Every Room, Every Channel, One Availability Figure
Reservations, front desk, housekeeping, restaurant and billing on one system, with channel rates and availability synchronised so a room is never sold twice and never left empty by mistake.
A hotel has a perishable product. A room not sold tonight is not sold later; the revenue simply does not exist. That single fact is why availability accuracy matters more in hospitality than almost anywhere else, and why a property selling through four online channels with a spreadsheet in the middle is carrying a risk it cannot see.
The second structural issue is that a hotel is several businesses sharing a building. Rooms, restaurant, spa, laundry, meeting rooms and the minibar all take money, frequently from the same guest, and in many properties each has its own book. The guest then receives a folio assembled by hand at checkout, which is slow at exactly the moment the guest is in a hurry.
iGlobal implements hospitality as one system where the reservation, the room status, every charge and the invoice are the same record. The front desk sees what housekeeping sees, the restaurant posts to the room, and the night audit is a report rather than a reconstruction.
Where room revenue leaks
Double booking is the failure everybody fears and it is almost always a synchronisation gap. Each online travel agency holds its own allotment, somebody updates them manually after breakfast, and in the hours between updates two channels can confirm the same room. The cost is not only the walk; it is the review that follows.
The opposite leak is quieter and often larger. Rooms held back from a channel to avoid overbooking go unsold, and nobody counts the loss because an empty room does not generate a complaint. A property running conservative allotments across four channels can lose more revenue to caution than it ever lost to double booking.
The third is charges that never reach the folio. A drink signed for at the pool, a late laundry item, a minibar consumption noticed after the guest left. Individually trivial, collectively material, and all of them are symptoms of outlets that post to their own book rather than to the guest's.
- Channel allotments updated by hand once or twice a day
- Rooms held back from sale as insurance against overbooking
- Outlet charges reaching the folio late or not at all
- Housekeeping status known on paper at the front desk
What the hospitality system covers
Reservation chart and front desk
Drag and drop booking chart, group reservations, check-in and check-out, room moves and walk-ins, with guest history available at the counter.
Channel manager integration
Rates and availability pushed to online travel agencies and pulled back as bookings, from one inventory, so allotments no longer need to be rationed defensively.
Housekeeping on a phone
Room status updated by the attendant as the work is done, so the front desk knows a room is ready without a telephone call, and late checkouts are visible to everyone.
Restaurant and outlets posting to the room
Point of sale at every outlet posting directly to the guest folio, so checkout is a confirmation rather than an assembly of paper dockets.
Rate plans and yield control
Seasonal rates, corporate contracts, packages and occupancy-based pricing rules, with the rate history kept so decisions can be reviewed afterwards.
Night audit and statutory reporting
Daily revenue posted to accounting, electronic invoices issued, and guest declaration data prepared in the format local authorities expect.
How we deliver it
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1
Property and rate structure review 1 to 2 weeks
Room types, rate plans, contracts and the outlets that need to post to a folio are documented, including the seasonal rules that usually live only in the revenue manager's memory.
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2
Configuration and channel connection 3 to 4 weeks
Rooms, rates, outlets and the channel manager link configured, with each channel verified for availability accuracy before the next one is connected.
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3
Parallel operation 2 weeks
The new system runs alongside the existing one for a full fortnight including at least one weekend, because a hotel cannot be taken offline and a quiet Tuesday proves nothing.
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4
Go live and night audit handover 2 to 3 weeks
We are present on site for the first nights, and stay until the night audit team closes a month without us.
Who this is for
- Independent hotels and resorts from 20 to 500 rooms
- Properties selling through several online travel agencies
- Hotels with restaurant, spa and other revenue outlets
- Groups operating several properties under one management
Why iGlobal
Availability is one number, not four
Every channel reads the same inventory, so allotments can be opened fully instead of rationed. The revenue recovered from no longer holding rooms back usually exceeds the cost of the system.
Every outlet posts to the guest
Restaurant, spa and laundry use the same system as the front desk. Checkout takes a minute and charges stop going missing.
Parallel run over a weekend
We do not switch a hotel over on a promise. Two weeks in parallel including peak occupancy is how we find the problems before your guests do.
The best balance of cost, quality, and service
No per-room monthly licence, so adding a wing does not change the software cost, and no commission on the bookings you take directly.
Three ways to do this, compared
| What you are comparing | By hand, on spreadsheets | Off-the-shelf software | With iGlobal |
|---|---|---|---|
| How many rooms are free tonight | A chart on the wall and a phone call to the front desk | Correct, right up until a booking site sells one | One availability figure that every channel reads |
| Charges from the restaurant and the spa | Paper chits gathered at checkout and hoped to be complete | Room charges handled, other outlets kept separately | Every outlet posts to the room folio as it happens |
| Raising the rate for a busy weekend | Changed by hand on three different websites | Changed in the system, while the booking sites lag behind | Set once and pushed out to every channel |
| Cost across three years | Hidden inside salaries, so it never appears in a budget | A predictable licence per user, plus the work it cannot do | Quoted per phase and reviewed with you before each one starts |
| Who holds your data | Scattered across files, inboxes and personal phones | On the vendor platform, exported on the vendor's terms | Your own database, exportable in full whenever you ask |
| When something breaks | The person who built the file, if they still work here | A ticket queue, often in another language and time zone | A named engineer in Hanoi you can reach the same working day |
The two middle columns describe approaches that genuinely work for some companies. Where they win, they win, and we have tried to say so.
What changes after go live
The revenue change comes from opening allotments. Once availability is genuinely shared, the rooms previously held back as insurance go on sale, and on high demand dates those are exactly the rooms that sell. Properties are often surprised by how much caution was costing them.
The operational change is at the front desk. Checkout stops being a reconciliation of dockets, housekeeping status arrives without a telephone call, and the receptionist spends the saved minutes with the guest standing in front of them rather than with paper.
The management change arrives with the first full month of clean data. Occupancy, average daily rate and revenue per available room by channel and by segment stop being a monthly compilation and become a daily screen, and pricing decisions move from monthly to weekly as a result.
- Full allotment on every channel without double booking risk
- Checkout in a minute because the folio is already complete
- Housekeeping status visible without a telephone call
- Occupancy and rate metrics available daily, not monthly
Frequently asked questions
Does it connect to the online travel agencies we use?
Connection is through a channel manager, which is the standard approach and also the robust one, because the channel manager absorbs the frequent interface changes the agencies make. If you already subscribe to one, we integrate with it; if not, we will recommend options and explain the cost difference honestly.
Can it handle a resort with villas and different room types?
Yes. Room types, individual units, connecting rooms and villas with their own attributes are all modelled, and the booking chart shows real units rather than only categories. For resorts this matters because guests request specific units and the assignment has to be visible well before arrival.
What about guest declaration to the authorities?
Guest identity data is captured at check-in and the declaration file is produced in the required format, so the receptionist is not re-typing passport details into a separate portal at midnight. We configure this against the current local requirement during implementation.
Can we run several properties on one system?
Yes, with separate inventories and rate structures per property but consolidated reporting across the group. Guest history can be shared so a returning guest is recognised at any property, which is one of the few genuine advantages a small group has over a large chain.
How disruptive is the switchover?
Less than people fear, because we run in parallel rather than switching overnight. Forward reservations are migrated and verified before cutover, and the front desk works on both systems for a fortnight. The busiest shift of the busiest day is the test we design for.
Related solutions
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Tell us what you are trying to fix and we will tell you honestly whether we are the right team for it.