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How Technology Helps Hospitality Businesses to Combat Economic Uncertainty
Hospitality Business Review | Thursday, March 02, 2023
Digital adoption has been an important lifeline for hospitality businesses and it's clear there are greater efficiencies to be realized with new technology
FREMONT, CA: Technology appears to be a fundamental instrument in combating macroeconomic situations as restaurateurs around the world struggle with high inflation rates, personnel shortages, and general economic uncertainty. A majority of businesses use POS or restaurant management software to streamline shifts, including new or expanded online ordering systems or the use of new technology to automate tasks. Hospitality operators must be able to do more with less.
Digital adoption has been a vital lifeline for the hospitality industry, and new technology will lead to improved efficiencies. Technology is a priceless tool for enhancing the effectiveness of hospitality brands and many business performance metrics, from improved energy efficiency to a more smooth and more automated client experience.
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While customer service will always be a people-centered endeavor for some sectors of the industry, other sectors stand to gain from operational automation. Brands that cater to younger travelers, for instance, have embraced automated check-in/out technologies for keyless entry while boosting the customer experience for generations who grew up with the internet. By having more touchpoints to capture consumer preferences and anticipate their needs, moving procedures to digital solutions can also help businesses personalize the visitor experience.
Rising food and supply costs are now the biggest challenges. More than half (61 percent) of restaurateurs use this strategy as a way to combat inflation, although it is intimidating to raise menu prices (for fear of losing clients). Californian restaurants were hesitant to raise their pricing but ultimately concluded that it was essential. There is a perception that customers are extremely price-sensitive, and businesses have been anxious about raising their prices. In some ways, inflation has provided the chance to finally implement required price modifications and transition to new price points. While it appears that employing new employees (23 percent) and staff retention (11 percent), together with inflation, are the top two concerns, sustainability is an emerging factor that cannot be disregarded. Nearly half (47 percent) believe promoting environmentally friendly practices will increase clientele.
57 percent of the respondents concurred that adopting new technologies over the last two years was essential to the survival of their company. To make sure they are spending money wisely and squandering less, 42 percent of operators upgraded their food costing and inventory methods. The number of days and/or hours of operation are being restricted by nearly one-third of business owners (30 percent), particularly during slower months. This is done to save costs brought on by inflation and to avoid employee burnout while working with an understaffed workforce. To avoid paying third-party costs, nearly a quarter (21 percent) brought online ordering in-house. 40 percent of restaurant owners reported that they had already implemented inventory techniques to increase productivity and decrease food waste, while 60 percent of restaurateurs believed that inventory data (stock levels, waste) is crucial to them. 43 percent of restaurant owners employ fewer employees. 39 percent of businesses are expanding their vegan menus to increase sustainability, and 37 percent have adopted a food waste policy.
The use of new POS or management software to streamline employee shifts was cited as the technology that boosted business the most by 12 percent of respondents from the industry this year, up from seven percent. Due to the resurgence of in-house dining, beverage sales—both alcoholic and nonalcoholic—saw the highest increase. Breakfast, small plates, and dessert have all grown in popularity in 2022. With the return of in-house dining, returning restaurants appear to be expanding their menus after cutting them back previously. Consumer purchasing patterns appear to be being significantly impacted by inflation, pushing them to reconsider and tighten their budgets. Although eating out is a well-established habit and patronizing neighborhood eateries is still important to consumers, 50 percent of those polled said they would visit those establishments less frequently due to financial constraints. Home delivery, which is likewise used less by 48 percent of respondents, is the same.
While some concepts can naturally profit from these trends, business owners creating new hospitality goods or repositioning ones already on the market should think about incorporating various offer types to best meet the shifting needs of consumers. Analyze data and booking patterns of long-term visitors to understand their demands to maximize the guest mix. Then, broaden your offers to include amenities and services that long-term visitors value. Consider flexible price alternatives as well. To generate offers and package discounts, partner with nearby businesses like co-working spaces, tourist attractions, and sightseeing destinations.
Developing new trends, fuelled by remote work and a workforce that is more globally distributed, enables hospitality organizations to tailor their offerings, draw in customers who stay longer on average, and fill in the gaps during times of low demand from other segments. In addition, take advantage of technology when it comes to operations. This can help businesses cut expenses by improving power consumption control and streamlining processes, which can free up staff time and allow them to focus on providing better customer service.
It is challenging to find a universal strategy that will help hospitality businesses manage the current environment, but innovation in one of those three areas could have a decent chance of producing a profitable return on investment. It is challenging to foresee what the future holds in the fast-paced macroenvironment, so executives should closely monitor trends to successfully navigate.
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Hospitality outdoor furniture is no longer a back-of-house purchasing item or a decorative afterthought. For hotels, resorts, restaurants and shared amenity properties, outdoor areas now carry part of the guest promise. A pool deck, terrace, courtyard or rooftop can influence dwell time, photography, social sharing and return visits as clearly as a lobby or guestroom. That shift changes the buying decision. Furniture must support atmosphere while reducing the daily strain placed on property teams.
Executives should look beyond visual fit alone. A strong supplier understands how an outdoor setting is used through a full day, from breakfast traffic and poolside lounging to event turnover and cleaning cycles. The right furniture helps guests settle in quickly, invites longer stays and still allows staff to reset the space without complicated care routines. Comfort cannot be treated as separate from maintenance. An attractive chaise that is difficult to move, clean or keep presentable will lose value in commercial use.
Material performance also has to be judged in real property conditions rather than showroom conditions. Hospitality furniture faces sun, rain, spills, salt air and frequent contact from guests, staff and cleaning crews. Decision-makers need products that keep a consistent appearance, offer dependable support and do not require constant refinishing or protective intervention. The strongest manufacturers connect design choice to lifecycle cost, because replacement cycles and staff time affect the real cost of ownership more than the purchase order alone.
Range and project support matter just as much. Outdoor hospitality areas rarely depend on one furniture type. Dining, lounge, poolside, accessibility and waste-management needs often sit within the same property plan. A supplier that can support multiple zones gives buyers a better chance to create a unified look without forcing every space into the same use pattern. Hospitality leaders should also look for help with specification, visualization, lead-time planning and ordering, since delays or mismatched pieces can slow openings and refreshes.
The buying process should also account for inclusivity and brand consistency. A resort or restaurant may treat outdoor space as a visual signature, but guests experience it through physical comfort, easy movement and the ability to remain outdoors without feeling like the space was designed around display alone. Furniture that supports accessibility, service flow and varied guest behavior helps the property protect both reputation and staff time.
The best fit is a company that treats outdoor furniture as part of the guest experience and part of property management. It should help a brand make exterior areas memorable without asking the property team to absorb unnecessary upkeep.
POLYWOOD fits that standard for hospitality buyers that want design choice tied to commercial practicality. Its commercial offering supports hotels, resorts, restaurants, multifamily properties and recreation settings, with dining, chaise lounge, deep seating, bench, rocking chair and poolside options. It also brings project support, a commercial shopping experience, flexible lead times and BIFMA testing standards into the purchasing process. POLYWOOD views outdoor spaces as memorable guest settings and focuses product development on comfort, appearance, accessibility, maintenance and real-world feedback.
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Executives across the hospitality sector face increasing pressure to balance guest expectations, staff efficiency and long-term capital discipline. Mobile furniture has moved from a background procurement decision to a visible contributor to experience, safety and day-to-day execution. In hotels, convention centers and multipurpose venues, furniture must adapt quickly to changing room configurations, support fast turnovers and remain dependable under constant use. Decisions in this space increasingly reflect not just product selection but confidence that the supplier can support daily setup, maintenance and long-term use.
One persistent challenge is translating operational realities into furniture choices that work in practice. Hospitality environments rely on teams that set up and reset spaces repeatedly, often under time constraints and staffing shortages. Furniture that looks appropriate but slows staff or introduces safety risks ultimately undermines the guest experience. Buyers therefore gravitate toward solutions shaped by an understanding of how venues actually operate rather than abstract design ideals.
Another concern centers on longevity and stewardship of investment. Hospitality executives evaluate mobile furniture less as a one-time purchase and more as an asset expected to perform across years of service, relocations and reconfigurations. The ability to maintain, repair and extend the usable life of furniture carries material weight in acquisition decisions. Transparency into product specifications, traceability of components and responsive post-sale support all influence whether an initial investment retains its value over time.
Trust in advisory capability also plays a decisive role. Many buyers prefer working with partners whose teams understand hospitality workflows and can translate functional requirements into appropriate configurations. This consultative approach reduces the risk of overbuying, misalignment or future retrofits. It also shortens decision cycles by anchoring discussions in real operational needs rather than generic product comparisons.
Within this context, mobile furniture that supports faster setup, safer handling and flexible room use stands apart. Solutions designed around intuitive use allow staff to work efficiently while maintaining consistent presentation standards. Attention to safety for both staff and guests further differentiates suppliers that understand the shared responsibility embedded in hospitality environments. Over time, these attributes compound into measurable benefits through reduced labor strain, smoother event turnovers and fewer disruptions.
SICO aligns closely with these priorities through a combination of consultative engagement, disciplined product design and sustained customer support. Its teams bring decades of hospitality familiarity to engagements, allowing it to guide buyers toward configurations that fit both guestfacing goals and operator realities. The company’s mobile furniture portfolio reflects an emphasis on ease of use, safety and adaptability, informed by direct collaboration with hospitality operators rather than abstract market assumptions.
SICO also reinforces long-term value through product traceability and after-sale continuity, enabling venues to maintain consistency and extend furniture service life as needs evolve. Its approach positions mobile furniture as an asset that supports reliable execution across events, seasons and years rather than a recurring source of friction.
For hospitality executives seeking mobile furniture that supports efficient operations, protects capital investment and contributes quietly but decisively to guest experience, SICO stands out as the premier choice in this space, delivering solutions grounded in industry understanding and sustained partnership rather than short-term appeal.
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A destination management contract may seem simple at first, but things can change quickly when a group arrives with different abilities and expectations than those considered during planning. Even a well-priced itinerary can disappoint if travelers struggle to take part in activities or have too little time to enjoy the places they visit. For travel companies choosing a destination management provider, understanding how well the company knows its guests is essential before finalizing accommodations and excursions.
Planning an itinerary starts with understanding the group. Age and physical fitness affect how far travelers can comfortably go, while personal interests shape how much time they want to spend at each destination. Standard packages offer clear pricing and easier scheduling, but they may not suit everyone’s needs. Custom itineraries provide more flexibility, as long as the destination manager can turn individual preferences into realistic daily plans. A good provider should explain why certain activities suit a group instead of simply offering a long list of excursions.
Crowded attractions create another challenge, particularly in popular national parks. Visitors often gather around the same viewpoints, placing additional pressure on areas that already attract large crowds. Taking smaller groups to less-visited locations can help spread visitors out while offering a different perspective of the landscape. However, alternative routes require proper knowledge of trail conditions and accessibility. Sustainability also needs to go beyond promises. Smaller groups, careful route planning, and reduced fuel consumption can help limit environmental impact while making visits more enjoyable.
Guides play an important role in turning an itinerary into a memorable experience. Having the right driving qualifications does not automatically mean someone can explain a landscape or adjust an excursion to suit travelers. Recruitment standards and practical training provide a better indication of their abilities. Providers should explain how guides learn unfamiliar routes and how supervisors assess their performance before allowing them to lead trips independently. Specialist knowledge is especially valuable for private groups with particular interests. For example, a natural history guide can offer much more than someone who simply knows the usual sightseeing stops.
“Incredible Adventures designs and operates customized group itineraries for travel brands across the western United States, offering both guided journeys and self-guided trips.”
Transportation and local supplier relationships also affect the quality of a trip. A destination manager may coordinate several outside providers during a multiday journey, meaning the travel brand depends on services it does not directly control. Visiting hotels and assessing activities firsthand helps confirm whether suppliers meet expectations. However, local conditions and service standards can change over time. Regular destination visits and continued staff training help providers keep itineraries updated rather than relying entirely on supplier descriptions.
International tour operators must also consider their reputation when working with local destination management companies. Travelers expect experiences to match what the tour brand has promised, regardless of who organizes the arrangements. Clear responsibilities for itinerary planning and service delivery are therefore essential, particularly on multiday journeys involving several destinations.
Incredible Adventures designs and operates customized group itineraries for travel brands across the western United States, offering both guided journeys and self-guided trips. Its guide training includes supervised road trips and driving assessments, while staff regularly revisit destinations and inspect activity suppliers. The company considers group interests and activity levels when developing itineraries and assigning suitable guides. It also uses smaller groups to explore less-visited areas of national parks, bringing environmental responsibility into its planning. For international operators organizing multiday trips across the American West, especially those seeking tailored excursions and knowledgeable local guides, Incredible Adventures offers a combination of itinerary planning and direct tour operations.
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Leaders in the hospitality industry work in a setting where brand perception is quickly formed. Depending on how well front-line employees perform, a gala dinner, a casino floor, a conference reception, or a wedding banquet can either improve or worsen a reputation. Executives in charge of staffing partnerships in the hospitality industry are aware that labor is a visible extension of their brand rather than a commodity line item. The proper staffing company needs to do more than just cover shifts. It must lessen the workload for managers, uphold service standards, and safeguard the visitor experience.
The market has shifted in recent years. Digital platforms and app-based labor pools promise speed and scale, often reducing staffing to a transactional exchange. While such models may address last-minute gaps, they frequently leave quality control to chance. Hospitality environments demand more discipline. Staff must present correctly, understand service etiquette and adapt to the tone of each venue. An agency that cannot verify skill, assess demeanor and reinforce standards in person introduces unnecessary exposure for operators whose margins already depend on repeat business and positive reviews.
Reliability sits at the core of any viable partnership. Show rates and backfill capabilities directly affect event continuity. Agencies that simply dispatch names without layered confirmation processes force venue managers into contingency mode. A credible partner plans further in advance, confirms repeatedly and anticipates drop-offs before they affect the floor. That level of oversight preserves staffing ratios and protects the guest journey from disruption.
Training depth also separates credible firms from opportunistic entrants. Hospitality is not interchangeable with general labor. Fine dining service, banquet pacing and bar operations require specific competencies and situational awareness. Beyond technical skill, staff must understand presentation, guest interaction and recovery when minor mistakes occur. An agency that invests in structured orientation and ongoing development creates personnel who reflect venue standards rather than merely occupy space.
Equally important is leadership presence. Remote coordination has limits in environments where timing, attire and conduct are highly visible. On-site oversight from the agency adds a layer of accountability, relieving venue management from micromanaging temporary teams. When an agency representative monitors grooming, uniform compliance, and service flow, operators can focus on clients and revenue rather than on corrective interventions.
SMS Group of Companies illustrates how these elements can converge into a disciplined model. Through its hospitality staffing division, it recruits for industry experience and supplements talent with internal training to align staff with client expectations. It conducts in-person orientations before any assignment, establishing mutual expectations and reinforcing service culture. Its confirmation system engages personnel multiple times prior to each event, which has consistently led to high attendance. The firm deploys on-site leadership to supervise assignments, address presentation issues, and serve as a liaison between staff and the client. It has demonstrated the capacity to scale for large events while maintaining standards, supplying sizable teams for major venues without diluting quality.
For executives evaluating hospitality staffing partners, the decision should center on reliability, structured preparation and visible accountability. SMS Group of Companies presents a mature model grounded in disciplined recruitment, sustained training and hands-on oversight. For organizations that view guest experience as a strategic asset rather than a variable expense, it stands out as a measured and dependable choice.
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