One standard for the group, autonomy for each property.
A group combines its own brands with management and franchise contracts, and each brand brings its PMS, its channels and its procedures. The challenge is not choosing a tool: it is imposing coherence without removing autonomy from those who operate.
Define once, inherit everywhere.
Inheritance with exceptions
The group defines flows, request categories and deadlines. Each property inherits and adjusts only what is genuinely different in its operation.
Each brand’s own identity
Each brand keeps its tone and visual identity on the pages the guest sees, on the same platform.
Access governance
Users, roles and API keys managed at group level, with visibility limited to what each role needs.
Multi-PMS
PMS-agnostic: each brand keeps its system of record and connects by API, with no migration.
Comparison between properties
Deadlines met, volume and satisfaction side by side, with the same metric definition across every property.
Central reservations cockpit
For the central department, the Reservation Cluster consolidates email, voice, webchat and OTAs into a single process.
The problem stops being the tool and becomes the comparison.
When each property uses its own method, group management cannot compare anything. One hotel says it meets deadlines and another says the same, but they measure different things. With a common definition, the conversation changes.
From there you can identify what the best property does differently and replicate it as the standard, instead of debating impressions in a meeting.
Start with two properties and then extend.
We show how the group standard is defined once, inherited by the properties and compared with the same metric.