Over the past few decades, significant growth in the hospitality industry across the globe has been evident, with current studies showing similar trends in the coming years. Some of the facilities that are likely to be affected by this development are hotels and resorts. Apart from industrial progression, research reveals fast-paced changes in consumer demands triggered by technological development. In modern days, resort managers who wish to satisfy these rapidly growing needs and remain competitive in the sector should invest in new technology to improve the performance of their facilities.
One of the changes that resorts experience today is an increase in non-traditional family vacations, which influence their management practices. For instance, Brey indicates that children have become part of the market segment (81). Kazandzhieva et al. classify this category of consumers as the “new type” of traveler, who shows interest in “personal socialization, thrilling emotional experiences, entertainment, and specific hobbies” (3). Notably, such clients have unique needs and demands, which affect the way resorts operate. It is worth noting that facilities that plan to remain competitive in the industry should ensure that they invest in new technology to enhance the experience of the young tech-savvy customers.
Drastic changes have also been recorded in consumer expectations of the resort experience. A study conducted in some of the largest resorts within the United States revealed that vacationers have become less tolerant of management mistakes (Brey 93). Today, holidaymakers anticipate unique services that meet their specific demands. Brey also adds that when errors occur, guests may seek compensation (94). Therefore, resort managers can use technology to improve the performance of the facility and minimize human errors. For instance, information systems (IS) can be implemented to facilitate the collection of accurate data from clients, hence preventing delays that may arise from paperwork. Apart from mitigating faults in management practices, IS can also help reduce transaction costs, which might have an impact on resort prices (Chathoth 399). Lowered charges and effective operational systems are essential strategies for satisfying unique consumer expectations.
Furthermore, resort managers should also be vigilant about travel trends among vacationers. Research reveals changes in resort occupancy from long to short lengths of stay (Brey 81). Notably, the trend may have various implications for management practices. For instance, guests who prefer shorter vacations may expect a continuous connection to the external environment during their stay in the facilities. In selecting their destinations, such tourists may be keen on specific services offered in a resort, which might enhance their experience. Often, internet connectivity would be a major priority. Therefore, resorts that invest in new technology, including high-speed Wi-Fi connections and interactive TV, would be in high demand among vacationers who exhibit such traveling styles.
The industry also experiences many changes in information availability among consumers of resort services. Today, a large number of holidaymakers rely on the internet to compare different packages offered by diverse resorts and make bookings (Borovcanin 1034). Some of the data that users can access include resort prices, facilities offered, and guest capacity. Firms that lack an online presence, such as websites, may receive fewer reservations. Resort managers who acknowledge the growing desire among vacationers to make informed decisions should invest in information technologies to aid the digital marketing process and improve performance in the sector.
Industrial modifications are also a reflection of changing consumer demands. For instance, a study conducted among resort hotels in Antalya, Turkey, showed significant technological transformations. For example, “In 2002, none of the resort hotels examined provided internet connections in their guestrooms” (Doganer et al. 193). However, six of the resorts under the study offered Wi-Fi connectivity in 2012 (Doganer et al. 192). Results from the case study reveal a growing need among guests to access technological services during their stay. Industrial threats from other accommodation centers, including serviced apartments and Airbnb in the Australian market, prove the necessity of technology in resorts (“Hotels and Resorts”). Often, vacationers choose specific facilities because of their improved amenities, such as rec rooms. With the ongoing competition from supplementary sources of accommodation, resort managers should invest in new technology to remain competitive and offer unique services to improve their overall performance.
Overall, resort managers should invest in new technology to deal with the rapid ongoing changes in consumer demands. Although technology is a crucial factor in the industry, it is equally important for leaders to ensure that the new services remain effective. The management should offer training programs to employees regarding technologically driven amenities adopted in the facility. Such an exercise may equip workers with the specialized knowledge and skills required to operate information systems without error. In addition, people in charge of managing resorts should evaluate the impact of new technologies on guests’ attitudes. For instance, some vacationers may have a negative perception of amenities that reduce contact between the user and the service provider. Therefore, an assessment should be conducted before investing in new technology to determine its relevance and applicability in the institution.
Borovcanin, Dusan. “Improving Customer Relationship Management Using Modern Information Technology in Hotel Industry.” Singidunum Journal of Applied Sciences, 2014, pp. 1032-1035.
Brey, Eric. “Developing a Better Understanding of Resort Management: Inquiry into Industry Practices.” Journal of Hospitality Marketing & Management, vol. 20, no. 1, 2011, pp. 79-102.
Chathoth, Prakash. “The Impact of Information Technology on Hotel Operations, Service Management and Transactions Costs: Conceptual Framework for Full-Service Hotel Firms.” Hospitality Management, vol. 26, no. 2, 2007, pp. 395-408.
Doganer, Susan. “The Consumption and Transformation of Resort Hotels.” International Journal of Sustainability and Development Planning, vol. 9, no. 2, pp. 177-195.
Hotels and Resorts-Australia Market. IBISWorld Industry Report, 2019, www.ibisworld.com.au/industry-trends/market-research-reports/accommodation-food-services/hotels-resorts.html. Accessed 2 Sep. 2019.
Kazandzhieva, Velina, et al. “The Impact of Technological Innovations on Hospitality Services.” Contemporary Tourism-Traditions and Innovations, 2017, pp. 1-17.