In a global context marked by digitalisation and automation, it seems that tourism companies can do nothing but continue to offer rest and care services. Let’s imagine a large hotel chain that is exploring new ways to generate value. The transition from an economy centred on the provision of traditional hotel services to one based on the management and exploitation of data represents a key evolution to remain competitive and relevant in a constantly changing sector.
For this hotel chain, this transition would be a strategic opportunity to transform its operations and its value proposition. One of the first initiatives focuses on the generation and collection of data. The digitalisation of processes will establish a solid foundation for comprehensive data management.
In this transition, data management in a large hotel chain must begin with the collection and analysis of data from the front-office. This includes key information about customers, their web browsing, the impact of online marketing campaigns and their behaviour during their stay. Once this data has been structured and exploited, it will be possible to move on to back-office data, which covers internal resource management and operational processes, such as energy consumption, water consumption and inventory control.
In the hotel sector, data exploitation could initially be oriented towards personalized marketing of services and optimization of value creation processes for services. However, the true promise of this transition goes further and lies in answering questions such as: “How to structure and manage data to develop models that promote quality, safe and sustainable tourism?” or “How to offer unique and unforgettable experiences in our destinations?”
The transition to a data economy is not an immediate process. It is a long-term strategic commitment that involves the implementation of pilot models and the evaluation of their viability in the market. Not all models will be adopted immediately, but those that manage to demonstrate their value can make a difference in customer experience and operational efficiency.
Given the complexity and risks associated with this type of initiative, this hotel chain could explore public funding options, either at a regional or national level, now that sustainability and digitalisation are in the eye of the EU policy storm. Identifying projects with potential for impact could open doors to accessing grants or support programmes.
Ultimately, this transition not only represents a change in how services are provided within the hotel, but also in how value is measured and generated. By adopting this approach, the hotel chain will be able to play a key role in the transformation of the tourism sector, promoting a more sustainable, efficient and customer-oriented model.
Let’s bet on data as a basis for informed and committed decision-making.