X

Whale, a leading pump manufacturer, faced the challenge of designing and developing complex products under strict regulatory standards. The company needed to improve its product development cycle, which ranged from nine months to three years, depending on the complexity of the product. Gas products, in particular, required longer development times due to stringent regulations. Whale also needed to ensure that its designs were optimized for performance and strength, while maintaining clear communication with customers and protecting intellectual property. Additionally, Whale aimed to grow its business by providing design and prototyping services to other companies.

Diamond Systems, a leader in egg packing, grading, and breaking machines, faced the challenge of maintaining its reputation as a technology leader. The company needed to ensure that its presentations to customers were visibly leading-edge. Additionally, they aimed to reduce costs and time-to-market while transitioning from 2D AutoCAD to 3D CAD software. The primary challenge was to find a 3D CAD solution that was easy to use, met their specific needs in sheet metal modeling, and provided a stable and reliable platform for their designers and engineers.

It was important to the management team at Cher-Ae Heights to be EMV and PCI compliant while adding flexibility with deeper insight into operations. When looking for new technology for the property, they found that the innovative solutions from Agilysys met their demands to replace a longtime competitive solution. The casino needed to streamline food and beverage operations, secure guests’ financial data, and provide real-time, detailed key performance metrics to eliminate the need for manual reports and spreadsheets.

While bringing their newest property online, the leadership team’s goal to excel in delivering quality, personalised service was challenged. They required access to individual guest profile data that would enable staff to personalise the guest experience. Hastings knew they had to get ahead of their prospective guests’ needs prior to the grand opening at Grand Central Hotel Belfast. Without this important staff insight, guests would not receive the same personal attention to which they had become accustomed. They also needed real-time data related to guest room inventory and availability. Hastings’ leadership knew that their property management solution (PMS) must interface with their existing web reservations and channel management tools to bring in the necessary real-time data if they were to deliver consistent guest service at their new Grand Central Hotel Belfast and not miss a beat.

The Spirit Lake Casino & Resort, owned by the Spirit Lake Nation, needed a comprehensive solution to manage their diverse mix of accommodations and amenities. The executive team sought a property management system (PMS) that could streamline operations, lower costs, and enhance the guest experience. The existing systems were not integrated, leading to inefficiencies and a fragmented guest service experience. The property required a high level of flexibility without compromising efficiency, and the team was particularly interested in a solution that could integrate seamlessly with their other casino systems.

The Saybrook Point Inn, Marina & Spa faced the challenge of maintaining high-quality guest services while managing a variety of amenities and facilities. The property needed a solution that could streamline operations, improve efficiency, and enhance the overall guest experience. The management team sought to integrate technology that would allow for seamless service delivery across different areas, including the Marina Bar, poolside, and dining areas. Additionally, they required a system that could handle front office operations, guest history, housekeeping, and reservations management without causing disruptions or requiring intrusive communication methods.

The Wequassett Resort required a state-of-the-art technology solution to strengthen its entire food and beverage (F&B) operation. The resort needed both fixed and mobile point-of-sale (POS) solutions to provide the best possible guest service across its diverse settings, including restaurants, pools, beaches, and golf courses. The management team sought a solution that would not only improve operational efficiency but also maximize revenue potential and enhance guest service. The complexity of the resort's environment, with its various amenities and services, necessitated a robust and integrated system capable of handling high volumes of transactions and providing detailed reporting and analysis.

Located in a remote coastal resort area of the Pacific Northwest, Quinault struggles to find local IT staff and as a result, they looked to a cloud-based POS to reduce costs and ease staffing issues. The management team ultimately decided to update its antiquated point-of-sale system and partner with Agilysys to run InfoGenesis® POS at the property. “We have a real labor challenge in our area,” explains Dean Rubin, Executive Director of Hospitality. “I wanted minimal amount of IT management involved with monitoring the system so that they would be free to focus on other equipment in other areas of the resort. Not having to maintain the system onsite has saved us quite a bit of money.”

The Dubai Marine Beach Resort & Spa faced several challenges in their food and beverage outlets. Firstly, service inefficiency was a major issue as servers spent a lot of time running back and forth between the kitchen, the POS terminal, and the guests, making it difficult to meet guest needs effectively. Secondly, there was a lack of reporting capabilities, which meant that management had little to no access to essential report data for managing multiple outlets. This limited their ability to adjust operations to streamline guest service. Lastly, insufficient connectivity was a problem; both managers and servers were limited by the functionality of their Wi-Fi service, and when it went down, so did the POS system. The leadership at Dubai Marine Beach Resort & Spa aimed to improve guest service and efficiency in their food and beverage outlets. They sought a technology solution that would provide consistent connectivity and greater mobility, even during their busiest periods.

Sustainable luxury was long considered a contradiction until recent shifts in the hospitality industry took green resorts from niche to necessary. As an effective way to reduce their carbon footprint, digital guest service has become important to resorts like Camelback that prioritize sustainability, alongside exceptional guest service. The beautiful property is dedicated to delivering exceptional guest experiences with a wide variety of outdoor activities such as skiing, snowboarding, zip-lining and the largest snow tubing park in the country.

The property’s management team wanted a comprehensive inventory and procurement solution that would automate processes, reduce costs and boost efficiency. They also wanted a subscription service model that would provide predictable IT costs, an accelerated return on investment and the latest software updates. After a careful review of vendors and solutions, they selected the Stratton Warren System from Agilysys.

The two Grand Casino properties needed integrated point-of-sale and payment gateway solutions that would optimize food, beverage, and retail service, while securing sensitive cardholder data. The management team required advanced features and functionality to boost efficiency and reduce the risks associated with credit card acceptance. They were looking for state-of-the-art technology that could streamline operations and enhance guest service. The properties had been longtime users of the Agilysys LMS® property management system and sought a suite of Agilysys solutions to meet their needs.

While bringing their newest property online, the leadership team’s goal to excel in delivering quality, personalised service was challenged. They required access to individual guest profile data that would enable staff to personalise the guest experience. Hastings knew they had to get ahead of their prospective guests’ needs prior to the grand opening at Grand Central Hotel Belfast. Without this important staff insight, guests would not receive the same personal attention to which they had become accustomed. They also needed real-time data related to guest room inventory and availability. Hastings’ leadership knew that their property management solution (PMS) must interface with their existing web reservations and channel management tools to bring in the necessary real-time data if they were to deliver consistent guest service at their new Grand Central Hotel Belfast and not miss a beat.

Cypress Bayou Casino Hotel faced several challenges with their legacy Point-of-Sale (POS) system. The existing POS solution was approaching its end of life, necessitating a migration to a new platform and the creation of a new database from scratch. Additionally, the vendor's recent acquisition led to a decline in local support, resulting in longer response times and less knowledgeable support agents. The changes in EMV liability also required the hotel to adopt chip-and-pin technology to enhance credit card safety and security. These factors prompted Cypress Bayou Casino Hotel to explore alternative solutions to meet the evolving demands of their patrons and ensure operational efficiency.

The executive team at Portlander Inn was in search of an innovative property management technology that could help them better understand guest needs and ensure a superior guest experience. They needed a solution that was easy to implement, guest-centric, and capable of driving competitive advantage. The existing systems were not meeting their expectations in terms of functionality and ease of use, which led them to explore various options in the market. The primary challenge was to find a system that could seamlessly integrate with their operations and provide real-time insights into guest preferences and operational performance. Additionally, they required a secure payment gateway to protect guests' financial data and reduce the risks associated with credit card acceptance.

For more than 30 years, the demand for their exquisite villas and amenities continued to grow, outpacing the capabilities of the resort’s existing online bookings capabilities. Unable to reserve one of their more than 500 villas and 2700 guest rooms via the website, guests were required to call resort staff for property details and to make a booking. Dissatisfied with this situation, the leadership at Kiawah Island Golf Resort began looking for online reservation tools to address this challenge.

As a large resort with numerous food and beverage outlets, Crystal Springs required a robust yet highly adaptable and functional point-of-sale solution that could be implemented and operated with ease across the enterprise. The resort needed a system that would provide a more seamless guest experience across the properties and ensure ease-of-use and mobility for the staff. Additionally, the solution needed to unify all food and beverage outlets to allow for seamless operation and service.

Walters Home Management had outgrown its technology infrastructure. Jennifer Newton, owner of Walters Home Management, was looking to switch from Yardi Systems to a modern and easier to use solution that could easily scale with the company’s growth. Newton began exploring options like Propertyware, Promas and Rent Manager before ultimately deciding to implement AppFolio Property Manager. For Newton, investing in a property management solution like AppFolio would enable the company to consistently provide a superior level of service to clients — a critical competitive differentiator for Walters Home Management.

Lois Moore, a property manager in Portland, Oregon, faced a significant challenge when her Yardi Pro system, which she had been using for almost 8 years, began corrupting data. This unexpected issue prevented her from posting and paying commissions and resulted in incorrect owner statements. The timing was particularly problematic as it occurred just before she was scheduled to leave for a few days of rest and relaxation. The data corruption left her in a state of panic, unable to perform essential business functions.

Carefree Property Management faced significant challenges with their outdated website and manual processes for posting vacancies. Their old website was not modern and required a lot of manual effort to update, which was time-consuming and inefficient. The company needed a solution that would modernize their online presence and streamline their vacancy posting process. Additionally, they were looking for a way to attract more tenants and property owners through a more professional and user-friendly website.

McGrath Real Estate Services, a company specializing in residential property management, faced the challenge of managing a growing portfolio of properties. Initially using Yardi for accounting, they found it insufficient for their expansion goals. With a portfolio that grew from 250 to 600 properties, many of which were owned by clients in the State Department or Military, McGrath needed a more comprehensive property management solution. They required software that could streamline operations, improve productivity, and support their growth ambitions. The primary challenge was to find a solution that could handle all facets of property management efficiently and help them stand out in a competitive market.

MART faced several challenges in its operations, including increased ridership using the existing fleet, non-availability of empty seats during peak hours, and difficulties in scheduling and dispatch. Additionally, there was low shared ridership, which further complicated the efficient use of resources. These challenges necessitated a solution that could optimize the use of available seats, improve scheduling, and increase shared ridership to reduce costs and improve service delivery.

The sub-recipients in Georgia faced several challenges in their operations, including under-optimized routes, operational issues in managing multiple offices, and difficulties in scheduling, dispatch, and file upload. The most significant challenge was the billing process, which involved multiple funding sources with various rate structures, leading to delays in monthly billing. Additionally, some sub-recipients had to log into multiple sites to manage their operations due to having multiple remote offices.

CICOA Aging & In-Home Solutions faced several challenges in their Meals & More program. They needed to provide seniors with a reusable, contactless meal voucher card to replace the traditional paper accounting system. This change aimed to streamline the process and make it more efficient. Additionally, they wanted to ease the intake process so that congregate sites could register clients or CICOA could do it on their behalf. Another significant challenge was the need to create reports easily for State and Federal agencies, which was cumbersome with the existing paper-based system. The goal was to improve the overall efficiency and effectiveness of the program, ensuring that seniors received their meals without any hassle.

The City of Whitehorse faced significant inefficiencies in their transit system due to the limitations of their in-house developed software. The software could not handle multiple pickups, leading to under-utilized buses and a cumbersome manual process for ridership data collection. This inefficiency resulted in unreliable and slow service, causing numerous customer complaints. Dispatchers and management staff spent excessive time managing these complaints and manually inputting performance data into spreadsheets.

Despite being named “Outstanding Public Transportation System” by the American Public Transportation Association (APTA) in 2005, MITS’ paratransit service was using obsolete and malfunctioning on-board computers. Maintenance and repairs were ongoing and as a result, some consoles were simply not used, or ceased to function altogether. This led dispatchers and drivers to resort to an even more obsolete method of using paper manifests for their scheduling requirements. The size and scope of MITS’ service made this an incredibly inefficient system, leading to an overall dissatisfaction among their drivers. This unsustainable process eventually trickled down to negatively impact service to riders. The main problem with using paper manifests and communicating via radio is that information is slow in getting to those who need it. Unfortunate MITSPlus drivers would get schedule changes and assignments way too late in the day. Without a functional computer on board, direct radio communication was the only way to maintain schedules. However, this led to much confusion, errors, and radio congestion. Things urgently needed to change.

One Care was challenged with poor solutions for effective client communications and services coordination. Information sharing was inconsistent and governance structure varied from one agency to another. At the time, each agency had unique eligibility criteria, funders, funding levels, values, interests, and vehicle and equipment. Under their fragmented operations structure, other agencies and potential clients found it difficult to access One Care’s services. As a result, business was suffering. One Care urgently needed a management system and software solution to keep communication strong and access to information a priority. Another challenge that One Care faced was gaining consensus from their clients and partners. As small Community Support Service Agencies typically have staffing limitations, finding the time to gather and present proposed solutions to agencies was a major undertaking.

Circle of Care, a community-based non-profit organization in Toronto, faced challenges in managing its transportation program efficiently. The organization needed a solution to streamline and simplify requests for information and trip booking. Additionally, they aimed to improve customer service and increase the passengers per hour ratio by updating schedules in real-time on the day of service.

Lethbridge Transit faced the challenge of tracking both fixed route and paratransit vehicles while improving boarding processes and reducing late cancellations. The city needed a solution that would balance ease-of-use for dispatchers and staff with smooth IT operations. Additionally, they sought to enhance customer satisfaction by providing accurate and timely information to riders, reducing wait times, and improving overall service efficiency.

In 2014, RVTD faced a budget crunch and needed to cut services if they could not secure additional funding. They proposed a property tax levy, but it did not pass, forcing them to make tough routing decisions. Using stop-level data from Streets ITS and APCs, RVTD identified areas where they could shorten and streamline routes to improve efficiency while minimally impacting riders. For instance, they cut service to the airport, which had low ridership, thereby shortening the route and allowing for more efficient use of driver time. In 2016, RVTD proposed another property tax levy, which passed, providing additional funding. They aimed to use this funding efficiently to improve services. Using time-point level route-schedule adherence data, they identified that riders on route 60 were often missing their connections due to late arrivals at the transit hub. They made targeted adjustments to the route to improve on-time performance and reduce missed connections.