Internet charges in hotels II: finding the middle ground in the multi-device world

In my last blog I mentioned some measures hotels can take to balance internet charges with guest expectations, so in this blog I’d like to get into more detail on what these actually are.

Whenever there are new research results released on what guests want in a hotel room (and there seems to be an abundance of these right now), one message is repeated again and again from Rio to Rabat and Berlin to Beijing: strong, fast internet access and for free, please. In a world where connectivity is taken for granted, and much information and other content provided for free, this is an understandable expectation – much like I imagine it became a standard to have a TV set in a hotel room, provided at no cost to the guest, 50 odd years ago.

If you are working in the hospitality technology space, it’s about now you may be inclined to feel a little nostalgic about those days when the highest tech gadgets in the room were a colour TV and a basic internet connection to let you cover off emails while one of 20 channels keeps you company in the background. The fact that these times don’t seem all that long ago reinforces that entertainment consumption and access has changed more in the past 5 years than it had in the 100 years before, a process that shows no signs of abating any time soon. 

The figures supporting these changes are truly staggering. If one billion new Internet users and 1 zettabyte (yes it’s a real word - over 1 trillion gigabytes) of Internet traffic in the next 4 years, as Intel predicted recently, are a bit too abstract to process, go to your average electronics retailer to see that it’s increasingly difficult to find consumer electronic devices that are NOT Wifi enabled – and I am not talking of the obvious e-readers, tablets or Blu-ray players here. Samsung just recently released its RF4289 refrigerator which comes with an 8-inch touchscreen and connects to the internet over WiFi, making Cisco’s prediction that there will be 15 billion connected devices by 2015 a lot more believable.

It is no wonder, and I suppose inevitable, that our fascination with the gadget, our connectivity addiction and the ubiquity of both is affecting the hospitality industry. Whether it is one conspicuous individual, traveling with laptop, iPad and smartphone, all vying to be “plugged” in to broadband access, or the modern family with its individual family members wanting to connect their respective devices when staying in the same room: the flood of connected devices will create a headache for hotels who, on one hand have to manage bandwidth cost, but on the other hand risk alienating their guests with escalating per-device charges.

But the industry is starting to experiment with alternatives. An increasing number of hotels choose to offer internet Free to Guest (FTG) as a marketing and branding tactic. While this will no doubt keep multi-device travelers happy, it may create serious bandwidth issues down the line if you read a recent In-Stat survey which says about 86% of tablet and smartphone owners are using them to watch video. Some hotels I have encountered in the region that offer internet FTG have started to warn their guests that if the amount of traffic a guest incurs exceeds a certain threshold it will cut access or move it to a lower tier. Whether this is real or just a threat I am not entirely sure (I’ve never been cut off), but personally I don’t believe that threatening your guests is a particularly effective measure if you are operating in a fiercely competitive service industry.

One of the areas where hotels can get some inspiration may be the airline industry and the way premium airlines handle their in-flight entertainment. Anyone who is familiar with the content industry knows that the VoD content on offer on flights has to be paid for through minimum guarantee and/or revenues share agreements with the relevant studios. Airlines recoup these costs (and then some, presumably) through advertising and absorbing them in the ticket price, which means they are not visible for customers who assume the content is offered to them for “free”, which creates a positive brand image. Perception is everything, so why not adopt the same principle for internet access in hotels rather than shoving the unpopular charges in guests’ faces? Based on historical data, hotels can average out bandwidth usage and spread the cost evenly across all room charges.

But it may be inevitable for hotels to introduce more predictable ways to manage their bandwidth costs while at the same time meeting guest expectations and corporate quality standards. One way of doing so is for hoteliers to look to the telco space where tiered systems with different Classes of Service (CoS) have been in use for some time. There are some similarities already inherent in High Speed Internet Access commonly deployed in hotels. The HSIA in hotels is predominantly built on a centralized gateway to the internet that effectively resembles an Edge Router, which in the telco world is commonly used as a single point of traffic management enabling different CoS to be applied to different users. While telco-class edge routers would be overkill for comparatively small operation like a hotel, there are a number of enterprise-class solutions available that are more suitable for hotels.

On the other hand, some major network equipment vendors have started to provide CoS capability with a software upgrade which eliminates the necessity for edge router-type equipment completely. While their solutions thus far are targeted to the telco world, it shouldn’t be long before lower-end versions will be made available to enterprise applications.

Either way, hotels need to get creative to bridge the gap between guest expectation and commercial reality and to do so, it is necessary to include both technical as well as strategic considerations to find the solution that benefit a hotel’s individual needs.

To charge or not to charge... hotels’ dilemma over Internet access fees

There’s a lot of discussion out in the cloud about Internet access fees hotels are or aren’t charging and what the potential pitfalls are for those hotels that are seen as overcharging for access to the online world. As with many other issues that touch on the sensitive part of you parting with your money, there’s more than just one side to the story.

One of the points I find missing from the current discussions is behavioural conditioning. Of course, everyone wants a good deal, but the “everything is free” culture that now dominates the Internet has entered many aspects of life and this mindset, once ingrained, is difficult to change. The earliest culprits responsible for this development were the telcos who happily introduced all-you-can-eat broadband data-plans which encouraged people to download anything regardless of its bandwidth. However, regret followed swiftly when video overtook email and surfing as the largest consumer of internet bandwidth. This was amplified by the recent onset of serious gadget-lust triggered by smartphones and tablets. So it’s not surprising that we now see telcos far and wide wanting to withdraw their generosity and shepherd users back into the user-pays model.

These issues have of course serious implications for the hospitality world. Free WiFi has now shot past complimentary breakfast as a “must have” according to a 2010 survey of 53,000 US travelers (although I would argue that in Asia it’s still the other way round), indicating that we now regard basic internet access much like the complimentary water in the room. While free Wifi access has traditionally been the domain of newer and smaller hotels where infrastructure and bandwidth demands are relatively smaller, even luxury hotels, particularly here in Asia, are starting to seriously respond to this trend. In recent months, most of the big luxury chains have added free internet access as part of their loyalty programs, which are usually free to join, such as Marriott’s, while Shangri-La Hotels and Resorts even went one step further and now offers free WIFI and wired internet to all guests regardless of loyalty membership.

While this Free to Guest (FTG) internet trend casts a medium to long term disruption to HSIA hospitality service providers whose business models rely heavily on internet revenue share, hotels have a number of very good reasons to pursue this approach. Some of the hotels we have spoken to confirmed a greatly reduced complaint rate since introducing FTG, implying that people are less likely to complain about even slow or patchy connections if it is offered for free. This of course reduces the need for support resources and thus has an impact on overall costs. Another reason is brand equity. A large luxury chain’s brand essentially represents the overall guest experience, so FTG internet can become an important part of the hotel’s brand equity.  

But it’s at the point where usage patterns accelerate from surfing the net and emailing to streaming movies and doing video conferencing that internet access moves from a marketing tool to a much more complex issue. While using load balancing to move WiFi traffic across access points to even out demand may be a relatively simple way to keep Wifi free within reasonable bandwidth constraints, a tiered ‘freemium’ model where bandwidth usage up to a certain point is ‘free’ before charges kick in, may be a better way to address the problem of bandwidth heavy video clogging your network while still keeping broadband revenues on the balance sheet. This type of user-pays system mimics the one telcos have employed which has become very familiar to consumers and is likely to be readily accepted (I will return to the subject of tiered access in more detail in a later post). But either way, a chargeable service model will be unavoidable once OTT becomes a ubiquitous, mainstream content delivery platform, although this is yet a few years away.

Speaking of telcos though: if hotels are not already thinking about the issues above, they may consider that many mobile operators, particularly in Asia, are now offering prepaid data access packages for a fixed fee per day, even when roaming. During my last visit to Taiwan, I paid NT$700 (US$24) for voice and 5 days worth of 3G data access, which beat the US$15 per day internet access my hotel tried to charge me by several miles.

At the end of the day a hotel is a business and needs to make money for sure, but its raison d’être is to make guests comfortable, which may be a delicate balancing act when it comes to internet access charges, but one that I believe can be addressed with a careful look at the hotel’s strategy, infrastructure issues and brand values.

The Limits of Using Icons as a Visual Vocabulary

It was just the other day when we looked at coming up with a new set of Icons for our in-room entertainment Graphic User Interface that it occurred to us that while the various technology devices that anchor our lives these days allow us to communicate ever more visually, our collective reference points are more and more fragmented. From the old Egyptians and their hieroglyphs to today’s Apps, mankind has always sought to use pictorial descriptions to communicate. When you study for your drivers licence, you have to memorise the look and meaning of as many road signs as possible in order to pass the test. In order to make it easier, the road authorities around the world came up with pictorial representations of the various signs which over the years were adopted more or less universally in the developed world. But while learning the meaning of these signs came with a clear incentive – i.e. learn them or don’t drive – the visual identifiers and pictorials that guide so many other things in life evolved much more haphazardly.

The windows approach to computing was probably a major milestone for making icons a centre piece of way finding in our daily lives. In the early days of the desktop computing age, these icons were necessarily simple, but not only because of the graphic restrictions, but because of the need for a simple conduit into a complex world that would be understood by the most technically inept person. The artist who created the icons for the original Mac desktop and applications believed that icons should work like traffic signs and convey information without distracting the user. So born was the ‘folder’ icon with the little stub poking out that looked exactly like the ones stacked in everyone’s office desk, alongside the ‘recycle bin’ that looked like Oscar the Grouch’s trash can, the pair of scissors that signaled that you were about to ‘cut’ something and a paperclip that meant you were ‘attaching’ a document. Then, when the internet came of age, the depiction of a neat little house with a chimney wasn’t an advertisement for a furniture shop anymore, but the icon that signified the homepage of an internet site. All of this is of course common sense and has largely managed to align most of us along one common path of iconography that enables us to recognise that a shopping cart icon means “check out” a pad lock means “security” and an umbrella has something to do with the weather.

However, what happens when the corresponding physical object has no longer any distinguishing features that are so important for being both instantly identifiable and minimally distracting? Or what if the activity it is meant to represent becomes too complex for a clear pictorial representation? A house is a house is a house is a home – ok. But take out your mobile phone and look at the symbols on the buttons for making a call and ending a call. It’s the old fashioned banana-shaped head set that was part of the home phone before it was replaced with a very different looking hands free set or a mobile phone. Or try saving something on your computer and you’ll see that this action to this date is symbolized by a floppy disc, something that joined the technology scrap heap more than 15 years ago as other portable storage options such as CD-ROM took over.

But it was when I was sitting with my graphics team to ponder a new set of icons for the User Interface of our in-room entertainment system that it really hit me how little the pictorial representation of our world has changed in the face of the relentless evolution of our communications world. How better to represent TV channels than a box with the old rabbit ears on top? And nothing says “movie” better and clearer than the old 35mm movie reel, even though today’s box offices smashes are more likely a combination of digital video and CGI. Music channels are much better represented by a full blown stereo headset rather than the now more prevalent micro earpieces. And what says better “you’ve got mail” than a good old fashioned letter envelope? It will be interesting to see if these ‘old’ pictorials finally disappear simply because a new generation of users has no longer any memory of them ever being in existence. But what will replace them? The problem is that as the physical part of human interaction and communication gets more complex, so by necessity does the iconography. What was once a clearly defined activity, such as “I watch TV”, has morphed into “I Skype my friend on my connected TV”. “I read the news in the paper” is now more likely to be “I read the news on my smart phone”. The question is at what point finding a universal visual vocabulary for ever complex activities becomes futile. Some icons will move into the abstract space where the meaning is instilled through what is commonly known as branding. We can already see this with Facebook, Skype and Twitter, whose logos have effectively turned into icons describing an activity.

But what about the so-called ‘way finding’ icons? At the risk of sounding a little nostalgic, my bet is that while newspapers may go completely digital and TV’s become multifunctional communication devices, their original form and purpose will live on in the world of icons for generations to come. And as for our User interface? In the end we decided to do a combo of words and icons. Nothing beats a good compromise.  

How Hotels can Replace Dwindling VoD Revenues

Using smart in-room technology to increase revPAR post VoD

I don’t think anyone would disagree with the statement that new technologies, when used creatively more often than not maximise revenue-generating opportunities for hotels. It’s a logical expectation and a simple premise, yet so seemingly hard to put into practice.

The first time hotels felt the pinch of diminished returns from technology investments was when the meteoric rise of mobile telephony dented IDD revenues in the 90’s. Fast forward to today and the new culprit – no surprises here – is the Internet and its wider ecosystem. Since the Internet started to morph from information to entertainment medium a few years ago, it has created a vortex that draws in and transforms almost anything associated with everyday life. Think about how consumer technology devices evolve and multiply with enormous speed while doubling processing power with each new release, making consumer preferences, such as interactivity, on demand and control, ever easier to fulfil. The content delivery world has responded to this pull by transforming itself towards an on demand, interactive and, most importantly, online delivery service.

How should hoteliers react to these developments? Some hotel managers I have spoken to have seen VoD returns falling so sharply that even switching off the entertainment system for a day or two to test its popularity resulted in zero complaints. That’s some hard evidence that cannot be ignored when it comes to deciding on future IT investments. However, these hoteliers have also been busy thinking about other services they could introduce in an effort to entice their guests to spend money while they are in their rooms to replace the VoD revenues of old.

There are a number of options hotels have to intelligently use technology to replace this erstwhile lucrative revenues stream. For hotels, competition drives the need to differentiate, so the key is to opt out of simply adding easily replicable technology gadgets that may add to guest experience but don’t actually contribute to revPAR. Technology is at the heart of a lot of value added, revPAR generating services but for them to succeed, aside from being relevant for a hotel’s specific clientele, they have to fulfil three essential conditions: they need to be convenient to access, easy to use and, from the hoteliers’ perspective, have to add to the bottom line.

Let me give you two examples. Firstly, room service. The usual in-room dining menu may be printed on high quality paper embossed with golden scripture, but what it doesn’t show, is a picture of what you will be served. Now you may argue that you don’t get a menu with images in a five star restaurant either but that misses the point entirely. When I go to a five star restaurant I have usually made up my mind that I want to eat there. I may have researched the menu online, and if I have any specific questions regarding the menu my waiter will hopefully be obliged to be of assistance. On the other hand, when I look at the food menu in my room I am far from having made up my mind of where to eat, particularly if I have a myriad of choices right outside my hotel. So in other words, giving guests a bland in-room dining menu is a missed opportunity.

I often tell the story of when I travelled to the Middle East for the first time and was confronted with an in-room dining menu that listed, among other items, Foul Medames. Now if you are new to the country and culture you probably neither know what it is nor would you be too enticed by the name of the dish. Even the printed English translation, “Stewed Broad Beans”, may not sway you. But if you have the chance to study an image, or even a video of the chef preparing it on your in-room entertainment system, you may get an idea of how delicious this specialty actually is and it may just convince you to place your order - even more so if you can order the dish directly via your TV screen without having to pick up the phone and deal with staff who may not speak your language very well.

The other revenue opportunity that is attracting the attention of hoteliers is using technology to provide a vehicle for in-room shopping. Shopping on the in-room entertainment system is an entertainment option that taps into travellers’ predisposition towards opportunity buying. Many hotels have a shopping annex or Duty Free emporium attached to their premises. This makes it comparatively easy to aggregate appropriate content for an in-room, on-screen shopping catalogue, combined with a simple fulfilment processes that would suit even the shortest of short stay travellers. The limitations of the remote control as a navigation tool can be overcome by turning either a hotel-provided, or the guest’s own tablet or smartphone into a touch-based selection tool. Having all transactions linked with the hotel’s PMS system enables timely delivery and convenient payment options upon check out.

There are many more examples of how this type of online interactivity adds to revPAR, from direct booking of hotel restaurants and facilities, to local maps where local businesses in the vicinity can advertise their trade. Provided hotels are using a capable IPTV system, the technology is certainly mature enough to so the key is for hoteliers to get creative and find the type of service that suits their hotel’s and their guests’ identity and requirements.     

The Problem with Predicting Future Technologies for Hotels

While science fiction movies routinely deliver the inspiration for technology innovation, it's what they don't predict that's really interesting

Being able to peek into what the future will bring has been at the forefront of human desire for as long as we have existed. It’s the basic foundation from religion (heaven and hell come to mind) through Nostradamus and right down to the more recent fascination with all things futuristic, that probably started when H.G. Wells published his novel “The Time Machine” in the dying days of the 19^th century. A few years back, the science fiction movie everyone loved to quote in our industry was Steven Spielberg’s Minority Report, released in 2002, which was a marketer’s dream for its depiction of a world in which advertising is so tailored, targeted and ubiquitous that it merges seamlessly into everyday life, to do its work of subtle (or not so subtle) persuasion. It seemed all so very plausible and within grasp then, not least because digital signage technology had just made an entrance into the advertising world in a major way.

Fast forward nearly 10 years and we haven’t really moved on that much. According to film lore, Spielberg consulted numerous scientists in the lead up to the film in an attempt to present a more plausible future world for the year 2054 than usually imagined in science fiction films and many articles have been written over the years about how many of the film’s imagined technologies have become reality. But let’s not get too carried away. Yes, companies have invented a lot of things that make an appearance in the movie, such as electronic paper, facial recognition advertising billboards and 3D televisions, and some were most probably even inspired by the movie to do so.

The thing is though, that precious few of these inventions have entered the main stream (3D TVs being the exception), not even facial recognition technology, which has been hailed as the holy grail by digital signage providers for years now. But then you can reasonably argue that with the movie set in 2054, we haven’t done so bad after all, given that we have another 40 odd years to make all the other technologies mainstream.

However, far more interesting than what science fiction movies from the Jetsons to Star Wars and yes, Minority Report, did predict, is what they did not predict: the Internet, for one. Or Facebook  Or Twitter, in fact the whole social networking phenomenon. These technology-driven trends have, and continue to shape our lives at almost every point like no other and yet every single look into the crystal ball has missed mentioning them.

So it was with some trepidation that I consumed the recent predictions of what the hotel room in the year 2030 will look like by Ian Paterson in the study “Travelodge Future of Sleep”.

There are a lot of technologies in there that sound great and believable, being connected in our own virtual reality through a visor or contact lenses and interactive video panels are two that instantly come to mind. This and other useful innovations I can actually imagine making my hotel stay more pleasant, but others seem more appropriate as home applications, rather than additions to the guest experience in a hotel. For example the “Dietary advice from night time monitoring”, which may be a great help when I’m at home and in my weekly routine, but the last thing I want when I wake up in a hotel room is a reminder of the banquet meal, pub crawl and karaoke marathon with my customer the night before. Not the least because it will probably require something a lot stronger than is on offer on the breakfast menu to get me back on my feet.

I am also slightly puzzled by the various home-upload features, particularly the 3D room re-skin home away from home upload, where lonely business travelers will be able to choose from a range of layouts including ‘virtual family’. The incredibly sad image this produces in my imagination aside, unless I suffer from pathological homesickness I think I’d rather not have that appearing on my hotel bill.

But then that’s just my preference and this is exactly the problem with trying to predict the future: technological ability and readiness does not equal ubiquity of adoption. The road to innovation is littered with plenty of brilliant ideas based on technological innovation that never got off the ground for one reason or another. What these failed innovations neglected to take into account is something that will be near impossible to quantify for generations to come, maybe forever: human behaviour, which is complex, irrational and variable.  As much as generations of marketers have tried to predict human behaviour through market research, the cold hard truth is that it cannot easily be squeezed into bell curve modeling.

Think about the phenomenal success of Groupon, which left the business world speechless for the simplicity of its premise, even though it is based on satisfying one of the most basic of human instincts: to get a good deal. So for my part, the next time someone asks me what I predict the next killer-app for a hotel to be, I think I opt for a good bed.