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Food & Beverage Industry
Global Uncertainty remains a major concern. Terror attacks are the most direct example of global uncertainty; however, there are other areas of concern such as geopolitical relations, governmental travel restrictions and currency exchange rates. The industry needs to take a proactive approach in addressing these issues and their potential impact.
Increasing demand requires increased staffing levels at a time when the labor pool is shrinking. 
A proliferation of brands and branded hotels worldwide that is leading to the commoditization of the hotel product.
Increased competition between the brands is leading to amenity creep, and diverging interests between owners and brands.
Instilling authenticity of local culture into brand standards remains a challenge.
There is a significant amount of capital currently flowing into the hospitality industry.   Not only are investors betting on a strong recovery, but also in some cases they are not performing realistic projections and investment analyses. Should expectations not materialize, then sub-par returns could damage the overall financial credibility of the lodging industry.
The hospitality industry must do a better job of managing technology and addressing the challenges posed by new and changing technology. Specifically, the industry must align technology investment with business objectives, address aging and inadequate infrastructure (at both the corporate and the property levels); and learn to better utilize technology in marketing to guests, training employees, yield management, and meeting customer requirements. 

Customer issues present a challenge to the industry in several ways:  


Increasing loss of control over the customer - The use of the Internet, homogenization of the hotel product and increased corporate oversight has reduced the amount of control that operators have over the customer.


Changes in the customer -  Hotel customers are changing due to demographics (the aging of the baby boomer generation) and due to lower transportation costs that promote travel.

   Changes in customer expectations - Customer expectations are changing as consumers become more sophisticated and better educated.
In recent years “non-controllable” costs such as utilities, insurance and government regulation have increased significantly. In addition, there is the potential for increases in controllable costs such as payroll, staffing, brand requirements, and amenity creep. The industry must be cognizant of these increases, and take steps to address them. 

Increasing alternative forms of supply such as time-share, fractional ownership, second homes, camping, cruising and water parks.

“Under demolished” (functionally obsolete) supply is, and will remain a challenge for owners and operators, particularly in Europe where new construction is expensive and difficult.
The threat of terrorist attack remains a major concern for the industry. Hotel operators must make every effort to protect their guests while encouraging tourism. 
Pricing structures will need to demonstrate price integrity across all distribution channels—not just electronic ones. The potential challenges are formidable: lead times to booking continue to shrink; the move toward real time inventory becomes paramount, impacting technology, product categories, segments and channels; and the desire to track and manage every revenue stream in every channel means that distribution channel management transitions to a focus on the most profitable customer. 
Traveling by air today is a major inconvenience for many travelers and security remains a huge challenge and very costly undertaking for the industry. Customers have become much more “value” focused and most major airlines have experienced a substantial decline in revenues per passenger mile primarily due to the erosion in high end/priced business travel. In addition to the escalating cost of fuel, many airlines are also struggling to address labor issues. In brief summary, with several carriers worldwide in bankruptcy and/or severe financial distress it is an enormously challenging time for the airline industry. In light of these financial challenges we can anticipate that carriers of necessity will need to reevaluate route structures, lift capacity in certain markets and well as rethink pricing on certain routes---changes that can be expected to represent potential challenges for some hotels/markets and opportunities for others. 
Our Solutions  
Client Loyalty
Client loyalty plays a major role in any industry, ICGC Hotel Management Software helps to integrate all given below aspects to improve client loyalty towards your business,
Improving customer satisfaction
Customer retention
Customizing the services
Benchmarking with respect to clients’ cultural / Regional taste
Manage cultural and regional dishes for clients
Seasonal food list
Managing the sources for client inflow
Report of Seasonal wise client list
Peak and off season analysis.
Seasonal analysis to launch promo activities.
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