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Curious where social media is going? The travel industry leads the way
In the world of marketing, nothing emphasizes a faster change in popularity or trend than social media.
- Just when a social media manager believes they've figured out Facebook's algorithm, it changes.
- Think implementing a strategy with Snapchat is the solution to hitting target audiences? Here comes Tik Tok.
- That brand new influencer with millions of engaged followers you just signed? They just entered the news cycle with questionable posts right after pushing your brand.
In social marketing, early adopters are rewarded. Those who pass over trends or are late to the game, will miss fantastic opportunities, and, of course, risk ridicule or mockery by more social-savvy users.
It's easy to see which trends are relevant right now and build a strategy around current viral posts and innovative tactics, but how do you predict what's coming next?
Customer behavior is in a constant state of evolution. How can an agency, in-house team or other social specialists, build content to stick with followers and increase awareness for prospective clients and future fans?
Where can you look for inspiration? Key indicators are available, ready to guide your organization to accomplish its comprehensive social media strategy.
In fact, one industry has been at the forefront of social innovation: Travel and tourism has been leading content sharing well before the conception of today's popular platforms; a consistent trend for years.
Inherently social
Travel has always been social. Not simply traveling with friends and family, but sharing our travel experiences with others. Before the rise of today's social media giants, travelers were eager to provide social media-type feedback to family, friends and strangers around the globe.
What used to be organized photo albums and slideshows for friends and neighbors, have been replaced by blogs and Instagram posts.
Whether planners were in need of information and reviews regarding potential vacation destinations and activities, or vacationers were looking to boast about their experiences, passing information has evolved from speaking to someone face-to-face, and reading detailed brochures, to leaving reviews on sites such as TripAdvisor – a prime example of social media before social media.
Of course today, social media posts on Instagram, Facebook, Twitter and all other platforms are the most exciting and efficient ways of spreading information to your friends and family.
The third-party endorsements of destinations and activities from the consumers' point of view are truly impacting future plans of other travelers, who monitor social sites for recommendations. These connections with the like-minded have become vital to destinations as posts become more visual.
So, why were consumers sharing, rating and reviewing trips before the social media takeover?
To be frank, vacations are expensive – a high-stakes purchasing decision.
As marketers, we learned early that a trusted evaluation of an experience is important to those ready to spend the time and money on a high-priced activity. Unlike the ease of ordering, trying and returning products such as clothing, vacations are one of the most expensive purchases consumers make, and you'll be hard-pressed to receive a refund for an unimpressive travel experience.
Traveling is a highly personal product – costs, safety and overall level of fun are not taken lightly.
Sharing everything
No matter where you are, or where you've gone, there have always been opportunities to socially share or receive information about your trip.
When social media, as we currently know it, launched in the early 2000s, it was a game-changer for the travel industry, placing a more intricate spin on sharing and researching details about potential vacation itineraries.
It can be challenging to identify the cause and effect of social media trends as they continue to ebb and flow, almost daily. Are consumers behaving differently due to platform features and algorithms, or are the consumers forcing these changes from the platforms?
From our experience in the travel industry's social media landscape, there are four trends that a marketer must identify – all of which have a tremendous impact on the travel industry, and are fundamentally relevant to non-travel businesses looking to succeed on social media.
The rise of niche communities
With 3.5 billion people on social media, how many of these users are relevant to your brand?
Users are taking advantage of social media to stay connected to family, friends and only those brands they love.
Travel and tourism has been at the forefront of developing niche communities, with groups, or "artificial walls" put up by brands to segment and target their audiences. Brands develop opportunistic groups to pull prime targets in to discuss travel plans, recommendations and more.
Groups such as "It's Orlando Time," filled with dedicated travelers in the U.K., maintain hundreds of thousands of followers, with nearly 1,000 posts every day about traveling to Orlando, Florida.
There are so many opportunities to share and learn on social media, but groups like these are followed due to their direct impact on its community. Brands monitor the deep and passionate thoughts and insights in real time, and add any relevant content to increase participation.
There are countless groups of all sizes, for road warriors, who share detailed insights on how to exploit loopholes in frequent flyer programs, and those who simply vent their frustrations when hotels and other providers do not meet expectations.
These dedicated groups have set the example for productive social sharing, especially as brands figure out a way to interact with their customers in these new environments, even without control over messaging.
Social sales
Social media is driving purchasing decisions. The phenomenon of repeating what you see on social media began as users became inspired by travelers they aspire to be. (Looking at you, Instagram Repeat account)
Whether they be travel-, fitness-, food, or even laundry detergentrelated sales, these posts inspire consumers to mimic social media by purchasing and eventually posting.
Platforms like Instagram are no longer simply providing inspiration, but they're also making it increasingly easy to shop right from the app.
Like many other businesses, the travel industry struggles to completely attribute what part of their sales are driven by social media, especially as travel is less of an impulse buy.
The most forward-thinking travel marketers have come up with very sophisticated attribution models, which allow them to track consumers as they see the content and subsequently make a purchase.
Social customer service
Customer service has boomed on social media. Yes, it's an opportunity to engage with consumers who've had negative and positive experiences, but it also means responses are expected in real time.
Social media has empowered consumers, who are not afraid to use that power – just ask any person responsible for community management of an airline's social channels.
Any cancelled or delayed flight, changed seat assignment, service animal, unruly passenger or disruption can lead to an onslaught of angry tweets or messages.
For years, travel industry leaders have been reaching out and solving problems for customers through social media platforms (or travel review sites), whether it's a mismanaged hotel room or flight cancellation. For the travel industry, immediate responses have been vital to ensure today's guests don't miss flights and are comfortable during their travels.
This type of customer service is spilling over into other industries, and they should take their cue from the tourism giants who have perfected solving customer service issues, quickly, effectively and personally.
Brand connectors
Social media influencers discovered travel before other verticals, and are now everywhere – even causing some hospitality organizations to ban "influencers" from their properties. So what comes next?
The influencer trend is moving towards those passionate, more targeted audiences (see niche communities above), who might not have the large number of followers, but are more authentic and relatable.
Consumers are no longer influenced by one person who visits a city for half a day. They want the real/authentic view of a local with all the connections.
"Following" a true insider helps build that authentic audience base, that continues to realize the difference between an ad and a shared experience. In other words, don't build an influencer program, build a partnership.
No industry has achieved such strong social media success like travel – the concepts of sharing and enjoying photos, recommendations and reviews has gracefully aged and continues to improve.
It's more important than ever that all brands and industries take note of the important work destination marketing organizations, hotel owners, airlines and conventions bureaus have accomplished to keep up with the changing dynamics of social strategies.
Social media has dissolved the barrier between businesses and consumers – planning/purchasing is at the fingertips of consumers, and feedback is only a click away.
Questions and requests can be resolved with a tweet or Facebook message. Yes, this is the perfect marketplace to provide information to your audience, but understanding the needs and wants of your targets through social media data are key to increasing awareness and the bottom line.
Source: https://www.phocuswire.com/Curious-where-social-media-is-going-Travel-industry-leads-the-way
Measuring product lifecycle and witnessing innovation in social media
Pinpointing the position of social media in its product lifecycle in hospitality was the topic of conversation last week at the Dorchester Collection's Coworth Park, as a group of marketers and business owners from across the hospitality industry gathered in Ascot.
The discussions centred around where different restaurateurs, product and service suppliers, hoteliers, caterers, industry associations and lobbyists see social media now within their wider marketing activity. Linked to where they see the hospitality industry's position in terms of social media's product lifecycle.
The crux of the discussions focused on returns on investment achieved. One delegate shared how restaurants had been filled through Instagram and the strategy and tactics deployed to achieve that goal. Others reflected on the return on investment versus time savings for communications in large teams of people.
Delegates looked at the different channels used, old and new, ranging from the established Facebook to the emerging TikTok, with strategic and tactical lessons shared.
Tone of voice, images, sources of images and image testing, video and calls to action were all reviewed as were use of emoji's, grammar and punctuation. All had a clear impact on the different objectives and campaign measurements applied. Attention to small details had a big effect.
The objective of any such event is to ensure delegates leave with 'take-aways' that can be applied post event.
The observations ranged from seasoned attendees who have shared their experiences previously, enabling a familiar framework to measure by, to newcomers who shed light with a new, different and helpful approach.
One of the delegates taking part that has done previously on many occasions was Simon Esner FIH FIoD, Director, WSH LIMITED. WSH own and operate some of the best known brands in hospitality including BaxterStorey. Commenting on the morning Esner said: "The whole event was extremely well organised and the team at Coworth really made everyone feel welcome and relaxed immediately.
"The attendees were a terrific group of business professionals who all had significant involvement with the discussions, which resulted in me having several 'take-aways' that I know I will be able to utilise personally and professionally.
"Key words, subjects and points for me that will enhance our approach to social media utilisation are 'Authenticity', 'Engagement', 'use of algorithms and their specific platforms' and using Instagram as your 'Inspiration Platform'.
"Lastly, I'm grateful for the information about image libraries. Having looked at the information I know we will be able to learn more and make better use of our approach."
One of the newer delegates was Paul Anderson FIH, M.C.G.C Managing Director, Meiko UK Limited who told us: "I was kindly invited to attend H&C Social last week at Coworth Park, in a small yet collective discussion on social media and the part it plays in modern business.
"It's true I am always pushing the boundaries within MEIKO on social media, and yet I always say I am never an expert. It was so useful to gain ideas and thoughts from great peers of our industry during this meeting that I came away thinking we've not even really started.
"The use of media is so fast, so readily available and requires constant attention to ensure it is correct, valid and fit for purpose…. more or less a full time role to support and underpin the image of a company.
"I really found this meeting extremely useful and I can't wait until the next one."
The mix of delegates was diverse to ensure as many views and perspectives as possible were considered and learned from.
Pat Thomas is a Founder of and Director at Beyond GM, an independent initiative set up to raise the level of the debate on genetically modified organisms (GMOs) in the UK and elsewhere, at both the local and national level. Its activities aim to broaden the discussion about GMOs beyond the abstract, and often impenetrable, scientific and academic arena and out into the public arena. The task of broadening discussions on GMO's is in part achieved through social media, so Pat's input to our discussion was enlightening.
Thomas was enthusiastic saying: "Social media has become such an important platform for sharing not just sterile pieces of information but connected stories that matter about the values that drive us. The social media roundtables are a lively and invaluable forum where individuals can share ideas, challenges and tips for success. Keep them coming."
The discussions looked at many channels and LinkedIn was covered by Neil Fillbrook FCII, UK Managing Director of international banking firm Bank Brokers. Fillbrook reflected on the morning telling us: "The round-table discussion this morning with social-media thought leaders from the hospitality industry at the wonderful Coworth Park was fascinating. It was intriguing to learn from both a strategic and tactical standpoint.
"Our execution of Social media within our wider marketing mix will improve as a consequence of taking part. Several things quickly became clear to me and the takeaway's are many. What on earth is TikTok?!"
TikTok in many ways underlines the incredibly fast changing and emerging technologies across social media. TikTok was launched in 2017 by Chinese business ByteDance, valued at $78 billion in November 2018 and is considered one of the most valuable unicorns in the world. One delegate is already au fait with TikTok and shared his experience and views, Rehan Uddin, Managing Director of the Asian Restaurant Owners Network.
Uddin there representing the 1,500 plus members of the Asian Restaurant Owners Network pooled knowledge and experience from members. His contribution was eloquent and enlightening, his feedback was to the point stating: "At the heart of the Asian Restaurant Owners Network we value and cherish our heritage, but our focus is on creating 21st century dining. Social media is key to everything we do and drives our businesses.
"To get a morning of enlightened discussion and knowledge sharing is not only tremendous use of my time, it allows me to disseminate the learning with our members.
"The conversation was steeped in first-hand experience and it was authentic, I leave today's roundtable with practical guidance I can apply to my own restaurant business and that of fellow members, thank you."
The variety of perspective from around the table provided a wide range of references with many common touchpoints, enabling references to be debated, linked and clarified. One common denominator was that all participants agreed on was that the product lifecycle of social media is in its growth stage. So, although the use of channels by delegates was as diverse as the table seating mix, the overall approach and view to the opportunity was very similar.
Commenting on the range of perspectives, Antonia Robinson, Manager, Public Relations & Social Media – EMEA at Preferred Hotels & Resorts focused on all our end customers, the consumers, saying: "It was interesting to focus the roundtable discussion on the social media product lifecycle.
"It was great to connect with professionals from so many sectors of the hospitality industry and learn more about how everyone uses social media differently within their companies to align with their brand messaging and goals.
"I greatly enjoyed hearing everyone's varied perspectives on how the social media landscape is rapidly shifting and how consumers are crying out for more personalisation and authenticity, which in turn is shaking up how companies are handling their approach across the platforms."
Independent hotels were represented as well as global hotel groups, Preferred Hotels & Resorts and Dorchester Collection. The independent hotel sector was represented by Robert Richardson FIH, GENERAL MANAGER of The Grand in Folkestone.
Richardson raised a number of points including trolling and how to deal with it positively, especially relevant to the many TripAdvisor advocates amongst the group. Richardson was to the point with his discussions and his feedback saying: Today was excellent in terms of the industry diversity of the group, with each delegate having their own specific social media focus, challenges and successes, which made for an insightful debate and allowed me to leave knowing more than when I arrived. Mission accomplished."
The morning saw a group of marketers and business owners who are all innovators through what they are doing in social media gather and talk. Innovation is key driver in our fabulous hospitality industry and as such was it a coincidence that most of the attendees businesses are also market leaders in their respective sectors, we think not.
A few words from the business that sponsored the event and have done every year for the past six years, Armourcoat. "Armourcoat were delighted to participate in the recent social media roundtable from H&C News and act as sponsor for the event.
"Benchmarking good practice in marketing, which social media channels offer the best return, and how to effectively measure success are critical when reviewing budgets and considering MROI.
"The value of creating an open forum for debate is of enormous benefit." Daniel Nevitt, Group Marketing Director, Armourcoat.
Source: https://www.hospitalityandcateringnews.com/2019/10/measuring-product-lifecycle-witnessing-innovation-social-media/
Emotional intelligence: Is EQ the X-Factor that makes successful leaders in the workplace?
Consider a person who strongly believes in "fighting for peace," who under normal conditions behaves moderately, even kindly. They may possibly come to brawl with someone who threatens or challenges their ideology of peace. The reason for their strong reaction is perhaps that they cannot separate themselves from emotions and is heavily invested in their belief in peace.
The emotional dimensions they may not be able to observe are perhaps of the biases with their notion or ideology, limiting beliefs and strong feelings. These emotions drive their feelings, resulting in their behavior and the way one communicates with themselves and others. This unyielding attitude forms a big barrier in one's personal and professional development and growth.
Such beliefs are also the mental impressions that are left by situations, thoughts, actions, and intents which an individual has experienced or learned in the past. These are the sort of psychological imprints that are below the level of normal consciousness and are the root of our impulsive behavior.
When you think of a 'great leader', who comes to your mind?
More often than not, it is someone who is trustworthy and honest, listens to the team, makes informed decisions, connects and collaborates, make others feel comfortable. Someone who rarely loses their cool whatever the problems be.
These are all qualities of someone with a high quotient of emotional intelligence.
That's why emotional intelligence is such an important skill, as you need to tune into your own emotions to tune your performance. The saying goes, "emotions drive people and people drive performance".
Emotional intelligence is also known as EI or EQ is one of the most popular and most researched psychological hypotheses of the 21st century. But it isn't a new subject at all. Old Indian scriptures written 4,000 years ago such as the Vedas, the Upanishads, the Bhagwat Gita have widely covered this psychological aspect of humans.
Thanks to scholars such as Peter Solovey and John Mayer, Dr Daniel Goleman, Dr Richard Davidson, Dr Richard Boyatzis among many others, who have made Emotional Intelligence easily understood by almost everyone today.
"When I wrote about Emotional Intelligence across various forums and discussions there is universality about the message that we can be self-aware, that we can manage our inner lives better when we come from a poised, calm, centered place and relate to other people with empathy, with compassion. The first part — the fundamental part — of emotional intelligence is self-awareness, and I think mindfulness is applied self- awareness," said Dr Daniel Goleman, author of Emotional Intelligence, on its importance. Dr Goleman, who has spent two years in India studying mindfulness, resided in McLeodganj during his India stay.
"During my stay at McLeodganj where Dalai Lama lives, I was studying mindfulness as a practice and also theoretically because I realised there were ancient psychologies in India that understood the importance of mindfulness as the ability for us to shape our mind and not just to be passive victims of how our circumstances shape us. When I tried to bring it back to the west it's taken a while to take off and I think there's hard evidence base that has helped it spread so effectively," Goleman said.
Emotional Quotient (EQ) vs Intelligence Quotient (IQ)
Most of us are familiar with Intelligence Quotient (IQ), which is primarily associated with our logical reasoning, ability to memorise information and retrieve items from our memory. On the other hand, Emotional intelligence (EI) deepens our empathy, our ability to sense the feelings of others.
In the past, it was thought that people with a higher IQ would outperform people with a lower IQ. More recently, thousands of research papers have shown that people with higher EQ outperform in life and it contributes as a dominant factor for success.
In my professional career of the past 30 years, I have come across many situations where leaders/managers with high IQ, technological skills and experience fail to perform when promoted to a senior leadership positions or manage bigger teams. On the other hand leaders/managers with poise, smoothly managing most complex social situations without losing their control and make people comfortable in their presence tends to lead better.
So, what is more important – EQ or IQ? A good balance of both brings the best results for organisational performance, but it is now proven that more often it is the soft skills of knowing how to treat people that are remembered by others, rather than a particular level of intelligence.
Emotional Intelligence has grown popular in organisations — why?
Organisations realised that having employees and leaders with higher emotional intelligence is essential for success. Eventually, who is more likely to succeed – a leader who screams and yells at their team when situations are hot and he's under stress, or a leader who stays in control, and calmly assesses the situation?
In fact, recruiters today rely on the value of EQ as one of the key indicators for a person's performance, teamwork, resilience, and longevity for the position. That's one of the biggest reasons for wide acceptance of Emotional Intelligence as a major factor facilitating to superior educational and professional performance.
Why do organizations want leaders with high EQ?
We are emotional creatures who often make decisions and respond to stimuli based on our emotions. As a result, our ability to grow in EQ has an enormous impact on managing our relationships, decision making, and identifying opportunities. Emotionally Intelligent leadership works through emotions where they use this skill to positively drive emotions in teams and organisations. These positive emotions resonate in organisational culture bringing out the best performance and holistic wellbeing for everyone.
Teamwork, critical thinking, emotional balance, authenticity with compassion and empathy are few of those traits which play an important role in the success of a good leader in today's time. Compassion, empathy combined with other social skills are equally important aspects to look for in a leader. He who lacks an aptitude to understand himself and at the same time is unable to recognize team emotions can never produce positive results.
Organisations now look for employing a workforce with high Emotional Intelligence thus enabling them to achieve excellence rather than staying mediocre. Emotional intelligence offers a range of significant benefits for organisations:
Increased sales
Greater employee retention
A happy and productive workforce
Enhanced customer service
Effective interpersonal relationships
Higher morale and easy working environment
Better communication
Unique business branding
What makes up Emotional Intelligence?
Emotional Intelligence is a skill that allows us to access emotional data in two ways:
- Inside World (Intrapersonal): Recognise, understand and manage our own emotions
- Outside World (Intrapersonal) : Recognise, understand and influence the emotions of others
Pillars of emotional intelligence
Four specific character traits that define our level of Emotional Intelligence are Self Awareness, Self-Management, Social Awareness and Relationship Management :
Self-awareness/emotional self-awareness
Self-awareness is the first step in the journey towards emotional intelligence. It's about paying attention to our own self, observing our thoughts, feelings, physical sensations, habits, reactions and behaviour.
Here we learn to recognise and regulate feelings, manage the way in which we communicate those feelings and emotions to others. The ability to keep disruptive emotions and impulses in check and maintain our effectiveness under stressful or hostile conditions is an essential part of self-management. It's also an ability to recognise, generate and use emotions in cognitive tasks such as problem solving and creativity.
Social awareness
Social awareness is an ability to read and understand emotions and feelings of others. It manifests three main human abilities: empathy, organisational awareness and service orientation.These abilities give people an awareness and sensitivity toward others' emotions, needs and concerns. This skill comes with an additional ability where one can read nonverbal cues and facial expressions helping build a genuine understanding and true compassion for others that promotes to trustworthy relationships.
It is even more important in profession wherever high human interactions are needed such as judges, lawyers, police,doctors, armed forces, etc.
Recently, I was training 55 young and senior police officers at one of the largest Police training Academy in the country. They showed great improvement in their leadership skills and emotional awareness after four days of back to back Emotional Intelligence training.
I have personally experienced that leaders with this sensitivity perform far superior than others and they play a critical role in organisational team performance with greater understanding and genuine compassion for others.
Relationship management
Our failure or success depends when we collaborate and cooperate with others, hence relationship management plays an extremely important role in achieving personal and professional success.Relationship Management is one of the most critical social skills and draws a more intricate picture. Effectiveness of our relationships fulcrums on our ability to understand and fine-tune ourselves towards the emotions of other people. Our inability to control our emotional outbursts or lack of empathy towards others, reduces our chances for an effective relationships. As an effective leader, you will need to cultivate emotional ability to impact or convince people, foster long term support, be able to manage conflicts, find solutions and inspire teams. One needs to cultivate the following skills in order to build an effective relationship management.
The good news is that Emotional Intelligence is like a muscle and with training it can be built and enhanced gradually. Emotional Intelligence and mindfulness improve your ability to lead and manage our own self and others more effectively to live a healthy, progressive and joyful life.
Source: https://www.firstpost.com/tech/science/emotional-intelligence-is-eq-the-x-factor-that-makes-successful-leaders-in-the-workplace-7472431.html
Luxury Hotels Introduce Curated Experiences and Old World Salons
Not so long ago, city hotels were largely considered forgettable places that offered a place to sleep and no more. It didn't matter which hotel—it could be super luxurious or even beautifully designed—most travelers didn't want to spend more time in them than necessary.
But that wasn't always the case. Hotels used to be the setting for cultural experiences and rousing debates. In the 19th century, U.S. President Ulysses S. Grant popularized the term "lobbyist" when, as he would indulge with a cigar and brandy in the lobby of InterContinental The Willard Washington, D.C., people (some total strangers) would engage him with various grievances. And the Algonquin Hotel in New York City was the daily lunchtime forum for a group of writers led by Dorothy Parker ; it was also where The New Yorker magazine was founded.
Today, hotels are glamorous hangouts once again, and the legacy that they historically enjoyed as the stomping grounds of lively discourse and idea exchange is being resuscitated.
These days, hotels that fall within the luxury and lifestyle categories can't survive without offering much more than a bed to sleep in. The terms "experiential travel" and "bleisure" are among the industry's most important talking points, and as such, accommodation brands have been tasked with creating properties that are destinations themselves.
Transporting spas, see-and-be-seen chef-driven restaurants, and exclusive experiences are now part of the DNAs of the world's most sought-after crash pads. Part of this includes developing culturally relevant programming. And what better way to do that than by bringing the old-world salon experience back into fashion?
In 2011, Andaz launched a salon series that ticks a lot of these buzzy boxes: Influential figures would lead interactive events that centered on a cultural topic relevant to the property's location.
"We know our guests travel to satiate their curiosity about the world and local culture," says Heather Geisler, Hyatt's vice president of Global Brands. "Andaz Salon is a powerful way to get close to our guests—to give them what we know they are looking for when they travel."
Whether it was a Q&A with the photographers whose works were hung all over Andaz 5th Avenue or a talk and demonstration with Tetsuya Nagata, known for his eye-catching washi paper artwork, at Andaz Tokyo Toranomon Hills, the salon events allow the brand to naturally embed its hotels in the places they're in. That way, guests can continue to connect to these cities even when they're no longer out exploring.
An even bigger name invested on its own salon concept in 2016 when Marriott Hotels partnered with TED. Through the collaboration, TED Talks started appearing in Marriott properties all over the world. While the onsite activations are much smaller than the conferences TED is known for, the content isn't any less compelling.
In fact, the topics that the Marriott speakers tackle are often just as hard-hitting. For the hospitality chain, the TED Fellows Salon is meant to stimulate the modern traveler.
"The Marriott Hotels guest is naturally inquisitive and looking for inspiration when they travel," says Mara Hannula, the vice president of global brand marketing at Marriott International. "The TED partnership helps us deliver that thought-provoking content, helping our 'inventive class' guests escape from their everyday routines and gain refreshing new perspectives."
In 2018, for instance, the Bengaluru Marriott Hotel Whitefield hosted "Women in Innovation" featuring TED fellows like Zubaida Bai, who spoke about the critical importance of maternal health. Marriott also brought the project to South Africa in March 2019, when the Cape Town Marriott Hotel Crystal Towers hosted conservation biologist Steve Boyes to discuss the environmental needs of the Okavango Delta.
But it's not just established names that are jumping on the movement. Relative newcomer Arlo Hotels, which in 2016 launched in New York City's SoHo neighborhood and just opened its third location in Miami, started its pARLOur talks in August 2018 to specifically address a growing traveler need: local connection.
"The biggest trend we're seeing is people want to spend less time in their rooms and more time connecting with the destination and its locals," says Dayna Castano, corporate director of marketing for Arlo Hotels. But that doesn't always mean sending them out to try a new restaurant or to take a guided tour. "Hotels have to be smarter in their programming, and realize that they need to encourage curiosity and exploration just as much inside the hotel as outside in the city," Castano adds. "Our guests need more than the standard happy hour or paint and sip classes. "
Arlo has spearheaded many of these events across its three locations (most of them are themed around holistic, green living), but according to Castano, pARLOur talks have so resonated with the public at-large that prospective speakers have been pursuing the hotel for the opportunity to organize their own iterations.
Elena Baxter, co-founder of Conscious magazine, a globally distributed publication that tells the stories behind some of the planet's most empowering and game-changing people and initiatives, and Jessica Kelly, who founded THR3EFOLD, a platform that connects brands with ethical factories around the world, originally pitched the "Shifting the Fashion Industry for People & Planet" discussion that was staged at Arlo SoHo during New York Fashion Week.
Source: https://www.barrons.com/articles/worldwise-salon-art-design-executive-director-jill-bokors-favorite-things-01572471577
Awareness of water risks is rising in food and beverage, but more progress is needed
Unilever does the best at recognizing and managing risk factors associated with water out of large food, beverage and ingredients companies, according to a new report from nonprofit sustainability group Ceres. Right behind Unilever — which scored 87 points out of 100 — was Nestlé with 85 points. General Mills, Coca-Cola and PepsiCo round out the top five. Sanderson Farms, with zero points, scored the lowest. Monster Beverage, Pilgrim's Pride and Chiquita Brands all had fewer than 10 points.
Ceres ranked 40 major food companies on how well they manage water risk and compared how performance has changed in its latest "Feeding Ourselves Thirsty" report. Awareness is growing — 77% of 35 publicly traded food and beverage companies now consider water a risk factor in financial filings, an increase from 59% that did so when Ceres did its last report in 2017.
Although the food industry is becoming more aware of water risks, the 2019 analysis shows CPG, beverage, agricultural products and meat companies are still not effectively managing this risk in their operations or global supply chains. Food companies need to move faster and more boldly — investing in smart and water-conscious agriculture — to meet the challenges posed by the global water crisis, protect their bottom lines and return value to investors, the organization said.
Climate change's effects are putting unprecedented strain on global water supply and quality, which Ceres said threatens profitability of the $5 trillion global food sector. The outlook and implications for food companies are grim, the organization added.
The Ceres report noted the food sector has improved management of water risk in the past few years. This is imperative considering that about 70% of global water use fuels the larger food and beverage industry, and it's one of the first major industries to be exposed to problems caused by a strained supply, report co-author and Ceres Vice President of Innovation and Evaluation Brooke Barton said on a media call.
The average company score rose 22% since 2017 and 52% since 2015. Reasons for this include corporate board members becoming more aware of water issues, more companies setting water use efficiency goals, and food companies more often analyzing the water-related risks — physical, regulatory and reputational — in today's world.
The report singled out Unilever for adding 14 points to its latest score and regaining the No. 1 spot by strengthening its board oversight of water risks, tying executive compensation to meeting water performance targets and bolstering efforts to protect watersheds critical to its agricultural supply chain. Ceres said Mars improved its score by 27 points because it set new water reduction targets based on challenges within different watersheds.
Some companies have made more progress than others. Kentucky-based spirits maker Brown-Forman fell 10 points in the rankings, even though its numerical score stayed the same. Reasons behind the drop include lack of sustainability oversight on the board level, consideration of water in company strategy and operations, and a watershed protection plan. Hershey's score improved by two points, but the confectioner's ranking went down nine slots for failure to analyze watershed conditions, support suppliers to improve water and wastewater management and translate water risk into financial terms, Ceres said.
While the packaged food, beverage, agricultural products and meat sectors improved average scores from the two previous Ceres reports, the meat industry continues to be the lowest-performing of the four because "meat processors continue to do relatively little to ensure resilient supply chains," the report said. Every meat company analyzed except Smithfield Foods was in the bottom half of all the companies assessed, Ceres noted.
Specific actions some food companies are taking to enhance sustainable sourcing were called out in the report. Kellogg has set out to responsibly source 10 priority ingredients by 2020. It defines that goal for each ingredient and reports on progress. So far, Kellogg has responsibly sourced at least 80% of most of its priority commodities, Ceres said.
PepsiCo is doing something similar with its commodity purchases, and the company is aiming to enhance water use efficiency by 15% by 2025. These goals cover most of its key commodities, the report said.
Source: https://www.fooddive.com/news/report-awareness-of-water-risks-is-rising-in-food-and-beverage-but-more-p/566112/
Why AI-Powered Hotel Revenue Management Is Taking The Hospitality Industry By Storm
Automation has become the driving force in the evolution of revenue management. Leveraging advances in artificial intelligence and machine learning, the best of today's solutions make pricing decisions and rate updates automatically. This allows revenue managers to focus their time on tactics and strategy rather than spending it crunching data and punching numbers into spreadsheets. The speed and complexity of the pricing decisions, and financial outcomes they generally produce, are unmatched by the most seasoned revenue manager using the most advanced solutions on the market only a few years ago. Such has been the blindingly rapid pace of technology innovation.
The ability to integrate new sources of data has also played a key role in driving smarter pricing decisions. Advanced revenue management solutions leverage not only the repository of historic data that resides in a hotel's property management system, but also, in many cases, a vast array of market intelligence and other data, from competitor rates data to booking trends data. This makes it possible to more accurately forecast demand, and, as a result, increase hotel revenue and profitability in unprecedented ways.
That being the case, it's no surprise that next-generation, AI-powered revenue management has taken the industry by storm. Some of the leading AI-powered solutions, often replacing legacy solutions that use a hands-on, rules-based approach for generating pricing decisions, now automatically generate in excess of a 100 million decisions across tens of thousands of properties each day. The results are impressive, with major hotel brands seeing their revenue numbers increase by millions of dollars a year. Smaller properties, too, are seeing substantial gains, in some cases driving incremental sales lift by more than 15 percent.
Interestingly, AI-powered solutions sometimes produce pricing decisions that revenue managers may view as overly aggressive, irrational, or just plain wrong. Therein lies the power of big data and machine learning compared to the data processing and analytical capabilities of mere mortals. Even the most experienced revenue managers report that they have sold rates recommended by AI-enabled solutions that they would not have published in the past.
AI-powered revenue management is all about smart pricing. It's about using demand forecasts, competitor rates, and price sensitivities — while taking into account any number of other inputs, including demand drivers like seasonality, special event dates, and day-of-week differences —to maximize room occupancy at the best possible price. Smart pricing also means considering other factors, such as the type of room, the length of stay, and the extent to which a discounted price promotion could potentially dilute revenue and profits in the long run. The combinatorial complexities involved in smart pricing are nothing to sneeze at.
Smart pricing is channel agnostic. Rather than thinking in terms of "OTA booking versus direct booking," for example, smart pricing considers the relative value of all distribution channels, weighing how much each channel drives guest room demand and will help achieve the overriding objective, which is to maximize the profitability of hotel inventory. Smart pricing calculates demand from all sources, including OTAs. In an ideal world, algorithms then automatically apply the right tactics and strategy to funnel business through the most profitable channels.
The goal of maximizing profitability holds true not only for guest rooms but also for other property assets and revenue sources. Banquet and event function space, in particular, now increasingly factors into the equation. According to "The 2019 Global Meetings Forecast," published by American Express, demand for function space was expected to grow by 3.2% this year. For some hotels, function space revenue now accounts for almost half of their total revenue. It only stands to reason, then, that hotels would be eager to apply revenue management strategies to their group sales and catering activities.
Total revenue management, as this bigger-picture approach to revenue optimization is often called, takes into account a guest's potential spend on recreational facilities, restaurants, spas, and various other ancillary revenue streams when making pricing decisions. For hotels with casino operations, even the "theoretical loss" (the amount of money a specific category of player can be expected to lose during their stay) should ideally factor into guest room and group sales pricing decisions.
Empowering a hotel with the ability to make smart pricing decisions in an automated fashion makes the business case for investing in an AI-powered revenue management solution compelling. It is compelling in terms of driving increased profitability. It is also compelling in terms of averting potential revenue loss that can result when a hotel fails to maximize occupancy or, worse, experiences a loss in occupancy. Consider: A mere $2 reduction in the ADR for a 500-room hotel with a 75 percent occupancy rate would cost it more than a quarter million dollars in lost profit in a single year.
Other benefits abound. The business intelligence gleaned from the reporting capabilities, for example, can help improve sales effectiveness, generate competitive intelligence, and provide valuable insights into occupancy trends, guest demographics, market positioning, and channel profitability. A marketing department can use the forecasts as a guide for determining when to increase promotional spend to spur demand. An operations team can know when to increase (or decrease) staffing based on projected occupancy. In short, the benefits tend to go well beyond the department known as "revenue management," ultimately transcending all parts of the organization.
Source: https://www.hotelnewsresource.com/article107444.html
Consumers, food waste, sustainability and AI lessons for hospitality
As we are all in the business of satisfying consumers and consumer demand controls business, we read this report with interest. It looks at what consumers want from the likes of Tesco, Aldi, Sainsburys, Waitrose, Lidl, Asda, Morrisons and many more supermarkets and retailers that sell food in huge volumes.
For hospitality businesses that service the same consumers the message is vital, consumers want to give their custom to businesses that are transparent with their sustainability credentials.
Many hospitality businesses like Bartlett Mitchell, CH&CO, BaxterStorey and others are already transparent with their sustainability credentials, and we report on these regularly. Their market leading positions are linked in our opinion to leading the market in sustainability.
The report shows that when it comes to reducing food and packaging waste consumers think most progress is being made by Rewe and Edeka in Germany, Leclerc and Carrefour in France and Tesco and Morrisons in the UK. Which hospitality businesses would make the cut in a similar report?
Consumers are still worried that British supermarkets' are not doing enough to go green, particularly around food and packaging waste, a report from Rubikloud, a global leader in retail artificial intelligence (AI), has revealed.
Original research of more than 3,000 European consumers in the 2019 European Grocery Data Report: What European grocery shoppers really want and how supermarkets can deliver it with AI showcases the extent of consumers high expectations. 88% of respondents said it's important that retailers and food manufacturers reduce the amount of food and packaging waste, which ends up in landfill and oceans, in the next three years.
The report shows food waste is no longer just a cost issue for supermarkets, but also a reputational one. 68% of UK shoppers indicated there was no place for supermarkets who refuse to address sustainability. 71% of consumers think large supermarket groups should be legally required to produce annual reports on their food and packaging waste, with 40% saying there should be fines for those who fail to cut their waste levels.
At a time when UK consumer spending growth has reached record lows1, the 2019 European Grocery Data Report reveals the potential impact of the 'green dollar' for supermarkets who don't – or won't – address these concerns.
More than half of all shoppers aged 16 – 34 say they feel guilty about shopping at supermarkets, indicating the amount of packaging waste produced by supermarket shopping is the key driver for this guilt.
More than half of respondents indicated they would spend more with a food retailer who has made a commitment to reducing food and packaging waste. 56% of UK shoppers said they are less likely to throw out food on the 'use by' date than they were three years ago as sustainability issues and education campaigns increasingly impact consumer behaviour.
The report revealed a high level of consumer understanding of the issues driving food waste in supermarkets. Shoppers identified technology as crucial to finding a solution, with more than half (56%) saying the most technologically advanced supermarkets will succeed in reducing waste. Two-fifths indicate supermarkets need to improve their stock forecasting capabilities and more than 50% said supermarkets should offer fewer price promotions (such as buy one, get one free) to reduce food and packaging waste.
"The environmental impact of food loss and packaging waste is a critical global issue," said Kerry Liu, co-founder and CEO of Rubikloud.
Mr Liu continued: "Retailers have long been challenged with the inefficiencies in their supply chains and promotional strategies, which lead to the product overstock and shrink that is a key consumer concern. AI and machine learning has the power to help supermarkets be better environmental stewards and reduce waste by providing them with actionable insights and improved forecasting."
Source: https://www.hospitalityandcateringnews.com/2019/10/consumers-food-waste-sustainability-ai-lessons-hospitality/
How Brexit Went So Wrong: A Crisis Of Leadership
To quote Shakespeare, the past 3 years of UK politics have been "A Comedy of Errors." Former prime minister Theresa May endured repeated humiliations as Parliament rejected her Brexit deal with Europe. Boris Johnson has hardly fared better. Despite declaring he would "rather be dead in a ditch" than request another Brexit extension, last week Johnson, still very much alive, was forced to ask Brussels for precisely that. Johnson's continued theatrics raise a deeper question. How did Brexit go so wrong? In short, Britain has experienced a catastrophic leadership failure.
Prepare to fail
From the outset, Brexit was plagued by an utter lack of planning. Former PM David Cameron, who agreed to the referendum to please his anti-EU allies, never believed it could succeed. Indeed, Cameron even ordered the Foreign Office not to prepare a contingency in case that nation decided to leave the EU.
During the campaign, remarkably little attention was paid to the logistics of how Britain would decouple from Europe. Instead, "Leave" leaders made emotional appeals about immigrants and exaggerated claims about future health funding. Instead of preparing for hard policy decisions, these leaders clung to a nebulous and naïve vision of Brexit.
For all the talk of a "better deal" for Britain, leaders apparently forgot that Europe had every incentive to put the screws to the UK. Europe would also demand that Britain discharge its existing commitments to the EU. The rosy picture the Leave campaign painted contrasted sharply with the tough situation British negotiators experienced in Brussels. Not only did unrealistic expectations create a trust gap with the British public, but the lack of planning created political divisions that have weakened the British negotiating position. Instead of articulating a clear exit plan beforehand, the British government appears to be improvising its most important decisions.
Self-inflicted wounds
Negotiating a complex set of economic and legal arrangements between Britain and Europe was never going to be easy. However, Britain's leadership has made the process significantly more difficult. Much of the current gridlock originated with two disastrous decisions in 2017. The first of these was the decision to trigger Article 50 and begin the two-year countdown to leave the EU. When the Brexit deal proved more contentious than expected, Britain was forced to scramble to meet this self-imposed deadline. Then recognizing the impossibility of reaching a deal in time, Theresa May's government twice had to go to Brussels to request an extension. Now Johnson has requested a third extension, further hurting the credibility of British leadership.
The second mistake of May's government was calling a snap election in June 2017. Hoping to strengthen their hand, the ruling Conservatives expected to increase their parliamentary majority. Instead, the vote boomeranged on them, and they were forced into a coalition with the Northern Irish DUP to maintain power. Tied to their minority coalition partner, the Conservatives lost control of Brexit. Instead of being able to negotiate a "Conservative" Brexit deal, they needed a deal that pleased the DUP too. Aspects of a DUP-approved deal were opposed by some Conservatives, killing May's efforts to deliver Brexit and exacerbating nasty divisions within the Conservative party.
Loss of faith
Britain's leaders worsened an already challenging situation by losing the confidence of their people. Before the vote, the hyperbolic and sometimes downright violent rhetoric of campaigners increased national polarization. After the vote, the government's disorganization and apparent unpreparedness to deliver Brexit further eroded the electorate's trust. The ongoing spectacle of threats and ultimatums seems likely to alienate people further.
Instead of leading, leadership has resorted to political games. Particularly notable was Boris Johnson's attempt to suspend Parliament for several weeks to limit their opportunity to review the latest Brexit deal. Not only did Johnson manage to spark outrage across the political spectrum, but he also was rebuked by Britain's Supreme Court. Parliament responded with escalation, pushing a requirement that Britain could not leave the EU without a deal. Dysfunctional politics are hurting Britain's institutions at home and its standing abroad.
"Remain" or "Leave", there is no denying that Brexit has been terribly managed. Leadership failures have reduced British politics to a farce and Brexit to a punchline.
Source: https://www.forbes.com/sites/davidcarlin/2019/10/28/how-brexit-went-so-wrong-a-crisis-of-leadership/#41a25961d159
University of South Australia Research focuses on sustainable tourism
Dr Freya Higgins-Desbiolles from the University of South Australia has studied the tension from over tourism for more than 10 years, and her most recent research, published in Journal of Sustainable Tourism, suggests, if we want to preserve the positives of travel, we must urgently rethink our approach to it – as a planet.
The past few years have seen a major schism emerge in attitudes to tourism. On one hand, the new wealth of a burgeoning global middle class and shrinking cost of high-quality tourist experiences have allowed an unprecedented number of people to travel, often resulting in enlightening and inspiring experiences.
On the other hand, many parts of the world have groaned under the weight of wanderlust, with popular destinations swamped by masses lured through cheap flights, package deals and clever marketing.
The fall out, from the beaches of Thailand to the slopes of Everest, has been cries of "over-tourism", and in areas like Barcelona and Venice, the deluge of visitors has led to outright anti-tourist activism.
For Dr Higgins-Desbiolles, the growing animosity towards tourism in many parts of the world is not a sign we shouldn't be travelling, but rather a sign we should be actively changing the way we travel.
Dr Higgins-Desbiolles advises: "We need to ensure those impacted by tourism are also those benefited, not just in a short-term financial sense, but in an ongoing social and cultural dimension as well. Then they, in turn, will have good, enduring reasons to welcome visitors into their communities."
Likening the required shift in thinking to the emergence of the environmental movement last century – "the greenies have been talking like this for years, and the rest of us are just catching up" – Dr Higgins-Desbiolles suggests the tourism industry needs to buck its addiction to endless growth, recognising the finite limits of the planet and learning to work within them.
Dr Higgins-Desbiolles added: "We're not suggesting everything has to grind to a halt but, just as other areas of industry have had to recognise the importance of sustainability, both socially and environmentally, tourism must stop sacrificing a long-term future for short term gains."
Dr Higgins-Desbiolles's study highlights mechanisms to drive this change, the key being a shift from corporate, often international operators, to local, socially-embedded custodians of tourist destinations, with strong evidence that such a transformation dramatically improves outcomes for people and planet.
Dr Higgins-Desbiolles also notes: "Obviously, we need to preserve the livelihoods tourism provides, but if that is focused on the local community, then they intrinsically limit things to what is sustainable, both for the population and the environment."
Pointing to the success of initiatives such as that in Guna Yala, an Indigenous province of Panama with a Statute on Tourism protecting the local customs and ecosystem, and the Tourism Optimisation Management Model developed by the community of Kangaroo Island to ensure mass tourism developments did not diminish their quality of life, Dr Higgins-Desbiolles says there is plenty of reason to be optimistic about more sustainable models of tourism: "This will be a big challenge for the tourism industry in coming years, but it is a challenge the industry needs to face, and I believe it is one it can rise up to.
"I think there is a change going on around the world, when you look at things like New Zealand's 'Wellbeing Budget' and the Buen Vivir ('living well') movement in South America, through which measures of prosperity are based on more than gross domestic product.
"If tourism can embrace that change, it will not only ensure the future of the industry, it will improve the experience for everyone involved."
Source: https://www.ausleisure.com.au/news/university-of-south-australia-research-focuses-on-sustainable-tourism/
The stargazers' trail: New 'astro-tourism' trail created in the Welsh mountains links six new locations awarded 'dark sky' status
A new astro-tourism trail of ideal star-gazing spots has opened in the Cambrian Mountains in Wales, incorporating six new sites that have been awarded official 'Dark Sky' status.
The trail, which covers just over 50 miles, can be visited over the course of a few nights for a glimpse of Orion, The Plough and the North Star.
The six new Dark Sky Discovery sites are away from the worst of any local light pollution, provide good sightlines of the sky and are generally freely accessible at all times.
They have been awarded the status as the UK's best spots to witness celestial goings on – adding to three existing sites in the region.
Dafydd Wyn Morgan, leading the project, said: 'The Cambrian Mountains is one of best places in the world to view dark skies.
'The clear skies offer incredible views of the Milky Way, meteor showers and the International Space Station when it passes over.
'By day the astro-trail allows you to discover a community woodland brimming with wildlife, the UK's tallest reservoir, a 12th century abbey and mining heritage stretching back to Roman times.'
The astro-trial is scattered with pubs which planners urge people to 'pop inside for a meal' if cold and cloudy skies present themselves.
Mr Morgan added: 'I now aim to encourage local people as well as visitors to the Dark Sky Discovery Sites.
'The land of the Cambrian Mountains is amazing by day and sky just waits to be discovered by night.
'An SQM is taken. Sky Quality Measurement to assess light pollution. All the sites are locations that have achieved Milky Way tier status i.e. you can see the Milky Way with the naked eye.
'Sites are 10x10m in area and accessible to all 24/7. They will be in rural locations.'
The nine sites are all accessible with a stunning view of the night sky visible from their car parks – for those who may not be able to trek to a remote location.
A low level of light pollution from cities or street lighting makes the area perfect for viewing a normally washed out night sky.
A study by the Campaign to Protect Rural England found that only two per cent of the UK were able to gaze at 'truly dark skies' while 57 per cent struggled to count more than 120 stars.
Many people in major cities – London, Newcastle, Leeds and Manchester – were unable to view a single star at all.
Emma Marrington, dark skies campaigner at CPRE, said: 'It's deeply disappointing that the vast majority were unable to experience the natural wonder of a truly dark sky, blanketed with stars.'
Adding: 'Light doesn't respect boundaries, and careless use can see it spread for miles from towns, cities, businesses and motorways, resulting in the loss of one of the countryside's most magical sights – a dark, starry night sky.'
If you're not near Wales these sites, which are all wheelchair-friendly, are free from most light pollution and boast great sightlines so you can enjoy the best panoramas possible:
South east: Near London, the South Downs National Park boasts no fewer than seven recognised stargazing spots, including Ditchling Beacon, Butser Hill, Old Winchester Hill, Iping Common and Devil's Dyke.
Midlands: The Peak District is blessed with truly dark skies and has three recommended spots at Surprise View, Parsley Hay and Minninglow. They're all easily accessible and have information panels that help to guide you around the night sky.
North: The North York Moors, Yorkshire Dales and Northumberland national parks all have many stargazing spots. The Kielder Observatory holds stargazing events including family astronomy nights.
North west: If you're near Blackburn, Preston or Lancaster then head into the Forest of Bowland. There are five designated dark sky sites there, including the Beacon Fell Visitor Centre.
West Country: Exmoor National Park is also a Dark Sky Reserve, which means light pollution is at a minimum. If you're further south, near Newquay, try Carnewas and Bedruthan Steps where the Kernow Astronomers periodically hold events.
Scotland: Take your stargazing really seriously north of the border in the Scottish Highlands.
The Cairngorms and the Loch Lomond and Trossachs national parks are unrivalled on the mainland, or if you're very adventurous try the Isle of Coll in the Inner Hebrides. It's been named a Dark Sky Island by the International Dark Sky Association, as it has some of the darkest skies in Europe.
Scotland is also host to Europe's first 'dark sky town' in the form of Moffat in the Annandale valley. Thanks to special street lights that minimise light pollution, the stars are visible right in the centre of town. You can see at least 17 of Orion's 30 stars, whereas in most towns you will only see six.
Cotswolds: It's not just the national parks that enjoy unpolluted night skies, but also the designated Areas of Outstanding Natural Beauty all over the country. The Cotswolds has a particularly suitable location at the Rollright Stone Circle near Chipping Norton, where you can watch the heavens with these Neolithic sentinels.
Source: https://www.dailymail.co.uk/sciencetech/article-7621455/New-astro-tourism-trail-created-Welsh-mountains-links-six-locations-awarded-dark-sky-status.html


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Hi all,
Please can someone tell me how to create simple ipv4 traffic in python script to be sent across
Answer by eangeles · Aug 12 at 04:16 PM
Hi @Diwakar01
If using StcPython, you can do the following:
from StcPython import StcPython stc = StcPython() portLocation = '//10.10.10.20/8/5' hport = stc.create("port", under="project1", location=portLocation) hsb1 = stc.create("streamblock", under=hport)
The above will create a config with 1 port and 1 raw streamblock with Ethernet and IPv4 headers
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Flutter Automation
This package contains various automation scripts that will help you automate various aspects of your flutter project.
To use this plugin, add
flutter_automation as a dependency in your pubspec.yaml file.
Running scripts
From terminal in your flutter project run,
flutter pub pub run flutter_automation --firebase-auth --google-maps --android-sign --firestore-crud
1. Firebase Auth
This sets up firebase authentication with google and email based login automatically in your flutter project. Also copies boilerplate login ui flow using
provider package for state management
flutter pub pub run flutter_automation --firebase-auth
2. Google Maps
sets up google maps flutter plugin on android platform in a flutter project.
After you run the script in your flutter project you need to modify
android/app/src/main/res/values/strings.xml file changing the text
YOUR_API_KEY to your actual google maps Api key.
flutter pub pub run flutter_automation --google-maps
3. Android Signing
Generates keystore and sets up android signing config in your flutter project.
It uses
keytool to generate keystore so, for this script to work
keytool must be in path.
flutter pub pub run flutter_automation --android-sign
4. Firestore CRUD
Provides a simple firestore CRUD operation boilerplate
flutter pub pub run flutter_automation --firestore-crud
- dart:ffi
- Foreign Function Interface for interoperability with the C programming language. [...]
- dart:html
- HTML elements and other resources for web-based applications that need to interact with the browser and the DOM (Document Object Model). [...]
- dart:js
- Low-level support for interoperating with JavaScript. [...]
- dart:js_util
- Utility methods to efficiently manipulate typed JSInterop objects in cases where the name to call is not known at runtime. You should only use these methods when the same effect cannot be achieved with @JS annotations. These methods would be extension methods on JSObject if Dart supported extension methods.


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Integromat will automate processes that you currently handle manually. It is not only capable of connecting apps but can also transfer and transform data. It works 24 hours a day, seven days a week and does not require your intervention. Simply set Integromat to do what you want and let it work for you. Save your time!
Triggers when a user subscribes to particular sequence.
Triggers when a new user subscribes through the form.
Triggers when a new activated.
Triggers when a particular tag added to any subscriber.
Triggers when a particular tag removed from any subscriber.
Triggers when new events happen in SendPulse.
Triggers immediately when a new event is fired.
Triggers when a task is created or modified.
Add a comment to an object based on id for a particular module (tasks, tickets).
Close one or more tickets by specifying the ticket ID(s) in a list.
Create an object based on a selected module (ex: create an account, create a contact, create a ticket ...).
Delete a specified object based on id from a selected module (ex: delete an account, delete a contact, delete a ticket ...).
Set or unset contacts/tickets as spam by specifying their ids into a list.
Returns only one object that has a specified id from a selected module (ex: a task, a ticket, an account ...).
Performs an arbitrary authorized API call.
Updates a specific object based on id from a selected data (ex: update an account, update a ticket, update a contact ...).
Adds a subscriber to a form.
Add a subscriber to a sequence.
Adds a tag to a subscriber's profile.
Returns subscriber's details by subscriber's ID.
Performs an arbitrary authorized API call.
Removes a tag from the subscriber profile by subscriber's email.
Removes a tag from the subscriber profile by subscriber's ID.
Unsubscribes a subscriber by email.
Update a subscriber.
Activates/deactivates website subscriber by ID.
Creates a Push campaign.
Creates a template from HTML.
Creates/updates a contact.
Adds/updates contacts to/in the list.
Returns campaign details by campaign ID.
Returns website information by Website ID.
Performs an arbitrary authorized API call.
Sends email.
Sends email from an existing template.
Unsubscribe a customer from the list.
Creates new folder.
Creates new task.
Create timelog record for task.
Deletes a folder by its ID.
Deletes a task by ID.
Performs an arbitrary authorized API call.
Updates a task.
Returns a list that contains multiple objects from a selected module (multiple accounts, multiple contacts, multiple tickets ...).
Returns multiple objects based on a search criteria from a selected module(ex: accounts where account name contains 'Joe', tickets where subject contains 'Hello', contacts where email contains domain '@gmail.com' ...).
Returns a list of tags assigned to the subscriber.
Lists form subscribers.
Lists sequence subscribers.
Lists subscribers.
Lists tag subscribers.
Get a contact by email.
Returns bounces for the last 24 hours.
Lists campaigns.
Lists contacts from the list by List ID.
Lists website subscriptions.
Searches contact by variable value.
Searches contact by variable value.
Searches among all tasks in the current account.
Returns information about specific task(s).
Retrieves a list of tasks from a specified folder.


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Medical Staff Privileges: Rules, regulations, or bylaws of hospitals in Texas should include the following or similar phrase: "No physician may be denied staff privileges for political reasons or because of accepting or not accepting mandated assignments for payment for fee-for-service" (Hospital Medical Staff Section, p 151, A-93; reaffirmed CHSO Rep. 1-A-03; reaffirmed CHSO Rep. 1-A-13).
October 07, 2016
What could a TMA Membership mean for you, your practice, and your patients
The December issue follows a group of UTMB medical students thrown into extreme situations in order to learn how to practice extreme medicine. The two-week course was offered through the school's preventive medicine department. Plus, read about the medical and economic ripple effects of Texas' uninsured rate, the worst in the nation.
Read the Latest Issue


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Rooms from 53,000 pesos (or about at current exchange rates).
In Chile, Santiago's rakish sailor brother is the port city of Valparaíso, with its handsome looks, edgy creativity and whiff of salt-air decay. Valpo, as residents call it, was entirely rebuilt after an earthquake in 1906. Its present mix of crumbling Victorian stone facades and sharp-edged, galvanized-metal shacks are splashed with colorful paint and arresting graffiti. They clamber up from a wide Pacific bay and ramble across some 40 hills. Although design-forward shipping container hotels have been popping up worldwide lately, the Valparaíso winemaker Grant Phelps lays claim to being the first to build with them in this historic port. Mr. Phelps stacked 25 decommissioned containers like blocks to create 21 graffitied guest rooms. He also created jutting private balconies and two decadent terraces that beg for adult beverages (children under 12 aren't allowed at the hotel). The WineBox Valparaíso opened in February 2018 as sustainable lodging with attitude. It's also an urban winery — Mr. Phelps, and often his guests, crush grapes and monitor aging barrels of wine in the parking garage.
Most visitors wander a couple of Valpo's most colorful hills, Cerro Alegre and Cerro Bellavista, which vibrate with both clever graffiti and multistory street-art murals. The WineBox opens an adjacent hill, the previously residential Cerro Mariposa, to tourism. The hotel is still a quick, if gradually sloping, walk to the most Instagram-ready sights — especially the late Chilean poet Pablo Neruda's fanciful Valparaíso home, La Sebastiana, rising like a ship's prow from Bellavista. Valparaíso's former prison, now the Parque Cultural, is about a mile away. Restaurants, as I found during a recent solo visit, remain a bit scarce in the immediate area.
The WineBox's environmentalism is also evident in the rooms. They were insulated with projected cellulose, a material that includes recycled newspaper, from the noise I'd expected inside a metal shipping container. Even so, turndown service included earplugs (as well as dulce de leche candy). The container kept its original long-rectangle shape, but felt bright and open, the far end a glass door leading to a deep balcony. Binoculars were provided for scoping the hillsides and port. Recycled pallets had been crafted into a bed, which felt cozy as a ship's berth. The room also held a kitchenette, which was stocked with not only salt and pepper, but also Chile's favorite smoked pepper, merkén. The wine-only minibar offered a selection of five reds, two whites and a sparkling (from 9,000 to 19,000 pesos, or about .25 to about ), all Chilean wines from independent vintners.
A blurred porthole window allowed light in from the outdoor walkway, and a glass-block wall along the shower passed it on into the room. A concrete floor and coppery tiles made up the shower stall. More wood pallets had been remade into a bathmat and mirror frame. Lights hung in upcycled wine bottles, greenish in tint but somehow flattering. Toiletries were big, reusable bottles of natural rosemary grapefruit shampoo and conditioner, and lemon-honey soap. A "Stop the water while using me!" sign on the cleansers pleaded with guests to take "navy" showers, that is, turning the water off while sudsing.
As the hotel proprietor, Mr. Phelps personally conducts daily hotel tours (15,000 pesos) for guests who are interested in the sustainability of the project. On mine he detailed how, as a Kiwi by birth, he'd taken inspiration from the way Christchurch used shipping containers to rebuild after New Zealand's 2011 earthquake. His Chilean partner, the architect Camila Ulloa, helped him design the WineBox. Our two-hour tour ended with sampling wine in the below-deck parking garage (a rarity in steep, parking-challenged Valpo). A welcome drink was redeemable at the rooftop bar. I followed mine with one of the daily sommelier-led wine tastings (15,000 pesos), which felt extra dreamy as the sun stole into the bay and Valparaíso's hillsides were illuminated.
Breakfast was an ample buffet spanning not just bread and jam and fruit, but also cheese, olives, poached eggs, guacamole and grilled tomatoes. I ate with fellow guests — notably more subdued than during the sociable wine-drinking the night before — on the lower terrace, where onetime sinks and bathtubs had been sawed into unexpected chairs. The generous early meal compensated for the lack of an on-site restaurant. (That had become inconvenient after the evening wine-tasting, when I walked a half-mile to find an empanada.) Mr. Phelps plans to add a restaurant — and a rooftop hot tub in a massive old Chilean wine barrel — to the hotel this year.
Fun-loving adults who also want to do sustainable good should make WineBox their base for exploring the edgy, colorful port of Valparaíso.
The WineBox Valparaiso; Baquedano 763, Valparaiso, Chile; facebook.com/wineboxvalparaiso
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香港水果奶奶心水报【此】【刻】【的】【闻】【昊】【杭】【怒】【目】【圆】【睁】,【看】【得】【出】【来】【他】【满】【腔】【满】【眼】【的】【愤】【怒】,【不】【像】【是】【无】【中】【生】【事】,【倒】【像】【是】【真】【的】【出】【了】【什】【么】【让】【他】【如】【此】【愤】【怒】【的】【事】【情】。 【他】【现】【在】【死】【死】【地】【拽】【着】【戚】【晚】【的】【衣】【领】,【让】【她】【想】【要】【扭】【过】【头】【来】【都】【做】【不】【到】,【只】【能】【用】【双】【手】【捏】【住】【他】,【努】【力】【给】【自】【己】【争】【取】【一】【点】【空】【间】。 "【呸】【粗】【俗】。" 【戚】【晚】【即】【便】【是】【被】【他】【桎】【梏】【住】,【依】【旧】【没】【有】【要】【服】【软】【的】【意】
【表】【明】【了】【来】【意】,【王】【珂】【和】【千】【仞】【岗】【来】【到】【了】【所】【谓】【的】【村】【长】【家】【里】。 【很】【小】【的】【地】【方】【积】【满】【了】【老】【人】【们】。 "【我】【们】【这】【里】【面】【的】【传】【送】【阵】【并】【不】【能】【对】【外】【人】【使】【用】," 【得】【知】【这】【个】【消】【息】【之】【后】【王】【珂】【整】【个】【人】【有】【点】【懵】【逼】, 【关】【键】【是】【自】【己】【两】【个】【人】【已】【经】【来】【到】【了】【这】【个】【地】【方】【啊】。【说】【好】【的】【外】【人】【不】【能】【进】【来】【的】【呢】? "【两】【位】【贵】【客】,【我】【的】【意】【思】【是】【说】【去】【西】【方】,【由】【于】【距】【离】【遥】【远】,
【店】【东】【见】【谢】【徵】【脸】【色】【不】【悦】,【又】【闻】【她】【说】【是】【来】【查】【案】【子】【的】,【心】【里】【头】【便】【有】【数】【了】,【大】【概】【是】【那】【唤】【作】【谢】【缕】【的】【手】【脚】【不】【干】【净】,【将】【她】【的】【首】【饰】【偷】【盗】【了】【来】【变】【卖】,【如】【今】【叫】【她】【发】【现】【了】。 "【但】【凡】【来】【小】【人】【这】【儿】【典】【当】【的】,【大】【多】【是】【些】【寻】【常】【物】【件】【儿】,【可】【这】【个】【人】,【他】【回】【回】【送】【来】【的】【都】【是】【这】【些】【价】【值】【连】【城】【的】【宝】【贝】,【郡】【主】【啊】,【不】【瞒】【您】【说】,【小】【人】【也】【早】【起】【了】【疑】【心】,【可】【咱】【们】【这】【开】【门】【做】【生】
【对】【于】【如】【何】【处】【置】【东】【芝】【社】,【沈】【默】【还】【真】【有】【一】【个】【不】【怎】【么】【成】【熟】【的】【计】【划】。 【原】【本】【的】【东】【芝】【社】【在】【八】【岐】【大】【蛇】【的】【经】【营】【下】,【已】【经】【将】【势】【力】【范】【围】【覆】【盖】【了】【整】【座】【岛】【国】,【操】【控】【了】【岛】【国】【大】【半】【的】【产】【业】【与】【社】【团】,【绝】【大】【多】【数】【的】【知】【名】【集】【团】【或】【者】【产】【业】【都】【能】【找】【到】【东】【芝】【社】【活】【动】【的】【影】【子】。 【如】【此】【庞】【然】【巨】【物】,【弹】【指】【间】【就】【能】【带】【动】【难】【以】【估】【量】【的】【财】【富】【与】【利】【益】【纠】【葛】,【如】【果】【仅】【仅】【因】【为】【八】【岐】【大】香港水果奶奶心水报"【我】【相】【信】【我】【和】【我】【的】【队】【友】【们】【今】【后】【无】【论】【遇】【到】【哪】【只】【队】【伍】,【都】【会】【尽】【全】【力】【打】【好】【比】【赛】,【至】【于】【你】【说】【的】【也】【许】【会】【输】,【我】【觉】【得】【只】【要】【尽】【力】【了】,【输】【也】【不】【会】【有】【什】【么】【遗】【憾】。" 【这】【是】【林】【风】【最】【后】【回】【复】【给】【拉】【尔】【斯】【的】【话】。 1【月】29【日】,【湖】【人】【队】【继】【续】【坐】【镇】【主】【场】【迎】【来】【东】【部】【强】【队】76【人】【队】【的】【挑】【战】。 【而】【就】【在】【比】【赛】【前】,【林】【风】【莫】【名】【的】【感】【到】【更】【衣】【室】【内】【的】【气】【氛】【十】【分】【凝】【重】
【暂】【时】【停】【更】【了】,【追】【订】【掉】【的】【太】【惨】,【没】【心】【思】【码】【下】【去】【了】,【昨】【天】【在】【电】【脑】【前】【坐】【了】【大】【半】【个】【小】【时】【结】【果】【码】【出】【来】【一】【百】【来】【字】,【最】【后】【还】【都】【删】【了】。 【硬】【憋】【出】【来】【内】【容】【实】【在】【太】【敷】【衍】,【写】【了】【真】【的】【没】【意】【义】,【所】【以】【接】【下】【来】【会】【把】【精】【力】【放】【在】【新】【书】【上】。 【跟】【到】【现】【在】【的】【书】【友】【也】【挺】【不】【容】【易】,【让】【你】【们】【失】【望】【了】,【写】【小】【说】【这】【种】【吊】【东】【西】【还】【是】【要】【看】【激】【情】,【写】【的】【顺】【的】【时】【候】【一】【小】【时】【三】【千】【字】
【方】【才】【刘】【能】【刚】【刚】【带】【着】【沈】【笑】【这】【位】【义】【女】【视】【察】【过】【刘】【家】【的】【铺】【子】,【所】【以】【那】【伙】【计】【是】【认】【得】【沈】【笑】【的】,【忙】【点】【头】【哈】【腰】:"【大】【小】【姐】,【有】【何】【吩】【咐】?" 【沈】【笑】【道】:"【你】【现】【在】【赶】【紧】【去】【这】【个】【地】【址】,【帮】【我】【找】【一】【个】【人】,【名】【叫】【王】【虎】。【你】【就】【说】【吉】【祥】【村】【沈】【二】【家】【的】【姑】【娘】【找】【他】,【让】【他】【火】【速】【赶】【来】【此】【地】【找】【我】。" 【沈】【笑】【把】【胡】【杨】【大】【叔】【家】【的】【地】【址】【告】【诉】【那】【伙】【计】。 【那】【伙】【计】【巴】【不】【得】【在】


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Fake Nails Designs
Project Info
Category: Acrylic Nails Design
Date: December 16, 2019
Site URL: pccala.blogspot.com
Project Description
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text:
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Hanergy Chairman Lauds Singapore's Commitment to Solar with Launch of "China's New Energy Revolution"
30 Oct, 2014, 08:37 GMT
SINGAPORE, Oct. 30, 2014 /PRNewswire/ -- Speaking in Singapore on Wednesday, Hanergy Holding Group Chairman and CEO Li Hejun highlighted the relevance of launching the English-language edition of his first book, China's New Energy Revolution, there, and lauded the island country's sustained commitment to clean energy development.
The English version of Li Hejun's first book, China's New Energy Revolution, is now available in Singapore bookstores, including this MPH store in the Raffles City Shopping Centre. The book describes how new energy, led by thin-film solar, will revolutionize the way China and the rest of the world generate power.
While experts and thought leaders around the globe warn of an impending environmental crisis stemming from our reliance on fossil fuels and our ever-growing energy demands, Mr. Li offers a pragmatic and fact-based solution: Thin-film solar power, in which both China and Singapore are uniquely positioned to emerge global leaders.
20 years after founding Hanergy, Li has leveraged core strengths in R&D and technological integration to help grow the company into the world's largest thin-film solar enterprise, with 3GW of production capacity and industry-leading technical expertise.
In his book, published by McGraw-Hill Education, he explains why thin-film solar technology, with its superior flexibility, exceptional performance under weak sunlight conditions, and wide market adaptability is poised to become the energy of choice. He points out that in addition to conventional applications like rooftop installations, thin-film can be integrated into building components and its ease of portability and resilience to environmental factors makes it ideal for powering our daily lives on everything from mobiles and automobiles to jackets and camping gear.
Speaking about the book, McGraw-Hill Education Associate Publisher Mary Glenn said, "McGraw-Hill Education is proud to be the publisher of China's New Energy Revolution. We have seen tremendous success with our titles that tackle issues of importance to the global business community, and look forward to seeing the impact this important book has on the growing debate of how to solve the world's energy needs."
Singapore's commitment to clean energy has given rise to a clean-tech sector that its Economic Development Board predicts will add S$3.4 billion to the GDP as well as 18,000 jobs by 2015. It is especially well-positioned for solar power, as its location in Asia's sun-belt means it receives 50 percent more solar radiation than temperate-climate locations[1]. Additionally, its established role as a leading processor of high-tech electronics and as a hub of innovation gives it a competitive advantage in key thin-film solar production techniques.
Room for growth in the clean energy market is tremendous. In Asia alone, close to 1 billion people do not have access to grid-connected electricity; a huge gap that Li predicts thin-film solar power will help fill.
In light of Singapore's strategic importance to the global thin-film solar industry, the English-language edition of China's New Energy Revolution debuted in book stores there at a price of 39.95 USD and will soon roll out to America, Germany, England and other Asia-Pacific and global markets. It will also be available for download in the Kindle format.
[1] *Data from Ng, Kiang Siew, Executive Director of Contact Singapore. "A New Solar Hub? Singapore Ramping Up Research and Manufacturing. Solar Industry. Oct. 2010. Online at: http://www.contactsingapore.sg/Library/1/News/369/SIM1006-Singapore.pdf
About Hanergy Holding Group Ltd.
Hanergy Holding Group Ltd. ("Hanergy") is a global clean energy company and the world's largest thin-film solar company and solutions provider. Hanergy engages in the integration of the entire thin-film solar industry chain, covering R&D, high-end equipment manufacturing, solar module production, and the construction of solar power plants. Hanergy possesses industry-leading CIGS thin-film solar technology and has the world's largest production capacity of thin-film modules. Its business also covers hydropower and wind power. Headquartered in Beijing and with operations across China, Asia Pacific, the Americas, Europe and the Middle East, Africa, and other regions, Hanergy employs more than 10,000 people.
Related Links
SOURCE Hanergy Holding Group Ltd.


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Encyclopedia of Cryptography and Security
English | EPUB | 2011 | 1416 Pages | ISBN : 144195905X | 16.14 MB
Expanded into two volumes, the Second Edition of Springer's Encyclopedia of Cryptography and Security brings the latest and most comprehensive coverage of the topic: Definitive information on cryptography and information security from highly regarded researchers Effective tool for professionals in many fields and researchers of all levels Extensive resource with more than 700 contributions in Second Edition 5643 references, more than twice the number of references that appear in the First Edition With over 300 new entries, appearing in an A-Z format, the Encyclopedia of Cryptography and Security provides easy, intuitive access to information on all aspects of cryptography and security. As a critical enhancement to the First Edition's base of 464 entries, the information in the Encyclopedia is relevant for researchers and professionals alike.
Topics for this comprehensive reference were elected, written, and peer-reviewed by a pool of distinguished researchers in the field. The Second Edition's editorial board now includes 34 scholars, which was expanded from 18 members in the First Edition. Representing the work of researchers from over 30 countries, the Encyclopedia is broad in scope, covering everything from authentication and identification to quantum cryptography and web security. The text's practical style is instructional, yet fosters investigation. Each area presents concepts, designs, and specific implementations. The highly-structured essays in this work include synonyms, a definition and discussion of the topic, bibliographies, and links to related literature. Extensive cross-references to other entries within the Encyclopedia support efficient, user-friendly searches for immediate access to relevant information. Key concepts presented in the Encyclopedia of Cryptography and Security include: Authentication and identification; Block ciphers and stream ciphers; Computational issues; Copy protection; Cryptanalysis and security; Cryptographic protocols; Electronic payment and digital certificates; Elliptic curve cryptography; Factorization algorithms and primality tests; Hash functions and MACs; Historical systems; Identity-based cryptography; Implementation aspects for smart cards and standards; Key management; Multiparty computations like voting schemes; Public key cryptography; Quantum cryptography; Secret sharing schemes; Sequences; Web Security. Topics covered: Data Structures, Cryptography and Information Theory; Data Encryption; Coding and Information Theory; Appl.Mathematics/Computational Methods of Engineering; Applications of Mathematics; Complexity. This authoritative reference will be published in two formats: print and online. The online edition features hyperlinks to cross-references, in addition to significant research.
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