Revenue, profit and expense
- Project HARLTON: overviewA smarter way to make revenue decisions across several hotels, so that today's quick sale never costs the hotel its most valuable guests tomorrow.
- HARLTON-01: Peak-Hour Energy Cost ReductionPredict the few hottest hours of the year that set the hotel's electricity bill, and quietly shift equipment use out of those hours to save money.
- HARLTON-02: Guest Relocation and Revenue RetentionWhen one hotel is overbooked, move guests to a sister hotel instead of a competitor, so the guest and the money stay in the group.
- HARLTON-03: Early Arrival and Late Departure RevenuePredict how many rooms will be ready early, and sell early check-in and late check-out as paid extras instead of giving them away.
- HARLTON-04: Amenity Day-Pass Yield ManagementOn quiet days, sell spare waterpark, pool and spa space to day visitors, while always protecting space for hotel guests.
- HARLTON-05: Event-Based Parking PricingCharge more for parking on busy event nights and less on quiet nights, instead of one flat rate all year.
- HARLTON-06: Event and Exchange-Rate Demand SignalsAdd concerts, holidays, the exchange rate and cross-border travel trends to the forecast, so busy dates are spotted and priced early.
- HARLTON-07: Vacant-Room Energy SetbackUse the booking system to turn down heating and cooling in rooms nobody has booked tonight, with no new sensors needed.
- HARLTON-08: Water Leak Detection from Meter DataCheck the water meter every night at 3 AM; if water is still flowing, something is leaking, and the system says roughly where.
- HARLTON-09: Linen and Amenity Loss ControlCount linen and amenities in and out each week to find where items go missing, and fix the cause instead of just buying more.
- HARLTON-10: Historical Demand IntelligenceStudy several years of past bookings to learn exactly when guests book, who they are and what was turned away, so every future rate is set from evidence.
- HARLTON-11: Year-Round Occupancy and Room Sales StrategyA plan for every night of the year that prices busy nights correctly and fills quiet nights with the right guests, groups and packages.
Operations
- Project H2: Unified Executive Business IntelligenceBring the numbers from every hotel system into one place and deliver simple, automatic reports, so nobody has to build them by hand.
- H2-01: Cross-Property Shift ExchangeWhen a shift opens, automatically find a qualified, rested employee, first at the same hotel and then at sister hotels, before paying overtime or agency staff.
- H2-02: Departure Flow BalancingSpread guest check-outs across the morning with simple offers and messages, so elevators, the front desk and housekeeping are not overwhelmed at 11 AM.
- H2-03: Room-Ready Notifications and Housekeeping SequencingClean rooms in the order guests actually need them, and text each guest the moment their room is ready.
- H2-04: Review-to-Maintenance IntelligenceRead guest reviews every day, pick out real problems such as a noisy air conditioner, and turn them into repair tickets before the next guest complains.
- H2-05: Automated Schedule BuilderBuild the weekly staff schedule automatically, then publish the same approved schedule to the staff app, to the familiar Excel sheet and on paper for the staff board.
- H2-06: Low-Strain Work Zone AssignmentGive each staff member a compact work area with a fair share of heavy tasks, so nobody walks or lifts more than necessary.
- H2-07: Night Operations and Front Desk CoverageStaff the overnight hours based on real night-time demand, take routine paperwork off the night desk and keep staff who work alone safe.
- H2-08: Security Coverage OptimizationSend security officers where and when problems actually happen, on patrol routes that change every night so they cannot be predicted.
- H2-09: Centralized Supply Sign-Out and Department AccountabilityA simple sign-out sheet, later a tablet, that records who took which supplies, for which department and why, so waste and loss can be traced and reduced.
- H2-10: Decentralized Supply and Amenity PlacementKeep supplies close to where they are used, in hotels and restaurants alike, so staff spend less time walking to the storeroom.
Shared
- Data FoundationOne agreed set of tables, labels and rules that every report uses, so the same question always gets the same, trustworthy answer.
- Further Ideas: Potential and LimitationsPromising ideas that are not ready yet, each listed honestly with what is missing and what would make it work.