies the purchase of paper, waste baskets, scissors, paper clips, folders, and so on. A large retailer Stapler purchases are often a part of a complete office kit for a new employee. Higher crime, more Uber rides. In San Francisco, the areas with the most prostitution, alcohol, theft, and burglary are most positively correlated with Uber trips. Uber “We hypothesized that crime should be a proxy for nonresidential population.…Uber riders are not causing more crime. Right, guys?” Mac users book more expensive hotels. Orbitz users on an Apple Mac spend up to 30 percent more than Windows users when booking a hotel reservation. Orbitz applies this insight, altering displayed options according to your operating system. Orbitz Macs are often more expensive than Windows computers, so Mac users may on average have greater financial resources. Your inclination to buy varies by time of day. For retail websites, the peak is 8:00 PM; for dating, late at night; for finance, around 1:00 PM; for travel, just after 10:00 AM. This is not the amount of website traffic, but the propensity to buy of those who are already on the website. Survey of websites The impetus to complete certain kinds of transactions is higher during certain times of day. Your e-mail address reveals your level of commitment. Customers who register for a free account with an Earthlink.com e-mail address are almost five times more likely to convert to a paid, premium-level membership than those with a Hotmail.com e-mail address. An online dating website Disclosing permanent or primary e-mail accounts reveals a longer-term intention. Banner ads affect you more than you think. Although you may feel you've learned to ignore them, people who see a merchant's banner ad are 61 percent more likely to subsequently perform a related search, and this drives a 249 percent increase in clicks on the merchant's paid textual ads in the search results. Yahoo! Advertising exerts a subconscious effect. Companies win by not prompting customers to think. Contacting actively engaged customers can backfire—direct mailing financial service customers who have already opened several accounts decreases the chances they will open more accounts (more details in Chapter 7).

Discrimination could show itself in exceedingly rank ways. Hotels with signs that stated No Jews Allowed were commonplace, and one hotel advertised with the slogan, Always A View, Never A Jew.

By this time (in mid-2012) the country had been without a functioning government for more than twenty years, and the city was a byword for chaos, lawlessness, corruption, and violence. But this wasn’t the Mogadishu we saw. Far from it: on the surface, the city was a picture of prosperity. Many shops and houses were freshly painted, and signs on many street corners advertised auto parts, courses in business and English, banks, money changers and remittance services, cellphones, processed food, powdered milk, cigarettes, drinks, clothes, and shoes. The Bakara market in the center of town had a monetary exchange, where the Somali shilling—a currency that has survived without a state or a central bank for more than twenty years—floated freely on market rates that were set and updated twice daily. There were restaurants, hotels, and a gelato shop, and many intersections had busy produce markets. The coffee shops were crowded with men watching soccer on satellite television and good-naturedly arguing about scores and penalties. Traffic flowed freely, with occasional blue-uniformed, unarmed Somali National Police officers (male and female) controlling intersections. Besides motorcycles, scooters, and cars, there were horse-drawn carts sharing the roads with trucks loaded above the gunwales with bananas, charcoal, or firewood. Offshore, fishing boats and coastal freighters moved about the harbor, and near the docks several flocks of goats and sheep were awaiting export to cities around the Red Sea and farther afield. Power lines festooned telegraph poles along the roads, many with complex nests of telephone wires connecting them to surrounding buildings. Most Somalis on the street seemed to prefer cellphones, though, and many traders kept up a constant chatter on their mobiles. Mogadishu was a fully functioning city.

The most notable thing about the show in all its forms was the commercial. Since 1933, when the first “Calllll for Philip Mor-raisss!” spot went over the air, millions of cigarettes had been sold by a four-foot midget with an uncanny ability to hit a perfect B-flat every time. Johnny Roventini was a $15-a-week bellhop at the Hotel New Yorker when a chance encounter changed his life. Milton Biow, head of the agency handling the Philip Morris account, arrived at the hotel, saw Roventini, and had a stroke of pure advertising genius. Roventini was auditioned there in the hotel lobby: under Biow’s direction, he walked through the hotel paging Philip Morris, and he was soon in show business at $20,000 a year. As the brilliance of the ads became apparent to all, he was given a lifetime contract that was still in effect decades after the last “call” for Philip Morris left the air. He was a walking public relations campaign, reminding people of the product wherever he appeared. “Johnny” ads were prominent on billboards and in magazines. Always in his red bellhop’s uniform, he was “stepping out of storefronts all over America” to remind smokers that they got “no cigarette hangover” with Philip Morris. When MGM’s Leo the Lion died, it was said that Roventini was the only remaining living trademark.

That night, they sat around the hotel room with a bottle of tequila and some salt and limes and talked about names for the new real estate company. A few ideas sprang up right away but got rejected just as fast. A half bottle of tequila later, the name "Real Estate Maximums Incorporated" was tossed around as a possibility. Nobody spoke for a moment because everyone liked it. Maximums meant that everyone would get the most out of the relationship-real estate agents and customers alike. The name did a good job of communicating the everybody wins principle at the heart of the endeavor. But after a few more minutes, they realized it didn't quite work. It wasn't snappy enough for a good brand name, and it was too long to fit on a real estate sign. More tequila got poured. No one could come up with another name that felt as on-target as Real Estate Maximums. Someone suggested shortening it to R. E. Max. That made it snappier and appealing in a brand name sense; but when you wrote it out, it looked too much like a real person's name. You could imagine junk mail arriving at the office in care of Mr. and Mrs. R. E. Max. Collins pointed out that Exxon had formed only a few years before, and the X with a slash through it looked very smart. So Liniger took out the dots and tried a slash through the middle of the word and then capitalized all the letters. They looked at the pad of paper and saw: RE/MAX. A silence came over them, followed by a few backslaps and cheers. Everything about the word looked exactly right, as though they were talking about an established global company. Now, what about colors? They were on a roll. Now was no time to stop. A few more shots of tequila went around while they debated the right look for the new RE/MAX. It didn't take long to figure it out: Everyone in the room was a Vietnam vet and patriotic to the core. The colors, of course, had to be red, white, and blue. When they considered the whole package, they knew they had it. And that's how the idea for the distinctive RE/MAX brand was hatched. Considering the time and resources that get poured into brand development today, their methods might seem unorthodox if admirably effective. No money was spent on advertising agencies, market research, or trademark protection. The only investment was a decent bottle of tequila; the only focus group, a bunch of guys sitting around a room having a good laugh.

It was possible to take unintended amusement from a long-standing advertisement in the Daily Journal, the city’s English-language newspaper, which boasted that a venerable hotel was located “a stone’s throw from the American embassy.

The plastic world has colonized us. When we climb into the car, airplane, board ships, when we purchase contemporary cuisines, get involved in the television world, from the studio and materials up the image of the world, we enter the world of artificial chemical universes, those of the cinema and their advertisements, of what we should buy and acquire. It is like this with the café-bars and discos, in other words the pleasure of children, and the same with the food that we consume, and the hospitals and schools, the hotels, all chemicals, a substitute. The ventilation of hotels without windows, the doors without keys, similarly the walls and doors and beds and baths, the water, the carpet and the floors. Everything a sham, paradises for allergies. One can say the same of the tones and music, and the attack on clothing cannot be overlooked, as well as the attitude of men resulting from it. The computers are made of this material and therewith our thought, our memory, the simulation of life. And thus life in genetic research begins and ends as a plastic creation and plastic death. Already the announcement has come to us that the museum bring the entire program closer to us on video screens, enlarged, interpreted, free and democratic and individually accessible. We will live in Leonardo’s world. The ground is prepared, now begins the attack on the blood. Much strength will be necessary to survive it.

The third was from a cattle rancher in Utah. He seemed to need a slave rather than a wife. Anna immediately dismissed him as a future husband. His views were even more archaic than most. But the fourth and fifth letters were particularly interesting as they both came from South Dakota. One was from a hotel owner whose advertisement for a wife

He told me about attending the Paris Air Show in 2009, the world’s largest aerospace industry and air show exhibition. In a pop-up luxury hotel, he saw Elbit Systems, Israel’s biggest defense company, advertising its equipment to an elite audience of global buyers. Elbit was showing a promotional video about killer drones, which have been used in Israel’s wars against Gaza and over the West Bank.

need say was I need some time off. But she couldn’t do it. “The St. James house at half-past seven,” she repeated. “Got it, sir.” He rang off. Barbara hung up. She tried to plumb the depths of her feelings, to put a name to what was slowly washing through her veins. She wanted to call it shame. She knew it was liberation. She went to tell her father that they would need to reschedule his doctor’s appointment for another day. Kevin Whateley had not gone to the Royal Plantagenet, which was the pub next door to his cottage. Rather, he had walked along the embankment, past the triangular green where he and Matthew had once learned to operate their pair of remote-control planes, and had instead entered an older pub that stood on a spit of land reaching like a curled finger into the Thames. He’d chosen the Blue Dove deliberately. In the Royal Plantagenet—despite its proximity to his house—he might have forgotten for five minutes or so. But the Blue Dove would not allow him to do so. He sat at a table that overlooked the water. In spite of the night’s falling temperature, someone was out, night fishing from a boat, and lights bobbed periodically with the river’s movement. Kevin watched this, allowing his memory to fill with the image of Matthew running along that same dock, falling, damaging a knee, righting himself but not crying at all, even when the blood began to seep from the cut, even when the stitches were later put in. He was a brave little bloke, always had been. Kevin forced his eyes from the dock and fastened them on the mahogany table. Beer mats covered it, advertising Watney’s, Guinness, and Smith’s. Carefully, Kevin stacked them, restacked them, spread them out like cards, restacked them again. He felt how shallow his breathing was and knew that he needed to take in more air. But to breathe deeply was to lose his grip for an instant. He wouldn’t do that. For if he lost control, he didn’t know how he would get it back. So he did without air. He waited. He didn’t know if the man he sought would come into the pub this late on a Sunday night, mere minutes before closing. In fact, he didn’t even know if the man came here at all any longer. But years ago he’d been a regular customer, when Patsy worked long hours behind the bar, before she’d got her job in a South Kensington hotel. For Matthew’s sake, she had said when she’d taken on the

Although other countries may show more nudity, only American media titillate their viewers with countless jokes and innuendoes about all aspects of human sexuality. Yet ironically, while advertisers are using sex to sell virtually everything from hotel rooms to shampoo to drugs for erectile dysfunction, the national networks remain reluctant to air advertisements for birth control products.

Hotels are resilient to MA adoption, because of the initial economic investment needed

Past traumatic experiences with software implementation make hotels look at the nw software implementation process with fear, overestimating the probability of something going horribly wrong (loss of data, staff retraining, etc.) rather than looking with excitement at the improvements the new technology will bring

Over the years, I’ve heard dozens of hotels afraid to lose their “human touch,” but it’s worth remembering that, according to a recent Gallup poll, more than 20 million United States employees (humans, of course) have a negative attitude toward work, and are responsible for an annual loss in productivity of $300 billion.

Business travelers aside, travelers book a hotel on average two to three times a year, and usually in different locations

On average, hotels are renovated once every decade, three times more frequently than other commercial building. This means that hotels are structurally more likely to new tech adoption, as their infrastructures get reviewed more often

Some hotels are still afraid to loose the “human touch” by automatizing check-in procedures. Good news is that guests do not want the human touch when checking in, on the contrary

Hotel Associations Are There To Hold Down Innovators And Prevent Changes In The Industry. That’s Why There Are So Many Lawyers In Them

Of all the IoT long-term investments a hotel can make, mobile key technology is, by far, the safest

Amazon claims that Alexa commands are deleted daily, and that hotel staff cannot access the recording anyway, but will that always be the case?

Considering that a game console has roughly a 5-to-6-year life cycle, investing in game rooms is a relatively safe move for any hotel

When it comes to hotel check-in, self-service is best service

Tangible + Intangible: that’s the secret sauce of good marketing. A hotel room is never only a hotel room, it’s a statement.

Many Hotel General Managers see a chart with a line going up and assume it will continue going up forever. It won’t.

When it comes to OTAs, most hotels are stuck with their us-versus-them mentality.

I see a dangerous rise of “conspiracy mindsets” in marketing lately: more and more hotels are willing to accept any BS strategy, as long as it goes against the grain

As new, more affordable players entered the hotel's realm (such as Airbnb focusing more and more on boutique properties), OTAs had to reinvent and adapt, in order to survive the next generation of distribution, where boundaries between OTAs, metasearch engines, review sites, marketplaces and bed banks will be just a semantic issue

Soon enough, end users (hotels, apartments, b&b, etc.) could be able to manage the entire suite of Google advertising from a single, simple extranet, decreeing the end of hotels' dependence to third-parties (web agencies and vendors)

The recent complete hotel SERP redesign marked another milestone in Google's travel domination plan: The new design goal is to keep users as much as possible in the search engine, without the need to search info on OTAs or metasearch engines.

When uploading a photo of your hotel online, you are the eyes (and the wallet) of your future guests, so don’t take it lightly

In any modern hotel, having a centralized system is critical in order to increase efficiency, avoid time waste and reduce human error, therefore PMS must eventually connect to nearly all the software the hotel is using.

The extreme competitiveness in travel is slowly bringing search engines, OTAs and metasearch engines to converge towards an increasingly homogeneous model. The reason is simple, almost Darwinian: the model that will prove to be the most efficient in terms of scalability and efficiency for the end user is going to prevail.

A new dot.com bubble for AI? I doubt it. Companies do not invest in AI because it's hot, but because it is efficient

Let computers do what computers do best and let humans do what humans do best

AI is already mainstream. It's just not very visible

Between getting a fax room confirmation and being asked for passport by an animatronic velociraptor, there must be a healthy sweet spot in the use of technology in our industry

What we are likely to see is AI working together with humans, not AI replacing humans

We are the last generation with scraped knees. Next one will make no difference between on and off-line reality

If we want a real frictionless hotel experience, we need to have frictionless hotel infrastructures

Technology evolution is far from linear. It is very, very bumpy

Hyper-personalization" is the new "Direct Booking

When it comes to hotels, photography should be able to sell a specific product: your rooms

If everything is important, then nothing is important

Learn. Work. Create.

Technology made the life of professional photographers easier, but it also opened the doors for a generation of amateurs that do not know the industry. And, when it comes to commercial photography, this is the perfect recipe for disaster.

Creating a website for a hotel without fully understanding their needs, their strengths and weaknesses is like selling expensive shoes without asking the customer for the size that he fits; they will do a good impression in the shoe rack, but you won’t be able to wear them and walk.

Hotels' loyalty programs evolved, changed and made countless U-turns over the years, but a constant has surprisingly survived unscarred over the course of three decades: points.

Moving away from traditional hotel loyalty programs' model and offering a good mix of instant gratifications and long-term rewards based on the guest type is crucial to creating sustainable and scalable programs. And if it is unlikely that the industry will ever entirely move away from the points-for-stay model, most hotel brands are already integrating guest experience, recognition and service personalization as part of their loyalty programs, realizing that the in-house financial value of their guests is as important as their stay frequency.

Until a few years ago, booking a hotel online was a remarkably frustrating experience: once you chose the destination you had to browse through dozens of brand.com sites, search for rates, location, fill endless contact forms to, eventually, find out that the hotel you liked was fully booked. This process could take days, while today the same result can be achieved by simply applying a filter on TripAdvisor, with a much faster and less frustrating UX. Back in 2008, without a proper aggregator, the only possibility web users had was to search for very generic keywords on search engines. This explains why, only a decade ago, the query “Hotels in Paris” was at its peak of popularity, while today the same query produces only 1/4 of the original volume.

Because of the need for external connections, PMS strength is proportional to the number of tools it can integrate to. In a perfect world, in fact, PMS should be able to communicate with every single software/hardware in the hotel, but connections between PMS and third-party systems can be (and often are) challenging.

The reason why it has been so hard to replicate in the hotel industry is not due to a lack of a great ideas but more likely due a lack of resources, technical and political know-how to navigate through the various companies. The mere architecture of such a platform would probably need to be as big and as complex as all the PMS combined, so the costs involved are likely massive. This is mainly a game that can be won by resources, more than by agility.

While many hoteliers and marketers still look at social media as an ROI tool, it should be looked at primarily as a communication platform to engage with guests and potential guests. Hotels that are built with social elements in their DNA may receive more reservations through social media but that is a positive side-effect that one should consider as a bonus and not the main goal.

There is no space for absolutism in hotel tech.

A hotel is not a farm and it does not always pay to buy local, not even on an ethical level. The web reshaped the geography of the World and it is now easier to reach a 24/7 customer service in India or in the Philippines than your IT manager living two blocks from you. Keep it in mind next time your servers crash in the middle of the night.

When it comes to web design, listening solely to the hotel’s requests can put the whole website project in jeopardy, as hoteliers, who spend most of their day in the confined space of the four walls of their hotels, tend to develop a “partial blindness”: they often take the stronger features of their hotel for granted and they give an unjustifiably high value to some trivial characteristic.

A (good) hotel photo shoot begins way before the photographer even grabs his cutting-edge technology camera. It begins with a meticulous shoot planning. So make sure to hire a pro, who knows the industry (Yeah, I know, everybody has a cousin who’s pretty good with Photoshop and owns an Iphone X, thanks but no, thanks).

Coffee, taxi, airport, meeting, hotel, coffee, taxi, airport. (Repeat ad inf.)

When uploading a photo of your hotel online, you are the eyes of your guests.

Hotel marketing starts on front desks and dies in academies.

Most hotels only accept change if it's easy or if they are forced to

In this hyper-complicated industry, hotel brands offer a familiar, almost reassuring sense of naïveté

Making decisions is exhausting. Anyone who has ever configured a laptop online or researched a long trip – flight, hotels, activities, restaurants, weather – knows this well: after all the comparing, considering and choosing, you are exhausted. Science calls this decision fatigue. Decision fatigue is perilous: as a consumer, you become more susceptible to advertising messages and impulse buys. As a decision-maker, you are more prone to erotic seduction. Willpower is like a battery. After a while it runs out and needs to be recharged. How do you do this? By taking a break, relaxing and eating something. Willpower plummets to zero if your blood sugar falls too low. IKEA knows this only too well. On the trek through its maze-like display areas and towering warehouse shelves, decision fatigue sets in.