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The hotel technology leader will showcase several new system featuresand will co-host a special session honoring women hoteliers at AAHOA this week.

Richardson, Texas (April 13, 2022) – Visual Matrix, an industry-leading provider of advanced technology solutions for the hospitality industry, today announced it has expanded its reach to more than 3,000 properties around the world. With the launch of its new complete hospitality operating system this week at the 2022 Asian American Hotel Owners Association (AAHOA) Convention & Trade Show in Baltimore,

Visual Matrix aims to showcase the many new features that it has incorporated to enhance its other well-known property management solutions. For more than 20 years, Visual Matrix has optimized operations for hotel customers all over the world. With its recent acquisition of LodgingControls, the company has rounded out its solution portfolio with the widely recognized Mobile Operating Platform (MOP) for staff operations automation, elevating its product offerings further.

With its customized, easy-to-use complete hospitality operating system, hoteliers are now able to do more with less, optimizing the staff they have on hand and providing them with the tools they need to run their properties more efficiently. “The response to our expanded product offerings has been incredible,” said Georgine Muntz, CEO of Visual Matrix. “It was important for our team to listen to our existing hotel customers about their changing needs and incorporate new features to help them succeed. Based on their feedback, I can proudly say we have in fact done that.” 

In addition to its expanded solution portfolio, Visual Matrix has a new brand mission and has launched a new website with added resources for hotels. From its Knowledge Base section with an extensive selection of user guides and FAQs, to its Learning Center that provides hotels with quick and easy training courses, Visual Matrix has continued to build its educational library to serve even more hotel customers than ever before. Additionally, Visual Matrix has redesigned its Support Structure to more efficiently manage service requests and guide hotels based on urgency and business impact.

Visual Matrix will continue to build the educational sections of its website in response to its hotel customers including a new Video Hub that spotlights user insights. “It is an exciting time in hospitality,” added Muntz.

“We know big changes in technology are imminent and we think we are able to offer exactly what the savvy hotelier needs with a hospitality operating system that is quick to learn yet flexible enough to solve the ever-changing needs of hoteliers around the world.” 

To learn more about the Visual Matrix complete hospitality operating system and how it can help your hotel property do more with less and maximize productivity, visit the Visual Matrix team in booth No. 1615 at the 2022 AAHOA Convention & Trade Show inside the Baltimore Convention Center, April 13-15, 2022. The team will showcase its new features, designed to help hotels around the world optimize staff and run more efficiently.

Additionally, Visual Matrix will co-host a luncheon and session focused on women hoteliers: “Taking Flight: Women on Leading the Way, Taking Risks, and Doing the Impossible.” The session will feature Heather “Lucky” Penney, who was in one of the first waves of women who went directly from pilot training into fighters following 9/11.

About Visual MatrixVisual Matrix is proud to be the trusted technology partner of choice to ambitious, hotel owners and operators who want an innovative hotel operating system, complete with all the problem-solving, value-adding, easy-to-use tools they need and nothing they don’t. With features like Revenue Management LIVE! for automatic rate optimization, a fully integrated channel manager, and a mobile app for tracking labor performance and enhancing housekeeping and maintenance management, Visual Matrix gives smart hoteliers a way to optimize the guest experience from reservation to return stay. As the technology provider of choice for over 20 years to international brands, Visual Matrix optimizes hotel operations for more than 3,000 properties in 30 countries worldwide. For more information and to see how we work, visit

Tracy Dong

Rethinking OTAs in an Uncertain Market
Written by – Tracy Dong, Senior Advisor, Asia Pacific region at IDeaS Revenue Solutions
For many hoteliers, online travel agencies (OTAs) are an accepted part of a distribution strategy due to their marketing power and high customer traffic. However, today’s costs for acquiring guests are significant, and in some cases, OTAs may be hurting your hotel more than they are helping. 
With 15 to 25 percent commission being charged on average for every OTA booking secured, these third-party costs directly impact the amount of revenue hotels can secure from each guest, which can in turn dampen profitability at a time when COVID-19 is impacting a hotel’s ability to generate revenue and every dollar counts. On top of that, many OTAs require a last-room-available guarantee for their channels, which results in hotels losing ultimate control on yielding of inventory.
When engaging with OTAs in this era of uncertainty, hoteliers must properly understand the value and costs associated with the third-party distribution platform. Any relationship weighted in favor of an OTA to the detriment of a hotel’s bottom line needs to be reviewed. 

Attract more direct bookings 
Given the cost associated with doing business with OTAs, hoteliers should explore all opportunities to grow bookings from alternative channels. Importantly, the most cost-effective online booking channel for a hotel remains its own website. But how can you maximise direct bookings through your website? The first step is increasing web traffic from potential guests and converting “lookers” into “bookers.” 
In an effort to attract more website visitors and increase booking conversion rates from this channel, hoteliers need to understand those people who land on their website. What dates are they searching for? What is the purpose of their trip? Where do they search? Collecting this information provides data that can be used to develop targeted marketing campaigns that attract the right type of website visitor—those with a higher chance of becoming a guest. 
Hotels can also increase direct bookings by retargeting past visitors and directing them to its own website. When researching a location, potential guests may visit a variety of travel websites and OTAs before deciding where to stay. Hotels need to keep their property on the top of the consumer’s mind and influence guests to book on the hotel’s website. Technology that offers tailored ads customised around visitor behavior or website activity can help achieve an estimated 10 percent return rate on website visits, increasing direct-booking opportunities.
Create a seamless online experience 
Today, a greater share of a hotel’s marketing budget is dedicated to attracting more qualified traffic to their own website than ever before, but what if the actual architecture and content on your site prevent rather than enable the booking process? If a website’s booking process is not seamless and secure, guests will book elsewhere. Hoteliers need to ensure their website delivers an enhanced experience with user-friendly features that provide easy navigation and booking; otherwise, the work that went into attracting a potential guest will be for nothing. 
Potential guests often visit a hotel’s website for more information on the property and to assess if the property will reflect the experiences they seek. If the hotel website isn’t focused around the needs of the consumer, such as explaining local attractions nearby, and having more photos, videos and reviews than an OTA, website visitors may quickly move on to another property. Hotels may not be able to compete with OTAs on the level of website traffic they generate, but they should beat them at showcasing their own property.
Today, health and safety are a traveller’s top concerns. Therefore, hotels should reassure their potential guests by highlighting the health and hygiene protocols or certifications upfront on their website. Meanwhile, independent hoteliers need to think about altering site content that appeals to the new targeted audiences. For example, promote staycation offers with various amended activities following social distancing orders. A hotel’s own website is the perfect channel to showcase their property’s personality and unique selling points.
Hotel websites should also incorporate user-generated content from social media, such as user ratings and reviews, to assure guests of the credibility and service standard of the hotel. Since over half of online bookers search online reviews before making reservations, it is critical to provide online reviews as a component of website content.
A hotel’s website must also be informative, multilingual and regionally customised—enabling customers to be assured of the credibility and service standards of the hotel. Optimising their website for viewing on-the-go with iPads, other tablet-sized devices and smartphone compatibility is an absolute must to meet the expectations of tech-savvy travellers ready to embark on their next experience. 
Refocus marketing, reward loyalty  
Hotels often focus their marketing spend on acquiring new guests to broaden their customer base. However, by doing this, they can overlook a major revenue stream that can be engaged at a much lower cost—past guests. Email marketing allows hotels to communicate with their past guests at specific times throughout the customer journey, such as prior to arrival, during their stay and after checking out. 
Additionally, hotels have valuable insights (and data) on their past guests, which means they can send specific messaging to these individuals (e.g., promote welcome-back packages, outline the hotel’s COVID-19 cleaning and safety protocols, and provide special offers and incentives that help generate ancillary revenue) to drive direct bookings and avoid having to rely on costly OTAs to support occupancy.
Hotels need to think beyond guest rooms and leverage their entire customer relationship management system database, including guests who have been to their restaurants or day spa. With rooms’ demand being depressed, hotels could consider leveraging their popular restaurants to drive web traffic. Total revenue management and profit optimisation are more important than ever, and hotels need to consider their whole property to maximise opportunities. 
OTAs can still support your business goals
Hotels need to understand their true channel costs. Having reports on the cost of guest acquisition by channel partner can help hoteliers to negotiate better contracts with third-party OTAs, gaining flexibility in managing rate and availability parity. This information builds a basis for more profitable decisions in the short-term and more long-term channel-value-centric decisions.
It should also be stated that OTAs are not all bad. They can introduce hotels to an audience of potential guests a property might never have a chance of reaching—especially in lower demand periods like the industry is currently experiencing. Hoteliers heavily invested in OTAs to secure bookings might consider ways to use those platforms to better support future business. For example, to increase both new and return business, intelligent hoteliers are letting OTAs handle the initial capturing of guests and then implementing strategies and incentives that ensure those guests book future reservations directly with their hotel, eliminating ongoing third-party booking expenses.
Reduce third-party costs, maximise direct business 
In today’s uncertain COVID-19 operating environment, every dollar counts. Any method to support growth in guest bookings should be explored, and every guest secured should be evaluated to determine their true worth. With costs associated with acquiring new guests through OTAs increasing, hotels need to consider their most effective booking channels and maximise direct bookings.
For more information on how your hotel can drive direct bookings in an uncertain market, please visit: 

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In my job at Google, I advise people on how to use their time as efficiently as possible. When working from home, my productivity strategies are even more important because I don’t have the ordinary structure of a day at the office, like commuting to work, walking to meetings, or running into coworkers. When your house becomes your office, you need to learn a whole new routine.

Getting work done when your teammates aren’t physically with you has been the norm at Google for a while (in fact 39 percent of meetings at Google involve employees from two or more cities). But it might not be for everyone, and many people around the world are now finding themselves in new work situations. So I put together some of my go-to productivity tips—no matter where you’re working—and a few things I’ve learned about how to get it all done from home.

Designate your “spot” where you work (and where you don’t)

It’s easy to pull your computer up to your kitchen table or plop on the couch and start working. But a consistent room, spot, desk or chair that you “go to” every day to work helps your brain associate that spot (smells, sights and sounds) with getting work done. Put up some things you had at your desk, like pictures of your friends or family. Get a new mousepad you love. Stock your go-to snacks on a little shelf. And just as important as creating your “work spot” is determining the areas where you don’t work. Maybe you never bring your computer upstairs or into your bedroom. This helps create mental distance and allows you to relax often even though your work is at home with you.

Use Hangouts Meet like a pro. You’ll probably be spending more time on video chat—in our case, Hangouts Meet. Here are a few tricks for Meet at home: lower your video quality when you’re experiencing bandwidth restrictions or delays, dial into a video call but get audio through your phone, and caption your meetings to make sure everyone can follow. If you’re needing some (virtual) human interaction, set up an agenda-less video chat with your team or friends in the office—it’s not a formal meeting, just time to chat and check in with each other.

Practice “one tab working.”

If you don’t have a large monitor or your usual screen setup at home, it’s even more important to focus on one Chrome tab at a time. If you’re on a video call from your laptop, minimize all other tabs and focus on the conversation—just like you would put away your phone or close your laptop in a meeting to stay engaged.

Act the part.

Resist the urge to wake up and start working in bed—it doesn’t help your brain get in the “mood” of being productive. Stick to your usual routines like waking up, getting dressed, eating breakfast, then “commuting” to your new work space. Staying in your pajamas, while comfortable, will make you feel less like it’s a regular workday and make it harder to get things done.

Play around with your schedule and energy.The good news about working from home? No commute. Think of this as a time to experiment with alternate schedules and finding your “biological prime time.” If you’re a morning person, try waking up and working on something for a bit, then taking a break mid-morning. If you’re a night owl who prefers to sleep a little later, shift your schedule to get more work done in the later afternoon when you may have been commuting home. Productivity is not just about what you’re doing, but more importantly when you’re doing it.

Working from home does not mean working all the time. One of the hardest things about working from home is setting boundaries. Leave your computer in your workspace and only work when you’re in that spot. Pick a time when you’re “done for the day” by setting working hours in Google Calendar to remind people when you’re available. Take mental breaks the way you would in the office—instead of walking to a meeting, walk outside or call a friend.

Create your daily to-do list the day before. Part of staying on track and setting a work schedule at home is listing out what you have to do in a day. I created a daily plan template
(you can use it too!) that helps me create an hour-by-hour plan of what I intend to do. If you fill it out the night before, you’ll wake up in the mindset of what you need to do that day.

Finish that one thing you’ve been meaning to do.

Working in the office can be go-go-go and rarely leaves alone time or downtime to get things done. Working from home is a chance to catch up on some of your individual to-do’s—-finish those expenses, brainstorm that long term project or read the article you bookmarked forever ago. Set up an ongoing list in Google Keep and refer back to it when you have pockets of downtime.

Cut yourself (and others) some slack

Some people only have a one bedroom studio and are spending their days there. Some people have spouses who are working from home, kids at home, or dogs at home (I have all three!). Connectivity might be slower and there might be some barking in the background, but just remember everyone is doing their best to make working from home work for them.

Laura Mae Martin
Executive Productivity Advisor

Published Mar 18, 2020
Posted in:
G Suite
Work Smarter

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While we at Triptease work hard to ensure our products continue to provide stability and predictability for hotels during this uncertain time, it’s more important than ever that hoteliers are able to learn directly from each other about crisis management and the road to recovery. Sign up for our webinar on Wednesday 18th March with Chetan Patel, Vice President, Digital & CRM, ONYX Hospitality, and Dr Mario Hardy, CEO, PATA. Learn the key pricing, marketing, loyalty and OTA strategies that will ensure your hotel emerges stronger.


Direct Bookings, Crisis management, COVID-19

What hotels can learn from Hong Kong’s response to COVID-19

by Rob Funnell
March 13, 2020

The hotel industry is facing a generational crisis at the hands of COVID-19, and it will likely get worse before it gets better. However, even during these hard times, there is light at the end of the tunnel. Thanks to rapid responses, many countries in Asia are already starting to see a recovery in their hotels’ direct bookings, and are regaining control and predictability around their digital marketing strategies. After comprehensive analysis of our hotel data from the start of the year, we’ve identified the countries, trends, and tactics to help hoteliers from US and Europe navigate such uncertain times.

Watch Charlie Osmond take you through the latest data from Hong Kong.

Asia is on the first steps towards recovery

While the effects of coronavirus hit Asia-Pacific incredibly hard at the start of February, the situation is starting to stabilize across the region. This is largely due to a shift from international bookings to more people travelling within their own country. By looking at the total number of direct bookings by day across APAC, we can see some countries are remaining relatively stable, with hotels in Australia and Malaysia seeing around 80% of the direct bookings they received at the start of the year.

However, most notable are the countries that reached their lowest point at the very start of the outbreak, and are now bouncing back. Despite early panic and severe government lockdowns, Japan and South Korea have started showing green shoots – but it’s Hong Kong that stands out for its remarkable response. After hitting a low on February 2nd, Hong Kong’s direct bookings grew 270% over the following thirty days – and observers are cautiously optimistic that the growth will continue.

Hong Kong’s uplift in direct bookings hasn’t happened by chance, but because of swift action from hoteliers to target the right bookers at this time of crisis. International travel to Hong Kong has plummeted – as we’ve seen with almost every other country at this time – but the number of bookings from guests already based in Hong Kong has seen a dramatic increase. The trend of domestic bookings is not far off what we’d expect during regular seasonal changes, and has risen above the baseline level of international bookers from before the crisis.

And for the first time this year, the amount of mobile bookings made in Hong Kong has overtaken those made on desktop. Hong Kong learnt from the devastation of SARS in 2003, and has managed to keep cases of COVID-19 low through a serious lockdown across the region. In these rapidly shifting circumstances, travelers are changing the way they book to one that is focused on convenience and speed.

How can hotels react quickly like Hong Kong?

With travel bans increasing by the day, it’s unsurprising to see domestic travel take advantage of the gaps left by international bookers. While many countries are still facing the worst of the crisis, domestic bookings are weathering the storm – or, at the very least, declining slower than international ones. At the tail-end of COVID-19’s spread, we can expect to see domestic travel continue to grow as the world heads towards a sense of normality.

However, while the exact response and recovery for your hotel may be different, the most important thing to do is monitor how the market is changing. There are still guests who are booking rooms, but perhaps not through the ways we’d usually expect them to. From device type to searcher country and even lead time, you must make your hotel agile and flexible enough to focus entirely on ensuring those who visit your website eventually convert.

To help your hotel take immediate action, we’ll be releasing regular updates during the crisis based on the trends we see from our extensive booking data. Our analysis plays a crucial role across the Triptease platform, and we’re hoping our findings can help hotels regain a sense of control and predictability over their guest acquisition strategies. If you’d like to get in touch to learn more or request advice, please contact our team for more information.

About The Author Rob is a Content & Product Marketing Executive. Find him in the DJ booth at the next Direct Booking Summit!

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Through automation and scientific forecasting, IDeaS RevPlan™ will enable Asia-Pacific Hoteliers to build out forward-looking total revenue plans

Singapore—March 5, 2020—IDeaS Revenue Solutions, the world’s leading provider of revenue management software and services, announced today IDeaS RevPlan™, a cloud-based module built to complement its flagship RMS products. The module is designed to take the pain out of budgeting and forecasting a hotel’s total business, including food and beverage outlets.

Until now, hotels have relied on manual forecasting and data collection to plan operations for their total business. This error-prone, time-consuming process leads to inefficient labor costs, siloed decision-making and smaller profits.

Utilising advanced revenue science, RevPlan enables revenue managers, finance directors and hotel leaders to effectively budget, plan and strategise using automation and scientific forecasting.

“Hoteliers face many challenges when it comes to the planning and budgeting of their total business. Essential data is spread out and isolated, the manual process is prone to errors and non-rooms revenue is left on the sidelines. That’s why we developed RevPlan, a budgeting and planning solution built for and by hoteliers,” said Sanjay Nagalia, co-founder and chief operating officer, IDeaS.

With RevPlan, hoteliers will be able to increase the profitability of all revenue streams, from guest rooms to food and beverage, with scientific forecasting for more precise planning.

RevPlan consolidates hotel data at the enterprise level to easily drive more strategic decision-making by revenue stream, region or brand. The solution will also help boost hotel operational efficiencies with automated data collection and intelligence.

About IDeaS

IDeaS, a SAS company, is the world’s leading provider of revenue management software and services. With over 30 years of expertise, IDeaS delivers revenue science to more than 13,000 clients in 140 countries. Combining industry knowledge with innovative, data-analytics technology, IDeaS creates sophisticated yet simple ways to empower revenue leaders with precise, automated decisions they can trust. Results delivered. Revenue transformed. Discover greater profitability at

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Concerns relating to the spread of the COVID-19

By Rachel Grier, Area Vice President, Asia Pacific

Concerns relating to the spread of the COVID-19 and large-scale travel restrictions put in place are having a direct impact on hoteliers across the Asia-Pacific (APAC) region. While the full picture of reduced demand for hotel rooms across the region is only beginning to be understood, STR Global has indicated that “Singapore, Bangkok and Bali, all popular markets for outbound Chinese travelers, have seen the decline continue in occupancy from their normal respective levels.” In particular, the tourist destination of Phuket is forecasting challenging operating conditions with hotels’ on the books occupancies for March in the 40-50% range, versus last year where 70-80% was on the books for the same period.

Markets that source a large portion of their guests from mainland China, and other affected regions like Korea, are being most affected by the current travel restrictions. However, as no one can accurately predict the extent to which the virus will spread, hoteliers across the wider APAC region are understandably concerned. So, what should hoteliers consider when seeking to address the business challenges posed by the emergence of COVID-19?

Firstly, hoteliers must avoid making ‘gut-instinct’ or emotional decisions in the face of current market uncertainty. Rather they should focus on rational, analytical and data-based strategic approaches to pricing. For example, when faced with a high volume of cancellations or low demand from countries affected by COVID-19 hotels might be tempted to offer short-term discounts and to start relying on more expensive distribution channels to try and attract bookings from other markets. While this might seem like a good strategy for the short term, it is a very long road to recovery from these decisions.

A key lesson learnt from previous instances of market uncertainty—such as the global financial crisis—is that although price cuts may deliver a brief spike in volume in the short run for a hotel, they can also result in long-term pain for any hotel that pursues this strategy. Hotels that instigate aggressive downward price action in the face of market uncertainty tend to face challenges when demand picks up. These properties experience resistance to any price increases from customers who have a lower reference point value for a hotel’s rooms and services. Additionally, if competing properties also reduce prices as a reaction to your own discounting efforts, these rival properties may not follow your attempted price increase in the future, making it difficult for you to return your prices to previous levels for some time to come.

Hoteliers should not panic when faced with market uncertainty resulting from lower demand due to COVID-19. Slowdowns happen in all regions and business (nearly) always comes back. Do not implement anything you might regret later—such as giving too much business to costly third-party booking channels. Rather, take a long-term view of what is best for your business.

It is not only tourist destinations popular with Chinese travelers and hotel room revenues that are being impacted by COVID-19. The viability of major conferences and events are also being affected due to travel restrictions. Already the HSBC Singapore Rugby Sevens has been postponed from April to October over COVID-19 fears, and many corporate conferences with potentially lucrative event-space reservations may be similarly at risk of disruption.

Any hotelier who currently is, or may in the future, be impacted by lower demand due to COVID-19 related travel restrictions needs to have a plan, even if it will not be fully implemented. As hoteliers deal with increased demand uncertainty, it is critical they map out and stress test best-to-worst case scenarios and the activities to counter each. Activities should be multi-functional and cover varying “what-if” scenarios. For example, what if corporate demand drops by 10 percent? What if group bookings fail to materialise? What if weekend demand declines by 25 percent? Hoteliers need to explore how their marketing teams could redeploy and reassign planned campaign funds to generate and secure alternative business and new markets.

Revenue managers are instrumental in finding alternative revenue sources and helping create new ones in times of uncertainty. If weekday demand declines significantly due to lower destination visitation numbers as a result of lower traveler numbers from China, revenue managers should work with their sales and distribution teams to explore alternative revenues to make up some of the lost demand (e.g., locally sourced business, meetings & events, etc.). How much revenue can a hotel protect by locking in contracts for longer periods of time? Hoteliers should also look at if their post booking pre/at arrival upsell activities are optimised and always take a long-term view with any decision-making.

The best way to prepare for future uncertainty is by being certain about your own business strategies under any condition. Hotels looking to implement new promotions should look to simulate what-if analysis and run A/B testing on potential pricing scenarios, so they aren’t blindly launching new campaigns at critical times for their business.

Hoteliers must continue to execute a revenue management strategy focused on not just the next few months, but the next several years. The overall trend for the hotel industry is and will remain positive, tied to predicted sustained growth for business and leisure travel at a global scale. The bottom line for hotels operating across the APAC region is that this is no time to panic, but it is time to plan.

For more information, please visit:

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