Optimization of direct sales of the hotel based on the concept of business process management
The introduction of innovative technologies in the hospitality industry leads to a transformation of the working methods of hotels and other accommodation facilities. These changes are related to the need for in-depth analysis of hotel processes and their evaluation in order to implement process optimization based on them. The use of innovative approaches is the way to maintain a high level of service and competitive advantages. One of the ways to achieve these goals is the concept of business process management, which is widely used in other industries. The focus of this management approach is on business processes, sets of coordinated actions performed by users to achieve the intellectual goals and objectives of the company and their notation, process modeling. The main purpose of this study is to explore the possibilities of using BPM technology and reengineering business processes in a hotel and to assess its possible impact on an organization providing services with intensive and dynamic human-to-human interaction. The article describes the modeling of business processes and the use of reengineering in the hospitality industry with an emphasis on improving direct telephone sales through the use of the CRM system. After modeling the current state of the selected process using the ARIS methodology, the same process was subjected to reengineering through the use of the CRM system. This implementation shortened the entire process (mainly the number of actions required to complete) and allowed the front office employee to be more customer-oriented. Automation of time-consuming processes can reduce the number of errors caused by the human factor and increase the convertibility of booking requests and their overall value.
Novichkova, I. A., Platov A. V. and Tarchokov S. K. (2024), “Optimization of direct sales of the hotel based on the concept of business process management”, Research Result. Business and Service Technologies, 10 (1), pp. 118-132. DOI: 10.18413/2408-9346-2024-10-1-1-0
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