Kelly McGuire女士是SAS公司全球酒店旅游事務(wù)部的執(zhí)行理事，她認(rèn)為酒店高管如果想要在2015年甚至以后還能穩(wěn)操勝券的話得做到以下15點(diǎn)。
 
多學(xué)知識(shí)：客人越來越多的依賴科學(xué)技術(shù)，我們也需要依靠這些科學(xué)技術(shù)來保證我們的運(yùn)營(yíng)。
   
要有遠(yuǎn)見：2015年是建立長(zhǎng)期戰(zhàn)略遠(yuǎn)見的絕佳時(shí)期。
 
和同行協(xié)作：在接下來的幾年內(nèi)，合作謀和才是成功的關(guān)鍵之道。
 
建立共同的商業(yè)語言：近來，業(yè)內(nèi)“數(shù)據(jù)可視化”和“分析計(jì)劃”兩個(gè)概念比較流行，建立共同的數(shù)據(jù)平臺(tái)是尤為重要的，公司必須確保每個(gè)部門之間數(shù)據(jù)字段和指標(biāo)要一致。
 
建立分析文化并提供支持：尋找機(jī)會(huì)提供培訓(xùn)，增加資源或加大科技方面的投資力度去建立這樣的文化體制。
 
學(xué)會(huì)用數(shù)據(jù)說話：數(shù)據(jù)資源越來越多，數(shù)據(jù)可視化技術(shù)越來越普及，學(xué)會(huì)通過數(shù)據(jù)和技術(shù)來高效地表達(dá)自己的觀點(diǎn)是至關(guān)重要的。
 
了解顧客：在當(dāng)今社會(huì)，顧客對(duì)于自己與業(yè)務(wù)伙伴關(guān)系的預(yù)期已經(jīng)發(fā)生改變，他們通過移動(dòng)設(shè)備與世界溝通。
 
關(guān)注顧客行程：個(gè)性化方案是現(xiàn)在每個(gè)人的核心目標(biāo)，現(xiàn)在最應(yīng)該關(guān)注的就是顧客行程。
 
充分利用文本數(shù)據(jù)：一個(gè)公司非結(jié)構(gòu)化的文本數(shù)據(jù)中隱藏著大量的信息。
 
嘗試使用視頻數(shù)據(jù)。
 
充分利用移動(dòng)設(shè)備：您的手機(jī)應(yīng)用顯然是與顧客互動(dòng)的絕妙方法。需要有足夠的理由去說服用戶使用移動(dòng)應(yīng)用，否則機(jī)會(huì)稍縱即逝。
   
不要受大數(shù)據(jù)的干擾。
 
投資：當(dāng)時(shí)機(jī)到了，每個(gè)人都想擁有盤中的那塊肥肉，專家預(yù)測(cè)2015年酒店業(yè)供給會(huì)持續(xù)增長(zhǎng)，酒店收購(gòu)現(xiàn)象也會(huì)層出不窮。在行情不那么好的時(shí)候，酒店高管需要根據(jù)實(shí)際適當(dāng)作出投資。
 
以顧客為中心：你的顧客之所以選擇了你是有原因的，當(dāng)然，不可能是因?yàn)樽钚碌撵拍康募夹g(shù)，或是令人耳目一新的大堂設(shè)計(jì)。顧客或是來做業(yè)務(wù)，或與朋友一同拜訪，與家人聚餐或參加活動(dòng)的。這只是他們暫時(shí)停留之地。
 
別忘了最基本的要求：我們擁有更多的數(shù)據(jù)和日益發(fā)展的科學(xué)技術(shù)，但這并不表示我們可以丟開我們?cè)跔I(yíng)銷，運(yùn)營(yíng)，營(yíng)收管理或財(cái)政上的基本要求。
 
 
In the light of Kelly McGuire, Executive Director of Hospitality and Travel Global Practice of SAS, she has fifteen actions for hospitality executives to survive and thrive through 2015 and beyond.
 
Get Educated: Our guests have come to rely on technology to support their lives, and we rely on it to run our businesses.
 
Build a Vision: It's a great time to build a long term strategic vision for your organization.
 
Work with your peers: Collaboration will be the key to success in the next few years.
 
Develop a common business language: As data visualization and analytics initiatives become popular in the industry, requiring a common data platform, organizations must be sure that the definitions of data fields and metrics are consistent across departments.
 
Build and support the analytic culture: Find opportunities to provide training, add resources or invest in technology that helps to build that culture.
 
Learn how to tell a story with data: As access to data and data visualization technology becomes easier and more widespread, it is crucial to learn how to use all that data and technology to effectively support your position.
 
Know your guest: In today's social world, guest expectations about the relationship they have with the firms they do business with has changed. They deal with the world through their mobile devices.
 
Focus on the guest journey: With personalization initiatives on the top of everyone's list, still, it's time to focus on the guest's journey.
 
Leverage your text data: There is a tremendous amount of information locked in unstructured text data across the organization.
 
Think about video data.
 
Leverage your mobile presence: Your mobile app is a clearly great way to engage with guests. Users need to have a compelling reason to use their mobile apps however, or the opportunity is lost.
 
Don't get distracted by big data.
 
Justify, justify, justify: When times are good, everyone wants a piece of the pie. Experts predict supply growth and continued acquisitions for 2015. You will need to justify any investments just as thoroughly as you needed to when times were not so good.
 
Don't forget about the guest: Your guests are staying with you for a reason, and it isn't because of the latest shiny technology or the fanciest lobby design (that helps of course). They are there to conduct business, visit with friends, see family members, or participate in an event, and they need a place to stay while they do that.
 
Don't forget the basics: Just because we have more data and faster technology, doesn't necessarily mean throwing away the playbook–whether from marketing, operations, revenue management or finance.