The hospitality industry has a complex structure. It is highly fragmented, with many small operations but also a significant number of global companies. Moreover, a property can be managed by one company (the brand name over the door) yet owned by another, which might be a one-off local real-estate partnership or a larger-scale owner of multiple sites. The consumer side of hospitality has its own challenges as well, resulting from the dramatic shifts brought about by the Internet in how people worldwide buy travel and leisure services.
Topics: Performance Management, Operational Performance Management (OPM), Hospitality, Analytics, Chief Information Officer, Enterprise Software, Business Intelligence (BI), Business Performance Management (BPM), Customer Performance Management (CPM), Infor, Information Management (IM), Sales Performance Management (SPM)
Midsize companies typically lack the economies of scale that larger ones can bring to bear when it comes to buying and implementing software. They usually don’t have the resources to customize packages such as generic enterprise resource planning (ERP) systems, and they don’t have enough internal IT staff to make ongoing refinements in response to business needs. Observing these constraints, software vendors selling to companies of this size range long ago discovered that verticalization is a necessary market strategy.