Developed and Published by: A guide from Kiosk Marketplace INSIDE: With the proliferation of self-service in the airline/airport industry, guests are looking for a self-service option when they stay at a hotel. When done right, self-service is the way to go. Not only will it please the customers of the hotels, it will even please the staff, as they will be able to do more important tasks such as greeting customers away from the front desk. Sponsored by: Self-Service Check-in at Hotels and Motels K I O S K N E W S , T R E N D S & C O M M E N T A R Y
Transcript
K I O S K N E W S , T R E N D S & C O M M E N TA R Y
Developed and Published by:
A guide from Kiosk Marketplace
INSIDE: With the proliferation of self-service in the airline/airport
industry, guests are looking for a self-service option when they
stay at a hotel. When done right, self-service is the way to go.
Not only will it please the customers of the hotels, it will even
please the staff, as they will be able to do more important tasks
such as greeting customers away from the front desk.
Sponsored by:
Self-Service Check-in at Hotels and Motels
K I O S K N E W S , T R E N D S & C O M M E N T A R Y
Contents: Self-Service Check-in at Hotels and Motels
Page 4 Introduction
Page 6 Chapter 1
Page 15 Chapter 2
Page 19 Chapter 3
Page 21 Chapter 4
Page 23 Chapter 5
Page 28 Chapter 6
Page 33 Chapter 7
Page 37 Appendix
| A short history of hotel self-service Thebeginning
Twopowerfulsolutionsforhotelcheck-in
Travelindustryasawholeseestechnologyuseincrease
| Make sure it does the right thing Customerattitudes
Recenttrends
What’sinthebox?
Providingsomethingspecial
| Make sure it works, all the time
| Give it a face everyone’s mother could love
| Put it in the right spot Signagetopromotecheck-inandotherhotelamenities
Threetipsforplacingakiosk
| Help the staff learn to love it
| Case Study: Hilton Hotels
| Further reading
2
Sponsors: Self-Service Check-in at Hotels and Motels
About the sponsor IBM Corp. isaleaderinthedevelopmentofinnovativecustomer-facingself-serviceapplications,offeringintegrationandconsistencyacrosskiosk,Web andwirelesschannels.Thecompanyisapioneerin hotel/motelcheck-in.IBMworkedwithseveralmajor hotelchainsincludingHilton,StarwoodandMarriott aftertheturnofthe21stcenturytoprovideself-servicesolutionstothosehotels’customers.Morethan 8,000IBMe-accesskiosksareinstalledworldwide. With17yearsintheself-servicebusiness,IBMhas experienceinthetravelandtransportation,government, utilities, finance and retail industries.
K I O S K N E W S , T R E N D S & C O M
K I O S K N E W S , T R E N D S & C O M M E N TA R Y
Kiosk Marketplace, ownedandoperatedby M E N T A R Y Louisville,Ky.-basedNetWorldAlliance,isthe
Despitethechaos,thesehotelsoften arecompetentbusinesses.Theyhave acapablestaffandexcellentfacilities. But in today’s service-first environment, manyaremissingoneimportantingredient—self-servicekiosks.
Thefollowingresearchguidewillgive youinsightintohotel/motelcheck-in self-service.It’sdesignedtogiveyou the five most important things you need toknowtohaveasuccessfulkiosk deployment.
Thehotelindustryisconstantlychanging.Newhotelbrandsareemerging to target specific age groups and lifestyles.Boutiquehotelsfocuson high-endbrandmessaging,luxurious amenities,chicdécorandhipcocktail lounges.Extended-stayhotelsfocus onlowcost,businesstraveleressentials,comfortandsecurity.
The introductory screen of a hotel check-in kiosk greets customers and tells them to simply touch the screen to begin the transaction. IBM has more
than 8,000 IBM kiosks installed or on order at more than 200 locations worldwide.
customerstodepositchecksand withdraw significant sums of money, became the defining device for what peoplecalled“self-service.”
Inthemid-tolate1980s,NCRCorp. first delved into the hotel self-service arena,byplacingATMsinthehospitalityenvironment.TheATM,whichis whatNCRwasmostknownfor,had beenoutonlyforashorttime;therefore,manypeoplewereunfamiliarwith self-servicetechnology,saidClyde Dishman,NCR’sdirectorofhospitality industrymarketing.
wehadtochangethecardreaderand makesomeadjustmentsthere.” So NCR’s first involvement with self-serviceinthehospitalityspacewas notanoverwhelmingsuccess.However,NCRgotinvolvedinitagainin 2000,beforetheairlinesandthetravel industryreallyembracedself-service atahighlevel.Butthistime,since personalcomputingandInternetuse wereatall-timehighs,people’sabilitytouseself-servicemachinesand kiosksreallytookoff.
“It just seemed to kind of fit well with whateveryoneelsewasdoinginthe travelarea,”Dishmansaid.“Itgave hotelstheoptiontogivecustomers betterservice.”
marketleaderinself-servicecheckinkiosksforthetravelindustry,with morethan8,000IBMkiosksinstalled oronorderworldwide.Largehotel chainHiltonHotelshasbeenoneof IBM’sleadingdeployers.Twohotels, withmorethan3,�00roomsbetween them, were the first stage for Hilton’s kioskimplementation. Byinsertingacreditcardortypingin your HHonors number for identifica tionpurposes,guestscanfollowaset ofsimpleon-screeninstructionsand usethetouchscreentocheckin.The kioskdisplaysthetraveler’sreservation,selectsaroombasedonthe customer’spreferences,issuesoneto fourroomkeysandprovidesprinted roomdirectionsandinformation.Atthe endoftheirstay,travelerscancheck outatthekioskinthesamefashionby reviewing and confirming their bill and printingoutareceiptfortheirrecords. ThekiosksaretiedintoHilton’sown technologyplatform.Thisgivesthe kiosksaccesstoreal-timeinformation regardingguestpreferencesandservice-recoveryalertsandthusprovides accurateservicetoincomingguests. Self-servicekiosksallowedguest serviceagentstofocusonproviding value-addedservicestothoseguests whopreferredorchoseit.IBMalso providedprojectmanagementservices,developingtheself-service user interface and helping define aprocessmodelthatimprovesthe guestexperience.
The business of travel is notoriously cyclical. So when recession and terrorism in 2001 knocked it flat on its back, it
was just a matter of time before it would come back.
Travel in the USA has been resurgent for more than three years. But there’s a difference in this particular rebound.
From booking the trip to the cab ride home, technology has changed the travel experience. Today, technology has become the traveler’s constant companion. At its best, it eliminates the bottlenecks of the past, reduces stress and saves time. It’s a different story when the robot on the other end of the phone insists you’re saying Bulgaria, not Baltimore.
Machines today may provide as much or more customer service to airline passengers, hotel guests and rental car customers than humans do. It’s now possible to check into a hotel room — or order a drink at the bar — without coming in contact with a hotel employee. It’s possible to rent a car without human interaction. And many air passengers reach the jet bridge at the gate before encountering an airline employee — who scans their boarding pass with a machine.
Machines have been taking over from humans in other service industries for years. You can buy a gallon of milk at the market or a gallon of paint at Home Depot without a cashier by using a self-serve device at checkout. Many people are so hooked on ATMs, they never set eyes on a bank teller.
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But customer service technology has taken hold in the travel industry only in the last few years, partly because of strong labor unions and tradition. In the disastrous travel downturn following the Sept. 11 attacks, airlines fighting for financial survival cut 150,000 jobs and replaced many with technology.
Voice-recognition software and travel websites took the place of many airline reservation agents. Some ticket agents were replaced by self-service check-in kiosks at airports. Although the changes cost thousands of jobs, airlines found that many travelers love the impersonal devices that let them zip through the airport.
A look at how technology is changing the travel experience:
Hotels
Self-service kiosks cover most bases
Hyatt Place, a new limited-service hotel chain launched two years ago, shows where hotel technology is heading.
There, guests check in and get their room key from a kiosk in the lobby. They order a snack from the kitchen and pay for it using a touch screen. They have the option to order up a sitcom they just missed on network TV. Before leaving for the airport, guests may stop by the lobby kiosk to print out their
boarding pass.
New technology is sweeping through hotels up and down the luxury scale. It’s caught on especially with younger travelers, who have grown up with automation. Hilton surveys show more than a third of its customers carry an iPod, 89% carry a cell phone, and 49% have a high-definition TV at home.
“Our guests are coming in with new expectations, because the technology has really arrived,” says Hilton Hotels executive Robert Machen.
The hotel industry postponed investing in major remodels after the 9/11 attacks, when travel plummeted. In 2004, when hotels started making money again, technology and customer acceptance had evolved to the point where tech upgrades made sense.
Those self-serve kiosks are popping up in hotel lobbies everywhere. Hyatt has them at 70 hotels. Hilton has them at 412 Hiltons and Embassy Suites. Marriott will have them at 40 hotels by January, and will test them at Courtyard hotels later this year.
Tabletop computers may become common. Sheraton is installing them in lobbies and bars of its biggest hotels. Produced by Microsoft, the touch-controlled, waterproof computers go for $10,000 each. The horizontal screen and controls are flush with the tabletop, so
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they double as ordinary furniture. Guests may use them to order a drink or access the Internet to find directions or the closing time for a nearby museum.
Boutique chain Thompson Hotels will install a James Bond-style security feature at two new sites: a room lock system that reads a guest’s fingerprints before opening the door.
They’re coming to Thompson Lower East Side in Manhattan, which opens in February, and Thompson Toronto, set to open in early 2009.
Thompson co-owner Stephen Brand-man says they’re installing the locks in just two hotels initially to make sure they work. Employing the “latest, greatest gadget” can backfire, he says, if guests get confused or a device malfunctions. Not surprisingly, hoteliers are investing most heavily in entertainment, equipping rooms with large, plasma-screen, high-definition TVs. Hilton’s research shows that nearly 98% of guests have the set on for more than three hours a day. Guest rooms at all J.W. Marriott, Marriott and Renaissance hotels will have high-definition, flat-panel TVs by the end of 2009.
Technology has even invaded the bathroom. The Westin Chicago River North is testing the Brondell Swash 800, a $1,000 throne that combines a toilet with a bidet. It has a heated, germ-resistant seat, uses warm filtered water to wash,
and a dryer to finish.
Airlines
Paper tickets may go away
The airlines’ widespread use of new technology has had at least as much to do with cutting costs as with improving the customer experience. In nearly all cases, the increased use of technology has allowed airlines to reduce the number of employees needed to interact with passengers.
The most noticeable change has come in ticketing. By May, it will be almost impossible to buy a paper ticket from any airline in the world.
That’s a big change from 2000, when about 59% of all tickets sold in the USA were “paperless.” Last month, that figure was 99%.
In the future, the paper boarding pass could become as rare as a paper ticket. Air Canada said last week that for many of its non-U.S. flights, it’s giving travelers the option of getting what essentially is a picture of a boarding pass bar code on their cell phones. To board, a traveler can call it up on the phone’s screen and pass it under an electronic reader. The system is also in limited use in Asia. Many travelers have come to appreciate the ability to check in via the Internet before leaving home or the office. Many also like airlines’ flight status notifica-
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tions sent to cell phones or computers hours in advance of departure time.
But not all travelers think new technology is friendly. Ron Stagner, a regional sales manager who travels about 40 weeks a year on business, hates lengthy voice menus and websites delayed by slow-loading graphics. Dealing with technological overkill “takes a lot of time I don’t always have, especially if I’m changing flights,” he says.
Fernando Mariano, an international public relations executive from Orlando, says trying to navigate the voice-recognition systems that most airlines now use to answer calls can be daunting for those, such as him, who are not native English speakers.
“When offering voice recognition, airlines should also offer an option to use the keypad,” he says. (Hint: Speaking the word “agent” or “representative” usually prompts the system to transfer you to a human.)
Competition is pushing the evolution and expansion of in-flight entertainment technology. When it began flying seven years ago, JetBlue was the only U.S. carrier offering live television programs. Several carriers, including Frontier, Virgin America and, on transcontinental flights, Delta, now offer similar programming. Others are watching consumer reaction to decide on following. Holding them back: costs of retrofitting hundreds
of planes with systems that can cost up to $1 million per plane.
In the meantime, enhanced versions of existing in-flight entertainment technology are moving into airline cabins — especially business class and first class, where airlines can charge higher fares. Most now offer a wider variety of movies, music and TV shows in premier cabins.
The next frontier: in-flight broadband service. In 2006, aerospace giant Boeing shut down its money-losing broadband service, which had been available to passengers on several foreign carriers. But now, airlines and service providers are making a new push to make the service available to passengers. They’re working with improved technology that costs less to install and maintain.
Cars
Bypassing the lines
Rental car companies are looking to technology to improve efficiency and save travelers’ time.
At three airports, Alamo Rent A Car last year began testing self-service kiosks that allow travelers to avoid lines at rental counters when checking in. The company now has 152 kiosks at 60 airports. Hertz opened its first eight kiosks
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Avis said this month that it has a new online booking tool that will make it easier to make, check or change a reservation with a BlackBerry or other Internet-enabled portable device. In the past, data sent from the Avis website did not fit mobile devices’ small screens.
Inside rental cars, upgrades such as improved navigation systems, toll-collection devices and satellite radios make drives more relaxing. The devices also bring in extra revenue for car rental companies. All charge daily fees for the navigation and toll-collection devices, and Hertz charges for satellite radio.
In January, Avis announced a portable device that, for $10.95 per day, provides wireless Internet access. The device plugs into a car’s power outlet or uses another plug for any electrical outlet, providing Internet connectivity “anywhere,” including hotels and restaurants. Renters can also get wireless Internet at 40 Hertz airport locations for $4.95 daily.
Hertz introduced the first navigation systems in 1994. It now has more than 60,000 NeverLost units in service. Traveler Larry Hotaling, who assists companies entering the Asia market, says Hertz’s NeverLost system is great to have in an unfamiliar city.
The seven other major car rental companies also offer navigation systems.
National and Alamo began offering them in January, and Enterprise introduced its Garmin StreetPilot c340 system last year.
Avis last year unveiled a “Where2” system, which, it said, was the first navigation system with “real-time traffic alerts and Bluetooth connectivity.” A Garmin navigation system introduced by Dollar Rent A Car and Thrifty Car Rental in July offers traffic information and Bluetooth connectivity. Business traveler Jeff Griffin of Connersville, Ind., likes a navigation system and a satellite radio in his rental cars. “I enjoy having both in the car so I don’t have to take mine,” says Griffin, who is in the software training business.
Electronic toll payment began appearing in rental cars last year when Avis and Budget installed transponders in vehicles at 117 locations in the New York and Houston areas. The companies expanded the program to all locations in the Northeast, Chicago, Florida, Colorado and Puerto Rico. Renters pay $1.50 to $2 daily, plus tolls.
Hertz offers electronic toll payment for vehicles rented at 10 East Coast airports, its Manhattan locations and in Houston. The cost for renters is $2.50 daily, plus tolls. Dollar and Thrifty offer electronic toll payment in Dallas, Houston and Denver. They charge $8.95 per day, and tolls are included.
But not all frequent travelers are in love
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with car rental companies’ new widgets. Steve Crawford of Bend, Ore., says the technology varies a lot by car rental company, so there’s a “learning curve” that’s not always worth the effort.
“The last thing you want to do when you pick up a car is sit in the parking garage and learn a new system,” says Crawford, whose company makes military souvenirs.
“Heck, sometimes it’s a big enough challenge to find the gas-door release.”
vehicles(�1percent),followedclosely by checking in for an airline flight (46 percent)andmakingadepositora withdrawalatabank(�2percent). Morethanone-third(3�percent) saidtheywoulduseself-servicetechnologytocheckinatahotelormotel.
Theprospectofgreaterconvenience and time savings ultimately can influ enceaconsumer’sdecision-making process.Morethan�3percentof surveyrespondentssaidtheyhave chosenoneproviderofgoodsorservicesoveranotherbecauseitoffered theoptionofusingaself-servicekiosk orotherself-servicedevicetohelp reducewaittime.
“Initially,weplantodosingle-purpose kiosks,butweareinterestedinlookingatmulti-purposekiosks,including the capability of checking in for flights andprintingboardingpasses,”Mc-Crackensaid.“Ithinkitisjustgoing totakeusertestingtoseeifwecan makeitsuccessful.
“UsingtheIBMHotelsolutionalong withIBMNetCDS,hotelshavesuccessfullyincorporatedamuch-needed functionforhotellobbies,”Chan said.“Nolongerdoesaguesthave torequesttheirboardingpasstobe printed, find a printer in the business centerorarriveearlyattheairportto check-in.”
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There are three words that should not apply to any kiosk deploy-ment: out of order. Those who already have deployed kiosks will tell you this is one area that will hamper any sort of long-term self-service plan.
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Forinstance,ahotelstayisnotjust aboutacomfortableandcleanbed. It also is about the efficient design of thefront-deskarea,thedécorofthe lobbyandtheroutetotheelevator.If the front desk is difficult to find, the décorisuglyortheelevatorlocation isunclearandpoorlylocated,the guestexperienceisimpacted.
“The graphics need to reflect the hotel brand,” he said. “The flow of the applicationneedstobesimpleand functional.Itneedstobeadelightful experience.Itshouldofferamenities attheappropriatetimes.
Chapter 4: Give it a face everyone’s mother could love
Kiosks should not look like they came from the garbage dump. Usability and aesthetics are important to factor in when placing a kiosk in the hotel environment.
“Breakingtheherdmentalityisa keyconcepttokeepinmindwhen determiningthepositionofthekiosk and the flow of guests through a hotel lobby,”saidRobertChan,practice leaderforIBMCanada’se-access solutions.
“Thereweretwomainissuesthat promptedustothinkaboutmobile check-inpoints,”Eslicksaid.“Firstly, whenyounormallythinkofa3,000roomproperty,youthinkoftowers. We have only five floors and our roomsandfacilitiesarespreadout overasquaremile.
“Secondly,becauseoftheconventions,guestarrivalpatternscanbe quitedemanding.Weoftenhavea large influx of guests within a short timeframe.Forsomeconventions, wemayhaveover2,000delegates arrivingintheafternoonorevening before.Wecommunicatewiththe meeting/conventionplannersabout theanticipatedarrivaltimeofdelegates.Thatallowsustopreparefor
“Breaking the herd mentality is a key concept to keep in mind when determin-ing the position of the kiosk and the flow
of guests through a hotel lobby.” — Robert Chan, practice leader for IBM
“Wecangreetyouatthecar,assist youwithyourluggageandatthe sametimewecancheckyouin,”said Tom Xavier, director of front-office operationsfortheOprylandHotel. “Youdon’thavetowalktothereceptionareaandstandinaline.Wecan alsomeetyounearbyyourroom,or dogroupcheckinanyofourlobbies orrestaurants.Wirelesscheck-insets a very good first impression.”
Eachday,thousandsofguestsvisit HyattRegencyChicagoforconferences,eventsandmeetings.Due to the high-traffic volume, traditional meansofdirectionalinformation,such aseaselsandprintedsigns,werenot
providingtimelyupdatesasinformationchanged,andtheyalsocaused clutter.TheHyattchoseHospitality Partnerstointegrateafulldigital-signage, wayfinding solution to better meettheneedsofhotelvisitors.
“NotonlyaretheNECLCDdisplays anddigitalsignagesoftwarefunctional and beneficial to hotel guests, buttheyalsoprovideanelegantly pleasingadditiontothehoteldécor,” MartinKwitschau,chiefexecutiveof HospitalityPartners,saidinanews release.“Thedisplay’ssleekframe andthescreenqualityenablean extremelyhigh-colorscheme, whichallowsimagesonthedisplayto matcheachlocationwithinthehotel. Thedisplayslookgreatandservea usefulpurpose.”
ThecombinationofNECLCDdisplaysandOmnivexsoftwareeliminatesordecreasestheneedfor gueststoreadprintedsignsorconsulthotelmanagementfordirections totheirmeetingrooms.Thesolution can display real-time traffic, fore castedweatherorup-to-the-minute flight status. The Omnivex software customizesallthecontentbasedon timeofday,locationandclientrequestsandhasthecapabilitytodirect individualmeetingattendeestothe propermeetingroomutilizingRFID technology.
Three tips for placing a kiosk ByRobertChan,practiceleaderforIBMCanada’se-accesssolutions
• Line of sight Put the kiosks in the flow of traffic from the entrance to the front desk. Don’tputthemwheretheyarenoticedonlyafterthecheck-inisdone.Don’tmake the position of a flower pot more important than the kiosk. If you have welcome greetersforguestsastheyarriveintoyourhotel,doyouputthembehindapoleor attheendofthecounter?
• Position well during wait time Line of sight and line of flow will help. However, people still will miss the kiosks as theyarepreoccupiedontheirjourneytothefrontdesk.Whilewaitinginline,guest attentionfocusestothetaskathand. A customer’s goal usually is to find an available agent. He may be next in line to be serviced or fifth in line. In either situation, the customer is focused on getting to the frontdesk.Butifheseessomeoneinfrontofhimgotothekiosk,hecanbeencour agedtowalkoveranduseit.Whatdoeshehavetolose?He’slastinlineanyway. Once the first person goes and is successful, the herd mentality kicks in and an otherpersongoes.Don’tunderestimatethepoweroftheherdmentality.Itcanbea positiveandnegativecontributor.
• Advertise Usesignagetopromoteawareness.Therecanbelobbysignageorin-roomsig nage. For large hotels, put signage near the convention areas. E-mail notification alsoisagreatwaytoannounceandprepareforguestforarrival.
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Deployingakioskisallaboutoperating the process efficiently and making itpartoftheexperiencetheguest has.It’snotdifferent,andit’sseamlesstothewholeprocess,saidClyde Dishman,NCR’sdirectorofhospitality industrymarketing.
• Is the kiosk pleasant to look at? Doesitmeetthehotelbrandand lobby design? It is a reflection of the teamanditneedstomeetthesame levelofexpectation.Therefore,the design of the kiosk needs to fit the lobby.IBMhasseveralmodelsof kiosksfromfreestandingandcountertoptokiosksdesignedintothemillwork.Manycoloroptionsareavailabletosuitanylobbyenvironment.
• Punctual and ready to work? Thesearehandledbythereliability androbustnessofthekiosksolution. Asstatedearlierinthisguide,the kioskneedstoachieveahighlevelof
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• Does the job and shares the load? Thisisachievedbymakingsurethe kioskdoeswhatisexpected.The kioskmustnotbeadragontheperformanceofthefrontdesk.Itshould helpclearqueues.
• Does other things than just check-in/out? Thehotelneedstoconstantlylookat whatelsethekioskcandoduringoffpeaktimes.Ofcourse,during thepeaktimes,onlythekey featuresshouldbeofferedwith theothersdisabled.
TheHyattHotelsbrandisoneofthe hotel chains that have benefited from self-serviceandmovingstaffduties fromthefrontdesktootherareas wherecustomerserviceisneeded. MattAdams,vicepresidentandmanagingdirectoroftheGrandHyattNew York,saidheseesthekiosksasabig stepinhiscompany’splantoserve itsguests.
TheGrandHyatt,locatedintheheart ofmidtownManhattan,contains11 check-inkiosks,10inthelobbyand one on the hotel’s club level. The first twowereinstalledinearly200�,with theotherscomingasguestusage increasedsteadily.
“The front-office staff is now able to focusonofferingpersonalizedguest serviceinsteadofjustchecking peopleinandout,”hesaid.
Fortheemployeesthemselves,many haveembracedthechangetoselfservice.MikeKieselisthedirectorof roomsattheHyattRegencyinLouisville,Ky.He’smannedafrontdeskfor 1�years,fromthetimehoteldesks first were automated via computer. Sincethen,computershavecrept slowlytothefrontofthedesk,where customerscannowcheckthemselves inviakiosk.
Whileunionactivitieshavefailedto put a damper on a strong profit recov eryinthehospitalityindustry,wage increasesareloomingasoneofthe biggestchallengesfacinghotelsin
thecomingyear.
Labormakesup��percentofhotel operatingexpenses,accordingtothe Atlanta office of hospitality consul tantsPKFConsulting.
Expenses — payrolls, benefits and training—arerisingfasterthan inflation rates, PKF said, with labor costsperavailableroomclimbingto anestimated$13,83�in200�from $12,��0in2002.
“They’vebeenabletoincorporatethe kiosksasteammembersthemselves,” hesaid.“Asopposedtoreducingstaff, andHiltonandEmbassySuiteshave neverseenitasawaytoreducestaff, they are increasing the efficiency of gettingguestscheckedin.”
More than 500 IBM hotel check-in kiosks, the majority of them IBM Anyplace kiosks, are deployed by the Hilton brand. All of the kiosks are located at Embassy Suites and Hilton hotel locations.
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Thetechnologyinterfaceswith27majorairlines.Toprintboardingpasses, hotelguestsfollowthesimplestep-bystepinstructionsonthekiosk.Using theairlines’ownWebpages,they can check in for their flights, change seats,requestupgradesandprinttheir boardingpassesatthekiosk.Thereis nocosttotheguestforthisservice.
Additionalexistingfeaturesofthe Hiltoncheck-inkiosksincludeenablinggueststoviewtheirreservation, checkintothehotel,obtaintheroom keyandviewpre-arrivalmessages. Attheendofthestay,travelerscan checkoutatakioskbyreviewingtheir bill, confirming or changing the pay mentmethodandprintingore-mailingacopyofthereceipt.Hotelstaff istrainedtogreetguests,answer questionsandassist,ifneeded,atthe kiosks.Traditionalfront-deskservices andguestassistancewillcontinueto beavailabletoallcustomers.
“Much like you check to see if your staff has their hair combed and their
shirt tucked in, you check the kiosk to see if they have paper and if they are
working correctly.” — Robert Chan, practice leader for IBM
Canada’s e-access solutions
The following is a copy of a news release Hilton issued when the kiosks were placed at the Honolulu airport.
HONOLULU, Sept. 8, 2004 — Hilton Hawaiian Village Beach Resort & Spa and the Honolulu International Airport will offer self-service kiosks that will allow Hilton guests to check into the hotel and get their room keys — before they even claim their baggage and leave the airport. Hilton is installing four kiosks at the airport, two each in Baggage Claim areas “G” and “H,” which serve United, Continental, Northwest and American Airlines.
The kiosks will be readily identifiable with Hilton signage. Hilton and IBM developed the kiosk hardware and software and began testing it in lobbies of selected hotels on the U.S. mainland in January 2004. Hilton is on target to install 100 kiosks in 45 hotels by the end of 2004. Hilton believes this is the first full-ser-
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vice hotel kiosk in an airport. Hilton Hawaiian Village is also installing three kiosks in its Main Lobby to provide guests with an alternative to the high touch service associated with a traditional front-desk check-in. The kiosks may also be used for check-out or as a private check-in solution for large groups.
“We are delighted to work with the team of the Honolulu International Airport and Hawaii Department of Transportation on this important leap forward in the travel and tourism industry,” said Peter H. Schall, senior vice president of Hilton Hotels Corporation — Hawaii Region and managing director of Hilton Hawaiian Village. “Cooperative efforts such as this are yet another example of the commitment by the state and the tourism industry to keep Hawaii at the forefront of customer service and technology.”
The kiosks function in much the same way as airline self-service kiosks for air travelers using e-tickets. After inserting a credit card for identification purposes, guests can follow a set of simple onscreen instructions and utilize the touchscreens to check into the hotel. The kiosk displays the traveler’s reservation information, offers a room based on the customer’s known preferences, which the customer can accept or change, issues a room key and provides printed room directions and information. The kiosks can also offer guests the opportunity to upgrade to more premium accommoda-
Hilton Hawaiian Village Beach Resort & Spa and the Hono-lulu International Airport offer self-service kiosks that allow Hilton guests to check into the hotel and get their room keys before they claim their baggage and leave the airport.
tions than originally reserved, should the guest desire. Hilton guest service agents will be on hand at the airport to answer questions and assist guests in the check-in process.
Hilton’s long term commitment to personal service and a warm welcome adds to the convenience, control and efficiency the kiosk check-in provides. Guest service agents will also have access to Hilton’s entire technology platform OnQ via Xybernaut Atigo wireless, handheld computers.
A guide from Kiosk Marketplace | Self-Service Check-in at Hotels and Motels | Sponsored by IBM Corporation 3�
At the end of the stay, the traveler can check out at a kiosk in the same fashion by reviewing and confirming their bill and printing out a receipt for their records. At check-out customers can also change their payment credit card, enter HHonors and airline frequent flier account numbers and request an e-mail copy of their receipt.
“This is the trend of the future,” said Dieter Huckestein, president of hotel operations, owned and managed, Hilton Hotels Corporation. “Seasoned travelers, whether on business or vacation, value time and convenience. At Hilton, we continue to explore new technologies to meet their needs, and we hope to roll out this technology in other locations around the country in the future.”
“These kiosks are an exciting addition to an array of high-tech services we already provide our guests at Hilton Hawaiian Village,” said Schall. “With high-speed Internet access scheduled to be in place in all of our of guest rooms by the end of the month, wireless Internet access in many of our meeting and public areas and an impressive array of technology-based services throughout the resort, even the most tech-savvy guest can stay connected at the Village.”
A guide from Kiosk Marketplace | Self-Service Check-in at Hotels and Motels | Sponsored by IBM Corporation 3�
MA: Our guests have benefited from theeaseandspeedofuse,especially inourlargerconventionhotels.Iwas attheHyattMiamitheotherday. Whencruiseshipguestsareready todepart,theydon’thavetowaitina lineoraqueueforfront-deskstaffto handleit.
SSW: Have you seen any demon-strable effects in cost savings?
MA:We’llseethatbytheendof200� forsureasourdeploymentsandrolloutsinhotelsincreasetremendously. Ourgoalinconvertingagentsfrom transactionstocustomerservicewill definitely create efficiency. There will be significant cost savings by the time wehavethemalldeployed,moving throughthisyear.
SSW: What features are most popularly used on your kiosks?
MA:Theabilityofthekiosktomanageroomlocation.Theycanactually goinandselectwheretheirroom islocatedinthebuilding,selectby high, medium, low floor, close to the elevatorornot.Anotherthingwe’ve seengoodusageonismakingsure theirfrequenttravelerprogramsare loadedproperly,sothatthey’rereceivingtheircredit.Wehaveaseries ofenhancementswe’realsorolling outinthenextphaseofoursoftware releasetochoosefoodandbeverage amenitiessotheycanchoosewhat timetheywantitdeliveredandnot havetousethephone.
SSW: What have you upgraded so far?
MA:We’reatthenextphase,which willaddthegoldpassportinformation. Butwe’reworkingonsomeotherfeatures,thewaythatitprocessesdebit cards more efficiently. We’re looking
A guide from Kiosk Marketplace | Self-Service Check-in at Hotels and Motels | Sponsored by IBM Corporation 37
atthekiosktobecomethebasisfora boardingpassinterface,soyoucan alsoprintoutyourboardingpassat thattime.WewanttodeployaWebbasedboardingpasscheck-inproduct.Ifyou’regoingtoL.A.fromNew York,youlogintotheWebsite,and beforeIgototheairportI’malready checkedinandhavemyroomnumber. We think it will be a real benefit toourcustomers.
SSW: What is your personal favor-ite hospitality self-service device?
SSW: What will the next step in hospitality self-service be?
MA:That’sanotherproductwe’re intheprocessofdeveloping:the abilitytoretrieveyourguestfolio, likeyoucandonowwithanyofyour creditcardstatements.Thatway,ifI checkout,Icancallmyassistantto processmyexpenseaccountwithoutwaitingformetogetbacktothe office. I can completely eliminate the check-outprocessatthehotel.That’s thenextwave.
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This article originally appeared in March 2007 in Self-Service World magazine.
MikeKieselisthedirectorofrooms attheHyattRegencyinLouisville, Ky.He’smannedafrontdeskfor1� years,fromthetimehoteldeskswere first automated via computer. Since then,computershaveslowlycreptto thefrontofthedesk,wherecustomerscannowcheckthemselvesinvia kiosk.
SSW: How has the hotel front desk changed since you’ve been there?
Theresultofthedeploymentwas a significant increase in customer volumeandsalesforthestoreswith kiosks,Snydersaid.Therestaurants neededtheformerorder-takersin thekitchentokeepupwiththeextra traffic that was moving through the restaurant.
“Theairlinescontinuetodoitright,” saidFrancesMendelsohn,president ofSummitResearchAssociates.“The airlineswhotookthetime—and patience—toshowtheelderlyhow to use the kiosks reaped the benefits. AmericanAirlineswasparticularly effectiveinbeingproactiveingetting peopleoutoflinetocheckinatthe kiosks.”
BillLynch,vicepresidentofself-service for financial and bill-payment kioskmanufacturerSourceTechnologies,wasobservingapilotprojectof financial kiosks in a bank. As an el derlywomanleftthekiosk,heasked herwhyshechosetousethekiosk ratherthantheteller.
Myth #3: The more features on a machine, the better
Kiosksusuallyaredesignedtocompleteonetask,suchascheckingout of retail stores or checking into a flight attheairport.Imagineifthosemachinesofferedaplethoraoffunctions. Suddenlyyou’rewaitingtopurchase agiftcardatakioskwhiletheladyin front of you fills out a credit applica tion.Moreisnotalwaysbetter.
Whenintroducingself-service,Mendelsohnsuggestsbeginningwitha few applications to see how they fly withcustomers.Fromthere,youcan addnewapplicationsortakeaway unnecessaryones.
Industryexpertsunderstandthe benefits as well as the limitations of self-servicekiosks,butonecommonlydiscussedmythisthatkiosksare kryptonitetobusinessproblems.
ogy,”saidBrianArdinger,seniorvice president and chief marketing officer forkiosksoftwaredeveloperNanonation.
EvenATMsdidn’tcatchonrightaway. MostpeoplefoundoutabouttheadvantagesofATMswhentheymadeit to the bank five minutes after closing timeandwereforcedtousethem.
Companieswhodon’thavethe budgetforanationaladvertising campaignstillcanpromotetheirkiosk programs.Oneofthemosteffective methodsofintroducingpeopletoselfserviceistohaveanattendanton hand to walk people through their first interaction.
Forakiosktotakeoffinpopularity, notonlymustitbereliableandeasy to find, but people must recognize the advantagethekioskwillbringthem. Aneffectivesignagesolutiondraws attentiontothemachineandgives deployersachancetonotifycustomersofitspurpose.Thesignagedoes nothavetobedigital,butahow-to videoisagreatwaytointroducea kiosktocustomers.
A guide from Kiosk Marketplace | Self-Service Check-in at Hotels and Motels | Sponsored by IBM Corporation ��
“Anattractloopcanhelpagreat deal,”Mendelsohnsaid.“Peoplehave toknowwhatthekioskisallabout before they will lay a finger on it. They arenotasadventurousasyouthink.”
ForQSRsandanyretailkioskdeployment,theartoftheupsellstillmust includeapersonalizedapproachto salesthatinformscustomersofthe valuetheycanreceive.Forakiosk, itsabilitytoremembercustomersand offer specific suggestions can help upselling.
Themaintenanceplanreliesonhavingemployeescapableofsimple maintenance,suchasaddingpaper orinkorremovingmoney.Ifitisa more serious problem, employees fill thekiosk’srole,whetheritisaservice ortransaction.
