No need to schlep wallet, keys at Universal's new water park

May 17, 2017

When Universal Orlando opens its new water park later this month, it will debut a new wristband that eliminates lines and the need for wallets

ORLANDO, Fla. — No need to schlep around wallets or locker keys in your Speedos at Universal Orlando Resort's new water park opening later this month.

That's because Universal is debuting a new wristband that can pay for food, open lockers, trigger special effects, set spending limits on the kids and most, importantly, eliminate waiting in lines by sending alerts when it's your turn for a ride.

Universal executives hope the Tapu Tapu wearable wristbands get rid of some of the hassles for visitors at the water park which opens May 25, and they want the wristbands to lead to a "frictionless" experience.

"It really was designed to rethink and reimagine how we take all of these friction points out and make it so you can get to the fun faster," said Chris Crayner, the company's chief digital officer.

Tapu Tapu is only the latest effort by theme parks to eliminate waits, go cashless and track guests through technology that allows workers to greet them by name or know what food they have ordered as they arrive at a restaurant.

Disney's parks in 2013 unveiled Magicband wristbands that allow visitors to unlock hotel rooms, gain entrance to parks and pay for food. Earlier this year, Universal introduced "virtual lines" at its "Race Through New York Starring Jimmy Fallon" ride, which allows visitors to relax in a lounge, watch live entertainment or explore the park instead of waiting in a line before getting on the ride.

Unlike Disney's wristbands, Universal's Tapu Tapu wristbands have screens on which visitors can get text alerts or see images, and they also vibrate.

"The wearable we have here is more of a two-way device to display information to the guests," Crayner said. "It's like an Apple watch. It buzzes and you can feel it. When your time to ride is near, it will vibrate and send you a message on the screen."

Tapu Tapu uses a combination of radio frequency, Bluetooth and near-field communication technology, which allows electronic devices to talk to each other. When visitors get to a ride, they can swipe their wristband against a kiosk and they will receive an alert when it's their turn to go on the ride. Visitors can also use their wristbands throughout the park to trigger water jets or lighting effects. Unlike at the Disney parks, visitors at Volcano Bay must return their wristbands at the end of the day.

The wristbands engage the guests, enhance their experiences and expedite going through the water park, said Dennis Speigel, president of International Theme Park Services, Inc., a Cincinnati-based consulting firm.

"They are helping guests spend more money in the park because they aren't standing in line so long," said Speigel, who has been in the business for five decades and says he has never seen as much technological advancement in the theme park industry as in the past five years. "The technology is driving our industry now in every sense."

Universal executives say eliminating the "friction" at its parks is a top priority. While the Tapu Tapu wristbands won't be used at other Universal parks since they are uniquely designed, and water-proofed, for the water park, "frictionless"-driven technology will show up at other Universal parks, whether through cell phones or other devices, said Jeff Polk, Universal's vice president of water parks.

"The Tapu Tapu wearable isn't the culmination of our overall technology development," Polk said. "It's the first step."

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"And I think that's where companies are starting to realize, 'Wow, we really do need people to do these jobs.'" Klarna, the Swedish provider of buy now, pay later services, began recruiting human customer service representatives again last year. CEO Sebastian Siemiatkowski acknowledged in an interview with Bloomberg News that the company's reliance on an AI chatbot to cut costs had gone too far. In June, Ford said it had hired or promoted 350 veteran engineers after AI tools the automaker deployed to do quality control work did not perform at the expected level. "AI utilization has been an important part of our quality gains and that — along with deep technical expertise of our teams — is a powerful combination," a Ford spokesperson told The Associated Press. However, companies don't always broadcast their U-turns on shifting resources or responsibilities from employees to AI systems, Beaumont said. "Maybe their shareholders love that they did this right-sizing motion... and then they have to turn around and quietly, with their tail between their legs, admit that they weren't ready for that or they shouldn't have done that," she said. Management experts offered employment advice for workers as companies make greater use of AI tools and consider — or reconsider — their staffing needs while assessing the technology's capabilities. Rehiring suggests the invisible work of humans is not easily replaced When companies use AI to perform tasks previously done by people, they often miss the invisible work employees do beyond their formal job descriptions, said Betsy Summers, a principal analyst on the Future of Work team at market research and advisory firm Forrester. That might include sensing emotions and moods, holding impromptu meetings and putting in extra effort when feeling inspired or otherwise motivated, Summers said. 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In roles such as customer service, AI agents and chatbots frequently need to refer questions and complaints to a worker who can recognize emotions, assess the severity or complexity of a problem and respond creatively within established policies, Holtom said. "It's that combination of creativity but staying in the guardrail that's really hard for a machine to figure out," he said. Figure out what gives you a competitive edge as a human As companies redirect resources toward AI, current employees and those asked to come back might want to emphasize skills that complement the technology, such as emotional intelligence and sound judgment, Holtom said. "Really try to be able to articulate, what's your value proposition as a human?" Holtom said. "Don't be afraid to lean into the technology as well, and understand how to differentiate yourself from what machines do well. Embrace that, understand that, and you can become uniquely qualified to help with implementation." Empathy is a human quality that technology has not fully mastered, Beaumont said. "Think about an angry customer. They want to be listened to, they want to be heard, they really want a human on the other end of the line," Beaumont said. "Can an AI replace that right now in a way that feels meaningful to individuals? Perhaps not." Know your leverage and use caution if you're asked back Many people are understandably reluctant to return to a company that laid them off as part of a reorganization around artificial intelligence, according to Beaumont. "To come back to a business where you've been let go, replaced by AI, to be asked back to that business, your trust is gone, your psychological safety there, your relationship with the employer, and that's very, very difficult to build back," she said. Workers offered their old jobs back are asking for more money and to know how AI might impact future staffing, Beaumont said. Requesting additional training and a clear explanation of your opportunities for advancement could be part of the discussion, she said. Communicate ways you would contribute value as a returning employee, outlining a new job description "that leverages the technology but also your expertise," Holtom said. You could end up in a higher-ranking position that pays more than the one you left, he said. Before accepting an offer, seek a commitment such as a one-year renewable contract that includes a buyout clause if the job is terminated in less than a year, Holtom suggested. Don't discount the distinctly human values of motivation and curiosity, which make people efficient and effective, Summers said. "Within our societies, work serves a broader purpose than just creating value for shareholders or customers or constituents," she added. "Work serves a human purpose as well. It's the manifestation of our search for meaning and purpose. 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