ATLANTA? Just what does a chief information officer concern himself with these days, besides getting his hotel company Y2K compliant? Executives of three of the largest hotel companies were on hand at HITEC (the Hospitality Industry Technology Exposition and Conference) in Atlanta in June to talk about their evolving roles as they strive to synergize all elements of their companies? from property management systems to central reservations ? with the new technology tools available. Implementing hotel operations systems that interface well with each other is a key CIO role, according to panelists Rick Warner, senior vp/hotel systems, Bass Hotels & Resorts, Scott Heintzeman, vp/knowledge technologies for Carlson Hospitality Worldwide and Jim Harvey, executive vp/CIO, Promus Hotels Corp. Quality information is based on consistent, integrated systems, which means you need consistent technology, said Harvey of Promus Hotels Corp. What should a CIO do with the rewards of having access to such streamlined information? ?A CIO should analyze the past, look to the future and help general managers predict the future,? said Harvey. ?[CIO?s] should help [the general manager]know how to price, how to bond with the customer, how to buy and settle, and how to recognize the customer every time he comes through the door.? Promus [by the first quarter of 2000]will have consistent technology across all its brands, said Harvey. To create a synergistic environment, Bass Hotels & Resorts is looking at replacing all of its PMS systems worldwide, revamping its central reservations system, and overhauling its revenue management system, said Warner. ?When you look at all the systems out there, it?s fragmented from property management systems to PBX phone systems because everything is bid out separately,? said Warner, speaking of a general problem in the hotel industry. With Bass? newest brand, Staybridge Suites, all of the systems were selected at once to ensure synergy, he said. Carlson?s Heintzeman agreed that today?s CIO is thinking about system integration and enabling a seamless flow of information. Heintzeman said overall, his 1999 initiatives are to grow brand value, RevPAR and customer satisfaction. ?Taking care of the customer is a tremendous part of what a CIO does,? said Heintzeman. Doing that requires integrating the use of two very different corporate departments, marketing and technology. Keeping those two elements aligned, and on the same track, is a key role of the CIO, he said. Harvey of Promus agreed that customer service is a key CIO role. ?Successful brands are focused on their customers and on service delivery,? he said, noting that technology should be used to get customers into their rooms as quickly as possible. ?Brand success is driven by fast execution of information, every day,? he said. Being able to respond quickly to the rapid advancements in technology is another challenge for the CIO. ?Things are moving so quickly,? said Warner, ?If we take the time to examine it slowly, competitors will pass us by.? Don?t let worries about your balance sheet necessarily slow you down when you?re trying new things, either, warned Warner. ?Don?t try to get ROI off of everything,? he said. But since there are so many new elements out in the marketplace, be prepared for constant change. ?I see tremendous consolidation as far as technology players,? said Warner. ?I believe because of rate of building technology solutions, they need to be built in such a way that they can be pulled in an out quickly.? What?s a CIO?s recommendation for dealing with bottom line issues? Don?t be afraid to spend on the future, said Harvey of Promus. ?Information is only as good as the lowest common denominator, so raise the bar, and invest in technology.?
