2018亚洲旅游产业年会将于9月14日上海举行

640 (1)9月14日,国内唯一由财经全媒体集团南方财经全媒体集团联合国内顶级院校主办的2018亚洲旅游产业年会将在上海举行。

亚洲旅游已经成为全球发展最快的地区之一。资料显示,在全球旅游总人次中,传统的五大区域市场,亚太市场近年从43.5%上升至63.0%,美洲板块则从27.3%降至17.7%,欧洲板块占比也从25.6%降至16.3%。

作为亚洲旅游发动机的中国地区更是以年均两位数的速度增长。旅游投资也继续保持稳定增长态势,2017年全国旅游直接投资超过1.5万亿元。其中全国已有144支旅游产业投资基金,总规模超过8000亿元。与此同时,全国规模以上文化及相关产业2017年实现营业收入9.2万亿元,比上年增长10.8%。进入2018年,旅游发展增速仍在高位。

事实上,随着中国经济结构向消费时代全面转型、国家“一带一路”倡议、2018中非合作论坛开幕,以及自由贸易政策的深化,中国的旅游产业投资正迎来最好的时代。2018年,与国家体制改革向纵深发展相陪伴,中国正在进入文化塑造与旅游体验相融合的新文旅时代,大型非旅游资本正在加速进军文旅产业,跨行业投资态势更加明显,这不仅证明文旅产业已经融入到我国千家万户的日常生活之中,而且预示着现在文化旅游产业正处于快速布局阶段和大发展的前夜。

作为本年度最负盛名的亚洲旅游产业年会,本届论坛主议题为“拥抱文旅融合的亚洲机遇”。主题演讲包括新时代下中国文旅融合发展趋势、2018 年全球及亚洲文旅市场发展趋势与展望、如何通过文化交流提升旅游竞争力、从观光游到深度游:旅游目的地如何打好文化牌、文旅融合背景下旅游产业的机遇与抉择等。

“掘金文化旅游大时代”是本届年会的另一个主要议题。2018年文旅产业一个鲜明的特点就是在万亿投资中,民间资本投资已经占比达到六成以上,文旅产业已形成民营、国有企业和政府投资共同参与的多元主体投资格局;在这样一个背景下,文旅产业与金融产业的结合已成为大势所趋。2018年一个值得关注的现象是,大型非旅资本正加速进军旅游业,跨行业投资态势更趋明显。

由21世纪经济报道与开始吧联合主办的21世纪住宿业高峰论坛将在当天下午举行。作为“2018亚洲旅游产业年会”的重要分论坛,21世纪住宿业高峰论坛将以“文旅时代的住宿产业新思维”为主要议题,针对当下旅游趋势,发布2018中国旅游住宿业发展报告,解构未来大住宿新的挑战和机遇,讨论文旅时代住宿业的投资逻辑,文旅机遇下酒店集团的新竞争策略以及住宿+新玩法如何定义行业未来。

作为国内第一家全媒体财经集团所属21世纪经济报道,充分发挥媒体平台连接各方资源的优势,2018亚洲旅游产业年会邀请有国家旅游主管部门领导;联合国世界旅游组织、欧盟旅游委员会、WTCF世界旅游城市联合会、澳大利亚旅游局、法国旅游发展署、伊朗国家旅游局、美国华盛顿旅游局、中国旅游集团;江苏、山西、河南、河北、西安等地方政府;同时还有华侨城、海航、中青旅、华谊兄弟、万达影视、山水文园、复星、华强方特、携程、万豪国际集团、洲际酒店集团、世茂喜达酒店集团、维也纳酒店集团、松赞集团等近百位行业领袖参加。

作为亚洲旅游产业年会系列活动之一,组委会还发起举办2018(第十五届)中国酒店「金枕头」奖评选和“亚洲旅游「红珊瑚」奖”评选活动。2018(第十五届)中国酒店「金枕头」奖和亚洲旅游「红珊瑚」奖的颁奖典礼也将于年会当晚隆重举行。

打印年会流程设置:

9月14日

上午

08:30- 12:20 2018亚洲旅游产业年会主论坛:拥抱文旅融合的亚洲机遇

下午

13:30- 18:00 2018旅游产业投资与创新高峰论坛:掘金文化旅游大时代

13:30- 17:45 2018·21世纪住宿业高峰论坛:文旅时代的住宿产业新思维

18:00- 19:00 2018旅游及住宿业资源对接交流酒会

晚上

19:00- 20:30 2018(第三届)亚洲旅游「红珊瑚」奖颁奖典礼

20:30- 21:30 2018(第十五届)中国酒店「金枕头」奖颁奖典礼

(注:颁奖典礼仅限定向邀约贵宾开放)

参会嘉宾名单(包括但不限于以下嘉宾)

吴文学 前国家旅游局副局长

严 晗 WTCF世界旅游城市联合会副秘书长

龚 克 现代旅游业协同创新中心理事长

白长虹 南开大学商学院院长、教授、现代旅游业协同创新中心联合主任

胡敬雯 澳大利亚旅游局中国区总经理

Khalifi Hossein 伊朗国家旅游局中国区首席代表

贾云峰 联合国世界旅游组织专家、前国家旅游局改革发展咨询委员会委员、德安杰环球顾问集团董事长

陈 荣 中国旅游集团港中旅酒店有限公司董事长

陈辉军 华强方特集团高级副总裁、董事会秘书

Emeline Jouan 法国旅游发展署上海办事处负责人

美国华盛顿旅游局中国区首席代表

郑建明 美国洛杉矶旅游局华东事务总监

戴学锋 中国社科院财经战略研究院旅游研究室主任

王 军 伟光汇通旅游产业发展有限公司联席总裁

王中磊 华谊兄弟副董事长、CEO

张 昭 乐创实景董事长、CEO

王 军 伟光汇通旅游产业发展有限公司联席总裁

夏 农 海航璞蔚旅游有限公司总裁暨首席执行官

周文杰 山水文园投资集团政策研究院院长

李国栋 驴妈妈集团副总裁兼目的地运营集团总经理

谢 力 华人文化副总裁

夏雨清 借宿CEO

姜 伟 万达影视CEO

李 斌 奥飞娱乐董秘、副总裁、首席战略官

杨宏浩 中国旅游研究院产业所副所长

白玛多吉 松赞集团董事长、松赞精品山居创始人

肖熙凰 维也纳酒店集团高级副总裁

徐建军 开始吧CEO

沈 峰 汉南酒店资产管理咨询(北京)有限公司首席顾问

夏国跃 宝龙酒店集团总经理

顾轶骏 上海金茂酒店管理有限公司总经理

周世伟 携程旅行网投资部副总裁

陈鑫春 浙旅蝶来酒店集团董事长、浙江省饭店业协会副会长

韩京普 中国精品酒店联盟理事长

格 桑 亚朵SLH总裁

何晟旻 开始吧副总裁

孙 健 洲际酒店集团大中华区首席发展官

陈雪明 金陵酒店管理有限公司总裁

郁国刚 万豪国际集团中国区酒店业务发展副总裁

沃恒燕 ONYX酒店集团资深副总裁及大中华区负责人

陈文放 开元酒店集团副总裁兼泛度假酒店发展与管理事业部总经理

葛宇菁 途牛副总裁

朱明华 瑞士瑞斯丽酒店集团项目发展副总裁

郑晓波 亚朵市场副总裁

何少波 花间堂CEO

徐恒勇 高远文旅集团创始人兼CEO

贾 超 有戏电影酒店CEO

兰 进 中国饭店协会常务理事、全国绿色饭店专家工作委员会委员

 


未来的员工:当AI遇到HR时

hr-technologyJitender Panihar正在TD人力资源执行峰会上谈论未来的员工队伍。 我在本周的播客上谈到了人工智能将如何影响人力资源专业人员以及全球员工的角色:

以下是该对话的简略版本。帕尼哈尔说:

背景

我的职业生涯始于德勤(Deloitte)和普华永道(PricewaterhouseCoopers)等国内和国际咨询机构。之后,我决定成为另一个生态系统的一部分,领导人力资源开展健康和营养创业,healthkart.com。

我一直有创业野心,所以我自己探索各种选择。我与创始人和组织合作,在内部构建人力资源系统,同时在他们的产品和技术平台上传播和指导创业公司。

远离蓝筹生活方式

这取决于你作为个人,你的个性和你的思维过程。当我在PWC时,我在吉隆坡和新加坡工作,我开始与初创公司进行对话。

即使一切都很顺利,你也有抱负,如果你是一个想要带来最佳的班级变革,并希望将转型提升到另一个层次,并希望能够影响组织中人员生活的人,那就是你决定的时间,你回到基础。

如果你清楚自己的热情是什么,这不是一个困难的决定。这是有风险的,你周围的环境会以不同的方式破译这些决定,但你必须自己研究如何做出这些决定。

释放潜力

Unlocking-potential我看到了今天和未来劳动力将会是什么样的脱节 - 技术格局不断变化,新业务进入全球并在全球范围内运营。当他们展望未来以及他们设想未来的组织时,对员工意味着什么?

我们今天要经历的一些变化定义了我们明天的运作方式。随着技术的出现,我们的工作受到了影响。我们有虚拟环境和虚拟团队。

这对我来说意味着,作为一名员工,我的角色会产生影响,需要我提出不同的技能。

随着技术,人工智能机器学习和虚拟现实的出现,工作环境如何变化?当人类必须在与机器相同的环境中工作时会发生什么?周围有很多争议。我们会失去工作还是会变得多余?

未来的基石

计算机来了,然后www来了,现在我们正在谈论人工智能。基本趋势是一个非常明确的成功指标,不是您的技术升级,因为技术将不断变化。

“适应性和灵活性......是这一特殊变化的第一个组成部分”

成功的关键因素是您如何适应和学习这些新技术。适应性和灵活性是这一特定变化的第一个组成部分。我们能够进入新环境,成为环境的一部分的固有能力 - 您做得更快,做得更顺畅,定义了您的成功。

除了技术和技术技能之外,这些环境技能不仅对我们作为人力资源专业人员而且对一般员工至关重要。

印度有一家航空公司组织在人工智能方面做了大量工作。他们正在尝试使用人工智能收集大量的分析和数据,以了解他们的员工和人口统计数据,并了解已成为劳动力一部分的新一代。

这样他们就能够了解现有员工的需求和愿望,并帮助确定他们的需求并确定其优先顺序。他们正在研究员工经验,理解学习商数,并在今天创建学习框架,因为他们希望了解数据,以便他们能够为未来的工作做好准备。

他们正在利用学习应用程序和支持技术的移动应用程序,这些应用程序现在正由每位员工从其客户支持人员到工作人员,以及坐在售票柜台的人员使用。

管理变革

这是管理方案中的经典变化,而不仅仅是这种特殊技术。这取决于您作为一个组织如何管理变更。将会有员工无法理解,并且会有耐力且可能不安全的员工。

这取决于管理层如何传达这种变化,并且必须有一个非常明确的变革愿景。如果我打算使用这项技术,那么我需要有一个明确的变更案例,并将其传达给我的领导层,通过市政厅和对话级联到员工。

告诉他们你为什么要做你现在正在做的事情。在需要时让人们参与,然后制定实施计划以更改现有方案 - 如果需要更改流程或者需要更改工作和角色。这取决于何时发生变化,就会出现摩擦,但这就是人力资源专业人员的工作变得重要的地方 - 特别是在人工智能时代。

提升你的技能

HR-skill-set

人力资源是一个非常周期性的行业。每隔两三年,我们会谈论新技术和趋势,这就是我在过去11年的经历中所看到的。我们过去常常谈论人力资源分析,就像我们谈论人工智能一样。

在这方面仍然存在差异。

 

现在,我们正在谈论一个更全面的变革。由于新技术,只有人力资源职能发生了变化; 现在整个世界都在变化。在某个地方选择或偶然你必须为此做好准备。

人工智能并不是什么新鲜事,自20世纪50年代以来它一直存在,虽然很多人觉得这是最近的现象。但是现在有很多实际的应用和重要的工作,特别是在过去的两年里,已经进入了这个领域。

就人工智能和机器学习而言,人力资源技术领域是最活跃的领域,因为这是您看到大量用例的地方。这就是为什么每两周都会有很多有趣的初创公司出现。

“人力资源组织的能力需要提升”

当您走出市场吸引人才时,您如何解决员工体验问题?当您尝试从根本上和历史上捕获数据时,如何解决反馈问题组织无法管理数据?

我对HR理解和翻译AI的能力感到失望。人力资源组织的能力需要提升,谈论人工智能和实现这些技术是非常不同的。这不仅仅是了解人工智能,还包括明年和两年后需要展示的高等技能,如变革管理。

为成功做好准备

人力资源一直以来都是一个孤岛。当您作为人力资源人员考虑人工智能如何影响客户体验或改进销售团队时,这种乐趣就开始了。这是一个需要重新审视的学习和发展理念。有人必须能够将整个价值链从一个功能转换为组织功能,才能创建利用人和AI的用例。

在我们开始走这条道路之前,我与之合作过的人以及我所参与的生态系统需要得到解决。承认与实践真正的变化非常不同。我一直在说,我们越快意识到需要改变,就会定义我们将走向成功,走向灭亡!

“学习是领导力的第一个基础之一”

忘掉我们在过去10到40年间学到的很多东西是我们固有的能力。学习是领导力和人力资源专业人士的首要基础之一。我们需要意识到,然后我们需要掌握新技能。

改变必须从顶部开始。很容易专注于执行和培训人们掌握新技能并实施一些转换,但我认为它的关键来自顶层。这就是成败的地方。

Jitender Panihar is talking at the TD HR Executive Summit about the workforce of the future. I spoke to him on this week’s podcast about how AI will affect the role of HR professionals and indeed the global workforce:

Below is an abridged version of that conversation. Panihar speaks:

Background

My career started at consultancy organisations such as Deloitte and PricewaterhouseCoopers in both national and international stints. After that, I decided to be part of a different ecosystem, leading HR for a health and nutrition start-up, healthkart.com.

I always had entrepreneurial ambitions so I explored options on my own. I worked a lot with founders and organisations to build HR systems in-house while evangelising and mentoring startups on their product and tech platforms.

Moving away from the blue-chip lifestyle

This depends on you as an individual, your personality and your thought process. When I was at PWC, I was based in Kuala Lumpur and Singapore, and I started conversations with startups.

Even if everything is going great you have aspirations, and if you are someone who wants to bring best in class change and who wants to take transformation to another level, and wants to be able to impact the lives of the people in the organisation, that’s the time you decide and you go back to fundamentals.

It’s not a difficult decision if you’re clear in terms of what you’re passionate about. It’s risky and the environment around you will be deciphering these decisions a little differently, but you have to look at how to make those decisions yourself.

Unlocking potential

I’ve seen a disconnect between today and the future of what the workforce will look like—there’s a changing technological landscape, new businesses coming into the picture and operating models throughout the globe. What does it mean to the workforce when they look ahead and when they envisage organisations of the future?

There are several changes that we are going through today that define how we will function tomorrow. With the advent of technology, our work has been impacted. We have virtual environments and virtual teams.

What this means to me, as an employee, is there is an impact on my role which will need me to come up with different skills.

How has the work environment changed with the advent of technology, AI machine learning and virtual reality? What will happen when humans have to work in the same environment as machines? There’s a lot of controversy around it. Will we lose jobs or will we become redundant?

The building blocks of the future

Computers came, and then www came, and now we are talking about AI. The fundamental trend which is a very clear metric of success is not your technical upgrading because technology will keep on changing.

“Adaptability and flexibility… is the first building block of this particular change”

The defining success factor is how you adapt and learn those new technologies. Adaptability and flexibility is something which is the first building block of this particular change. Our inherent ability to be able to go to a new environment, to become a part of that environment – the faster you do that and the smoother you do that, defines your success.

More than technologies and technical skills, these environmental skills will be critical not only for us as HR professionals but employees in general.

There is an airline organisation in India that does a lot of work on artificial intelligence. They are trying to use AI to collect a lot of analytics and data to understand their employees and demographics and to understand the new generation which has become part of the workforce.

This is so that they can understand the needs and aspirations of the existing workforce, and help and prioritise their needs. They are working on employee experiences, understanding the learning quotients, and creating learning frameworks today because they want to understand the data so that they can ready the workforce for future gain.

They are leveraging learning applications and tech-enabled mobile applications which are being used by every single employee right now from their customer support officer to the crew, to somebody who sits at the ticketing counter.

Managing change

This is a classical change in management scenario, and it’s not just about this particular technology. It depends on how you as an organisation is trying to manage the change. There are going to be employees which will not have the understanding and there are going to be employees who are resistant and who may be insecure.

It depends on how the management communicates this change and there has to be a very clear vision for the change. If I intend to use this technology, then I need to have a clear case for change defined and communicated to my leadership, cascaded down to the employees through town halls and conversations.

Tell them why you are doing what you are doing right now. Involve people whenever they are needed and then make an implementation plan for changing the existing scenario—if processes need to be changed or if jobs and roles need to be changed. It depends whenever there is a change, there is going to be friction but that’s where the job of the HR professional becomes important—especially in the age of AI.

Upscaling your skillset

HR is a very cyclical industry. Every two or three years, we talk about new technology and trends and that’s what I’ve seen in my experience over the last 11 years. We used to talk about HR analytics in the same breath as we would talk about artificial intelligence.

There is still a difference in that context.

 

Now, we are talking about a more holistic change. Only an HR function was getting changed because of new technology; now the entire world is changing. Somewhere by choice or by chance you have to prepare for this.

AI is nothing new and it’s been around since the 1950s, although a lot of people feel like it’s a recent phenomenon. But now there are lots of practical applications and significant work, particularly in the last two years, that has gone into this.

The HR technology space is the most active space as far as artificial intelligence and machine learning is concerned because that’s where you see a lot of use cases. That’s why there are a lot of interesting startups coming up every fortnight.

“The capability of HR organisations needs to go up”

How do you solve an employee experience problem when you go out in the market to attract talent? How do solve feedback issues when you are trying to capture data fundamentally and historically the organisation has not been able to manage data?

I am disappointed by the ability of HR to comprehend and translate AI. The capability of HR organisations needs to go up and it’s very different to talk about AI and to be able to implement it those technologies. It’s not just about understanding artificial intelligence but the tertiary skills you need to demonstrate, such as change management, next year and two years from now.

Being equipped for success

HR has been traditionally functioning as a silo. The fun starts when you as an HR guy think about how AI can influence customer experiences or make improvements for the sales team. It’s a learning and development philosophy which will need to be relooked at. Someone has to be able to translate the entire value chain from one function to an organisational function is able to create use cases leveraging people and AI.

The people that I have worked with and the ecosystem that I have been a part of that needs to be addressed before we start to walk that path. Having an acknowledgement is very very different from practising the real change. I’m constantly saying that the faster we realise the need for change, will define we will be walking towards a success, or towards a doom!

“Unlearning is one of the first fundamentals of leadership”

It is our inherent ability to unlearn a lot of things we have learned in the last 10 to 40 years. Unlearning is one of the first fundamentals of leadership and for HR professionals. We need to realise and then we need to equip ourselves with new skills.

The change has to start at the top. It’s easy to focus on execution and training people on new skills and implement some of the transformations but I think the crux of it comes from the top. That’s where make or break happens.


G7亮相第八届亚洲物流双年展 演绎智能化货主运输管理「黑科技」

2018年5月16日,中国上海。今日,被誉为物流行业风向标和助推器的第八届亚洲物流双年展在上海新国际博览中心正式拉开帷幕。G7作为领先的物联网科技公司受邀在本届展会的「智慧物流展区」设立展位,向来自全球的行业嘉宾展示自身技术及行业实力。

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面向货主的解决方案是G7在本届展会上所演绎的「重头戏」。经过八年的积累,G7基于对货主行业挑战的深刻洞察,借助物联网+AI技术,为货主企业打造了自动化、智能化的运输管理平台,实现货物运输全程的可视化、数字化管理。帮助冷链运输、危化品运输、汽车物流等行业在内的货主企业实现了运输管理模式的创新,起到了降本增效、提高运输安全性等价值。

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火热的G7展区

G7为这场两年一届的物流业盛会做足了准备,现场多位技术专家在科技感十足的展台前为嘉宾全面演示了G7货主运输智能化管理平台的运行原理。该平台能够代替人工管理监控运输的全程,在运输途中异常情况出现的第一时间连接云端及时报警,触发干预。通过全程订单可视化管理,让货主企业能够实时了解货物在途情况,降低了运输中的各类风险,提升管理效率。

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众多嘉宾现场参与体验G7展区互动

G7本次参展吸引了媒体的广泛关注,多家媒体在现场采访了G7创始人兼首席执行官翟学魂。翟学魂表示:「近期G7刚刚发布了全新的品牌标识,未来将以更加自信、开放、融合的姿态加大马力,利用自身在物联网+AI上积累的技术优势,为中国的物流公司以及各行业的货主企业打造更加现代的智慧物流管理平台,帮助他们实现物流管理的创新,提升企业的市场竞争力。」

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G7创始人兼CEO翟学魂先生接受媒体专访

在展会首日当晚举办的2018亚洲物流双年展答谢晚宴上,G7获得大会主办方颁发的2018亚洲智慧创新物流之星奖项。未来G7将一如既往地与客户、合作伙伴一道,构建多元、融合的生态体系,推动「智慧物流」在中国的发展。

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Taking the piste: Club Med reveals the habits of Asian skiiers|Club Med揭示了亚洲滑雪者的习惯

Snow-report

豪华滑雪公司Club Med在其2018年的雪假日报告中揭示了中国和亚太地区11个市场的5500名冬季运动爱好者的习惯和影响。

独立民意调查机构Insightzclub编制和整理的报告中的调查结果显示,过去三年来,来自亚太地区的2亿人度过了寒假。日本和韩国的目的地是雪地假期的首选,而瑞士(这项运动的标志性建筑)则成为第三大目的地。

“随着亚洲日益富裕,市场正在快速发展”

东亚和南亚及太平洋地区Club Med首席执行官Xavier Desaulles表示:“这项研究能够及时洞察当今享受雪假的亚太地区消费者的心态。市场正在迅速发展,与亚洲不断增长的富裕程度一致,只有在平昌和北京的背靠背冬季奥运会才能推动市场的兴趣。

“区域和全球的新山区度假村”

“这项调查是一项重要的新工具,可以让我们了解和服务我们的客户和区域合作伙伴,因为我们了解他们的习惯和需求是如何发展的,以及我们在区域和全球开设新的山区度假村,”他补充说。

在过去的三年中,雪假日市场在亚太地区迅速增长,估计有2.38亿旅客,其中包括过去12个月的1.38亿旅客。这些数字与该地区不断增长的富裕程度以及以更加体验和不同的方式探索世界的愿望相关,无论是与家人还是朋友。

毫不奇怪,中国是最大的雪爱好者市场,其次是印度和日本。然而,香港,新加坡和印度尼西亚等几乎没有降雪的市场正在显示出强劲的增长,尽管它们寻求更多基于经验的假期和清新洁净的空气。

有关更具洞察力的发现,请查看以下信息图:

Club-Med-Snow-Report-Infographics

Luxury ski firm Club Med has revealed the habits and influences of 5,500 winter sports lovers, across 11 markets in the China and APAC regions, in its 2018 Snow Holiday Report.

Among the findings in the report, compiled and put together by independent pollsters Insightzclub, were that 200 million people from Asia Pacific have taken a snow holiday in the last three years. Japan and South Korea destinations top the region for snow holidays, while Switzerland (iconic home of the sport) stood came in as the third best destination.

“The market is evolving rapidly in line with Asia’s growing affluence”

Xavier Desaulles, CEO of Club Med, East and South Asia & Pacific said: “This research is a timely insight into the mind of today’s Asia Pacific consumers who enjoy a snow holiday. The market is evolving rapidly in line with Asia’s growing affluence and interest can only grow fuelled by back-to- back Winter Olympics in PyeongChang and Beijing.

“new mountain resorts regionally and globally”

“This survey is an essential new tool that will allow us to inform and service our clients and regional partners as we understand how their habits and needs are developing and as we open new mountain resorts regionally and globally,” he added.

The snow holiday market has seen rapid growth in Asia Pacific in the last three years with an estimated universe of 238 million travellers including 138 million alone in the last 12 months. The numbers correlate with the region’s growing affluence and desire to explore the world in a more experiential and different way whether with family or friends.

Not surprisingly, China is the largest market of snow enthusiasts followed by India and Japan. However, markets with little or no snow such as Hong Kong, Singapore and Indonesia are showing strong growth albeit from a smaller base as they seek more experience-based holidays and fresh, clean air.